Strategic Plan

Transcription

1 Strategic Plan Charting the Future International Institute of St. Louis Immersion Investment Inclusion

2 Copyright 2016 International Institute of Metropolitan St. Louis February 2016 Appendix and supplemental materials available by request to Photos by Wayne Crosslin/International Institute

3 VISION A thriving community with an ethnically diverse and engaged citizenry which thinks and acts globally. MISSION To help immigrants and their families be productive Americans and to champion ethnic diversity as a cultural and economic strength. CORE VALUES AND PRINCIPLES Collaboration Excellence Innovation Multicultural Perspective Integrity Data-Driven Approach Leadership Strategic Plan Charting the Future International Institute of St. Louis

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5 CONTENTS FOREWORD...1 EXECUTIVE SUMMARY...2 INTRODUCTION...4 STRATEGIC GOALS FOR Offer Top-Notch, First-Touch Services Provide initial basic needs, case management, counseling services, and referrals to newcomers Advance longer-term social and financial self-sufficiency Facilitate Family and Community Economic Growth Scale up immigrant lending through the IICDC Strengthen IICDC financial sustainability Strengthen IICDC operating model Improve immigrant financial security and eating habits with urban agriculture Foster Positive Community Relationships Connect St. Louisans through welcoming experiences Improve the cultural competency and communication skills of customers and the wider community Lead on issues impacting immigrants, refugees and immigration Ensure Agency Sustainability Operate in a fiduciarily-responsible, well-managed manner to ensure the overall provision of strong, impactful programs Generate more financial and non-financial resources...13 CHARTING THE FUTURE...15 FACT SHEET - Three Pillars of Service & Community Impact...17 left: Former Nepalese refugee participates in U.S. Citizenship celebration at Institute.

6 FOREWORD Immigration is undeniably changing the face of America. U.S. Population growth is stagnant or declining among nearly all groups except immigrants. At 13% or 41.3 million in 2013, the share of immigrants in the U.S. population has not been this high since the 1920s. 1 As a result, America is becoming increasingly dependent on immigrants to provide new population, a youthful workforce, and economic opportunity. Immigrants are workers, entrepreneurs, taxpayers and consumers. Among our nation s youngest generation, referred to as the Millennials or Generation C (for Connected), attitudes are sharply different than those of preceding generations. Millennials are the most racially diverse generation in American history, and they now outnumber Baby Boomers. 2 The diversity trend has been driven by the large wave of Hispanic and Asian immigrants who have been coming to the U.S. for the past half century, and whose U.S.- born children are now aging into adulthood. Timely and successful integration of newcomer immigrants presents (From left) Anna Crosslin and Mary Heger challenges. While it has always been present, xenophobia in America is more overt in a post-september 11 world. Recent terrorist attacks, an increasingly global labor market, a still weak economy, and controversial political candidates are fueling a rising tide of nativism. High immigration rates, especially among Spanish-speakers coupled with a falling birth rate among Whites, are producing a society in which some Whites fear that their culture is disappearing. For St. Louis and Missouri to achieve their full economic and social potential, everyone must learn to live together, appreciate our diverse cultural heritages, and peacefully resolve conflicts. The mission of the International Institute of St. Louis is vital to the prosperity of our region, state and nation. Our deep roots and vast multicultural expertise enable us to fill a critical role by providing services, by connecting newcomers with mainstream communities, and by building public appreciation of immigrants contributions. By welcoming and integrating newcomers into the mainstream, we can reach the Institute s vision of a thriving community with an ethnically diverse and engaged citizenry that thinks and acts globally. Mary Heger Chair of the Board Anna Crosslin President & CEO 1 Migration Policy Institute tabulation of the U.S. Census Bureau s 2012, 2011, and 2010 American Community Surveys and 1970, 1990, and 2000 Census decennial data. 2 Millennials in Adulthood, Pew Research Center, Social and Demographic Trends, March Page 1

7 EXECUTIVE SUMMARY The International Institute of St. Louis highlyacclaimed programs are arranged in three service pillars: Immersion Investment Inclusion Our programs and services are locally and nationallyacclaimed. We also have deep knowledge of the state of the immigrant communities and population trends. Thus, we are well-positioned to serve as key consultants on a broad range of issues affecting the social, cultural and economic health of our region. The Strategic Plan charts our future direction by building on our competitive edge based on our range of services and knowledge. The Institute is now especially well positioned to advance these goals as a result of relocating in 2015 to a larger facility. 1. Offer Top-Notch, First-Touch Services Provide a continuum of superior immersion services for immigrants and their families. In the new period of , IISTL will focus on maintaining quality and expanding capacity in our core services locally and at our satellite location in Springfield, MO. We will also grow our supplemental services, especially those that promote the economic well-being of our clients. Examples include our urban farm, citizenship preparation, job training, and career path initiatives. 2. Facilitate Family and Community Economic Growth Provide superior investment services for both our customers and the larger St. Louis metropolitan community. IISTL s wholly-owned subsidiary, the II Community Development Corporation (IICDC). 3. Foster Positive Community Relationships Provide superior inclusion services for the greater St. Louis area. IISTL will introduce more ways for immigrants and native-born Americans to interact to build mutual appreciation and understanding, especially by further growing Festival of Nations. Also, we will continue to lead the public engagement charge in-person and utilizing technology. We will educate the public and our elected officials about immigration and diversity issues, both locally and nationally. 4. Ensure Agency Sustainability Ensure the long-term sustainability of the International Institute for the benefit of the St. Louis region. We will expand our communications, training, and revenue-building initiatives, thereby more strongly positioning the Institute as the region s premier resource for ethnic diversity and inclusion. We will seek ways to add more programming at our new headquarters campus and to utilize the facility as a revenue builder. Charting the Future Implementation plans focus on initiatives to create new programs and to generate more revenue. They also recognize that leadership retirements will be taking place at IISTL in the near future and that effective succession planning is imperative for the continued strength of the organization. Together, we can change lives and positively impact the culture and economy of our region and state. We will help start or expand immigrant-owned and operated small businesses by offering technical support, micro-loans, and credit counseling. A portion of the services will be offered through Page 2

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9 INTRODUCTION For almost 100 years, the International Institute of St. Louis (IISTL) has operated St. Louis Welcoming Center for New Americans. IISTL s founding goal was to integrate refugees of war into the American mainstream by promoting ethnic identity and leadership, being inclusive, and teaching democracy and self-reliance. Today, we still address the important challenges of integrating newcomers and fostering cross-cultural awareness and appreciation. We offer nationallyacclaimed services to more than 7,500 immigrants and refugees annually. Our Festival of Nations is the largest annual multicultural celebration in St. Louis, drawing more than 125,000 visitors each year. We have a deep knowledge of St. Louis immigrant communities and serve as key consultants on immigrant issues. Our unique vision and mission are our fundamental strengths and much of our competitive edge. We strive to serve all immigrants without regard to county of origin, race, age or religion. Our leaders are authorities in the field of refugees and immigration policy. They, along with our proven track record in providing excellent, sought-after services, have positioned us as one of our region s most respected institutions. As we begin a new strategic plan period, we find that the total population of the City of St. Louis has continued to shrink, albeit less dramatically than in the period of 1950 to Still, St. Louis is a city represented by a stark contrast of Black and White, most clearly on display in with the shooting of Michael Brown and subsequent and far-reaching Ferguson riots. The city s relatively small immigrant population at 4.3% can serve to blur the edges of the contrast but can in no way serve as the only multicultural bridge. During our previous plan period, we made substantial progress toward furthering our mission and strategic initiatives. Of greatest impact, we purchased and relocated to a new headquarters campus in January The new campus quadruples our program and office space and doubles our off-street parking. Additionally, we strengthened our services by embracing advanced technology, introducing and expanding programs and sites, and refining our brand and messages. At the beginning of the plan period, our annual operating budget is approximately $6.2 million. In total, 90 full and part-time staff provide services with the assistance of nearly 800 volunteers. We have operated a branch office in Springfield, Missouri since March Refugee & Syrian Resettlement # 2016* 2017* 2018* Total Refugees Sponsored Syrian Resettlement Program * projected # resettlement of refugees in Southwest, MO started During the previous plan period, IISTL sponsored more than 2,000 refugees for resettlement. Sponsored newcomers have remained stable at approximately 600 arrivals annually in St. Louis. It is expected that the annual number of refugee arrivals will grow by 30-40% beginning in 2016 due to an anticipated increase in Syrian admissions to the U.S. 1 American Family Survey, U.S. Census, left: Nepalese refugee practices vocabulary with literacy volunteer Page 4

10 STRATEGIC GOALS FOR The International Institute s Strategic Plan charts the course for the continued growth of the organization. It describes our four fundamental strategic imperatives: offer top-notch, first-touch services; facilitate family and community economic growth; foster positive community relationships; and ensure agency sustainability. All four are essential and must be advanced together to maximize impact. However, in a rapidly-changing world we must also be prepared to adapt and evolve. 1. Offer Top-Notch, First-Touch Services Provide a continuum of superior immersion services for immigrants and their families 1.1 Provide initial basic needs, case management, counseling services, and referrals to newcomers * projected 7522 Total Clients Served * 2017* 2018* Services in this strategic area are short-term, generally lasting up to six months after program registration. They are focused on the most recent and most vulnerable of IISTL s constituents: newly-arrived refugees, undocumented immigrants who have been trafficked, and, from among them, individuals with ongoing mental and physical health challenges. Initial basic needs include provision of housing, furnishings, food, clothing, transportation, and interpretation. Social work triage services include making onsite or offsite referrals for mental health Refugees enjoy a group visit to the Saint Louis Art Museum arranged by the Institute services, arranging appointments with medical offices and hospitals for initial and follow-up visits, and providing related orientation and language assistance. Early in the new period, we will develop a plan to accommodate an expected 40% increase in annual refugee sponsorships by IISTL in St. Louis. (See graph in Introduction Section) The plan will feature expanded community engagement, more housing options, supplemental service funding, and a reorganized service delivery system. We will revamp our housing and inventory programs, shift from individual therapy to a group counseling model, strengthen client orientation, and offer more internal and external provider training. We will explore onsite and offsite classroom and office expansion as well as virtual instructional and interviewing methodology. Page 5

11 IISTL will continue to improve and refine its client database and related financial management services, routinely monitor progress, and provide ongoing staff and volunteer training. Additional funding will be sought for new staff positions and to supplement the extremely modest federally-funded resettlement grants provided to new arrival families on a per capita basis. In addition to expanding refugee resettlement and related services, there are other opportunities for funding and program growth at our Southwest Missouri satellite office in Springfield. Interpretation and translation services as well as cultural competency training are of special value. Given the diverse yet relatively small size of Springfield s immigrant population, IISTL will explore adding such services by using technology. 1.2 Advance longer-term social and financial selfsufficiency We will also look to grow our services targeted for immigrant newcomers including immigrant youth. 2. Facilitate Family and Community Economic Growth Provide superior investment services for our customers and the larger St. Louis metropolitan community 2.1 Scale up immigrant lending through the IICDC Utilizing grant resources, we offer modest business start-up and expansion loans of up to $10,000 to refugee entrepreneurs and provide matching funds for asset-building purposes. We also operate the Women s Entrepreneur Loan Fund (WE Fund) to provide mini-loans of up to $1,000 at lower interest rates. In collaboration with the International Institute Community Development Corporation (IICDC), our wholly-owned subsidiary, we leverage public-private dollars to offer an additional pool of micro-loans to immigrants and refugees in amounts up to $35,000. We do so through a partnership with four local financial institutions which provide the capital in the form of a pooled loan fund. Currently, immigrant services include English classes, computer training, and citizenship preparation; job training and placement; immigration counseling services; and application preparation for group medical coverage through the Affordable Care Act (ACA). Opportunities include recertification services for refugee professionals, training in coding and related fields for youth and adult immigrants, and on-site food service training. We are also exploring an option to develop and launch a U.S. Citizenship skills app for smart phones. Iraqi refugee opens a used auto business with help from the Institute In the new period, we will expand to meet the growing demand in our local immigrant populations. Our target is to grow annual loan disbursements by Page 6

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13 25% by the end of the period. We will also expand our credit-building assistance and work to create more bankability among our clients. Also during this period, we will work to help at least 120 refugees save and obtain match funds for a home, car, postsecondary education, or to start a business. We will also work with the IICDC Board of Directors to explore additional products and services such as business credit builder loans and housing development. 2.2 Strengthen IICDC financial sustainability Our economic development services rely on one key federal grant to provide operating and loan capital for refugee-based loans. IISTL has provided the bulk of operating funds to enable immigrant lending and technical assistance. Local financial institutions collaborate by providing capital for lending and volunteer time, but have not usually provided ongoing operational support. In the new period and working with the IICDC Board, we aim to create greater financial sustainability through a combination of increasing earned income, raising more operating funds, controlling costs, and minimizing loan losses. To that end, we will continue to closely monitor portfolio performance, implement ACH payments for loan clients, incorporate an automated loan loss reserve system, and seek corporate and foundation underwriting. Year Micro-Lending Activity Number of Loans Dollars Disbursed $94, $227, $240, $275, $300,000 Total 229 $1,136, Strengthen IICDC operating model The success of the IICDC depends on our efficiency and effectiveness in three crucial areas: marketing and outreach; loan underwriting; and loan management. In order to meet our goals during the period, we will develop a marketing and outreach model that balances staff constraints with reaching unserved target immigrant markets. We will also engage, recruit, and train more external advocates and volunteers to help publicize our products and services. Excellence in underwriting is a balance between speed and diligence. In the new period, we will work to increase the percent of loan applications approved in 20 days or less. This will be complimented by the purchase of new software, and staff training to ensure we fully observe and address the risks associated with each loan. With this growth in loans, the portfolio size will increase. We will use technology to ensure we are diligently monitoring and assessing the health of the portfolio. IICDC management will also work closely with the IICDC Board and Loan Committee to ensure that overall growth is balanced and sustainable. 2.4 Improve immigrant financial security and eating habits with urban agriculture A substantial number of refugees sponsored by IISTL were farmers in their countries of origin, either to make a living or to feed their families. When they arrive in St. Louis, they are rarely interested in making their living from farming. However, some are interested in supplementing their family incomes by raising crops. Others want to raise specific food products for family consumption. Sometimes they even bring seeds from their homeland to plant and harvest in St. Louis. For a number of years, we have hosted several locations where would-be farmers and more casual left: Congolese refugee harvests greens at the Institute s Global Farms-North Page 8

14 gardeners can raise their crops. Staff help farmers transition to American farming techniques and help refugees gain experience selling at markets and at the IISTL. and our shared history. We are increasingly harnessing the power of the internet and social networking venues as well educating, celebrating, and connecting St. Louis of many diverse constituencies. In the new period, we will continue to provide one-on-one technical assistance to farmers who have attended our training classes. We will focus on offering season-extension techniques as well as Missouri farming, sales and distribution training. We will modify curriculum as a result of feedback. And we will seek at least $150,000 to implement the II Global Farms business plan, which was developed in the last plan period. 3. Foster Positive Community Relationships Provide superior inclusion services for the greater St. Louis area. 3.1 Connect St. Louisans through welcoming experiences 41% 40% 39% 38% 37% 36% 35% 34% 33% 32% * projected Open Rate for E-News (Industry Average is 21.9%) 35.0% 35.5% 36.0% 38.0% 40.0% * 2017* 2018* In the new period, we will identify opportunities to further build Festival of Nations, re-enforcing its position as our region s premier multicultural festival. We will ensure that the festival is broadly representative by recruiting participants from all corners of the world and by sharing home-grown arts and culture, too. We will maintain high standards for booth participants and performers to ensure that the festival remains authentic and attractive. We will also find ways to engage more St. Louisans who have had less direct experience with immigrants and immigration so we can build their awareness and appreciation. IISTL has long operated programs to help immigrant newcomers share their cultural traditions and to serve as bridges between newcomers and long-timers in our community. While Festival of Nations, our annual celebration of multicultural diversity, draws as many as 125,000 annually, we also offer many smaller, more intimate presentations and events to explore traditions We will continue to offer hundreds of presentations and tours as requested. However, we will make a special effort to reach out to educate audiences with a higher-than-average percent of individuals who have expressed reservations about immigration, specifically to African-Americans, low-income youth, and the elderly. Page 9 right: Mexican dancers delight the Festival of Nations audience

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16 We will continue to provide such services in-person, but also by expanding our efforts to connect utilizing social networking sites, through an increasingly interactive website, and through IISTL s recently approved LPFM radio station, KYGV Finally, utilizing social networking and electronic communications, we will further engage Millennials, who are global in their perspectives and are of increasingly diverse heritages. We will continue to electronically publish a series of news briefs as well as client and program-specific stories to appeal to stakeholders of all ages. We will also work to increase the number of visitors and length of visits to our websites. 160, , , ,000 80,000 60,000 40,000 20,000 - * projected Website Growth 89,901 62,839 95, , , * 2017* 2018* # Hits 3.2 Improve the cultural competency and communication skills of customers and the wider community IISTL is a leader in providing connecting services, including specialized English language training, workforce diversity training, and more. As our region becomes more diverse, it is imperative that St. Louis businesses and organizations evolve to attract new customers and workers. Communication and cultural barriers must be overcome, so that foreign-born and native-born customers and workers who live near each other and work together can do so in harmony. In the next period, we will vastly expand two lines of business to provide valuable connecting services and generate more revenue for IISTL. First, we will grow the services of the International Institute Business Solutions Center (IIBSC), especially in Language Services, our interpreter and translator bureau. We will join Universal Languages (My UL), a newlyformed national network of providers to offer onscreen, fee-based interpretation. The network has been developed by the U.S. Committee for Refugees & Immigrants (USCRI), in which IISTL is a member. My UL will connect businesses and providers with language access in a timely and affordable manner. We will also continue to provide in-person and telephonic interpretation as well as translation services. In addition to offering detailed Institute information, our website will serve as the go to site for information about St. Louis international communities, including a calendar of international events, blogs, and reviews. Such outreach is essential if we aim to succeed in reaching younger generations who are rapidly becoming the IISTL s volunteers and donors. Volunteers share a traditional Thanksgiving dinner with newly arrived refugees Page 11

17 Second, we will expand our career path services for immigrant professionals, launching the II Center for Career Advancement (IICCA) in spring In addition to fee-based soft skills training classes for internationals, which were introduced in 2015, we will add on-site and off-site seminars, recertification services, and focus on recruiting a cadre of volunteer mentors to work with participants on a one-onone basis. We will focus not just on unemployed immigrants with university degrees, but also on immigrant professionals seeking job upgrading opportunities at their current employment sites and on foreign students. 3.3 Lead on issues impacting immigrants, refugees and immigration It is not enough to make presentations, offer information, and provide trainings. IISTL must also more strategically align itself with regional and national entities and lead on issues that promote the positive social, cultural and economic impact of immigrants. We must continue to work hard to engage local corporate and economic development sectors. Positioning immigrants as an essential asset in our region s economy is critical both for the immigrants themselves and for the wider community. A 2012 study by noted economist Dr. Jack Strauss identified a strong correlation between growing cities and immigrant population growth. 1 The study found that the St. Louis region s relative scarcity of immigrants largely explained its poor economic growth, and the region s fall from the 10th largest metropolitan statistical area (MSA) in the U.S. in 1970 to 18th in population and 20th in economic output in In response, the St. Louis Mosaic project was founded with the goal to make St. Louis the fastest-growing region for immigration by IISTL provides the necessary component of retention through its wide 1 Strauss, Prof. Jack; Economic Impact of Immigration, St. Louis University, array of services. The project has received support from local officials, including Mayor Francis Slay. Influential community organizations, including the St. Louis Regional Chamber and St. Louis Economic Development Partnership, help lead the Mosaic Project. In the next period, IISTL leadership will continue to actively participate on area initiatives and seek to serve in leadership positions in a steadily growing percent. We will continue to target key influentials in various stakeholder sectors and identify ways to engage with them and connect them with the stories and services of IISTL. We will also utilize our social networking and websites to push out information and data which reinforces IISTL s position as St. Louis authority about refugees and immigration. CNA students practice readings with a stethoscope. IISTL will also strengthen its advocacy initiatives in response to widespread and growing anti-immigrant rhetoric and xenophobia. We will develop an advocacy plan with core messaging and strategies, procedures for sharing, and feedback mechanisms. And we will provide fact-checking services and distribute our findings. Additionally, we will work to expand the IISTL website to a mobile-friendly version. We also will develop a multi-year plan of organizational development training for immigrant group representatives. For immigrant-led Page 12

18 organizations to be sustainable, their leaders must understand and be prepared to address a variety of organizational, financial, and fundraising issues. work environment in which our staff has access to the best management, facilities and work tools possible. In this period, IISTL will focus on maintaining our accreditations, expanding our business continuity plan, identifying more ways to integrate technology into our work, expanding intra-agency communication, and ensuring high fiscal and quality standards. Congolese family meets volunteers who provided holiday support through the Institute s Adopt-a-Family Program We will continue to collect immigrant stories and work closely with the mainstream media to share these stories with the wider community. In-person and one-on-one events will also be planned, especially with St. Louis Mosaic and increasingly with FOCUS St. Louis leaders. Building these deeper relationships is crucial. It is not enough to work side-by-side with someone different. Barriers will not fall until members of diverse communities really get to know each other and truly become friends. 4. Ensure Agency Sustainability Ensure the long-term sustainability of the International Institute for the benefit of the St. Louis region. 4.1 Operate in a fiduciarily-responsible, wellmanaged manner to ensure the overall provision of strong, impactful programs For the Institute s programs and services to remain relevant and needed, they must be flexible and evolve to meet ever-changing client, customer and community needs. Thus, IISTL will routinely assess and evaluate program impact and make modifications on an on-going basis. Well-trained staff and volunteers are also a priority. We will update our new employee onboarding processes and add a variety of staff training options for new and continuing staff. To enhance staff succession planning, we will add high-level training in strategic messaging and relationship-building and provide mentoring opportunities. We will also maintain the diversity of representation on the Institute s Board of Directors and to offer additional and timely educational and leadership training opportunities for members. Finally, we will continue to review and address issues related to technology and its use, including hardware upgrades, staff training issues, and vulnerability to a cybersecurity attack. We will also assess options and select new software to ensure that external file-sharing and shared communications occur in a safe manner. As with any business today, the challenge is to maintain high standards and manage risk in the face of uncertain economic and political times. The Institute remains committed to providing top-notch services and products and to doing so in a diverse Page 13

19 4.2 Generate more financial and non-financial resources $50,000 $40,000 $30,000 $20,000 $10,000 $- * projected Fundraising Events (net) $12,926 $18,000 $30,000 $42, * 2017* 2018* Donor giving patterns are continuing to evolve with a growing breadth of choices for giving and social investing, especially for those who are looking to personalize their gifts. Smart phones have become an essential philanthropic tool, especially if we are to effectively engage the next generation of donors Millennials in the mission of the Institute. In the next period, we will set a stronger course for non-governmental revenue-building by developing a multi-year fund development plan. The plan will review and assess current charitable fundraising and earned income sources and explore emerging revenue-building opportunities with individuals and businesses. Current and future initiatives will be assessed with the Return On Investment (ROI) calculated on funds raised and on goodwill. Fundraising priorities include the retirement of the remainder of our bridge construction loan for our recently acquired headquarters campus at 3401 Arsenal St. We also propose to complete the kitchen renovations, so it can be utilized for commercial purposes. At least $25,000 more must be raised to launch IISTL s LPFM station by summer 2017; additionally, a plan must be developed to raise sufficient income to address annual operating needs of the station. We are also contemplating construction of an external fire-rated staircase for the former convent building at our Arsenal campus. By doing so, an additional 14,000 sq. ft. of currently unoccupied space would be operationalized. Plans call for the space to include an immigrant business incubator as well as more offices. Social enterprise is an exciting new area where IISTL can generate revenue for its operations utilizing a feefor-service model. This model has been in place for some years in the Immigration Services Department and the International Institute Business Solutions Center (IIBSC), and was expanded to include Career Advancement for International Professionals (CAIP) in A more robust building rental initiative was also added in 2015 and will be expanded in the new period. $200,000 $150,000 $100,000 $50,000 $- * projected Earned Income (net) $113,960 $132,000 $192,000 $158, * 2017* 2018* Finally, volunteers and in-kind programs must also be increased to meet the needs of a growing refugee resettlement program. It is anticipated that, for much of the new period, annual refugee resettlement numbers will grow substantially. Page 14

20 CHARTING THE FUTURE To advance our imperatives, the International Institute s services and programs must remain flexible, regularly adapting to client and community needs. We cannot wait for change to happen in many cases we must lead the charge. We must systematically and frequently identify opportunities to build strategic alliances both locally and nationally. Our role in helping to set strategic direction for our region has grown significantly in the new millennium and will continue to grow. Immigrant entrepreneurs are among our region s engines for job growth. Immigrants also offer high value as a new source of population. They are new customers for local businesses from real estate, to retail to health services, and more. Through our work with the St. Louis Mosaic Project, we are increasingly well-positioned to serve as partners to businesses seeking access, knowledge, and training to expand their consumer markets and workforces. We will all benefit from a more culturally and socially welcoming environment which attracts and retains more immigrants. At the same time, it is expected that retirements in staff leadership will have occurred or be imminent by the end of the current strategic plan period. The retirement of leaders who are authorities in the fields of refugees and immigration will require new leadership to be promptly identified and effectively transitioned, in order to maintain IISTL s stature in the community. by robust technology and ever-evolving social media and other platforms. We will also continue to focus on hands-on volunteerism, including AmeriCorps and Vista opportunities. The dark cloud on the horizon is the re-emerging anti-immigrant sentiment and xenophobia. While it has always been present, xenophobia in America has become more overt, frequently featured in the campaigns of several of mainstream presidential candidates in The recent rise of ISIS, the seemingly uncontrollable flood of Syrians into refugee camps and into Europe, and numerous terrorist attacks have resulted in fear now dominating the lives of many Americans. This Strategic Plan will provide a solid framework within which to implement our plans to address these and other societal challenges. Achieving our strategic imperatives will enable the International Institute of St. Louis to further realize the enormous potential we have to make a significant difference in the social, cultural and economic landscape of our region, state and even our nation. In contrast to some non-profits, the Institute is well-positioned to take advantage of the transition of wealth and power to younger generations. Some 43% of Millennial adults are non-white, the highest share of any generation. So they expect a diverse population as part of our future society. Frequently, they view issues of immigration through a different lens from their parents and earlier generations. Their attitudes bode well for an eventually evolving and more positive attitude toward diversity and immigration. Programs to engage this new generation as volunteers and supporters will need to be facilitated Page 15 right: Rear entrance to the Institute s new campus at 3401 Arsenal St.

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22 FACT SHEET Three Pillars of Service & Community Impact Immersion Client Services English Classes for Adults Counseling & Social Work Elderly Human Trafficking Mental Health Job Training & Placement Career Path & Recertification Immigration Services Refugee Resettlement Investment Economic Development Small Business Center Business Loans to $35,000 Peer Lending Circle II Community Development Corp. Financial Literacy & Asset-Building Matched Savings Credit Counseling II Global Farms Inclusion Culture & Community Festival of Nations Education & Advocacy II Business Solutions Center Translation & Interpretation Speakers & Consulting Workforce Training International Community Calendar Culture Links: St. Louis Directory The International Institute of St. Louis strives for high performance standards, for example: Literacy Gains Our students learn better. Annually, nearly 85% of our immigrant students improve their literacy and/or English skills as compared to national and state-mandated standards of 52%. Job Placements Refugees we sponsor for resettlement go to work soon. Within 6 months of arrival in the U.S., approximately 70% of newly arrived refugee families include at least one wage-earner. Two-thirds of their jobs include medical benefits compared to 60% among all jobs (Census figure). Small Business Development Our immigrant-owned businesses stay in business. Nearly 75% of small businesses we help start or expand are still operating at 36 months -- a favorable comparison with the Small Business Administration s 25% survival rate. Diversity Bridge Our Festival of Nations is our region s largest and best annual multicultural festival. More than 90% of 2015 festival-goers positively rated the FoN along with its arts venues and learning opportunities. The event drew more than 150,000 from 100+ zip codes. Accreditations and Recognitions Accredited by the State of Missouri Department of Mental Health (2006) and the MO Department of Elementary and Secondary Education-Training Division (2005). The II Community Development Corporation (subsidiary of Institute) accredited as a Community Financial Development Institution (CDFI) and a Community Development Entity (CDE) since 2008 Accredited Charity since 2008 A+ Rating Better Business Bureau Recognized Charity since 2010 GuideStar Exchange Member ( Page 17

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24 We are a Missouri non-profit corporation with full 501 (c)(3) status. International Institute of St. Louis 3401 Arsenal St., St. Louis, MO USA Visit us at International Institute of St. Louis Southwest Missouri Branch Office 3046 S. Delaware, Ste. J, Springfield, MO USA Visit us at