HomeMy WebLinkAboutCSD-2026-030 - City of Kitchener's Municipal Newcomer Strategy
Community Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: March 9, 2026
SUBMITTED BY: Elin Moorlag, Manager, Service Coordination & Improvement
PREPARED BY: Olabukonla Mise, Project Manager, Municipal Newcomer Strategy
WARD(S) INVOLVED: All Wards
DATE OF REPORT: February 27, 2026
REPORT NO.: CSD-2026-030
SUBJECT:
RECOMMENDATION:
That Council approve the -ever Municipal Newcomer strategy as
attached to report CSD-2026-030 (Appendix A); and
That, as an immediate action from that strategy, Council approve annual funding for
Immigration Partnership Waterloo Region in the amount of $25,000, to be funded through
; and
That all other financial implications of the Municipal Newcomer Strategy be referred to
future budget processes.
REPORT HIGHLIGHTS:
The Municipal Newcomer Strategy
economic contributions, cultural inclusion, and active community participation.
The Newcomer Strategy has been developed through extensive engagement with over
1,000 newcomer voices through 25+ engagement activities, community-led events, working
group meetings, and 60+ internal staff consultations, ensuring the strategy reflects
lived experiences, staff insights, and community priorities.
Given that immigrants make up approximately , newcomers
accounted for 69% of recent population growth, and are more likely to start businesses and
1
fill labour gaps, this strategy is a key lever for strengthening small
business landscape, and longterm economic sustainability.
With a proposed 3-year implementation plan, the strategy contains 19 distinct actions across
5 themes: (1) Boosting Awareness of City Services, (2) Small Business and
Employment Supports, (3) Community Belonging and Connections, (4) Targeted
Supports for Newcomers, and (5) Equipping Team Kitchener
1
2023 Immigrant Survey
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
BACKGROUND:
The idea to develop a Municipal Newcomer Strategy emerged th
plan consultations, where communityled groups identified newcomers as a priority population
for focused action. In response, the development of this strategy was included in the 2023
2026 Strategic Plan under Fostering a Caring City Together. However, as the project has
evolved, it has become evident that the strategy has the potential to also Creating
an Economically Thriving City Togetherwith a recognition that newcomers come with a
diverse set of skills and the potential to strengthen economic resilience by supporting business
creation, workforce sustainability, and longterm growth of the local economy.
Demographic trends also emphasize the urgency and opportunity. As of the 2021 Census,
, and of
that immigrant population, approximately 22% are recent arrivals (within five years). Additionally,
Kitchener saw a doubling of recent immigrant numbers from 7,910 to 16,345 between 2016 and
2021, with notable shifts in countries of origin.
These figures reflect the 2021 census data, however subsequent global events as shown below
have significantly increased newcomer numbers:
The Russian invasion of Ukraine
The Afghan resettlement scheme and other humanitarian crises across the world
A period of significant increases in temporary residents such as international students
and work permit holders
Meanwhile, it is important to note that since the beginning of this project, the upward trend in
temporary resident numbers has slowed significantly and the situation continues to evolve.
Therefore, this shifting context shows the need for a flexible and adaptive approach.
To guide this work, the Municipal Newcomer Strategy project charter was approved by Council
in March 2025 (CSD2025054). The charter sets out the following:
Why Does ?
Kitchener is one of the fastestgrowing cities in Canada, with newcomers accounting for 69%
30% of the population, a proportion that has steadily risen from 26% in 2011 and 2016,
emphasizing their central role in shaping the ci
population of one million by 2050 and given that Kitchener represents roughly 45% of the
National and international research also consistently demonstrates that immigrants help sustain
age population in the face of demographic decline and are drivers of
(as at the 2021 census), they are more likely than the general population to start businesses,
creating jobs and contributing to local economies across the country. This is reflected locally: in
the 2023 Immigration Partnership Immigrant Survey which revealed that over 38% of
respondents in Kitchener reported accessing small business supports.
Furthermore, according to Immigration, Refugees and Citizenship Canada (IRCC), immigration
contributions increase over time; this emphasizes the longterm economic value of supporting
newcomer integration.
Therefore, failing to adequately support newcomer economic participation means Kitchener risks
missing out on a significant source of talent, innovation, and entrepreneurship. With immigrants
comprising nearly oneand with newcomers arriving largely in
their prime working yearsthey represent one of the strongest opportunities to sustain and grow
the local economy.
Based on this context, the Municipal Newcomer Strategy provides a coordinated approach to
ensure newcomers can:
Ultimately, this strategy positions Kitchener as a city where newcomers are welcomed,
informed, and empowered to succeed, benefiting not only newcomer families but also the
longterm economic vitality of the full community
fostering a caring and economically thriving city, while ensuring that growth remains sustainable,
competitive, and reflective of the diverse residents who call Kitchener home.
REPORT:
The Municipal Newcomer Strategy was developed to establish a clear and coordinated municipal
approach to supporting newcomers in Kitchener, grounded in the lived experiences of those the
strategy is intended to serve.
For the purpose of this strategy, newcomers are defined as individuals who have arrived in
Canada within the past 10 years, recognizing the varied timelines for settlement and integration
into the community, which differ based on individual circumstances. In addition, the scope of the
strategy focuses on municipal jurisdiction,
ensuring that recommendations are actionable.
It is important to note that due to the commitment of Council, City leadership, staff, and
community partners, many initiatives supporting newcomers are already underway within the
City of Kitchener, both within the corporation and in the community. Within the City, staff are
already delivering programs and services that positively impact newcomers, such as
communitycentre programming and entrepreneurship supports to recreation access, bylaw
education, digital improvements, and housingrelated efforts, among many other ongoing
initiatives. Additionally, numerous community-based organizations are doing important and
effective work in this space, and the Municipal Newcomer Strategy is intended to support,
strengthen, and complement these existing efforts, not duplicate them. A summary of existing
initiatives is provided in Appendix B.
Strategy Development
Central to the strategy development approach was a commitment to listening directly to
newcomers and newcomerserving organizations. Therefore, engagement activities were
designed to focus on newcomer voices and ensure the strategy reflects what newcomers
themselves identified as priorities, rather than assumptions about their needs. This
communityinformed approach was further supported through collaboration with City staff and
a Municipal Newcomer Strategy Working Group. The Working Group was made up of City staff,
newcomers, and representatives from newcomerserving organizations such as House of
Friendship, Kitchener Waterloo Multicultural Centre, Kitchener Public Library, and Reception
House. The group met monthly over six sessions to provide livedexperience perspectives,
review data, and guide the prioritization of emergent themes and actions.
The engagement process took place between May and September 2025, and included a wide
range of activities, as shown in Figure 1 on the following page.
Figure 1: Community Engagement Activities throughout Strategy Development
60+ 1,100+ 25+ 25+ 6
City staff Community Events and Community Municipal
conversations and members engagedactivitiesorganizations Newcomer Strategy
committee involvedWorking group
Across diverse 6community centre
presentationsmeetings
cultures, & 2 pool pop-ups
Workforce and
immigration
Immigrant Network
3 community-led
12 community Newcomer
pathways and
(WIN)
events
centrescommunity
circumstances
members
African Canadian
4 festivals
City hall customer
Association of
serviceRepresentatives
3 cultural events
Waterloo Region
from Newcomer-
Existing project
7+ other events,
(ACAWRA)
serving
teams
presentations, &
organizations
Grassroots
pop-ups
Staff in community-
Response to the
City of Kitchener
facing functions and
7+ internal &
Ukrainian Crisis
staff
who already support
external
KW Multicultural
newcomers through
collaborations
Centre
their work.
House of Friendship
Kitchener Youth
Advisory Council
Reception House
(KYAC), Equity and
Filipino Canadian
Anti-Racism
association of
Advisory Committee
Kitchener-Waterloo
(EARAC),
and more
Economic
Development
Advisory Committee
(EDAC)
The Municipal Newcomer Strategy
Through community
prioritizing the insights collected, five overarching themes (listed below) have emerged that
reflect both the lived experiences of newcomers and the perspectives of City staff and
newcomer-serving community organizations. These five themes include:
1. Boosting Awareness of City Services
2. Small Business and Employment Supports
3. Community Belonging and Connections
4. Targeted Supports for Newcomers
5. Equipping Team Kitchener
Within each of these themes, the 19 actions that were eventually identified and included in
the strategy were developed through comprehensive analysis of community feedback, staff
input and best practices. Key considerations include:
Alignment with municipal jurisdiction: Actions focus on areas where the City can
meaningfully influence outcomes or provide leadership.
Evidence based: Recommendations draw on engagement findings and successful
initiatives from other municipalities.
Collaborative governance: The working group helped to refine priorities and ensure
newcomer voices remain central.
Phased implementation: Actions to be implemented immediately centre on
communication, collaboration and awareness building, whereas actions focused on
program development and staffing coordination will be phased in over the next two
years (e.g., newcomer internship and mentorship programs, entrepreneurial
supports).
As illustrated in Table 1 on the following page, the Municipal Newcomer Strategy being
presented to Council for consideration contains a clear and coordinated municipal approach
to supporting newcomers within the jurisdiction of the City of Kitchener, grounded in the lived
experiences of those the strategy is intended to serve. It is important to note that throughout
the process of strategy development, staff worked closely with members of City staff and
leadership across the organization who represent the divisions listed alongside each action
to ensure that all actions were developed collaboratively and approved/vetted by the
appropriate team.
This proposed Municipal Newcomer Strategy provides a framework for coordinated, City of
Kitchener-led action to advance our strategic priorities to foster a caring and economically-
thriving city by enhancing newcomer access to City supports, services, and opportunities.
Contained in Table 1 is a concise summary of the themes and actions of the strategy,
including the team identified to lead the work, proposed timing, and identified financial
resourcing. The full Newcomer Strategy document, including more details on each of the
actions, is contained in Appendix A.
Table 1: Themes, Objectives, and Recommended Actions (see appendix A for more information on each action)
Theme Objective Actions Lead /Team Timing Financial
Responsible Resourcing?
Boosting 2027 No
1. A central online information hub for newcomers TIS
Awareness and user-focused experience
2. Ongoing, comprehensive newcomer-specific COMMS
2026 No
of City that makes it simple for
communications strategy
Services
newcomers to find information
3. Deepen newcomer engagement through trusted COMMS 2026 No
and access services.
channels.
Small Support newcomer economic 4. Paid City of Kitchener internship program for HR
2027 Yes
Business integration through job access, newcomers
and
entrepreneurship capacity
5. Temporary FTE (18 months), Small Business EC DEV
Employment building, streamlined business
Centre, to implement the following actions:
Supports processes, and opportunities
a) A tailored program for newcomer business
to engage with the City.
owners, using existing Starter Company
model
b) Curated information for newcomer business
owners on decision-making & loss
prevention 2027/
Yes
c) Tailored networking sessions for newcomer 2028
entrepreneurs & business owners
d) Orientation for newcomers on the City's Bids
and Tenders process.
e) "Newcomer" category in Pitch Kitchener.
f) Targeted needs assessment for refugees
regarding economic participation
2026 No
6. Increased City participation in job fairs HR
7. City partnership with Workplace and Immigrant HR
2027 No
Network (WIN) for targeted employment
outreach
Community Build a welcoming and 8. Increased City participation in Immigration HR
2026 No
Belonging
connected community by
and
fostering opportunities for
9. Consistent City representation on Immigration REDI 2026 No
Connections engagement, advancing
Partnership Steering Groups
outreach efforts, and ensuring
10. HR/NPS 2026 No
full implementation of
Access Without Fear policy for newcomers
supportive policies.
11. Increased community centre signage targeting NPS 2026 No
newcomers.
Theme Objective Actions Lead /Team Timing Financial
Responsible Resourcing?
Targeted
Expand targeted newcomer 12. Annual funding for Immigration Partnership REDI
Supports for 2026 Yes
supports by fostering civic Waterloo Region (IPWR) to support Kitchener
Newcomers engagement, facilitating newcomers.
mentorship, and delivering
13. Continued proactive housing and bylaws BYLAW
tailored education programs
education program mainly targeted to diverse
2026 No
for varied newcomer groups.
newcomer groups including international
students.
14. Youth leadership and civic engagement PRS
2027 No
program/opportunities for newcomer youth
15. City participation in existing mentorship program HR
2028 No
for newcomer women (KWMC)
Equipping Equip Team Kitchener to 16. Create newcomer-focused information package CSD
Team 2026 No
better support newcomers for internal teams across the City to use when
Kitchener
through staff training, an developing strategies/action plans
internal knowledge base, and
17. Create newcomer community engagement COMMS 2027 No
consistent communications.
guidelines.
EC DEV 2027 No
18. Build awareness with staff on use of newcomer
businesses for small procurements (>40K)
19. Monitoring & reporting on implementation of all REDI 2026 No
actions of the Newcomer Strategy
Monitoring and Evaluation Plan
Moving forward, the Reconciliation, Equity, Diversity and Inclusion (REDI) Division will
take on the responsibility of oversight and tracking of the implementation process for the
Municipal Newcomer Strategy. While the REDI team will not be responsible for
implementing the specific actions (aside from the ones they are assigned), they will be
providing accountability, oversight, and support when needed, to staff who are responsible
for action implementation. Staff will report back to Council
implementation cycle to ensure accountability and continuous improvement.
STRATEGIC PLAN ALIGNMENT:
This report supports Fostering a Caring City Together: Focuses on welcoming residents of
all ages, backgrounds & experiences; residents working on decisions with a meaningful
influence; healthy, thriving residents with easy access to diverse & inclusive programs &
services.
This report also aligns with Creating an Economically-Thriving City Together: Focusing on
growing an agile, diverse local economy powered by talented entrepreneurs, workers &
artists; and creating opportunities for everyone and a resilient future that propels our city
forward.
FINANCIAL IMPLICATIONS:
Sixteen of the 19 recommended actions can be advanced through existing City resources,
partnerships, and aligned initiatives. However, additional funding is required to support
select internal (City-led) actions, including the paid newcomer internship program and the
18-month contract position for entrepreneurship supports.
It is also a recommendation of the Newcomer Strategy to provide annual operational funding
to Immigration Partnership, as there are multiple opportunities for
Immigration Partnership. This investment in the Immigration Partnership will enable them to
continue to suppo
Continue to gather, consolidate, analyze and share data on local immigration trends
and immigrant experiences to aid policy, program and service decisions for the
newcomer community
Advance belonging through initiatives such as the annual Welcoming Week and
Migration Film Festival
Strengthen employment pathways for immigrants through their continued partnership
with the Workplace and Immigrant Network and other immigrant employment
initiatives that help hundreds of immigrants land skills-aligned work in this community
each year.
Notably, their Welcoming Week activities create a strong opportunity for the City to align
with impactful existing initiatives that welcome newcomers across the region, rather than
creating new events or duplicating efforts.
Estimated financial implications are outlined below in Table 2, and presented on a phased,
yearbyyear basis from 2026 to 2028, distinguishing between initiatives supported through
capital versus operational funding.
Table 2: Financial Implications for Newcomer Strategy Actions
CAPITAL BUDGET IMPACTS
Strategic Actions 2026 2027 2028
EC DEV 18 month contact position - $55,000 $120,000
EC DEV implementation costs - $50,000 -
TOTAL $105,000 $120,000
OPERATING BUDGET IMPACTS
Strategic Actions 2026 2027 2028
Immigration Partnership Funding $25,000* - -
Newcomer Internship Year 1 pilot (2 positions) $80,000
Newcomer Internship Full program (4 positions) $80,000**
TOTAL $25,000 $80,000 $80,000
*Once this amount is added in 2026, it will continue as an ongoing operating cost for 2027 and beyond
** Full cost of the program will be $160,000 in annual operating costs for 2028 and beyond
As shown, the actions requiring new funding are intentionally focused on enhancing
business development. These investments are expected to contribute to small business
creation, job growth, and longterm economic resil
strategic priority to foster an economically thriving Kitchener.
COMMUNITY ENGAGEMENT:
The development of the Municipal Newcomer Strategy was informed by input from over
1,000 community voices through more than 25 engagement activities and community-led
events (a summary of all activities is provided in Appendix C), collaboration with 25+
community organizations, six Working Group meetings, and over 60 internal staff
consultations and committee presentations.
Engagement methods included surveys, community conversations, focus groups, targeted
sessions for internationally trained professionals and entrepreneurs, and pop-up booths at
community centres and cultural festivals. These activities generated qualitative and
.
committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
CSD-2025-054 Municipal Newcomer Strategy Scope & Development Approach
APPROVED BY: MICHAEL MAY, DEPUTY CHIEF ADMINISTRATIVE OFFICER
ATTACHMENTS:
Appendix A The Municipal Newcomer Strategy
Appendix B Existing Newcomer-focused Initiatives led by the City of Kitchener
Appendix C Newcomer Strategy Development Full List of Engagement Activities
2028)
Fostering a Caring Kitchener, Together
Background
Kitchener is home to a growing and diverse newcomer population that enriches the
cultural, social, and economic fabric of our community. We recognize our role as a lower
municipality in ensuring all residents, including newcomers can access the information,
services, and opportunities they need to thrive and contribute to our community.
priority for focused municipal action. In response, the development of a Municipal
2026 Strategic Plan under
Fostering a Caring City Together. This strategy recognizes that newcomers contribute in
meaningful ways across sectors through workforce participation, entrepreneurship,
cultural vitality, civic engagement; and that municipal support can help ensure
newcomers continue to thrive and participate fully in the community.
Why This Strategy Matters
Demographic trends also emphasize the importance of this strategy. As of the 2021
2016), and of that immigrant population, approximately 22% are recent arrivals (within
five years). Additionally, Kitchener saw a doubling of recent immigrant numbers
between 2016 and 2021, with notable shifts in countries of origin. Newcomers represent
our workforce, growing small businesses, and enriching neighbourhood life. At the same
time, many newcomers face unique challenges related to navigating municipal services,
finding housing, securing employment, and feeling connected to their community.
This strategy provides a coordinated municipal approach to supporting newcomers, one
that centres newcomer voices, complements the good work of community and regional
Newcomer Strategy Development Process
The Engagement
This strategy was shaped by extensive community engagement that centred the lived
experiences of newcomers. Between May and September 2025, the City engaged:
Through more than 25 activities, including communityled events, festivals, and
other channels
Over 1,000 newcomers through community events, popups, cultural gatherings,
and targeted conversations
25+ newcomerserving organizations across the settlement, employment, and
cultural sectors
60+ City staff through internal consultations
These conversations provided direct insight into what newcomers identify as their
needs, priorities, and barriers, not what the City assumes those needs to be.
The Working Group
development. The group consisted of:
Newcomers with lived experience,
Representatives from newcomerserving organizations, and
City of Kitchener staff from multiple departments
The Working Group met six times to review engagement findings, validate insights,
provide context, and help prioritize the recommendations in this strategy.
Newcomer Categories
Newcomers in Kitchener are not a single group, they represent a wide range of
experiences, backgrounds, and immigration pathways. For this strategy, newcomers
include individuals who have arrived in Canada within the past 10 years, including:
Economic immigrants (skilled workers, entrepreneurs, etc.)
Refugees and protected persons
Familysponsored immigrants
Temporary residents, including:
o International students
o Work permit holders
o Canada-Ukraine Authorization for Emergency Travel (CUAET) visa
holders
o Other temporary categories
newcomer population and the unique challenges each group may face in accessing
services, supports, and community life.
Kitchener is one of the fastestgrowing communities in Ontario, shaped significantly by
immigration. As of the 2021 Census, recent immigrants accounted for 69% of the
population growth between 2016 and 2021. Newcomers arrive from diverse regions,
with notable growth from countries such as India, Eritrea, Syria, Nigeria, China, and
Brazil.
Beyond permanent residents and refugees, Kitchener has also seen increases in
temporary residents including international students and work permit holders, whose
needs continue to evolve as federal immigration and postsecondary policies change.
This strategy reflects these changing trends and positions the City to remain adaptable,
welcoming, and forwardthinking.
Guiding Principles
The Municipal Newcomer Strategy is grounded in the following principles, which guide
all actions and decisions:
1. NewcomerCentered
on what newcomers tell us they need, not assumptions about their experiences.
2. Focus on Municipal Responsibility
impact, and efficient use of municipal resources.
3. Equity and Inclusion
Supports are designed to improve access to City services and promote fair outcomes
for all newcomer groups, regardless of immigration status.
4. Collaboration, Not Duplication
The City recognizes and values the work of staff, community organizations, and regional
partners. This strategy aims to complement, strengthen, and align with existing efforts.
5. Community Belonging and Connection
Building a welcoming community is central to newcomer success and benefits the entire
city.
6. Transparency and Accountability
The City is committed to clear communication, measurable progress, and ongoing
engagement to ensure continuous improvement.
Themes, Objectives, and Recommended Actions
Theme 1: Boosting Awareness of City Services
Objective: -focused experience
that makes it simple for newcomers to find information and access services.
1. Create a central, accessible, and Improved awareness and
easily recognizable point for
information where newcomer- Increased use of City programs,
related services/programs and
Reduced confusion and
duplication
2. Develop a newcomer- More culturally relevant
communications tailored to
strategy in partnership with
Corporate Communications for
the launch and ongoing newcomer groups through
targeted channels and
Consistent, citywide messaging
that supports long term strategy
3. Explore ways to engage with Stronger relationships with
newcomers beyond generic cultural, grassroots, and faith-
approaches. For example, based
through trusted community, Increased engagement of
cultural, and faith-based newcomer groups that may not
channels to reach different access traditional outreach
More representative feedback
and participation from diverse
Theme 2: Small Business and Employment Supports
Objective: Support newcomer economic integration through job access,
entrepreneurship capacity building, streamlined business processes, and
opportunities to engage with the City.
4. Create a paid internship program that
Improved employment pathways
allows newcomer professionals to
work at the City of Kitchener to gain
Stronger understanding of
some experience while earning an
municipal operations among
income.
5. Temporary FTE (18 months), Small
Increased business startup
Business Centre, to implement the
a) A tailored program for newcomer
business owners, using existing Starter
Reduced navigation barriers for
b) Curated information for newcomer
business owners on decision-making &
through newcomer led
c) Tailored networking sessions for
newcomer entrepreneurs & business
d)
e) "Newcomer" category in Pitch
f) Targeted needs assessment for
6. Take part in the Global Skills
Improved access to newcomer
Conference job fair and Workplace
Increased awareness of City
employment and volunteer
7. Develop a partnership with Workplace
More effective engagement with
and Immigrant Network (WIN) to
conduct targeted outreaches to
Enhanced collaboration with
regional employment
Theme 3: Community Belonging and Connections
Objective: Build a welcoming and connected community by fostering
opportunities for engagement, advancing outreach efforts, and ensuring full
implementation of supportive policies.
8.
Increased opportunities for cross
cultural connection and community
Strengthened relationships between
9. Consistent City
Strengthened relationships with cultural
representation on
and faith-based
Immigration Partnership
Better understanding of emerging needs
empower staff with relevant
Increased capacity for culturally informed
information and relationship
10. Targeted information &
Increased newcomer confidence in
Access Without Fear policy
More consistent service delivery
11. Increased
Clearer cues that City facilities are open and
Theme 4: Targeted Supports for Newcomers
Objective: Expand targeted newcomer supports by fostering civic
engagement, facilitating mentorship, and delivering tailored education
programs for varied newcomer groups.
12. Funding for Immigration
Strengthened coordination with regional
Partnership Waterloo Region
(IPWR) to support Kitchener
13. Continued proactive housing and
Improved understanding of local housing
bylaws education program targeted
to diverse newcomer groups
Reduced bylaw violations and housing
including international students.
related
Stronger relationships between
newcomers, landlords, and municipal
14. Create youth leadership and civic
Increased civic participation and
engagement program/opportunities
leadership confidence among newcomer
for newcomer youth.
Improved sense of belonging and long-
term
15. Participate in mentorship program
Expanded professional networks for
to connect City staff with newcomer
women professionals (Kitchener
Waterloo Multicultural Centre)
Theme 5: Equipping Team Kitchener
Objective: Equip Team Kitchener to better support newcomers through staff
training, an internal knowledge base, and consistent communications.
16. Create newcomer-focused
More culturally responsive
Increased staff confidence and
competence in newcomer
Improved newcomer experiences
17. Create an internal guiding document for
Consistent standards and practices
staff in relation to
newcomer
Clear reference tool to
project/policy/initiatives
decision
18. Build awareness with staff on use of
newcomer businesses for small
Increased economic opportunities
for newcomer owned
Procurement practices that reflect the
19. Monitoring & reporting on
Clear visibility on progress and impact
implementation of all actions of the
of the strategy across all themes.
Newcomer Strategy
Improved accountability and ability to
adjust approaches based on evidence
and emerging trends.
CSD-2026-030 Recommendations | Implementation Plan | 2026 2028
Theme Objective Actions Lead Timing Financial
Team Resourcing
?
Boosting 1. A central online TIS 2027 No
Awareness -information hub for
of City focused experience newcomers
Services that makes it simple
2. Ongoing, COMM
for newcomers to
comprehensive S
find information and
newcomer-specific 2026 No
access services.
communications
strategy
3. Deepen newcomer COMM 2026 No
engagement through S
trusted channels.
Small Support newcomer 4. Paid City of HR
Business economic integration Kitchener internship
2027 Yes
and through job access, program for
Employmen entrepreneurship newcomers
t Supports capacity building,
5. Temporary FTE (18 EC DEV
streamlined business
months), Small
processes, and
Business Centre
2027/
Yes
opportunities to
2028
engage with the City.
6. Increased City HR 2026 No
participation in job
fairs
7. City partnership with HR
Workplace and
Immigrant Network
2027 No
(WIN) for targeted
employment
outreach
Community Build a welcoming 8. Increased City HR
Belonging and connected participation in
and community by Immigration
2026 No
Connection fostering
s opportunities for
engagement, for newcomers
advancing outreach
9. Consistent City REDI 2026 No
efforts, and ensuring
representation on
full implementation of
Immigration
supportive policies.
Partnership Steering
Groups
10. Targeted information HR/NPS 2026 No
& awareness of the
Theme Objective Actions Lead Timing Financial
Team Resourcing
?
Without Fear policy
for newcomers
11. Increased NPS 2026 No
community centre
signage targeting
newcomers.
Targeted Expand targeted 12. Annual funding for REDI
Supports newcomer supports Immigration
for by fostering civic Partnership
Newcomers engagement, Waterloo Region 2026 Yes
facilitating (IPWR) to support
mentorship, and Kitchener
delivering tailored newcomers.
education programs
13. Continued proactive BYLAW
for varied newcomer
housing and bylaws
groups.
education program
mainly targeted to
2026 No
diverse newcomer
groups including
international
students.
14. Youth leadership PRS
and civic
engagement
2027 No
program/opportunitie
s for newcomer
youth
15. City participation in HR
existing mentorship
program for 2028 No
newcomer women
(KWMC)
Equipping Equip Team 16. Create newcomer-CSD
Team Kitchener to better focused information
Kitchener support newcomers package for internal
through staff training, teams across the
2026 No
an internal City to use when
knowledge base, and developing
consistent strategies/action
communications. plans
17. Create newcomer COMM 2027 No
community S
engagement
guidelines.
18. Build awareness EC DEV 2027 No
with staff on use of
newcomer
Theme Objective Actions Lead Timing Financial
Team Resourcing
?
businesses for small
procurements
(>40K)
19. Monitoring & REDI 2026 No
reporting on
implementation of all
actions of the
Newcomer Strategy
Monitoring and Evaluation Plan
Reconciliation, Equity, Diversity and Inclusion (REDI) division will be
responsible for the oversight and tracking of the implementation process for the
Municipal Newcomer Strategy. Staff will report back to Council at the end of the
Partnerships and Community Alignment
The City recognizes and deeply values the work already being done by local community
organizations, cultural associations, faith groups, and regional partners to support
newcomers. This strategy is designed to complementnot duplicatetheir efforts,
and to strengthen alignment across initiatives, programs, and resources.
Collaboration remains essential to achieving meaningful and lasting impact. As the City
advances this strategy, it will continue to work closely with the community to respond to
evolving newcomer needs and opportunities.
Our Commitment Moving Forward
The Municipal Newcomer Strategy (2026
commitment to fostering a caring city where newcomers feel welcomed, included, and
supported to succeed. Over the next three years, the City will:
Advance the actions outlined in this strategy
Strengthen internal capacity to better serve newcomers
Implement targeted actions across all five themes to meet emerging newcomer
needs.
While municipal jurisdiction is limited, the City plays an important role in shaping a
welcoming environment and improving access to local programs, services, and
opportunities.
Looking Ahead
Newcomer Strategy provides a clear pathway for building a more connected and
thriving community. Together, with residents, partners, and City staff we can ensure
Kitchener remains a place where newcomers and long-time residents thrive,
together.
Existing Newcomer-focused Initiatives led by the City of Kitchener
Idea/Program Details
14 Community Partnering with neighbourhood associations and various community
Centres (some with organizations to provide programs that support newcomers through
kitchens)
The Small Business Provides entrepreneur training, business supports, and other services
Centre & SDG Idea that newcomers have benefited from.
Factory
The Neighbourhood Manages the Love My Hood program that offers grants through which
Development Team some newcomer initiatives have been advanced.
The Reconciliation, Newcomers are listed as an equity deserving demographic group and
Equity, Diversity & many of the work being done by the REDI team has and will continue to
Inclusion (REDI) positively impact newcomers, especially the RISE fund.
Team
The Program and This team manages the Leisure Access Fund which offers up to $400
Resources Services per person for low-income families to access recreation programs within
team the City of Kitchener.
Additionally, the team regularly initiates programs based on community
needs and many of these have benefited newcomers, such as a knitting
group for seniors, and a youth development program at Chandler Mowat.
The Access Without Ensures access to City services regardless of immigration status.
Fear Policy
Bylaw Enforcement Has been working closely with Conestoga College and other post-
secondary institutions to offer orientation to international students on the
The new AI-enabled The website makes it easier to simply search and find relevant
City of Kitchener information and this is likely to have a positive impact.
website
The Digital Kitchener The Digital Kitchener Strategy is about using technology to make life
Strategy Review better for everyone. There are intersections between the engagement
insights from the strategy and those of the municipal newcomer strategy.
Pitch Kitchener This initiative provides opportunities for the City to better engage with
startups and vendors to propose creative ways to improve city service
delivery.
The Missing Middle This initiative expands affordable and diverse housing options by
and Affordable supporting missingmiddle and lowercost rental units, prioritizing recent
Housing Community immigrants among the groups it aims to help access suitable homes and
Improvement Plan reduce financial barriers.
New Multi-language Community centres are implementing new program registration
Program signages to inform residents of upcoming programs in up to eight
Registration Signs at languages, based on the language demographics of each location.
Community Centres
Newcomer Strategy Development Full List of Engagement Activities
Event Location Date
1. Immigration Partnership Settle Steering Group Centre for March 25, 2025
meeting International
Governance
Innovation (CIGI),
Waterloo
2. Kitchener Waterloo Multicultural Centre KW Multicultural April 14, 2025
(KWMC)/Immigration Partnerships (IP) Centre
Proponents for Immigrant Employment
Session
3. Nigerians in the Region of Waterloo (NIROW) Victoria Park May 24, 2025
- Family Event
4. The Grand Indian Food Fair Carl Zehr Square May 25, 2025
5. Targeted session for newcomer small SDG Idea Factory May 27, 2025
business owners - SDG Talks
6. Filipino-Canadian Association - Independence Glencairn Church May 31, 2025
Day Celebration
7. Victoria Hills community centre pop up CC location June 2, 2025
8. Huron community centre pop up CC location June 3, 2025
9. Stanley Park community centre pop up CC location June 4, 2025
10. City-organized community engagement event City Hall June 5, 2025
11. Tri-pride festival Victoria Park June 7, 2025
12. Erick Traplin Day Carl Zehr Square June 8, 2025
13. Targeted session for internationally trained Catalyst 137, June 18, 2025
professionals with Workplace and Immigrant Kitchener
Network
14. KW Multicultural Festival Victoria Park June 21 & 22, 2025
15. Wilson outdoor pool pop up Pool location July 11, 2025
16. Afrovibes Festival Carl Zehr Square July 19, 2025
17. Drowning Prevention Day Harry Class Pool July 25, 2025
18. Community led event - Grassroots Response Catalyst, July 31, 2025
for Ukrainian Crisis Kitchener
19. Latin Heat dance session Carl Zehr Square August 1, 2025
20. Community led event - African Canadian ACAWRA Office August 9, 2025
Association of Waterloo Region & Area 675 Queen Street
(ACAWRA) Community Engagement Event S, Kitchener
ACAWRA partnered with over 22 community
organizations to deliver the event
21. KPL English conversation circle KPL Central August 14, 2025
Library
22. Chandler Mowat community centre drop-in CC location August 16, 2025
conversation session
23. Kingsdale community centre movie night CC location September 6, 2025
24. Country hills community centre movie night CC location September 13,
2025
25. Kitchener market pop up Kitchener market September 20,
2025