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Organization DBA Goodwill
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

Morgan Memorial Goodwill Industries’ mission is to help individuals with barriers to self-sufficiency to achieve independence and dignity through work. Not charity, but a chance.
 
Goodwill’s vision is to be recognized throughout eastern and central Massachusetts as a leader in helping individuals with barriers to self-sufficiency to enter and succeed in the workplace. Goodwill empowers people to build on their strengths to transform their lives through work. It actively engages businesses in all aspects of its endeavors and presents employers with qualified and committed workers. Its social enterprises offer training and work experience for individuals and economic vitality for communities. 

Mission Statement

Morgan Memorial Goodwill Industries’ mission is to help individuals with barriers to self-sufficiency to achieve independence and dignity through work. Not charity, but a chance.
 
Goodwill’s vision is to be recognized throughout eastern and central Massachusetts as a leader in helping individuals with barriers to self-sufficiency to enter and succeed in the workplace. Goodwill empowers people to build on their strengths to transform their lives through work. It actively engages businesses in all aspects of its endeavors and presents employers with qualified and committed workers. Its social enterprises offer training and work experience for individuals and economic vitality for communities. 

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $34,742,000.00
Projected Expense $34,742,000.00

ProgramsMORE »

  • Workforce Development: Career Services
  • Workforce Development: Job Training Program
  • Youth Initiative

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

Morgan Memorial Goodwill Industries’ mission is to help individuals with barriers to self-sufficiency to achieve independence and dignity through work. Not charity, but a chance.
 
Goodwill’s vision is to be recognized throughout eastern and central Massachusetts as a leader in helping individuals with barriers to self-sufficiency to enter and succeed in the workplace. Goodwill empowers people to build on their strengths to transform their lives through work. It actively engages businesses in all aspects of its endeavors and presents employers with qualified and committed workers. Its social enterprises offer training and work experience for individuals and economic vitality for communities. 

Background Statement

Goodwill's job training programs and career services will help over 8,000 unemployed individuals get on the path to a job, and a life of self-sufficiency; Goodwill’s youth programs will help young people achieve in school, develop as leaders, explore college and career options, and transition successfully from high school to higher education or the workplace.
 
Morgan Memorial Goodwill Industries (Goodwill) was founded in Boston's South End in 1895. Reverend Edgar J. Helms was concerned about the many impoverished immigrants who were living in the area and conceived the idea of training and employing them to collect unwanted household items for resale. The work provided the local residents with needed job skills and a paycheck, while the sale of the goods provided low-cost items for the community and paid the workers' wages. The system proved a success, and Morgan Memorial Goodwill Industries became the first in what is now a worldwide network of 162 independent affiliates that have helped millions of people facing barriers to employment to enter the workforce and help young people transition successfully to adulthood.
 
Goodwill is operating under a five-year strategic plan adopted by the Board of Directors in 2013 that outlines the following steps necessary to achieve its vision:
  • Add services that improve job placement and retention outcomes.
  • Launch the reconfigured Youth Initiative.
  • Extend services to at least three additional low-income communities in Massachusetts.
  • Launch a computer recycling social enterprise.
  • Open new stores serving additional low-income communities.
  • Ensure that there is a strong leadership team with a clear continuity plan.
  • Develop and implement a comprehensive marketing and resource development plan.
  • Upgrade technology. Each year, the organization develops an annual plan with specific objectives designed to continue to implement the strategic plan and build on the progress that has been achieved to date.

Impact Statement

In order to advance the strategic plan and operate the organization effectively, Goodwill develops an organization-wide annual plan with specific, measurable objectives. The Board of Directors reviews the annual plan and budget in advance of the start of the year and monitors performance quarterly during the year.

In the fiscal year ending June 30, 2017, Goodwill achieved several key objectives.

1. Achieved targets for the delivery of mission services.

- Served 6,896 and placed 980 in jobs through Boston Career Link (BCL), the one-stop career center Goodwill operates. (Goal: Serve 7,000 and place 1,000.)

- Actively engaged 189 employers with 9 mass hiring events or job fairs and 264 on-site recruitment events. (Goal: Engage 130 employers with 6 mass hiring events and 200 on-sites.)

- Served 437 and placed 137 in placement-oriented job training programs. (Goal: Serve 570 and place 195.)

2. Delivered effective programs and expanded to meet evolving needs.

- Boston Career Link charter renewed for 4 years by the Boston Private Industry Council, following competitive bid process.

- Launched second Project SEARCH site and identified third; this program helps young adults with disabilities transition from school to work.

- First Step work readiness program curriculum completed; possible sites for program expansion identified.

- Served 102 young people in mentoring program and 43 through Achievers Boston program; met match targets for GoodGuides grant supporting the mentoring program.

- Obtained Commission on Accreditation of Rehabilitation Facilities (CARF) three-year accreditation.

3. Grew the retail and other social enterprises.

- Successfully planned for donation growth while streamlining the processes.

- One new store location confirmed and three potential locations at an earlier stage.

- Renovation of Somerville store completed on schedule.

- Expanded the computer recycling program to include a training component, by offering initial training with Madison Park Technical Vocational High School.

4. Addressed the infrastructure needs of the organization, in order to support capacity to deliver mission services.

- Implemented new retail point of sale system.

- Completed five-year IT hardware review and upgrade and began rollout of new hardware. Assessed software requirements.

- Identified and addressed top priorities for streamlining key operational processes.


Needs Statement

Goodwill is able to provide exemplary job training, career services, and youth development programming thanks to community support from individuals, businesses, and foundations. Goodwill seeks the following to continue opening doorways of opportunity for those who seek greater independence and the chance to achieve economic self-sufficiency:

1) Financial support for Goodwill's job training programs and career services.

2) Financial support for the Youth Initiative, which includes academic support, life skills training, and leadership development.

3) Financial support for the infrastructure needed to assure that the organization continues to operate in accordance with best practices, delivering state-of-the-art services.

4) Business partners to support Goodwill’s employment and career service programs by participating in training, offering industry briefings, and hiring participants.

5) Corporate volunteers to help with Goodwill's mission services, from one-time events for groups to ongoing roles for individuals. There are opportunities suitable for volunteers in any area of expertise. Some events are held on specific dates, and others can be flexible to accommodate volunteers' schedules.


CEO Statement

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Board Chair Statement

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Geographic Area Served

Central Massachusetts Region
Greater Boston Region-All Neighborhoods
Metrowest Region
NORTHEAST REGION, MA
Goodwill serves 265 communities in eastern and central Massachusetts through its employment training programs, career services, and broad based programs for youth. The majority of program participants come from disadvantaged communities especially those neighboring Goodwill’s  headquarters, including Dorchester, Mattapan, Roxbury and the South End.

Organization Categories

  1. Employment - Goodwill Industries
  2. Employment - Job Training
  3. Youth Development - Youth Development-Business

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

Under Development

Programs

Workforce Development: Career Services

Through Boston Career Link, the one-stop career center Goodwill operates, the organization provides career services including career counseling, interview skills, resume-building, workshops, job postings, and online job search. The preponderance of individuals enrolled are from economically distressed neighborhoods, have low educational attainment, and are out of work. Goodwill also engages employers to provide opportunities for individuals through active on-site recruitment.

Budget  --
Category  Employment, General/Other Job Search & Placement
Population Served Unemployed, Underemployed, Dislocated Minorities
Program Short-Term Success 

In FY18, the goal is to serve 6,000 individuals and place 1,000 in employment.

Program Long-Term Success 

Enhance individual self-sufficiency and improve economic vitality for economically distressed neighborhoods in Boston.

Program Success Monitored By 

Goodwill establishes annual goals and objectives at the beginning of the fiscal year, including quantitative and qualitative measures. Performance is reviewed regularly to determine progress toward achieving success; departments review data on a monthly basis and quarterly reports are provided to the Board of Directors and all staff. Individuals who receive services at Boston Career Link register in the state’s online system, enabling staff to efficiently report on the number served in a given time period.

Examples of Program Success 

Scott, a Dorchester resident, came to Boston Career Link after he learned that the company he was working for was going to close and that he would need a new job. At Boston Career Link, he found out about an upcoming hiring event with Children’s Services of Roxbury. Scott attended the event and was one of four individuals from the career center hired that day by the local organization. “It worked out well for me,” said Scott, who is an intensive care coordinator at Children’s Services. In his new position, Scott serves as an advocate for children and their parents. He is always on the go with a lot to juggle but is happy with the way things worked out and the services he received at the career center. “I enjoy the job,” he said. “There are a lot of moving parts, but it is rewarding work.” 


Workforce Development: Job Training Program

pasting

Goodwill's Job Training Program provides a comprehensive array of case management, job skills and work readiness training, internships, job placement, and post-placement supports to help individuals from underserved communities to get on a path to a job and self-sufficiency. The majority of the individuals enrolled are low- and very-low income women, often mothers raising children on their own, facing barriers ranging from domestic violence to welfare dependency to limited work histories. Goodwill also engages employers to provide opportunities for individuals through a variety of methods. Some businesses participate in the development of training curricula, present in classes, offer mock-interview opportunities, and hire graduates.

Budget  --
Category  Employment, General/Other Job Training & Employment
Population Served At-Risk Populations Unemployed, Underemployed, Dislocated Minorities
Program Short-Term Success 

In FY18, the program goals are to enroll at least 200 individuals in job training programs, place 160 in competitive employment, and support individuals to persist in their jobs and attain retention benchmarks.

Program Long-Term Success 

Enhance individual self-sufficiency and improve economic vitality for economically distressed neighborhoods in Boston by training individuals to enter the workforce and build a career.

Program Success Monitored By 

Participant information is tracked using a web-based database called Efforts to Outcomes (ETO). Goodwill staff records information related to activity and outcomes, including enrollment, class participation and completion, internships, job placement, wage and benefit data, and job retention at 30 and 90 days.

Examples of Program Success 

When asked what she got from Goodwill’s services, Deysi shared, “Confidence. It helped me feel better about myself.” Born in the Dominican Republic, she moved to the United States to be with her father, and she has lived in Boston for more than six years. When she first came to Goodwill, concerns about her English and a lack of confidence in her job skills were making it hard for her to find permanent work. With case management and support services, Deysi successfully completed an internship at Panera Cares Community Café and is now working as a scanner at the Amazon warehouse in Stoughton. She loves her job and particularly appreciates the atmosphere and flexible work schedule. While working to support herself and her two children, she is also taking early education classes at Urban College and aspires to one day become a teacher.


Youth Initiative

pasting

Goodwill has a long tradition of working with Boston, Massachusetts-area youth. The organization offers a number of academic, recreational, and career-oriented programs and activities throughout the year for local young people with great potential, but limited opportunities. Goodwill's Youth Initiative includes the option to be matched with a caring adult mentor, the After-School Academy, and opportunities for summer jobs and activities.

Budget  --
Category  Youth Development, General/Other
Population Served At-Risk Populations Adolescents Only (13-19 years) Families
Program Short-Term Success 

In FY18, the goal is to enroll 120 youth ages 12 to 18.

Program Long-Term Success 

Assist youth in traditionally underserved neighborhoods in Boston to bridge to adulthood through academic support, mentorship, and career and college exploration.

Program Success Monitored By 

Participant information is tracked using a web-based database called Efforts to Outcomes (ETO). Program staff track participant attendance, participation in career and college exploration activities, and mentorship information.

Examples of Program Success 

Jorden, a student from a family of five in Dorchester, is one of the many young people who benefits from the program. Jorden’s mom lost her job and enrolled in a job training program at Goodwill. Jorden saw how Goodwill was helping his mom, and so when she told him about the Youth Initiative, he decided to check it out. “I heard that it could help me with my grades and my school mentality,” Jorden shared. He enjoys the program, and it has helped him bring his grades up to As and Bs. He also says of the Youth Initiative, “It made me a better person. Now I have a better attitude and more confidence… in sports, in my home, and at school.” Looking to the future, Jorden hopes to attend college.


CEO/Executive Director/Board Comments


Management


CEO/Executive Director Ms. Joanne K. Hilferty
CEO Term Start Aug 1995
CEO Email [email protected]
CEO Experience

Joanne Hilferty has served as President of Morgan Memorial Goodwill Industries (Goodwill) since 1995. In concert with the Board of Directors, she provides strategic leadership and direction to assure the organization fulfills its mission which is to help individuals with barriers to self-sufficiency to achieve independence and dignity through work.

For almost 10 years prior to her appointment at Goodwill, Hilferty was an executive in health care information businesses in the Boston area and in Southern California. She also worked at senior levels in New York State government, ending her tenure as deputy commissioner for the Office of Mental Health.

Hilferty currently serves as Treasurer of the board of Associated Industries of Massachusetts, as well as a member of the boards of Goodwill Industries International, and the Massachusetts Council of Human Service Providers, Inc. She has been appointed to numerous Boston economic development advisory groups.

Goodwill has been named a Top 100 Women-Led Businesses in Massachusetts by the Boston Globe Magazine and the Commonwealth Institute. Hilferty has been awarded the Brava Smart CEO award, the Greater Boston Chamber of Commerce Pinnacle Award for not-for-profit management, the Women’s Business Hall of Fame Award and the Providers’ Council Executive Director of the Year Award.

She is a Phi Beta Kappa graduate of Brown University and has a master’s degree in public affairs from the Woodrow Wilson School at Princeton University.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Joy Burghardt Vice President, Programs and Services --
Laurie Gallagher Senior Director of Marketing --
Heather Kenney Vice President, Human Resources --
Paul MacNeil Vice President, Operations --
Jason Marshall Vice President, Retail --
John Ricketts Vice President, Finance & CFO --
Hilary Thomas Senior Director of Philanthropy --

Awards

Award Awarding Organization Year
John Gould Award for Education and Workforce Development Associated Industries of Massachusetts 2016
Top 100 Women-Led Businesses in Massachusetts The Boston Globe Magazine and The Commonwealth Institute 2016
Top 100 Women-Led Businesses in Massachusetts The Boston Globe Magazine and The Commonwealth Institute 2015
Top 100 Women-Led Businesses in Massachusetts The Boston Globe Magazine and The Commonwealth Institute 2014

Affiliations

Affiliation Year
Association of Developmental Disabilities Providers 2017
Massachusetts Council of Human Service Providers 2017
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
CARF International: Community Employment Services: Job Development- 3 year 2017
CARF International: Community Employment Services: Job Supports- 3 year 2017
CARF International: Community Services: Community Integration- 3 year 2017

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 244
Number of Part Time Staff 140
Number of Volunteers 480
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 191
Asian American/Pacific Islander: 31
Caucasian: 206
Hispanic/Latino: 116
Native American/American Indian: 0
Other: 1
Other (if specified): Not Specified
Gender Female: 285
Male: 259
Not Specified 1

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan Yes
Business Continuity of Operations Plan Yes
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. Robert P. Gittens Esq.
Board Chair Company Affiliation Cambridge Family and Children's Services
Board Chair Term Jan 2017 - Jan 2018
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Paul Andrew Harvard University Voting
Nancy L. Aubrey CPA RSM US LLP Voting
Kevin T. Bottomley People's United Bank Voting
Julie Celano Consultant Voting
Karen Coppola The TJX Companies, Inc. Voting
John Doucette People’s United Bank Voting
Jane C. Edmonds J.D. Babson College Voting
Joanne K. Hilferty Morgan Memorial Goodwill Industries Voting
E.J. Landry Deloitte & Touche LLP Voting
Stephanie Lovell Esq. Blue Cross Blue Shield of Massachusetts Voting
Sally Mason Boemer Massachusetts General Hospital Voting
Mary L. Reed Tartt's Day Care Centers, Inc. Voting
Kevin Reynolds The Waldwin Group Voting
Linda E. Thompson New England Baptist Hospital Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 5
Asian American/Pacific Islander: 0
Caucasian: 9
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 10
Male: 5
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 75%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Compensation
  • Executive
  • Investment
  • Nominating

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $34,742,000.00
Projected Expense $34,742,000.00
Form 990s

2016 990

2015 990

2014 990

2013 990

2012 990

Audit Documents

2016 Audited Financials

2015 Audited Financials

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $33,160,563 $33,546,329 $34,019,195
Total Expenses $33,715,409 $32,418,992 $31,546,760

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
$4,847,956 $4,583,612 $4,641,405
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $1,641,623 $1,891,802 $1,660,338
Indirect Public Support -- -- --
Earned Revenue $19,570,853 $19,148,063 $18,800,701
Investment Income, Net of Losses $96,192 $1,250,991 $2,504,823
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $6,989,360 $6,586,126 $6,302,250
Other $14,579 $85,735 $109,678

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $29,441,162 $28,515,286 $27,295,961
Administration Expense $3,083,515 $2,851,606 $2,709,550
Fundraising Expense $1,190,732 $1,052,100 $1,541,249
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.98 1.03 1.08
Program Expense/Total Expenses 87% 88% 87%
Fundraising Expense/Contributed Revenue 18% 16% 24%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $40,038,988 $39,875,636 $38,350,672
Current Assets $6,517,962 $5,391,929 $4,049,916
Long-Term Liabilities $13,974,401 $14,060,817 $14,020,219
Current Liabilities $3,067,486 $2,262,872 $1,905,842
Total Net Assets $22,997,101 $23,551,947 $22,424,611

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $14,770,125.00
Spending Policy Percentage
Percentage(If selected) 5.0%
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 2.12 2.38 2.13

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 35% 35% 37%

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials. 

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

Goodwill's vision is to be recognized throughout eastern and central Massachusetts as a leader in helping individuals with barriers to self-sufficiency to enter and succeed in the workplace. Goodwill empowers people to build on their strengths to transform their lives through work. It actively engages businesses in all aspects of its endeavors and presents employers with qualified and committed workers. Its social enterprises offer training and work experience for individuals and economic vitality for communities.

The organization’s mission is to help individuals with barriers to self-sufficiency to achieve independence and dignity through work. Not charity, but a chance. In the fiscal year ending June 30, 2018, the annual plan aims to achieve the following key objectives related to the advancement of mission services:

1. Achieve targets for the delivery of mission services.

- Serve 6,000 and place 1,000 in jobs through Boston Career Link (BCL), the one-stop career center Goodwill operates.

- Actively engage 130 employers with 3 mass hiring events or job fairs and 200 on-site recruitment events.

- Serve 340 and place 150 in employment through placement-oriented job training programs, including programs for young adults with disabilities.

- Serve 250 in other employment-oriented day and school programs.

2. Assure the delivery of effective mission services and accommodate evolving community and funder needs and requirements.

- Implement the newly granted career center charter, including engaging mandated government partners and offering intensive services to targeted populations.

- Develop and implement an outreach program for Boston Career Link and the Workforce Development: Job Training Program.

- Continue to expand populations served at Boston Career Link including individuals in the Department of Corrections pre-release program and unemployed young adults.

- Take the Workforce Development: Job Training Program to an additional community in Goodwill’s territory.

3. Grow the retail enterprise, pilot e-commerce, and continue to enhance other enterprises that are essential components of Goodwill’s mission services.

- Implement the new retail operating model effectively in all stores.

- Develop and implement a new loyalty program using the capabilities of the recently installed point of sale cash register system.

- Have at least two new stores under development and at least one more in the pipeline.

- Pilot an e-commerce bookstore and evaluate other e-commerce options.

4. Implement the comprehensive plan designed to address the infrastructure needs of the organization.

- Upgrade financial management systems and plan for the upgrade of the human resources system.

- Create a new BCL website for member remote access and assess Goodwill website.

- Upgrade IT systems including servers and develop a formal cybersecurity plan.


2. What are your strategies for making this happen?

Goodwill is operating under a five-year strategic plan adopted by the Board of Directors in FY14 that outlines the steps necessary to achieve its vision. Key goals related to the advancement of mission services include:


- Add services that improve job placement and retention outcomes.

- Extend services to additional low-income communities in Massachusetts.

- Launch a computer recycling social enterprise.

- Open new stores serving additional low-income communities.

In order to advance the strategic plan, each year Goodwill develops an organization-wide plan with specific, measurable objectives. The Board of Directors reviews the annual plan and budget prior to the start of the year and reviews performance each quarter during the year.


3. What are your organization’s capabilities for doing this?

Goodwill has a history of meeting goals in order to advance the organization’s mission. Since 1895, people with barriers to self-sufficiency have relied on Goodwill’s services to help them achieve independence and dignity through work. At Goodwill, every decision is driven by the organization’s mission, and a strong leadership team ensures that the mission remains the central focus. Joanne K. Hilferty has been President and CEO of Goodwill since 1995. She works in partnership with a 14-member Board of Directors that possesses broad-based expertise in areas such as business, human resources, education, public relations, marketing, retail, accounting, and law. Joanne leads an executive team consisting of seven Goodwill vice presidents and senior directors that oversee programs and services, retail enterprise, operations, human resources, marketing, philanthropy, and finance. Together, the executive team manages a diverse and talented Goodwill staff of more than 350 individuals — many of whom are multi-lingual and/or multi-cultural — and engage more than 400 volunteers from the local and corporate communities.


4. How will your organization know if you are making progress?

In every program area that Goodwill coordinates, staff members define and track specific objectives regularly in order to measure success. For instance, service and outcome data for Goodwill’s Workforce Development: Job Training Program is tracked in the Efforts to Outcomes (ETO) database. Goodwill staff members use ETO to update participant data on a regular basis. Throughout the duration of the program, Individual Career Plans are also updated regularly to help meet program participant needs.


Successful employment typically happens when the employer and employee develop a strong partnership, and it is in that vein that Goodwill staff and program participants interact. Staff members collect several points of data throughout the year, including the number of people served by the program, hours worked, contacts made, and any other pertinent information on participants. Tracking activity (input) and placement information as well as wage and benefit data (outcome) is tremendously important for improving effectiveness, and Goodwill staff uses the ETO system for that purpose as well. Goodwill also relies on satisfaction surveys for strategic and annual planning. All employers are asked to complete a satisfaction survey (outcome) within 60 days of Goodwill program participant's start date. Members of senior management also receive reports on program activity regularly, allowing them to view progress-to-objectives and the satisfaction level of participants as well as employers.


5. What have and haven’t you accomplished so far?

Goodwill makes significant progress every year, helping people with barriers to employment find and keep jobs and supporting youth with limited opportunities as they learn and grow.

In the fiscal year ending June 30, 2017, Goodwill achieved several key objectives.

1. Achieved targets for the delivery of mission services.

- Served 6,896 and placed 980 in jobs through Boston Career Link (BCL), the one-stop career center Goodwill operates. (Goal: Serve 7,000 and place 1,000.)

- Actively engaged 189 employers with 9 mass hiring events or job fairs and 264 on-site recruitment events. (Goal: Engage 130 employers with 6 mass hiring events and 200 on-sites.)

- Served 437 and placed 137 in placement-oriented job training programs. (Goal: Serve 570 and place 195.)

2. Delivered effective programs and expanded to meet evolving needs.

- Boston Career Link charter renewed for 4 years by the Boston Private Industry Council, following competitive bid process.

- Launched second Project SEARCH site and identified third; this program helps young adults with disabilities transition from school to work.

- First Step work readiness program curriculum completed; possible sites for program expansion identified.

- Served 102 young people in mentoring program and 43 through Achievers Boston program; met match targets for GoodGuides grant supporting the mentoring program.

- Obtained Commission on Accreditation of Rehabilitation Facilities (CARF) three-year accreditation.

3. Grew the retail and other social enterprises.

- Successfully planned for donation growth while streamlining the processes.

- One new store location confirmed and three potential locations at an earlier stage.

- Renovation of Somerville store completed on schedule.

- Expanded the computer recycling program to include a training component, by offering initial training with Madison Park Technical Vocational High School.

4. Addressed the infrastructure needs of the organization, in order to support capacity to deliver mission services.

- Implemented new retail point of sale system.

- Completed five-year IT hardware review and upgrade and began rollout of new hardware. Assessed software requirements.

- Identified and addressed top priorities for streamlining key operational processes.

Goodwill’s programs have made a difference for thousands of people, and the individuals we serve face increasingly complex barriers to employment. Goodwill looks forward to continuing to help members of the community find independence and dignity through work.