Madam Chair, I think those are excellent points.
Again, I'll come back to the oldest of the ones we're talking about. It's from 2017, so it's not that old. If we look at the Atlantic immigration pilot, what we see is a question of how you build settlement support with the employer. This was an employer-focused program. It just wasn't enough—and I think this is what the honourable member is saying—to simply have a job offer and to have a job in the community. It was a matter of, how did you go beyond that?
One hallmark of that program is a mandatory settlement plan. It's not just a settlement plan for the principal applicant; it's a settlement plan for the family. That is the first need. Nobody's going to stay in a community if they don't have a job. The second need is that nobody is going to stay if there aren't supports for their family. What is the school situation for their children? Can their spouse work? Is there a settlement plan for them? What's the capacity in the community to look at other things like recreation facilities or language, and improving those things?
Then there is the third need. I don't think anyone is prepared to stay in a community that isn't welcoming. How is the community prepared to adapt to that? I think we have some good examples out of this program, and I'm sure we will out of the rural and northern one as well, of people getting together with other like-minded people in the communities to look at establishing things like faith circles and faith communities, such as building a local mosque. All of those things became really important as anchors for retention in what we were doing.
The other key one is flexibility. Each program had to have a little flexibility in it to adapt to local needs. That's one lesson I think we're learning already under the rural and northern pilot. Each community is a little bit different. We have to be flexible enough to accommodate that.