restoring lives - goodwill southern california · 2020-01-28 · strategic plan v 2010-2012 most...

Strategic Plan V 2010-2012

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Goodwill Southern California | Strategic Plan V 2010-2012

Restoring Lives Community and Environment

VISION STATEMENT

Goodwill Southern California will serve over one-quarter of a million people with disabilities or other vocational challenges over the next five years. We will continue to be recognized as the leader in providing high quality job training and placement services throughout our territory and build upon our 90+ year commitment to the environment and recycling.

ORGANIZATIONAL VALUES

Respect We treat everyone with respect, compassion and inclusion, honoring their contributions and differences.

Integrity We conduct our business with transparency, integrity and accountability.

Service We serve, empower and advocate for our clients, community, business partners and each other.

Excellence We pursue a vision of excellence and continuous improvement to better the lives of those we serve.

OUR CORE BELIEFS

In working with our clients, we are guided by the following core beliefs: At Goodwill, we give people second chances because we believe that their futures are more important than their pasts, that developing their abilities will help them minimize their disabilities/vocational challenges and that increasing self-sufficiency will greatly enhance their self-esteem.”

OUR MISSION

Transforming lives through the power of work-We serve people with disabilities or other vocational challenges, as well as businesses, by providing education, training, work experience and job placement services.”

Services Provided

We carry out our mission with the generous support of our community by: 1, Operating not-for-profit businesses to provide employment through workforce development services while protecting the environment:Selling donated goods in our retail storesOffering assembly, custodial and ground maintenance services to businessesProviding computer/electronics recycling centers and paper shredding facilities to businesses and individuals 2, Receiving financial support from individuals, foundations, corporations and government agencies.

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“If everyone is moving forward together, then success takes care of itself.”

Henry Ford


Most people think of Goodwill as only a chain of thrift-stores. It is, however, one of the community’s best kept secrets when it comes to being a leader in employment assistance and environmental services. Did you know that in 2009, Goodwill Southern California (GSC) served nearly 60,000 job seekers by providing them with skills-assessment, employment training and job placement services throughout the three counties of Los Angeles (north of Rosecrans), Riverside and San Bernardino? Or that GSC diverted over 26 million pounds of electronics, paper and textiles from our landfills last year?

Our vision for tomorrow is to serve over one-quarter of a million people with disabilities or other vocational challenges through the next five years. As we continue to grow, we aspire to continue to be recognized as the leader in providing high quality job training and placement services and build upon our 90+ year commitment to the environment and recycling.

This fifth strategic plan, developed by our Board of Directors and staff, serves as a “road map” for Goodwill Southern California’s future. It is an invaluable management tool that holds us to our commitment to deliver on the communities investment.

We look forward to the challenge of continuing to serve our clients and partners and intend to keep raising the bar to meet increased community needs. We hope this document will shed light on all that Goodwill Southern California has to offer in its quest to “transform lives through the power of work.”

Sincerely,

Douglas H. Barr J. Jefferson Goodman Andrea Almeida-MackPresident and CEO Co-Chair, Strategic Plan Co-Chair, Strategic PlanGoodwill Southern California Task Force, Task Force, Goodwill Board of Directors Goodwill Board of Directors

Vision for today and tomorrow

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“Nothing stops a bullet like a job.” Father Greg Boyle, Homeboy Industries.

Moises

Homeless and searching for employment, Moises spent every night at a different friend’s house while his mother and caretaker lived in a women’s homeless shelter. While searching for employment, Moises was told he was undesirable by employers because of his lack of work experience. Job opportunities were scarce for Moises. Moises received support, guidance and assistance from Goodwill’s Power of One Youth Workforce Services. The program offered employment counseling as well as a stable environment.

Goodwill gave Moises a voice mail to receive messages from potential employers and also provided him with basic office tools to conduct job searches and send out resumes.

Michael

Michael, a young man with developmental disabilities, is an employee at Goodwill’s Santa Monica store. Initially, the routine of work was somewhat difficult for him, but with the guidance of a job coach, and new approaches to training, Michael has improved his attendance and productivity.

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Michael is reportedly now much more focused and attached to his work.

With Goodwill’s support, Michael has workedthrough and overcome personal challenges to become a productive, reliable employee and team member. This success and his increased maturity have prepared him for current and future employment opportunities.

Jorge

Jorge came to Goodwill in need of help. His home in East Los Angeles was surrounded by gang activity, negatively influencing him to adopt a life of crime. After many years, Jorge hoped to find a way to make a positive contribution to society. Goodwill gave him that opportunity.

Today his Goodwill job coach Celso Consignado says, “Jorge is completely dedicated to his work.”

JorgeMichaelMoises

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Yolanda

When she came to Goodwill, Yolanda, a single mother of two, was a victim of domestic violence whose only source of income was CalWorks. She was determined to pursue a career path in nursing, but needed assistance to pay for the Board of Nursing license and examination. Goodwill assisted Yolanda in completing employment applications, helped her find financial aid and scheduled her to interview with employers.

Shortly after her arrival at Goodwill, Yolanda started working for the County of Los Angeles. She has been offered training through the County which will lead

to a registered nursing license. This license will open employment opportunities for Yolanda that will allow her to provide for her family.

Sendy

While participating in a Goodwill job training program, Sendy acquired skills that enabled her to find employment. In addition to confidence and knowledge, she also gained something that she was not expecting—new friendships and hope for a brighter future.

Yolanda Sendy

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Allisha

Allisha was bouncing between friends’ homes and various shelters in the Hollywood area before she came to Goodwill where a Youth Career Advisor introduced her to the Hollywood Youth Program (HYP). Through HYP, Allisha received valuable work skills, wise advice and friendship from mentors. Allisha is now employed and able to care for her younger siblings. She has also learned the joy of giving back to her community and is now, herself, tutoring younger at-risk youth.

Alyse

Mrs. Alyse Laemmle is Goodwill’s 2009 Hope, Jobs and Futures Benefactor of the Year. Mrs. Laemmle, who turned 93, has been a generous donor to Goodwill Southern California for 51 years. She is one Goodwill’s longest-term individual donors who believes that “Nothing in life compares to the joy of giving!”

AlyseAllisha

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Goal One Increase annual job placements into independent employment from 4,132 in 2009 to 4,852 in 2010, 5,572 in 2011, and 6,292 in 2012, for a cumulative total of 16,716 placements over a 3 year period.

Goal TwoIncrease number of persons served each year from 59,310 in 2009 to 64,000 in 2010, 71,000 in 2011 and 80,000 in 2012 for a cumulative total of 200,000 persons served over a three period.

Goal ThreeIncrease number of businesses served each year from 3,453 in 2009 to 3,600 in 2010; 3,750 in 2011; and 3,900 in 2012.

Goal FourEnsure that 70% of all qualified WCD staff are trained as global career development facilitators by 2012.

Goal FiveHold ourselves accountable to recognizable benchmark standards by winning three quality awards by 2012 that will improve our services and enhance our prospects for future funding (e.g., CAPE, Eureka levels for three Work Source Centers).

Workforce and Career Development

20,01022,747

31,878

44,267

59,310

2005 2006 2007 2008 20092005 2006 2007 2008 2009

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1997

2776

3604

4132

Strategic Plan IV (2007-2009) Results

Goodwill Southern California received four prestigious awards during Strategic Plan IV: Goodwill Industries International Distinguished Dedication to Quality Services for Latino Populations in April 2007; South Valley WorkSource Center in Palmdale received CAPE (California Awards for Performance Excellence) Prospector Award in March 2008; Goodwill Industries received a Group Award for Specialized Services from IAWP (International Association of Workforce Professionals) in June 2008; and MetroNorth WorkSource

Center in Los Angeles received a California Awards for Performance Excellence (CAPE) Prospector Award in March 2009 recognizing their achievement in 2008.

Expanded the number of businesses served each year from 1,447 in 2006 to a total of 3,453 in 2009.

Clients Served Clients Placed into Independent Employment

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Retail Sales and OperationsGoal One Increase retail contribution from $12.8 million in 2009 to $16.5 million in 2012. Goal TwoImprove retail staff retention by reducing voluntary turnover. Reduce management turnover by 8.5% each year (i.e. from 39% in 2009 to 29% in 2012). Reduce non-management turnover by 2% each year (i.e. from 59% in 2009 to 55% in 2012).


In 2006 Goodwill had an operating budget of $76 million. Today Goodwill’s total revenue is $110 million. Goodwill Southern California’s retail department contributes over 80 percent of total revenue through stores sales.

Instituted Employee Incentive Program in July 2009 which proved to be successful in generating increased sales.

With the support of a committee of store managers and retail executives, an enhanced October Halloween Program was designed for our stores resulting in 13.8% total store gain.

Goodwill Southern California continues to add three to five new retail stores per year.

Los Feliz retail store

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2005 2006 2007 2008 2009

Retail $43 $47 $53 $60 $65

Vocational Services 8 8 8 9 12

Industrial Services 3 3 4 5 7

Donated Household Goods 14 16 19 18 23

Financial Donations 2 2 3 4 3

Total Revenue $70 $76 $87 $96 $110

Operations Overview($ in millions)

Goal ThreeDevelop a marketing program that drives same store sales up and also addresses the need for new donors to support store growth.

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Goal One Increase contribution from $32,000 in 2009 to $573,000 by year end 2012.

Goal TwoIncrease the number of client-workers agency-wide by 20% from 325 in 2009 to 390 in 2012 of which at least 75% are disabled.


Environmental Services department recycled nearly 27.29 million pounds of electronics and paper products during 2007-2009.

Continue to receive outstanding government inspection results on contracts for the IRS Mail Room, L.A. Air Force Base and Pt. Hueneme Commissaries and the California Department of Developmental Services Canyon Springs facility in the lower desert.

Continued to exceed government-mandated disabled labor ratios. Year-end numbers for 2009 were 80% agency-wide and 77% AbilityOne contracts.

Achieved a positive divisional budget including overhead by increasing net contribution from -$602,241 in 2006 to $92,831 by end of 2009 (i.e. All three departments combined).

Contracts and Environmental Services8

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Charity Navigator, a prestigious independent charity watchdog, awarded Goodwill its highest four-star rating eight years in a row.

The rating honors our fiscal management and social responsibility in spending 92 percent of our budget on programs that transform lives through the power of work.

Goodwill’s Annual Golf Classic Tournament was first introduced in 2005. The tournament continues to net almost $100,000 benefiting Goodwill Southern California mission and programs.

Development DepartmentGoal OneA - Comprehensive campaign: by 12-31-2012, raise $4 million gross from individuals, corporations and foundations for capital support (to be paid or booked in full by December 31, 2014).

B - WCD programs: by 12-31-2012, raise $6.6 million gross for non capital, workforce and career development programs.

Goal Two A - Donor acquisition: increase number of new donors acquired by 5 percent per year, from 1,642 in 2009 (or $161,000 in new donor gross revenue) to 1,900 in 2012 (or $186,000 in new donor gross revenue).

B - Direct mail current donors: maintain a donor retention rate of 47% and increase average direct mail gift from $50 in 2009 to $55 in 2012/2013.

C - Direct mail acquisition: mail 250,000 - 350,000 direct mail pieces/year to prospective donors in acquisition campaigns to maintain donor retention percentage described in 2B, above.

Goal ThreeA - Special events: explore potential fund raising special events in addition to golf. Increase fund raising special event net contribution from $76,000 in 2009 to at least $100,000 by December 31, 2012.

B - Increase GSC-wide gifts-in-kind (non-media) revenue by 10 percent per year, from $14,000 in 2009 to $18,000 in 2012.

Goal FourGrants: achieve capital and non-capital revenue of $2 million gross over the period 2010-2012.

Goal FivePlanned giving: increase planned gifts revenue by five percent/year compounded, from $1,148,000 gross in 2009 to $1,329,000 gross in 2012, for a cumulative total of $3.8 million over the period 2010-2012.

Goal SixOther Revenue: Maintain or increase revenue fromother financial gifts to at least $182,000/year.

Goal SevenControl average fund raising expenses, excluding direct mail acquisition costs, so that expenses do not exceed 35% of funds raised between 2010 and 2014.

In all that they do, Goodwill Southern California is committed to building stronger neighborhoods. They are a leader in job placement and development, and environmental recycling services. Their efforts put people back to work and on a path to self-sufficiency, while keeping millions of pounds of textiles, paper and electronics out of landfills each year.”

-Janet Lamkin,California State President, Bank of America

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Goal One Increase interactions and awareness of Goodwill Southern California, as measured by media placements initiated and secured, but not paid for, by at least 32% over 3 years 2010-2012 (from 154 in 2009 to 203 in 2012).

Goal TwoIncrease interaction with state and federal public officials by increasing legislator visits from 15 in 2009 to 25 in 2012. Create benchmarks for city and county legislative interaction, and increase these interactions by 10% over the three-year period.

Goal ThreeExplore the feasibility of establishing a position of VP Marketing & Community Relations in 2011.

Community Relations


During SPIV, the Community Relations Department secured over 500 “free” media stories regarding Goodwill and its mission at an estimated value of over $6 million.

Goodwill stores and job centers were filmed for the following shows during SPIV: Discovery Channel Planet Green, Kristan Cunningham from HGTV’s Design on a Dime and the Rachael Ray Show.

Goodwill continues to partner with American Red Cross of Greater Los Angeles to assist victims of the Southern California wildfires. The partnership brings public awareness to Goodwill and its programs.

Rancho Cucamonga retail store grand opening.Los Angeles KABC7 “Helps you find a job.” visits Goodwill MetroNorth WorkSource Center.

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Goal One Develop and implement a comprehensive leadership succession plan.

Goal TwoDevelop a plan/process for effective and efficient coordination between HR and other departmentsto help managers successfully hire, coach, redeploy and discipline.

Goal ThreeConduct a comprehensive analysis of rewards and recognition as well as compensation and benefits. Develop and implement a plan based on the results of that analysis.

Goal FourDevelop and implement a centralized training program.

Human Resources


GSC improved its pension plan for employees by moving to a new vendor with enhanced investment opportunities.

We also made additional benefit plan improvements, for the first time covering part of the cost of health insurance for dependents, increasing the basic life insurance benefit, increasing the amount of the employer contribution for certain other benefits, and offering employees the Bank of America “Bank at Work” program.

Formed a cross-functional retention task force to develop plans to evaluate and recommend improvements for hiring, orientation, training and development, rewards and recognition, and benefits.

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2005 2006 2007 2008 2009

$4.9

$6.7

$9.5

$8.5

$9.5

Financial Reserves($ in millions)

Goal One Maintain at least breakeven cash flow from operations.

Goal TwoExplore strategic alliances with other non-profits.

Goal ThreeMaintain reserves at 10% of total operating budget exclusive of merchandise donations, capital campaign, and investment gain or loss.

Goal FourContinue best practices/standard operating guide (SOG) project by: enhancing and building a library of SOG documents; adding links from job descriptions; categorizing documents by funding and accreditation sources; developing internal SOG auditing procedures to monitor integrity of SOG process.

Goal FiveLimit non-program expenses to no more than 10% of total expenses.

Finance & Administration


Established and received approval for Pension Plan Committee to ensure that all GSC pension plans are reviewed regularly and in accordance with ERISA and other requirements - Transferred oversight of all pension plans from the Human Resources Committee to the Finance Committee.

Implemented a new budget program streamlining and improving the budgeting process and making it significantly

more efficient and effective. This program is web-based for convenience and allows for easier comparisons to budgets with a friendlier format than the accounting system offers. The total cost of this system was $20K over three years.

Implemented a new credit card processor resulting in savings and ability to expand services such as gift cards for refunds and for sale. Additionally, better reporting will be available.

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Goal One Invest in and expand the use of technology to improveefficiency throughout the organization while assisting in lowering costs.

Information Technology and Telecommunications


Improved organization’s security of data and disaster recovery preparedness by implementing individual user computer backups and data encryption.

Improved network infrastructure and speed by installing new data closets and upgrading bandwidth at the Los Angeles and San Bernardino Campuses.

Built IT Training Center that is being used for meetings, trainings and classes on a weekly basis.

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Environmental Health and SafetyGoal OneEnsure that injuries are reduced from 4.5 per/100 FTE in 2009 to 3.35 in 2010, 3.30 in 2011 and 3.25 in 2012.

Goal TwoExpand the wellness program at all GSC locations and research methods to evaluate this program.


Implemented the Safety Certification Program in the Retail Division and trained retail store managers in First Aid/CPR, Non-violent Crisis Intervention, Accident Prevention, Accident Reporting Procedures and Drug Awareness/ Reasonable Suspicion.

Assisted the Department of Public Works with distribution of sharps containers to public.

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Goal OneComplete renovation construction of the Valley Campus by the end of 2011.

Goal TwoComplete renovation planning for the Los Angeles Campus end of 2010.

Goal ThreeComplete renovation planning for the San Bernardino Campus by the end 2010.

Goal FourContinue to implement ADA standards for accessibility in all facility renovations.

Facilities Department


GSC Valley Campus renovation is now at the RFP stage and is slated for construction completion by December 31, 2011.

Added an additional 40 spaces to GSC’s L.A. Campus employee parking lot through lease agreement with the City of Los Angeles. Also, improved conditions of parking lot (and San Fernando Rd.) by adding new landscaping, and enhanced security by way of new lighting and new guard booth (w/DVR).

Commenced rehab of L.A. Clearance Center which will now house the new Post Retail operation.

Renovation concepts have been developed for all three campuses.

Artist’s rendering of Valley CampusLos Angeles Campus San Bernardino Campus

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Goal One Recruit to our boards, additional individuals with significant influence and capacity who represent the demographics and relevant professional fields of our three-county territory.

Goal TwoSignificantly increase the level of involvement of members of the Board of Advisors beginning in 2010.

Goal ThreeMerge the current Board Liaison Committee with the Board Development and nominating Committee effective March 1, 2010.

Goal FourEnsure charters are developed for each boardstanding committee, sub-committee and Board of Advisors.

Governance

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“Every great dream begins with a dreamer. Always remember, you have within you the strength,

the patience, and the passion to reach for the stars to change the world.”

Harriet Tubman

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Officers of the Board

ChairMorgan W. St. JohnFirst Vice Chair

First Vice Chair Peter StarrettFreeman Spogli & Co.

Second Vice ChairDavid LuskDeloitte & Touche LLP

TreasurerDonald F. CrumrineFlaherty & Crumrine

Secretary Andrea Almeida MackWestern Asset Management Co.

Corporate Compliance Officer Charles P. AdamsCharles Adams & Associates Inc.

President & CEODouglas H. Barr, MSW

Honorary Board of Directors

Charles F. Axelson, CPACal State Poly & Lawry’s Foods Inc. (ret.)

Donald W. CrockerJER Partners (ret.)

Herbert D. EagleTransamerica Occidental Life (ret.)

Earl LestzParamount Pictures Corp. (ret.)

Alden D. McKelveyWestern Management Corp. (ret.)

Thomas L. Stevens, Jr. Los Angeles Trade-Technical College (ret.)

Board of Directors

Charles P. Adams, CPACharles Adams & Associates Inc.

Dennis AdomaitisARC

Ted AlvarezCalNational Bank

Cesar Alejandro Aristeiguieta, M.D.

Carl A. BalltonUnion Bank of California Foundation

Karl L. Boeckmann, CPAGalpin Ford

Jack K. Bryant, CE

Don E. ButlerThe Employers Group (ret.)

William CarneyCarney Associates, LLC

John M. ClaerhoutClaerhout & Associates

Melvin Clark Jr.Northern Trust of California

Donald F. CrumrineFlaherty & Crumrine

William R. DahlmanWRD

Robert DahlstromClune Construction Co.

Rob GluckGluck & Associates

Dana GoldingerJP Dana Goldinger Group

J. Jefferson GoodmanSterling Strategies Inc.

Scott HeatonColliers International

James D. HickenBank of Santa Clarita

Kirk R. HydeHyde Family Foundation

Kathleen C. Johnson, Esq.

Jack E. Kaufman,Kaufman, Kaufman & Miller

Sumi Kawaratani, M.D

David A. LuskDeloitte & Touche LLP

Andrea Almeida Mack, CFAWestern Asset Management Co.

R.A. McDonoughJP Morgan

Darlene McMillanCommunity Volunteer

David J. McQuittyCIM Group

Frank R. O’DonnellWarner Brothers Entertainment Co.

2010 Governance

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Samuel W. HuntNorthern Trust Bank of California (ret.)

K. Ravi Kumar, Ph.D.University of California, Marshall School of Business

Beth LochmoellerCommunity Volunteer

Donna L. MannSan Marino High School

Asst. Chief Earl C. PaysingerLos Angeles Police Department

Myron W. ReedReed Financial

Lucille RenwickCommunications Consultant

The Hon. Richard J. Riordan

Annie RuthFive Star Legal & Compliance Systems

Patrick L. Shreve, Esq.

Eugene StrandSears – Central Pacific Group (ret.)

Maurice M. SuhGibson, Dunn & Crutcher LLP

Russell T. SunCalifornia General Bank, N.A.

Lupita M. Tannatt, Ph.D.Santa Monica Community College

Stephen R. WattWells Fargo Bank

Patricia D. Palleschi, Ph.D.Myworkagent.com

Blair PencePence Investment Corp.

Kevin PlunkettABC Entertainment Group

Robert Allen Reed, AIAReed Enterprises

Paul RicheyFocus Enterprises, Inc.

Karl SchmidtParker, Milliken, Clark, O’Hara & Samuelian

Paul SchulzAmerican Red Cross of Greater Los Angeles

Gilbert B. Siegel, Ph.D.University of Southern California (ret.)

Darry SragowSonnenschein, Nath & Rosenthal LLP

Morgan W. St. John

Peter StarrettFreeman Spogli & Co.

Bea Olvera StotzerNEW Capital LLC

Susan H. Stromgren Bank of the West (ret.)

Kathyrn J. Turner

Sally L. TurnerCalifornia State University, Northridge

Mark WalbergTV Host & Producer

Joel Ward, M.D.University of California Los Angeles

Board of Advisors

Nila BarkleyArroyo Seco Food & Beverage Co.

Brad BergerBerger Bros. Inc.

Dollie Brown, MSW, MPH, CHE

Monica M. DesmondCity of Hope

Frederick A. FindleyBerger Bros. Inc.

Joseph T. ForgatchCalifornia Federal Savings & Loan (ret.)

Robert GorskiCity of Pasadena

J. D. HammettThe Zenith

Joyce R. HendersonPLANCORP

Bonnie HillB. Hill Enterprises LLC

Dana D. Howells

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Inland Empire Advisory Board

Kathyrn J. Turner, Chair

Under Sheriff Richard BeemerSan Bernardino County Sheriff’s Department (ret.)

William CarneyCarney Associates, LLC

Carl DameronDameron Communications

Pat DowneyTarget Distribution Center

Kathy DuttonChaffey College

Carolyn R. Eggleston, Ph.D.California State University San Bernardino

John E. Husing, Ph.D.Economics & Politics Inc.

The Hon. Ronald O. Loveridge City of Riverside

Gary MazzeiCity National Bank

Felicia FlournoyRiverside County Economic Development Agency

Daniel J. RendlerSan Diego Gas and Electric - South Inland Region John Thornes Thornes & Associates Inc.

Our certifications

California State Department of RehabilitationCalifornia State Department of Industrial RelationsCity of Los AngelesCommission on Accreditation of Rehabilitation Facilities (CARF)County of Los AngelesNational Association for Information Destruction Inc. (NAID)AbilityOneU.S. Department of Labor

Our memberships

America’s CharitiesCalifornia Alliance of Rehabilitation Industries (CARI)California Council for Excellence (CCE)Goodwill Industries InternationalInland Empire Economic Partnership (IEEP)International Association of Electronics RecyclersLos Angeles Area Chamber of CommerceNational Rehabilitation AssociationNonprofit Executive NetworkSecure Document Alliance (SDA)Valley Industry and Commerce AssociationNumerous City Chambers of Commerce

Awards

California Awards for Performance Excellence (CAPE)International Association of Workforce Professionals4-star rating from Charity Navigator

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Executive editor and writer

Christianne Ray

Design

MC BrandStudios | mc-brandstudios.com

342 N. San Fernando RoadLos Angeles, CA, 90031

For the store, job center, document destruction, or electronics recycling center nearest you,

please call or visit us online at:

Toll free | (888) 4-GOODWILL or (888) 446 6394

Local | (323) 223 1211, TTY | (323) 539 2057

www.goodwillsocal.org or [email protected]

restoring lives - goodwill southern california · 2020-01-28 · strategic plan v 2010-2012 most...

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