OUR COMMUNITY. OUR FUTURE.

2019 - 2020

ANNUALREPORT

We gratefully acknowledge the support of our funders and partners:

OUR BOARD OF DIRECTORSCameron Peacock | Chris McNelly | David Jack | Elizabeth Quarshie | Gerald Kim | Lauren Andre | Lidia Serpas | Mike Maloney | Mike Shaikh | Mohamed Amery | Patrick Etokudo | Ross Piché | Samer Tahhan

CCIS celebrated another successful and inspiring year for 2019-2020. On behalf of the Board of Directors, I wish to recognize the dedication and passion of our CCIS management, staff and volunteers and I congratulate the CCIS team on an incredible year of serving our newcomers to Canada. CCIS proudly served over 13,000 clients and welcomed over 600 newcomers at our Margaret Chisholm Resettlement Centre (MCRC) this year. Well done!

According to the UNHCR’s Global Trends report released in 2019, of the 92,400 refugees that were resettled to 25 countries, Canada admitted the largest number of resettled refugees with 28,100, accounting for over 30% of all resettled refugees.

OUR CHAIRCHRIS MCNELLY

Canada also had the second largest number of naturalizations of any country with 18,300 naturalized refugees from 162 countries.

One of the most important and impactful elements of Canada’s refugee resettlement efforts has been the establishment of resettlement centres across the country. During the first weeks after their arrival to Canada, these centres provide refugees with temporary accommodations, where they receive basic necessities such as food, shelter, and winter clothing as well as vital information, orientation and support to ensure they are prepared to launch their new lives in Canada with a sense of belonging and a high degree of self-reliance.

CCIS is now embarking on a vital capital fundraising campaign to design and build additional facilities that will further enhance our capacity to house and support refugees arriving in the Calgary area now, and well into the future. This new facility will be built on our newly acquired land adjacent to our existing MCRC. We look forward to receiving community support in this crucial endeavour.

In May 2019, the Board held a Strategy Session and updated our 5-year Strategic Plan as presented.

Funding | Ensure financial stability and sustainability through diversified revenue sources and responsible and accountable financial management.Effective Programming | Ensure programming is relevant and responsive to client needs.Advocacy and Centre of Influence | Be an advocate for clients with the public and the government. Influence sectoral decisions to drive innovation. Collaborate to Support Growth | Ensure effective collaborations and partnerships are in place to support and enhance the growing demands for settlement.

I would like to thank my fellow Board Directors for volunteering their time to provide strong governance and ensure CCIS continues its success.

Finally, I wish to acknowledge and express my sincerest gratitude to those Directors who are leaving the Board after serving CCIS for the past six years including Mohamed Amery (Past Chair), David Jack, Gerald Kim, Cameron Peacock, and Lidia Serpas. Thank you and all the best in the year ahead.

L to R: Sunny Delaney Clark, Fariborz Birjandian, Chris McNelly

In partnership, we empower immigrants and refugees to successfully resettle and integrate.

A society where immigrants and refugees can reach their potential.

At CCIS, we believe that through understanding and appreciation of the Indigenous experience, we will be better positioned to serve our clients and our community.

We acknowledge Calgary and area as Treaty 7 territory, we acknowledge the Treaty 7 nations; the Piikani, Siksika, Kainai, Iyarhe Nakoda and Tsuut’ina First Nations. We acknowledge the ancestral territory of Siksikaitsitapi, the Blackfoot Confederacy, and the home of the Métis nation, region 3 of Southern Alberta.

We are all treaty people.

VISION

MISSION

continued to innovate and enhance our service delivery to ensure we remain relevant and responsive to the needs of our clients.

Following are some highlights from this past year:

• The City of Calgary transferred the land adjacent to MCRC to CCIS and made a generous contribution to help us further build our capacity to support refugees. Our Board of Directors is moving forward with plans to develop a new facility on the land.

• This year, we assisted hundreds of newcomers in starting their own businesses. In partnership with ATB, we established the CCIS Centre for Entrepreneurship, marking an innovative collaboration between a settlement agency and a financial institution to support newcomer entrepreneurs.

• Utilizing 30 acres of leased land from the province, we launched our Land of Dreams farm project. To date, over 100 newly arrived refugees have come to the farm to grow food and connect with their new community.

• Finalized our 5-year contracts with IRCC with new, improved and expanded programming. 5-year funding will allow us to implement long-term strategies for program development and partnership building.

• Completed our 3-year CARF accreditation by CARF, which made our agency more confident with our business practices and better able to anticipate and mitigate risks.

• We have been designated by IRCC as the Facilitator for the new zone-based service delivery approach. In partnership with other agencies, we will be enhancing service access and fostering community engagement in settlement and integration in the Calgary West zone.

• We continued to see the success of our Yazidi resettlement efforts. This year, a number of Yazidi children, who were held captive by ISIS, were able to join their families in Calgary.

• Created a new service hub in the Crowfoot Business Centre, and expanded our rural services to Claresholm, Alberta.

I would like to thank my dedicated Board for providing guidance, and my fellow managers and colleagues at CCIS for being innovative, dedicated and always client-centered. I would also like to express my gratitude to our funders, partners, the City of Calgary, and the Catholic Diocese for their ongoing support for our work and the clients we serve.

OUR CEOFARIBORZBIRJANDIANThroughout the 2019-2020 fiscal year, Calgary continued to see a decline in newcomer arrivals. Despite this trend, we served more clients this year than the year before. We also saw higher numbers of Government Assisted and Privately Sponsored Refugees and Refugee Claimants, which presented new challenges and opportunities.

As federal funding is allocated based on landings, the downward trend in arrivals to Alberta translated to less funding for settlement agencies in our province. The economic climate in Alberta also presented barriers to settlement, labour market attachment and integration for new arrivals.

Despite these challenges, we continued to make a positive impact in our community and in the lives of our clients. We worked to influence policy and decision-making on all government levels to ensure that policies are newcomer friendly. We maintained and built partnerships with employers, financial and educational institutions and other social agencies. Most importantly, we

LAND OFDREAMS

Located at the edge of Calgary’s city limits sits 30 acres (12 hectares) of prime farmland. This space is home to the Land of Dreams, our urban farm project.

Spring and summer of 2019 brought many start-up challenges, the least of which was our incredibly rainy May and June. However, the late September harvest success provided over 500 pounds (230 kilos) of produce including, beets, carrots, kale, spinach, collard greens, cabbage, potatoes and more.

Project Manager Rod Olson had his work cut out for him. Luckily, Rod has extensive knowledge of urban growing and of employment and entrepreneurship within the local food sector. Rod was the lead coordinator of on-site activities and the primary educator/mentor in regenerative agriculture practices.

Much of the first year was devoted to on-site operations; preparing the 500 sq. ft. plots of land, procuring equipment and materials, overseeing volunteers, training, and supporting community farmers, while maintaining the requirements of the lease and municipal bylaws.

This project was focused on Syrian, Kurdish, and Yazidi refugee men, women, and children who had recently arrived in Canada (under 3 years). The purpose was to strengthen familial and community relationships within and across cultural groups.

Participants at the farm increased a sense of belonging, and for some, the value of being able to return to a farming practice which had been a way of life prior to arriving in Canada.

Individuals and families travelled to the farm at their own convenience or on pre-arranged farming days. Transportation was provided to facilitate access for those who required it. Cooperation, engagement, pride, and a sense of community were evident on-site.

The Land of Dreams allows full family participation and is relevant to anyone-regardless of age, gender, or background. It also provides a unique site for cross-cultural and inter-generational exchange. Plans are in the works to build relationships with Treaty 7 community members and elders to further expand our historical connection to the land.

We are pleased to introduce beekeeping to the Land of Dreams for summer 2020. Bees increase biodiversity and stimulate the world around us.

If you are interested in being part of this exciting undertaking, as a volunteer or supplier, or if you would like to donate, please contact Rod Olson - grow@thelandofdreams.org

The Southern Alberta Rural Initiative Program (SARI) encompasses rural location offices in Brooks (BCIS), and High River and Okotoks (FCIS). Our outreach services extends to cover Airdrie, Cochrane, Chestermere, Strathmore (RVIS), and Claresholm, Nanton and surrounding Municipal Districts. Our rural Settlement Services are tailored to meet the complex needs of rural immigrants and refugees with settlement and integration into the rural communities.

Unique to BCIS is Brooks Enhanced Integration Services - a program that addresses the needs of clients not eligible for services under the regular IRCC settlement program. Many of those clients were either refugee claimants or immigrants that arrived in Canada as refugees and are now Canadian citizens.

These clients do not have other resources they can access in the community able to serve them with an understanding of their situation. Language, cultural and eligibility barriers are the main reasons these clients access our services. The program provides them with counseling, referrals and information to support them as they navigate the social services systems, while helping them settle in the community.

2,763 newcomersserved

RURAL ALBERTA SERVICES

MCRC COMMUNITY WALL

The gloomy skies could not dampen our spirits on Saturday, August 10 when we hosted a community event at our Margaret Chisholm Resettlement Centre.

In partnership with the Bridgeland-Riverside Community Association, our clients, staff, special guests and McDougall street neighbours, grabbed paintbrushes, rollers and trays of paint to join together in the painting of a colourful wall mural.

The bar-b-que grills were fired up, there were games to be played, and face-painting was available for the children, and not the same paint we used on the wall! The purpose of the get-together was to “Build Bridges Across Cultures” and to introduce the work we do to those who live around us.

Fun was had by everyone in attendance, and even though the wall has been removed, the memories and friendships we made, were made to last.

RESETTLEMENT & INTEGRATION SERVICES

no coverage or have used their coverage, yetstill need new glasses, at nocost to the clients.

The project has served 243 clients since it started in August. Due to its success, the project is in the process of extending its services to all refugees including Privately Sponsored Refugees and Refugee Claimants.

Ploughshraes to present a joint conferenceentitled ‘Ethical Responses to Refugees’.

Together with Dr. Pallavi Bannerjee from the University of Calgary, we are also working on a book focusing on the Yazidi community, specifically gender, settlement and Yazidi woman in Calgary.

Many new partnerships were established this fiscal year to facilitate the settlement of refugees in our community including Nation’s Vision,Francophone Partnerships, Bhullar Foundation, Horizon Housing, Miskanawah, Canadian School of Public Service, Calgary Bridge Foundation for Youth and COSTI.

Of particular interest is our partnership with

This year, we embarked on a new initiative inpartnership with Nation’s Vision and Mosaic Refugee Health clinic.

Optometry clinics are multi-disciplinary, portable eyecare teams that provide accessible and equitable services to local priority populations, such as refugees. The team includes licensed optometrists, ophthalmologists, and opticianswho come twice a month to MCRC with highly specialized equipment suitable for our work space.

All clients receive an eye exam in the first session and are able to choose suitable frames for glasses. Complex cases who may require surgeries or additional testing, are connected immediately with the appropriate service providers elsewhere.

This initiative has not only helped reduce the aamount of time spent assisting clients with transportation and interpretation, but also reduced the wait time before clients are connected to a suitable optometrists who accept IFH coverage.

The program also accommodates clients who have

12,515 newcomersserved

FAMILY & CHILDREN’S SERVICES

8,124 newcomersserved

The workshop has been integrated into on-boarding and professional development with a number of our partners agencies, some of which include: Children’s Services, Calgary Women’s Emergency Shelter, Boys and Girls Club of Calgary, City of Calgary Community Neighbourhoods, and Calgary and Area Child Advocacy Centre.

The Cultural Brokerage Program and the Culturally Responsive Accommodations for Family Violence program were highlighted as promising practices that have an objective basis for claiming effectiveness in achieving their stated aims and have the potential for replication.

In 2019 and 2020, two programs from Family and Children’s Services were nominated as National Promising Practices by Pathways to Prosperity Canada: An alliance of university, community, and government partners dedicated to fostering welcoming communities and promoting the integration of immigrants and minorities across Canada.

Inspired and developed out of the Cultural Brokerage Program, the Cultural Thinking Framework is the articulation of our experience working with newcomers, and the systems in which they interact. The Cultural Thinking Framework provides a common approach that partners can use to bridge the gap between service delivery and the value of acknowledging cultural identities.

The Framework was designed as a support process for developing shared roles and expectations between partners. A central feature of the framework is to ensure our partners embrace and apply culturally responsive strategies to their work, and consider cultural thinking informed practices, skills and tools, as it also pertains to immigration categories.

The Framework is offered through an applied workshop that takes a shared learning approach, drawing on examples from different programs and service delivery experiences, to demonstrate the effectiveness of the Framework in practice.

COMMUNITY DEVELOPMENT & INTEGRATION SERVICES

2,835 newcomersserved

therapy where needed.

The funding for this program has been successfully extended for an additional year, and we hope to extend this initiative through sustainable funding for years to come.

In late 2018, CC began a partnership with Computers for Schools, an organization that donates refurbished laptops to schools and non-profits.

Since then, we have distributed a total of 55 laptops to our clients. These computers have greatly assisted those families during the COVID-19 crisis, as more and more daily life events are played out in a virtual mode.

Canada Connects introduces newcomers to community volunteers to facilitate their integration and adaptation to Canada. The connection and friendship that develops has proven to be a crucial factor to successful integration as the families and individuals are given hands-on support during this challenging time of transition. CC facilitates the development of healthy relationships between newcomers and local community members.

The Centre for Refugee Resilience introduced family therapy to augment therapy we have historically offered to individuals of all ages.

Family therapy works with those who feel that trauma has affected their family functioning.

The program finds that the family therapy option creates a space for healing that offers more sustainable change for individuals within the family unit.

The first year of this unique program has shown promising results, in working with a range of families from diverse backgrounds. Staff has adapted their approach to meet the needs and overcome the barriers of this population, representing a flexible approach to service.

This component works intricately with the rest of the program, in offering holistic support for the whole family unit and options for individual

BUSINESS, EMPLOYMENT & TRAINING SERVICES

12,214 newcomersserved

successfully into living and working in Alberta.

During the 2019/2020 fiscal year, the programs, which are funded by the Immigration, Refugees and Citizenship Canada (IRCC), served close to 2,000 internationally trained professionals who now call Alberta home.

helps this at-risk group gain financial stability, achieve job retention, and access opportunities for long-term career growth.

Out of 64 submissions, CCIS’ Employment First: Workplace Skills for Refugees program was selected, enabling us to share this innovative program with other agencies across Canada.

P2P is a group of researchers contracted by IRCC to identify and share promising practices in settlement and integration.

In September 2019, CCIS’ Employment First program earned national recognition from Pathways to Prosperity (P2P) for being an innovative and promising practice.

Employment First provides high-needs refugees with immediate employment in Alberta’s healthcare, hospitality, agriculture, and manufacturing industries. During the first six (6) weeks of their employment, clients receive essential and employability skills training as well as on-the-job mentorship support. This approach

CCIS is the only approved provincial partner in Alberta for the delivery of three pre-arrival programs that provide information and support to immigrants in the economic and family immigration classes before they arrive in Canada.

These programs include Planning for Canada, the Active Engagement and Integration Project (AEIP) and Settlement Online Pre-Arrival (SOPA), which are delivered in collaboration with Colleges and Institutes Canada, Ontario; S.U.C.C.E.S.S, British Columbia; and the Immigrant Services Association of Nova Scotia (ISANS) respectively.

Through in-person, one-on-one consultations (in China, India and the Philippines), online settlement and employment counselling sessions, e-workshops, webinars, virtual fairs and preparatory job search and workplace integration courses, the three programs provide highly-skilled foreign-trained professionals from over 50 countries with the information, resources, services and connections they need to transition

CARFINTERNATIONAL

business and program standards/sets of standards.

The ASPIRE to Excellence business model provides a practical approach for achieving optimal outcomes for providers and persons they serve. This includes standards of leadership, governance and strategic planning, financial management, technology, risk management, Human Resources, health and safety, accessibility and others. An example of related performance achievements is the development of an ASPIRE Committee, comprised of CCIS leadership, to oversee the implementation of

CCIS was accredited for three years through CARF International (Commission on Accreditation of Rehabilitation Facilities) in August of 2017. CARF Accreditation signals a service provider’s commitment to continually improving services, encouraging feedback and serving the community.

We were accredited under the CARF Diversion/Intervention Program of the Child and Youth Standards with Governance applied. In order to comply with CARF requirements, we are dedicated to continuous quality improvement in implementing about 130 CARF field driven

CARFINTERNATIONAL

families, representing 2,751 family members during the reporting year. 95% of families that completed the exit survey felt that their family benefited from the Cultural Brokerage Program.

CCIS has applied for, and is preparing for a re-survey by CARF later in 2020 when the unusual circumstances surrounding the COVID-19 pandemic will permit, most likely in November or December. The current anniversary date has been temporarily extended from August 2020 to January 2021.

CARF Standards, review plans and documents, and to provide quality assurance and performance management guidance for the Agency.

The committee is supported by several sub-committees such as the Risk Management Committee, Accessibility Committee and the Joint Health and Safety Committee (JHSC). The Committee meets bi-monthly or as often as needed.

The CCIS name for the accredited program is the Cultural Brokerage Program. This program was initiated in 2015 and takes place at the interface of Calgary Region Children’s Services (CS), immigrant families and communities struggling to adapt to the Canadian context.

Cultural Brokers provide support to immigrant families involved with CS to help promote successful outcomes.

The CCIS Cultural Brokerage Program 2019 Evaluation Report revealed that the program supported 784 culturally diverse

OUR CLIENTS91 Languages SpokenTop 3

Arabic, Tigrinya & Yoruba

Countries of OriginTop 3

Eritrea, Ethiopia & Nigeria

Largest Age Group26 - 40 | 64.9%

March, we were asked to re-open as an emergency daycare for front line healthcare workers, and the daycare was re-opened at a limited capacity, following all protocols and procedures as outlined by Alberta Health Services.

CCIS’ programs and services began transitioning to virtual platforms and were revised to provide education and training to ensure consistent and ongoing services to our clients.

IT advancements were implemented to allow staff to work from home, while maintaining strong connections to our clients and colleagues. Our website and social media platforms allowed for direct client and community contact. Translated health and safety and COVID-19 information materials were produced in the hundreds.

At Margaret Chisholm Resettlement Centre (MCRC), 20 staff were identified to provide essential services and were placed on rotation at MCRC. For the more vulnerable clients, some of the services provided by a few counsellors on rotation were food deliveries, assistance with grocery shopping and accompaniment to medical appointments. We had 30 newly arrived refugees living in MCRC during this time. All Communicable Disease protocol was strictly adhered to, including having new arrivals in complete quarantine for 14 days.

Taking into consideration the unique learning needs of our LINC students, we created a highly intuitive online platform that has been specially designed for users with limited language and computer skills. CCIS’ Virtual Learning System not only supported the ongoing language learning of our students, but provided them with a much-needed sense of community and connection.

During their time working from home, staff conducted contact calls to clients – both current and previous clients, to check-up, answer questions and offer assistance. Several thousand calls were made.

Volunteer programs also contacted those on their volunteer lists revealing that many volunteers kept the communication channels open with their newcomer families and were creative in terms of ways to support them. Examples of what we heard include, practicing English online, dropping off groceries or activities for the kids, dropping off other essential items (car seats and laptops, so they can do online learning), assisting with doctor’s appointments, contacting teachers and principals to see how they could support the children, and advocating with their landlords.

During these challenging times, thank you to all our frontline and essential service heroes for keeping our community safe!

COVID-19At the onset of the COVID-19 outbreak in Alberta, significant changes were made to our day-to-day operations to ensure that all health and safety requirements were met or exceeded at our offices, including enhancing cleaning procedures, information signage in all areas of the building, significant communication to staff, and operational systems were modified to allow for physical distancing. These protocols and processes were mirrored in our rural locations, specifically High River and Brooks.

We established a Crisis Response Protocol to provide necessary intervention for newcomer clients we considered to be the most vulnerable. Five (5) Crisis Response teams were designed in collaboration with our community partners to address the most complex cases of vulnerable immigrants and refugees in Calgary and area.

Through a centralized intake, the Response Team conducted individual assessments in order to create coordinated service plans to address immediate needs through direct resources, community referrals, and logistical supports in the spaces of resettlement, family violence, mental wellness, health, housing, and food and financial security.

The Cross Cultural Children’s Centre was one of the first programs to shut down at the start of the COVID-19. However, at the end of

Amanda Koyama

33,952

CALGARY

63.85%

701

RURAL ALBERTA

54

2,707

OUR VOLUNTEERS

new volunteers

volunteerhours

retention from2018 - 2019 93%

About a month after arrival, Sam took on the role of Volunteer Resources Assistant to support volunteer sourcing and development. His skills and experience in working with people made him the perfect fit for this role. Since then, he has worked with staff to assess volunteer placements, created a scheduling process for volunteers, reviewed volunteer policies and procedures, and delivered a training workshop for volunteers.

Now starting his second year in Canada, Sam has found full-time employment, obtained Canadian credentials in his field – CPHR, started studying his second masters degree, and is in the process of planning his wedding. Due to hard work and persistence, Sam is well on his way to establishing his Canadian life.

“It has been for me, a rewarding journey thus far.”

Sam continues to volunteer with CCIS and in the community. He strongly believes that volunteering is something everyone can get involve in and encourages all newcomers to contribute their talents to building a more diverse and inclusive Canadian society.

“Networking in Canada is a huge currency, and volunteering is an even stronger currency that could buy you access to limitless opportunities. Strive to go above and beyond in your volunteer endeavours. Don’t hide your talents while doing it.”

OUR VOLUNTEERSAMUEL ORJISamuel Orji is a Human Resources professional with a decade of experience across various sectors in Nigeria. Similar to many young Nigerians, Sam is well spoken, well educated, highly skilled, and has high potential. Unlike many of his peers, Sam was craving more than just a stable job, and his desire to experience life propelled him across the world to Canada.

“I just wanted to experience life beyond my locality and Canada presented an amazing opportunity that I could not overlook.”

Sam connected with CCIS before arriving in Canada through the Settlement Online Pre-Arrival (SOPA) Program, which further connected him with other settlement services. He was prepared and took a proactive approach in his settlement process from the beginning, actively seeking out opportunities to volunteer and network, to “get his foot in the door”.

One thing that distinguished CCIS was its embracing arms, genuine concern, and persistent push for my growth. I thought it would be rewarding to give back to an organization that has given me so much.

$53,017allocated to 40 families

$127,500in-kind donations

DONATIONSREPORT

Each year, CCIS gratefully acknowledges those community members, organizations and foundations which designate our agency as a recipient of their donated funds.

When we receive these donations, 100% of the monies go directly to refugee and immigrant families most in need. CCIS retains no administrative fee.

We understand that for many, donating is a selfless act which offers a sense of personal satisfaction, while providing much-needed resources for those in vulnerable situations. We would like to acknowledge and thank all donors who contribute so generously to CCIS. These contributions honour the courage and resiliency of Alberta’s newest residents and allow us to continue our efforts to “empower immigrants and refugees to successfully resettle and integrate.”

While many of these funds are designated directly to programs such as our Centre For Refugee Resilience, sponsored families, Syrian refugees and children’s programming, for the purpose of this report, we will provide details of the donations specific to our

refugee and immigrant families, in addition to our support of cultural groups working to enhance community development.

This year saw the arrival of many children or youth who had been rescued from the ISIS armies. These families required additional financial support within a noticeably short turn-around time.

Due to medical emergencies, we covered the costs of ambulance service for several of our clients, in addition to the overwhelming costs related to emergency travel to Toronto’s Hospital for Sick Children.

Often the needs are more basic; lack of food security, rent shortfalls, the arrival of a new baby, serious illness and family violence. Donations also assist with the purchase of school supplies, medical assistive devices, damage deposit payments and moving expenses.

Donations can be made directly on our website via a secure payment link.

Our sincere thanks.

74%

9%

7%

3%2%

2%1%

1% 1% 0%

44%

25%

12%

8%

8%3%

Allocation of Revenues to Program Areas2019‐20

ALLOCATION OF REVENUES TO PROGRAM AREAS

Business, Employment & Training Services

Resettlement & Integration Services

Family & Children’s Services

Community Development & Integration Services

Rural Alberta

Administration

Full financial statements available at: www.ccisab.ca

REVENUE BY SOURCEFederal Programs - IRCC

Alberta Programs

Revenue - Other

Federal Programs - Other

City of Calgary

User Fees

United Way of Calgary and Area

Alberta Health

Donations

EXPENSES BY TYPEWages & Employee Benefits

Office & Other

Education Training

Amortization of Capital Assets

Professional Fees & Program Consultants

Rent, Utilities & Others

Automobile & Transportation

Conference & Staff Development

Interest on Long Term Debt

Non-recoverable GST

58%21%

8%

7%

2%1%

1%1% 1%

Full financial statements available at: www.ccisab.ca

CONNECT

cciswelcomehere.com

ccisab

ccis_ab

Calgary Catholic Immigration Society

ccisab

MAIN OFFICE 1111 - 11 Avenue SW Calgary, Alberta T2R 0G5T 403.262.2006 www.ccisab.ca

CALGARY CATHOLIC IMMIGRATION SOCIETY