Immersion • Investment • Inclusion

2012-2014Strategic PlanCharting the Future

International Institute of St. Louis

Copyright 2012 © International Institute of Metropolitan St. LouisApril 2012

Appendix and supplemental materials available by request to info@iistl.org

Photos by Wayne Crosslin/International Institute

2012-2014Strategic PlanCharting the Future

International Institute of St. Louis

VISION - A thriving community with an ethnically diverse and engagedcitizenry

MISSION- To help immigrants and their families be productiveAmericans and to champion ethnic diversity as a cultural and economicstrength

CORE VALUES AND PRINCIPLES - Collaboration • Community Leadership • Continuous Improvement •Ethical Behavior • Excellence • Flexibility • Global Perspective •Innovation • Multicultural Orientation • Performance-DrivenEnvironment • Professional Growth

FOREWORD ...................................................................................................................................................................................1

EXECUTIVE SUMMARY ..............................................................................................................................................................2

INTRODUCTION...........................................................................................................................................................................4

STRATEGIC IMPERATIVES FOR 2012-2014 .....................................................................................................................5

1. Offer Superior Services ..........................................................................................................................................5

1.1 Provide ongoing adjustment services...............................................................................................................5

1.2 Advance long-term, sustainable self-sufficiency.............................................................................................5

2. Foster Positive Community Relationships.........................................................................................................5

2.1 Build appreciation for the diverse cultural traditions and contributions of immigrants..........................5

2.2 Strengthen knowledge and communication skills across populations ........................................................6

3. Promote the Value of Diversity .............................................................................................................................6

3.1 Provide leadership and advocacy ......................................................................................................................6

4. Ensure Agency Stability ..........................................................................................................................................6

4.1 Generate more financial and non-financial resources ...................................................................................6

4.2 Enhance the Agency’s brand and image ..........................................................................................................7

4.3 Operate in a legal, professional, and ethical manner and provide strong, impactful programs..............7

4.4 Plan for the Agency’s future ..............................................................................................................................7

CHARTING THE FUTURE .........................................................................................................................................................8

FACT SHEET - Three Pillars of Service & Community Impact.............................................................................9

CONTENTS

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Immigration is changing the face of America. US Population growth isstagnant or declining among nearly all groups except immigrants. From a lowof 4.7% in 1970, the number of foreign-born individuals grew to nearly 14%of the total US population by 2010.1

As a result, America is becoming increasingly dependent on immigrants toprovide new population, a youthful workforce, and economic opportunity.Immigrants are workers, entrepreneurs, taxpayers and consumers. A recentstudy2 funded by the Ewing Marion Kauffman Foundation of 50 venture-backed tech companies found that, in spite of immigrants representing only14% of current US population, 23 of the companies – almost half – had atleast one founder who was an immigrant.

At the same time, the cultural diversity that newcomers bring is highlyattractive to the “New Mainstream”—creative young people from allbackgrounds whose presence is vital to building a dynamic, fast-growingeconomy. Nearly 40% of 13 – 29 year old Americans are non-White.3 So theyexpect a diverse society to be part of our future society and are attracted tomulticultural communties.

Timely and successful integration of newcomer immigrants presents challenges. Anti-immigrant hostilities threaten legal andillegal newcomers alike. Fear of future terrorist attacks and unresolved border control issues exacerbate the situation.Meanwhile, although small, the foreign-born workforce and consumer base is growing, and businesses are seeking means toadapt. For St. Louis and Missouri to achieve their full potential, everyone must learn to live together, communicate, appreciateour many cultural heritages, and peacefully resolve conflicts.

Thus, the mission of the International Institute of St. Louis is vital to the prosperity of our region, state and nation. Our deeproots and vast multicultural expertise enable us to fill a critical role by providing services, connecting newcomers and themainstream communities, and by building public appreciation of immigrants’ contributions. By welcoming and integratingnewcomers into the mainstream, we can reach the Institute’s vision of a “thriving community with an ethnically diverse and engagedcitizenry.”

Edgar Smart Anna E. CrosslinChair of the Board of Directors President & CEO

February 28, 2012

1 MPI Data Hub, Migration Policy Institute, www.migrationinformation.org, 2011, utilizing data from the 2010 Census.2 Anderson, Stuart, “Immigrant Founders and Key Personnel in America’s Top 50 Venture-Funded Companies,” National Foundation for American Policy,NFAP Policy Brief, December 2011.3 Keeler, Scott and Taylor, Paul, “The Millennials: A Portrait of the Generation Next,” Pew Research Publications, December 11, 2009.

FOREWORD

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The International Institute of St. Louis, established in1919, is a pioneer in the field of diversity. The Institute’shighly-acclaimed programs are arranged in three servicepillars:

• Immersion (New arrivals)• Investment (Business development) and • Inclusion (Community integration).

In all, our comprehensive array of adjustment servicesannually reaches more than 7,000 immigrants from 75countries, approximately 8% of the St. Louis City andCounty 2010 foreign-born population. A Fact Sheet withservice details appears on the final page of this publication.

As a result, the Institute has important multigenerationalties to local immigrant communities. Our programs andservices are locally and nationally-acclaimed. We also havedeep knowledge of the state of the immigrantcommunities and population trends. Thus, we are well-positioned to serve as key consultants on a broad range ofissues affecting the social, cultural and economic health ofour region.

The 2012-2014 Strategic Plan charts our future directionby building on this competitive edge regarding depth andbreadth of services and knowledge. It does so byadvancing four strategic imperatives to benefit our clientsand customers, businesses, and the community at large.

1. Offer Superior Services“Provide a continuum of superior quality services for immigrants andtheir families”

We have had a hand in the resettlement and integration ofnearly every new immigrant population in the St. LouisRegion for almost 95 years. We work with newcomers toprovide initial housing, jobs and orientation and healthsupport as needed. Later we provide citizenship and othercommunity integration services - so vital during what is,for many immigrants, a lifelong adjustment process.

In the new period of 2012-2014, we will look to keep ourcore services strong and grow our supplemental services,especially those which benefit the economic well-being ofour clients and the community at large. Examples includeour urban farm,

small business development, and workforce diversitytraining initiatives.

2. Foster Positive Community Relationships“Be a leader in building a stronger, positive two-way relationshipbetween the foreign-born and the wider community”

Newcomers and long-timers must appreciate and valueone another to successfully live and work together. Theremust also be ways for them to communicate and learnfrom each other. We will continue to lead the publicengagement charge, especially by further expandingFestival of Nations and growing its audience.

3. Promote the Value of Ethnic Diversity“Be a leader in creating positive systemic change that acknowledgesand promotes the value of ethnic diversity”

Awareness is growing that immigrants add value to ourcommunity and state. A large number are entrepreneurs,especially in high tech and science-related fields. They arealso valuable new consumers and offer fresh ideas andapproaches to workplaces. We will provide leadership andadvocate on behalf of immigrants and diversity issues, soour region and state can attract more immigrants andprovide a welcoming community.

4. Ensure Agency Sustainability “Ensure the long-term sustainability of the International Institutefor the benefit of the St. Louis region”

An overarching priority is to identify structural,communications, training, and revenue-building initiativesto more strongly position us with emerging stakeholders,especially Millennials. Born between 1980 and 2000, theMillennials or Generation C (“Connected”) are children ofthe post-WWII baby boomers.

Charting the FutureImplementation plans include initiatives for additionalrevenue generation as well as new and expanded programs.They are designed to further engage Millennials and tobuild strategic alliances with corporate and governmentstakeholders.

Together, we can change lives and positively impact theculture and economy of our region.

EXECUTIVE SUMMARY

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The International Institute of St. Louis was founded in1919. Its goal was to integrate war refugees into theAmerican mainstream by promoting ethnic identity andleadership, being inclusive, and teaching Democracy andself-reliance. A Fact Sheet with further details about our programsand impact appears on the final page of this publication.

Today, we still address the important challenges ofintegrating newcomers and fostering cross-culturalawareness and appreciation.

VISION - A thriving community with an ethnically diverseand engaged citizenry

MISSION- To help immigrants and their families beproductive Americans and to champion ethnic diversity as acultural and economic strength

CORE VALUES AND PRINCIPLES - Collaboration • Community Leadership • ContinuousImprovement • Ethical Behavior • Excellence • Flexibility •Global Perspective • Innovation • Multicultural Orientation •Performance-Driven Environment • Professional Growth

Immigration and immigrant integration initiatives aregrowing in value in St. Louis, a region that has struggledfor decades with population loss. In 2011, City officialswere shocked to learn that the City’s population haddropped to 319,000. It was at its smallest size in a centuryand reflected an 8% loss in a decade.4 The St. LouisCounty population also dropped, albeit by only 1.7% toless than one million residents.5 In fact, only St. CharlesCounty has reflected population growth. As a result, theSt. Louis region fell to 19th among the most populatedmetropolitan areas in the US6, a trend that does not bodewell for the region due to negative impact on governmentblock grant funding, which is based on population.

Meanwhile, issues of immigration and the value ofimmigrants are on the radar screens of only a few areainfluentials. This situation is largely due to the relativelysmall immigrant population in our region. But the very factthat the region’s immigrant population is substantially

lower than similar US regions is, in fact, part of theregion’s problem. A strong case can be made that ourregion’s economy suffers from a lack of new immigrantpopulations to replace the old, a substantial influx ofimmigrant entrepreneurs to start new businesses, and asizeable population of well-traveled and globally-mindedresidents.

Addressing these challenges is vital if our region is toflourish as an economically and culturally dynamic city inthe Global 21st Century. Our Strategic Plan can help St.Louis meet its global challenge. We are well-positioned tohelp develop rational public policy and additionalintegrative services so that more immigrants will select St.Louis as an attractive destination to start their businessesand raise their families.

During our previous plan period from 2007-2011, wemade substantial progress toward furthering our missionand strategic initiatives. We strengthened our services byembracing technology, introducing and expandingprograms and sites, and honing our brand and messages.At the beginning of the 2012-2014 plan period, our annualoperating budget was approximately $5.2 million. In total,77 full and part-time staff provided services from officesin St. Louis and Springfield, Missouri.

Our unique vision and mission remain our fundamentalstrengths and much of our competitive edge. We strive toserve all immigrants without regard to county of origin,race, age or religion. Our proven track record in providingexcellent, sought-after services has positioned us as one ofthe community’s most respected institutions.

The formal plan period is January 2012 through December2014. However, the plan’s goals and strategies are broadand have, therefore, remained largely unchanged for thepast decade. Tactics and action plans are constantly beingrefined to meet the ever-evolving needs of our clients,customers and the broader community. Accordingly, adecision will be made in early 2014, about the extent ofstrategic planning needed for the following period.

INTRODUCTION

4 Census Shows City is “Hollowing Out,” St. Louis Post Dispatch, February 25, 2011.5 Census Shows City is “Hollowing Out,” St. Louis Post Dispatch, February 25, 2011.6 Population Growth is Lagging, St. Louis Post Dispatch, April 5, 2012.

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The International Institute’s 2012-14 Strategic Plan chartsa course for the next steps in our future. It describes ourfour fundamental strategic imperatives – offer superiorservices, foster positive community relationships, promotethe value of ethnic diversity, and ensure agency stability –that must be strengthened to enable the achievement ofour mission. All four are essential and must be advancedtogether to maximize impact. But in a rapidly changingworld, we must also be prepared to adapt and evolve.

1. Offer Superior Services“Provide a continuum of superior quality services for immigrants andtheir families”

1.1 Provide ongoing adjustment services

Contrary to many other major metropolitan areas aroundthe nation, St. Louis owes a significant portion of itsgrowth in foreign-born population to refugee resettlement,rather than to general immigration, both legal and illegal.In a 2006 report from the Brookings Institution, St. Louisranked 20th in the 100 metropolitan areas surveyed by size,21st in refugee resettlement rank and only 60th inimmigrant rank.7

We will explore more funding options for the refugeeresettlement program services and staffing, to ease thehigh level of volatility in funding and services resultingfrom uncontrollable external forces. Meanwhile, we willlook to grow our specialty services, including immigrationcounseling and citizenship preparation, especially to newcommunities of immigrants. We will further define andfield-test C-SET, our internally-developed client progressmeasurement tool. Thus, we can more finely measureclient progress and maintain top quality services with highcommunity impact. And we will continue to seekopportunities to expand our core services at new locationsas needs and opportunities arise.

1.2 Advance long-term, sustainable self-sufficiency

As around the rest of the nation, New Americans in St.Louis occupy a variety of economic niches, althoughincreasingly at the highest and the lowest levels. In fall2011, the St. Louis Business Journal reported that 10 of 16of the largest St. Louis minority-owned businesses wereowned by immigrants or their children.8 Clearlyimmigrants are playing important economic roles in St.Louis and in Missouri. But their numbers are small, placingour region and Missouri at a competitive disadvantagewhen comparing us to peer regions and states.

We will double the number of immigrant microloans andgrow the size of the microloan fund accordingly. We willalso tackle sustainability issues for several small businessinitiatives, including the potential acquisition of propertyto launch a social enterprise connected with our urbanfarming program. In collaboration with the InternationalInstitute Community Development Corporation (IICDC),our wholly-owned subsidiary, we will explore additionalopportunities, including potential housing developmentand a credit union.

2. Foster Positive Community Relationships“Be a leader in building a stronger, positive two-way relationshipbetween the foreign-born and the wider community”

2.1 Build appreciation for the diverse cultural traditions andcontributions of immigrants

In the last decade, Missouri’s immigrant population grewto 3.9% of total population with St. Louis faring slightlyhigher at 6.7% . Both are significantly lower than thenational average of 14%. So, there are still too few waysfor St. Louisans and other Missourians to mingle withimmigrants as colleagues and neighbors and to learn aboutthe value of a richly diverse community.

We will seek to help bridge the cultural gap by producingour annual Festival of Nations to offer newcomers andlong-timers with a means to explore and better appreciateeach other’s cultures. And we will explore ways to connectthe stories of new immigrants with common Americantraditions, like cooking, family celebrations, and the arts.

STRATEGIC IMPERATIVES FOR 2012-2014

7 “Living Cities Census Series,” The Brookings Institution, September 2006, Table 3, p. 10.8 Book of Lists 2012, St. Louis Business Journal, Volume 32, No. 19, January 1, 2012; Page 27.9 MPI Data Hub, Migration Policy Institute, www.migrationinformation.org, 2011, utilizing data from the 2010 Census.

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2.2 Strengthen knowledge and communication skills across St. Louispopulations

While it has always been present, xenophobia in America ismore overt in a post-September 11 world. Threats ofterrorism, an increasingly global labor market, a strugglingeconomy, and combatitive media commentators havefueled a rising tide of Nativism within sectors of theAmerican population.

In this time of increasing racial and ethnic tensions, it isvital that we reach out to more actively help buildknowledge and strengthen cultural communication skills ofSt. Louisans. We will offer more community presentationsand cross-cultural training sessions and consult with areacivic and corporate leaders to develop a welcomingcommunity for immigrants and their families. As a result,community influentials in St. Louis will increasinglyrecognize the important role immigrant entrepreneurs and

others play in revitalizing our economy and diversifyingour culture and will more actively expand its initiatives todraw more immigrants to the region.

3. Promote the Value of Ethnic Diversity“Be a leader in creating positive systemic change that acknowledgesand promotes the value of ethnic diversity”

3.1 Provide leadership and advocacy

Locally, officials are generally positive although onlyminimally knowledgeable about immigrants and thepositive economic impact that newcomers offer. Thus,they do not adequately consider and engage immigrantsand immigration advocates in economic development taskforces, business planning organizations, and conversationsabout partnering to build our community’s economic base.

It is not enough to make presentations and providetrainings. We must also more strongly strategically alignourselves with regional and national entities and activelypromote the positive social, cultural and economic impactof immigrants, especially in cooperation with localcorporate and economic development sectors. Our activeparticipation in such initiatives is critical if our communityhopes to achieve its goal of economic prosperity for all.

4. Ensure Agency Sustainability “Ensure the long-term sustainability of the International Institutefor the benefit of the St. Louis region”

4.1 Generate more financial and non-financial resources

Donor giving patterns are continuing to evolve with agrowing breadth of choices for giving, social investing, and“Shopping for Good” now available for those who arelooking to personalize the way they give.10 The advent ofSmart Phones is not just changing how we communicate,but they are also becoming a philanthropic tool. Suchphilanthropic tools are becoming increasingly important ifwe expect to effectively engage the next generation ofdonors – Millennials – in the mission of the Institute.

10 Bernholz, Lucy, “The Annual Industry Forecast,” Philanthropy and Social Investing, Blueprint Research + Inc, 2010.

A multi-year Revenue Plan, being developed in 2012, willset the course for fund development in the Strategic Planperiod and possibly beyond. The plan will review andassess current charitable fundraising and earned incomesources and explore emerging revenue-buildingopportunities with individuals and businesses. In-kindissues including volunteerism, donated goods and serviceswill also be reviewed. Current and future initiatives will beassessed with the ROI being based on cash return andgoodwill.

4.2 Enhance the Agency’s brand and image

Those who know of the Institute and its work think highlyof us. However, many St. Louisans, especially in keysectors including financial and corporate, are still unawareof the services and impact of the Institute. In the nextperiod, we will undertake special efforts to promote ourbrand and more clearly articulate our messages.

Utilizing social networking and electronic communications,we will further engage Millennials, who are global in theirperspectives and of increasingly diverse heritages. We willelectronically publish a series of News Briefs as well asclient and program-specific stories to appeal tostakeholders of all ages. And we will work to increase thenumber of visitors and length of visits to our web sites. Inaddition to offering detailed Institute information, our webpages will serve as the “go to” sites for information aboutSt. Louis’ international communities, including a calendarof international events, blogs, and reviews.

4.3 Operate in a legal, professional, and ethical manner and providestrong, impactful programs

As with any business today, the challenge is to maintainhigh standards and manage risk in the face of uncertaineconomic and political environments. The Instituteremains committed to providing top-notch services andproducts and to doing so in a diverse work environment inwhich our staff utilizes the best management, facility andwork tools possible.

In this period, the Institute will focus on maintaining itsaccreditations, expanding its business continuity plan,identifying more ways to integrate technology into ourwork, expanding intra-agency communication, andmaintaining high fiscal and quality standards.

4.4 Plan for the Agency’s future

For the Institute’s programs and services to remainrelevant and needed, they must be flexible and constantlyevolve to meet ever-changing client, customer andcommunity needs. Thus, the Institute will routinely assessand evaluate program impact and locations and makemodifications on an on-going basis.

Well-trained staff and volunteers are also a priority. We willmake special efforts to maintain the diversity ofrepresentation on the Institute’s Board of Directors and tooffer additional educational and leadership trainingopportunities for them.

Finally, we are only as strong as our staff and volunteers oftomorrow. So we are strengthening our successionplanning initiatives. To address staff succession planning,we are introducing further measures to engage supervisoryand non-supervisory staff in professional developmentand leadership training and to assess progress. And we willwork to strengthen our Junior Board and Young Friendsinitiatives from which our volunteer leadership of thefuture may well come.

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To advance our imperatives, we must remain flexible byconstantly adapting our structure. Our staff cannot waitfor change to happen – in many cases we must lead thecharge. And we greatly benefit from routinely identifyingopportunities and building further strategic alliances. Wecannot achieve our imperatives on our own.

In contrast to some non-profits, the Institute is well-positioned to take advantage of the transition of wealthand power to younger generations. Among our nation’syoungest generation, referred to as the Millennials orGeneration C (“Connected”), attitudes are sharplydifferent than those of preceding generations. Nearly 40%of 13 – 29 year olds are non-White.11 Their perception ofdiversity is different – they expect a diverse population aspart of our future society, so they don’t always view issuesof immigration with the same aversion as their parents andearlier generations. Such attitudes bode well for anevolving and more positive attitude toward diversity andimmigration.

We are also well-positioned to develop further strategicalliances with the corporate sector. As our region, state andnation grow even more diverse, businesses will increasinglylook to us for access, knowledge and training to expandtheir consumer markets and workforces.

Additionally, our role in helping to set strategic directionfor our region is growing. Immigrant entrepreneurs areamong our region’s engines for job growth. Newimmigrants also offer great value as new population,resulting in new customers for local businesses from realestate to retail to health services and more. We need tohelp build a more culturally and socially welcomingenvironment so more immigrants will come and stay.

During the next three years, this Strategic Plan will providea solid framework within which to implement our plans toaddress these and other community challenges. Achievingour strategic imperatives will enable the InternationalInstitute of St. Louis to further realize the enormouspotential we have to make a significant difference in thesocial, cultural and economic landscape of our region andstate.

Our clients, customers and the wider community will allbenefit from the positive impact.

CHARTING THE FUTURE

11 Keeler, Scott and Taylor, Paul, “The Millennials: A Portrait of the Generation Next,” Pew Research Publications, December 11, 2009.

ImmersionClient ServicesEnglish Classes for AdultsCounseling & Social Work

• Elderly• Human Trafficking• Mental Health

Job Training & PlacementRefugee ResettlementPhotos & Immigration Forms

InvestmentEconomic DevelopmentSmall Business Center

• Business Loans to $35,000• Peer Lending Circle• II Community Development Corp.

Financial Literacy & Asset-Building• Matched Savings• Credit Counseling

Home-Based Childcare TrainingII Global Farms

InclusionCulture & CommunityFestival of NationsII Business Solutions Center

• Translation & Interpretation• Speakers & Consulting• Workforce Training

Resources & LinksInternational Community CalendarCulture Links: St. Louis DirectoryNational Network

The International Institute of St. Louis strives for high performancestandards, for example:

Literacy Gains Our students learn better. Annually, nearly 85% of ourimmigrant students improve their literacy and/or Englishskills as compared to national and state-mandatedstandards of 52%.

Job PlacementsRefugees we sponsor for resettlement go to work soon. Within 6months of arrival in the US, approximately 75% of newlyarrived refugee families include at least one wage-earner.Two-thirds of their jobs include medical benefitscompared to 60% among all jobs (Census figure).

Small Business DevelopmentOur immigrant-owned businesses stay in business. Nearly 75% ofsmall businesses we help start or expand are still operatingat 36 months -- a favorable comparison with the SmallBusiness Administration’s 25% survival rate.

Diversity BridgeOur Festival of Nations is our region’s largest and best annualmulticultural festival. More than 90% of 2011 festival-goerspositively rated the FoN along with its arts venues andlearning opportunities. The event drew more than 140,000from 100 zip codes.

Accreditations and RecognitionsAccredited by the State of Missouri Department of Mental Health (2006) and the MO Department of Elementary and SecondaryEducation-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

Exemplary Agency since 2005(95% minimum-funded) United Way of Greater St. Louis

Accredited Charity since 2008 A+ RatingBetter Business Bureau

Recognized Charity since 2010GuideStar Exchange Member(www.guidestar.org)

FACT SHEETThree Pillars of Service & Community Impact

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We are a Missouri non-profit corporation with full 501 (c)(3) status.3654 S. Grand Blvd., St. Louis, MO 63118 USA

Visit us at www.festivalofnationsstl.org • www.stlthei.org • www.iistl.org