Economic Evolution through Immigrant Integration

Over two million highly qualified immigrants in the US face barriers to gaining employment that is commensurate with their abilities. This inequity results in disproportionate poverty for immigrant families with children (20.7%) over native born families with children (13.4%) by conservative poverty measures. This results in over 40 billion dollars in lost annual wages, and over 10 billion tax dollars lost for federal, state, and local governments annually. In Memphis, TN, the poverty rate for the Latino population is 22.7%, 5.9% higher than the rate for the Latino population in the United States.

Root causes of underemployment include urgency of newcomers to begin work immediately upon arrival to the US, language barriers, lack of recognition of foreign credentials and legal statuses of immigrants by employers, lack of access to social capital, unconscious bias in hiring, and immigrants limited fluency in nuances of American hiring and workplace culture. In Memphis, these problems are exacerbated by limited capacity of English language training programs and barriers to accessing equitable workforce development programs, and there are currently no English classes that integrate job training, interviews for open positions, and career coaching. 

World Relief Memphis (WRM) proposes an innovative upskilling program that integrates manufacturing technology training with English language and soft skill training to immigrants desiring to advance their careers. In partnership with TechEd2Go, courses are taught in the Manufacturing Simulation Lab and focus on in-demand skills in the region. The lab is equipped with the following: Automobile Light Simulators (2 different styles), Complex Mechanical Timing Simulator, Cubit (Computer Networking and Programing Simulator), Manufacturing Measurement and Assembly Simulator, 3D Printers, Soldering stations, and Robotics Simulators.

Students earn a micro-credential certification and receive opportunities to network with human resource teams from partner companies throughout the course before interviewing for open positions upon certificate completion. Students are also paired with a success coach to support goal setting, the creation of an action plan to achieve their goals, and to track their progress toward stated goals. Additional wraparound case management is offered by WRM to students needing assistance accessing other services.

Success coaching strategies focus on creating a supportive environment to facilitate setting and reaching goals while acknowledging systemic and social inequities. It is based on behavioral science, viewing services through a client centered lens, using trauma informed care practices, and works towards racial equity. 

The target population for this program is immigrants in Shelby County with at least a low intermediate (NRS Level 3) English proficiency, seeking to advance their careers. Shelby County is home to 69,164 foreign-born residents, with over 39,000 households speaking a primary language other than English. In the West Region of Tennessee, Hispanic and Latino populations over 25 years old have a high school diploma rate of 61.04%, significantly trailing both Black (by 25.65%) and White (by 29.54%) populations. Currently, there are no resources that address language barriers, job training, professional networking, and credentialing simultaneously.

The solution will impact participants by enabling wage growth and economic mobility through the attainment of an in-demand credential and skill that was previously inaccessible to them. Additionally, English language and soft skills training will foster further social mobility and career advancement. Furthermore, wraparound services provided by WRM ensure family stability and community integration.

On a systemic level, this solution promotes inclusivity and equity by offering immigrants a tailored, comprehensive training program that supports social and economic mobility. It also encourages a more diverse and inclusive workforce through professional networking and mutual learning among employer partners and job seekers. 

World Relief has been serving displaced people and migrants globally for 80 years. Since opening in Memphis in 2012, WRM has supported over 13,000 individuals from around the world who now call Memphis home. During this time span, WRM staff have led and participated in numerous community needs assessment and asset mapping initiatives to understand challenges present in the immigrant community in Memphis. This extensive community engagement coupled with national research data, local data and program outcomes, and the lived experiences of 47% of our 51 staff members who have personally migrated to the U.S. informs the design, implementation, and continuous improvement of our programs. 

Additionally, WRM’s connection to the community was deepened through acquiring the MidSouth Immigrant Integration Network, a coalition working to shift the local culture toward immigrant integration. The impetus for this solution began in 2017 when team members surveyed 1,500 immigrants attending English classes. The majority expressed learning English not as an end goal but as part of a plan to secure better jobs and integrate fully into U.S. life.

Based on this input, team members iteratively developed a program integrating workforce preparation with English language instruction. Feedback from program participants (2019–2022) shaped this proposal to address barriers to career advancement, as highlighted in the aforementioned problem statement. This solution was conceived in collaboration with TechEd2Go, who was working with other populations that face barriers to obtaining sustainable employment. WRM brings their experience working with clients from other countries, and TechEd2Go brings their experience teaching technological skills and their Manufacturing Technology Lab, and leverages their connections with major manufacturers. Manufacturing, Tennessee’s second-largest employment sector, is projected to grow by 12.8% by 2025, offering a pathway to sustainable employment for immigrants. 

The basic iteration of the solution was launched in 2021, and it served approximately 64 immigrants over 5 cohorts. Key accomplishments from this time include establishing a strong partnership with TechEd2Go, validating the program components of technical skills training, English instruction, and soft skills training through project-based learning as well as the component of bringing hiring managers to observe the classroom to reduce bias in hiring and overcome the challenge of lack of social capital for immigrants. 28 participants identified as active job seekers, and the remaining 36 took the course to advance their careers. 35 job offers were made by employer partners and a follow-up survey indicated an average increase in wages of $4.80 per hour among respondents due to being given increased responsibilities at work, receiving a promotion, or by getting a better job. The survey also indicated strong interest from participants in an advanced course in industrial technical skills with added soft skills such as how to pitch solutions to your manager. The program was discontinued as the organization that sponsored it shifted its focus away from immigrant employment and towards offering English as a distinct skill but this solution is now led by WRM.

This solution addresses barriers immigrants face integrating into the United States economically by considering the system of economics and the place of immigrants in that system.  Heretofore technical training has been offered through trade schools which can be prohibitively expensive for those who do not qualify for financial aid and difficult to access for those who are underemployed. Additionally, admission at most trade schools requires a US based high school diploma or the equivalent. This solution addresses those barriers by reducing the level of English language proficiency needed to take the course and adding English language instruction in the context of the workplace. It's scheduled to complement a shift work schedule, and future course schedules are created with consideration given to prospective students who were unable to attend previous courses due to their work schedule.

Perhaps the most innovative aspect of this approach is facilitating a one-on-one connection between hiring managers and perspective employers by inviting hiring managers to observe participants as they actively problem solve, apply technical skills, and collaborate on projects. These interactions have been revolutionary in combatting unconscious bias in hiring and granting promotions.

Finally, this solution seeks to bridge the interests of immigrants seeking economic integration with the interests of employers in the US. While the immigration process has become a highly politicized topic, there is no debate regarding the role that immigrants play in sustaining a healthy economy. In 2030, the native born labor force in the United States will plateau making it necessary for growing businesses to rely on immigrants for their success. The proposed solution unites stakeholders irrespective of their stance on immigration and joins them through a solution that is mutually beneficial. 

At least 83% of students per cohort will gain a microcredential in industrial manufacturing. 

- Measured by number of students who attend at least 50 hours of class and pass the skills assessment. 

100% of students who earn the credential will gain at least 5 NRS points on their English language proficiency level. 

- Measured by gain on CASAS posttest in comparison with pretest. 

100% of active job seekers who earn the micro credential will interview for a job. - Measured by hosting job interviews with employer partners. 

90% of active job seekers who earn who credential will receive a job offer with a starting wage of at least $15 per hour, benefits, and a clear pathway to advancement within 1 year of hire. 

- Measured by student or employer partner reporting job offer to Success Coach.  

95% of students who earn the credential and are not active job seekers will receive an increase in wages within 6 months of earning the credential. 

- Measured by surveying students 6 weeks, 6 months, and 1 year after earning the micro credential and comparing to wage reported prior to starting the class.

90% of students who earn the credential and are not active job seekers will earn a promotion or increase in responsibilities at work within one year of earning the credential. 

- Measured by surveying students 6 weeks, 6 months, and 1 year after earning the micro credential.

At least five new employers will participate in hiring immigrants over the course of one year. 

-Measured by number of employers who agree to interview class participants.   

The solutions team is comprised of 3 full-time positions allocating a portion of their time to this solution and 1 contractor from TechEd2Go. Positions include a team leader, integrated language instructor, and success coach. Other roles that support this solution include expertise from case management, human resources, marketing, data management, and finance and operations. Staff time will be scaled proportionally based on program growth. 

The WRM team has been working on this solution with local partners for 5 years, however, there were periods of time that the work on the solution was not active. Foundations for the solution began in 2017 as we were gathering perspective from the immigrant population and initial design planning started in December 2018. The pilot cohort of 64 students launched in 2021 in part due to delays caused by the pandemic. WRM assumed ownership of the solution after the initial fiscal sponsor for the initiative redirected its efforts to a different population in December 2023. 

WRM’s leadership team and solution team is committed to upholding diverse, equitable, and inclusive values in implementing the Economic Evolution through Immigrant Integration program. WRM collaborates with TechEd2Go, a business owned and run by a woman of color who grew up in an immigrant household. TechEd2Go has a history of serving populations who face barriers with the intention of advancing equity. WRM is a multicultural organization and commits to further affirming, embracing, and embodying our diversity through our leadership, systems, relationships and programs. 47% of WRM staff have a story of migration to the US from another country and 55% identify as BIPOC. We approach DEI as an intentional journey, where we continually labor to acknowledge and uncover each employees' personal stories and daily experiences, building a workplace culture where staff of every culture can find belonging, succeed and grow in their roles. This is done through intentional training, conversations, and opportunities for professional development related directly to matters of DEI as well as staff’s individual professional goals. While we take an active role in developing our organizational culture, we also acknowledge and seek to dismantle systems within Memphis that marginalize minority groups. We do this by advocating for more just and welcoming policies and accessible community services. We also empower clients to understand their rights and advocate for themselves while giving them space to acknowledge systems of oppression at work in our community. One example of this is within our own program delivery is using the Chicago Jobs Council Career Readiness Coaching Curriculum. This tool features a client led coaching strategy and acknowledges the impact of systemic prejudices on those who face barriers. 

Our solution combines innovative partnerships, integrated education, and wraparound support to bridge the gap between immigrant job seekers and employers, creating pathways for sustainable economic mobility and a stronger community.  

Key Resources: 

• Staffing, mechanical skills technology lab, employer partners, administrative team, and strong community connections. 

Partners and Stakeholders: 

• WRM, TechEd2Go, immigrants seeking employment or career advancement, employer partners, the Chamber of Commerce, the local American Job Center, and immigrant advocacy groups like Latino Memphis and the City of Memphis Multicultural Advisory Board. 

Key Activities: 

• Integrated courses combining English language instruction with technical and soft skills training, career success coaching, micro-credentialing, and connecting students to trusted employers. 

Type of Intervention: 

• An integrated project-based course complemented by individualized coaching and wraparound support services. 

Channels: 

• Social networks, local business networks, social media platforms, and outreach through former and current clients. 

Customer Segments: 

• Beneficiaries: Immigrant students, their households, and the Memphis community through an increased skilled workforce. 

• Customers: Employer partners. 

Value Proposition: 

• User Value: Immigrants gain English proficiency, technical and soft skills, micro-credentials, and improved earning potential, promoting economic and social integration. 

• Customer Value: Employers benefit from an expanded, skilled, and inclusive workforce. 

Impact Measures: 

• Metrics include % of immigrants with English language proficiency gains; % average wage increase; % of students with increased skills and micro-credentials; # of immigrants with new job offers/promotions; # new employers participating in program   

Cost Structure: 

• Primary costs: instruction delivery (~$9,000 per cohort of 18 students), Success Coaching, and administrative support. Costs scale with program expansion and uptake of services. 

Revenue and Sustainability: 

• Revenue sources include public/private grants and employer contributions, with plans to expand services to create a surplus for growth.

This model ensures a meaningful impact on immigrant communities while meeting employer demand for skilled workers. 

The initial pilot of 64 participants was funded through a Department of Labor grant supporting workforce development. Current planning, community listening, employer partnership cultivation, and research are funded by public grants supporting immigrant economic empowerment but are limited in their availability. WRM will leverage performance data from this award in future grant applications and donor engagement to generate sustained revenue.

Additionally, WRM anticipates generating fee-for-service contracts with employer partners participating in E2 I2. For example, WRM is developing a customized cultural fluency training for employers seeking to develop more inclusive workplace cultures as well as custom onsite ESL interventions for companies investing in their immigrant workforce. 

WRM has a proven track record of sustaining innovative, community-driven solutions. Since serving 84 clients through our first program in 2012, WRM has grown to serve over 1,300 clients annually through robust programming and partnerships. This growth is supported by a diversified revenue model including private donors, foundations, community organizations, and local, state, and federal agencies. Public grants provide predictable revenue through performance-based service contracts supporting immigrant integration in housing, transportation, employment, English training, school systems and healthcare navigation, mentoring and social capital building, and case management. WRM also generates revenue through contracts with existing employer partners and fees for services offered to client and community members.

With a proven track record and a clear plan to increase donations, contracts, and program revenue, WRM is well-positioned to achieve long-term financial sustainability while meeting community needs. 

WRM works with immigrants on a personal level through the entire resettlement process and thus is in a position to leverage our influence to accelerate economic mobility for immigrants.  We connect our clients with resources to help them move forward, and we work with them when there are gaps in those resources. This perspective coupled with our relationship with the community makes it incumbent upon us to do something different- to work towards a solution that acknowledges all of the contributing factors instead of isolating them.  

In addition to financial help, WRM sees the program support available for finalists as a unique opportunity to vet and improve our program. Expertise offered by MIT Solve and Truist Foundation would provide perspectives that we may not have considered and introduce us to resources that we may not be acquainted with. The tools offered would give us a different lens to view our program. Perspective offered by those who are from different geographic areas with different experiences and fields of expertise are of primary importance in developing a sound program and increasing success of future financial asks, and Inspire awards offers that opportunity.

One of the biggest threats to developing a program that truly reaches its potential in impacting lives is for the developers and implementers to operate in a silo.  The iterative process of revising happens best when receiving feedback from diverse contributors. WRM would greatly value participating in the finalist support program for these reasons.