2021-2022 Strategic Goals and Tactics

2021-2022 Strategic

Goals and Tactics

2021-2022 STRATEGIC GOALS AND TACTICS

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GOAL 1 MISSION: Goodwill will make transformational change in the lives of those we serve by maximizing mission programming. MISSION: Industry Specific Sector Training

Objective 1: Design and implement a curriculum-based skills training program based on the needs of selected industries that provide in-demand jobs, sustainable wages, career paths and are accessible to the population served.

Tactic 1: Research potential options to expand sector training and build on current curriculum that provide skilled workers and certifications in an industry-specific career. 01/2021

Tactic 2: Maintain a list of agencies/employers contacted regarding Sector training and results of those contacts. 01/2021

Objective 2: Design training curriculum that will compliment Goodwill’s in-house orientation and provide ongoing customer service training, referral information for employees needing transportation, childcare, Employee Assistance Program (EAP) or other services that will aid them in retaining their job.

Tactic 1: Track the number of employee services provided each month. Begin work to develop curriculum for GW employees 01/2021

MISSION: YouthBuild

Objective 2: Continue to investigate and diversify funding opportunities that will sustain the Youth Build program beyond 5/31/2022.

Tactic 1: Monitor grant opportunities from Department of Labor (DOL) scheduled to be released in Winter 2020. Submit quarterly performance reports in a timely manner. Ongoing

Objective 2: Continue to be a provider of choice, enhancing Goodwill’s expertise, performance and overall delivery of services.

Tactic 1: Maintain YouthBuild USA membership to access current industry program practices and strategies for funding future Construction Plus applications with DOL. Ongoing

Tactic 2: Actively participate in YB/ USA webinars and conferences. Ensure performance measures are met making grant awards more likely. Ongoing

MISSION: Employment Placements-All Programs

Objective 3: Goodwill will increase the number of placements, support and positive outcomes of those placed into permanent employment.

Tactic 1: Through guided group/individual planning and discovery process, participants will be identified to determine their job readiness and need for assistance in obtaining employment. Staff will develop a working list of past/present participants needing job seeking assistance.

01/2021

Tactic 2: Provide follow up services for 6 months-1year after exiting programming or becoming employed to assist with finding employment or refer for other support services that may be needed.

Ongoing


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Tactic 3: Through strong relationships with employers, develop OJT or job shadowing opportunities that provided exposure to jobs aligned with a participant’s interest, abilities, aptitude, or stamina for certain jobs.

01/2021

MISSION: Virtual Learning Experiences

Objective 4: Develop curriculum to enhance virtual learning sessions that can be utilized at any time throughout a participant’s involvement in programming. Curriculum can also include resume development, interviewing and other job readiness training.

Tactic 1: Utilize funding from UWM awarded to do curriculum development to expand opportunities for exposure to other jobs fields like industry/warehousing, retail, hospitality settings through virtual tours of local businesses.

01/2021

Tactic 2: Highlight businesses who have hired former participants in virtual curriculum. 05/2021

MISSION: Employment Solutions

Objective 5: Goodwill will continue to enhance services received by increasing participant’s employability and job readiness skills. Goodwill’s Employment Solutions program will successfully place 350 participants into employment and 100 participants will receive NorthStar certification.

Tactic 1: Expand in-person job readiness and job search sessions to serve 25 individuals quarterly. Documentation, including attendance will be tracked to ensure support and positive outcomes are in place for placements and retention.

01/01/2021

Tactic 2: Expand digital literacy options to participants utilizing face to face and virtual learning opportunities such as basic computer skills, navigating the internet/email and Microsoft Office (Word, Excel).

01/01/2021

GOAL 2 RETAIL: Goodwill will make transformational change in the lives of those we serve by maximizing retail potential.

RETAIL: Facilities Maintenance

Objective 1: Goodwill will ensure that customers, employees and participants have a positive experience in our stores.

Tactic 1: Update lighting in all retail stores to LED in order to enhance the customer experience. Q1: 3 stores Q2: 1 store Q3: 3 stores Q4: 2 stores

01/01/2021

Tactic 2: By Q2 2021, all locations will be landscaped, positively impacting curb appeal and branding. 04/01/2021

Tactic 3: During Q2 and Q3 2021 all designated concrete, needing replacement, will be completed at 180th & Q, Benson Park Store, Madison and any other identified areas at locations.

04/01/2021


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RETAIL: Reuse & Recycling

Objective 2: Goodwill will focus on new sustainability strategies targeting reuse and recycling initiatives.

Tactic 1: An internal recycling committee will be created made up of a minimum of 6 committee members who will meet bi-monthly. This committee will explore: 1. Other Goodwill agencies recycling initiatives and labor costs 2. Funding and grants in support of recycling efforts

02/2021

Tactic 2: By analyzing our current recycling markets, Retail Operations Center (ROC) managers will secure 2 new recycling streams, lessening dependency on trash expenses. 02/2021

RETAIL: Store Pricing & Rotation

Objective 3: Goodwill’s mission will be sustained through a thriving donated goods retail program.

Tactic 1: Move from 6 colors on a 5 week rotation to 5 colors on a 4 week rotation in soft lines in order to rotate product quicker and maintain fresh inventory for our customers. Floor signage will promote new items arriving on the floor instead of outdated items.

03/2021

Tactic 2: Retail will increase sales revenue by modifying the Color of the Week program from .99/.49 sale color to 50% off sale color. 03/2021

Tactic 3: The WearHouse will achieve a 25% increase in revenue by redesigning WearHouse store pricing from a 3 tier pricing system to a base price per pound system. 03/2021

Tactic 4: Retail will increase donation poundage by 10% through an increase in community partner donation drives. (Good Turn Girl Scouts, Creighton, Spartan Nash, Earth Day, etc.) 03/2021

Tactic 5: Retail will track and gather donation data in preparation for a new donation tracking system. 03/2021

GOAL 3 CONTRACTS: Goodwill will make transformational change in the lives of those we serve by enhancing contract services and current AbilityOne programming.

CONTRACTS: Goodwill Specialty Services Inc. (GSSI) Board Development

Objective 1: GSSI staff will collaborate with GSSI Board members to develop initiatives that will enhance Board structure and involvement.

Tactic 1: Enhance the current structure of the GSSI board through: 1. Research and review of By-laws 2. Creation of comprehensive description of board member duties 3. Identification of an individual to help target potential board members

1/2021


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CONTRACTS: Quality Work Environment (QWE)

Objective 2: Through participation of QWE initiatives through SourceAmerica, there will be an increased focus on employee productivity, development, and recognition of individuals with disabilities.

Tactic 1: Increase employee appreciation and engagement through employee of the quarter activities aimed at recognizing employee success. 1/2021

Tactic 2: Increase employee job knowledge and training through: 1. Completion of ISSA CIMS Certification 2. Completion of BSCAI COVID-19 Training Certification Course 3. Creation of continuous on-the-job training tool 4. Hiring of a Job Developer to lead in-person on-the-job trainings

Ongoing

CONTRACTS: Commercial Services

Objective 3: Increase commercial opportunities and contracts in order to provide employment opportunities for individuals with disabilities.

Tactic 1: Prepare to pursue additional contracting opportunities through: 1. Creation of a contract proposal package 2. Targeted research of a contract database and search engine for contract opportunities 3. Identification of appropriate relationships and opportunities within community to help grow

contracts

1/2021

Tactic 2: Submission of three contract proposals every quarter. 1/2022

GOAL 4 HUMAN RESOURCES: Goodwill will make transformational change in our employees, and in turn our customers and participants, by maximizing resources, employee engagement and development.

HUMAN RESOURCES: Employee Retention and Recruitment

Objective 1: Goodwill will continue to build upon the culture of the organization, allowing Goodwill to hire and retain the best employees possible.

Tactic 1: Create a formal recruitment plan and process for hard to fill positions. 3/2021

Tactic 2: Decrease unhealthy organizational turnover by creating a formal onboarding plan and process that engages staff. (I.E. Stay interview) 5/2021

Tactic 3: Conduct Exit Interviews with all staff, analyze results and create an action plan to address areas of concern if deemed necessary. 6/2021

Tactic 4: Examine the organization’s salary structure by completing a salary survey. 9/2021


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HUMAN RESOURCES: Employee Engagement

Objective 2: Create a culture where employees feel valued and where their voices feel heard.

Tactic 1: Conduct an Agency-wide Employee Engagement Survey. Conduct a minimum of four pulse surveys per year to understand the temperature of the organization and what employees need/want.

1/2021

Tactic 2: Conduct a minimum of four engagement activities (potluck, outings, fun activities) per year 1/2021

HUMAN RESOURCES: Training & Development

Objective 3: In order to prepare future leadership, there will be an increase in internal and external training opportunities.

Tactic 1: Create a master list of agencies that offer development training so that the resources are available when a supervisor requests a specific topic for training. 3/2021

Tactic 2: Put an emphasis on creating more virtual trainings to allow for all employees to have equal and fair access to development opportunities. (I.E. New Hire Orientation) 1/2021

Tactic 3: Create a culture that engages employees and increases their desire to stay long-term with the agency. Create a formalized Career Path for all positions. (Succession Planning) 5/2021

Tactic 4: Create a supervisory training that teaches working with a diverse workforce including individuals with disabilities. 5/2020

HUMAN RESOURCES: Wellness & Benefit Education

Objective 4: Goodwill will continue to promote the well-being of employees through a focus on safety and wellness initiatives and benefit education.

Tactic 1: Ensure staff are aware of the wellness and benefit opportunities that are available to them through quarterly education e-mails. (EAP, Tuition Reimbursement, Verizon & Penske discounts, store discounts, Retirement Education, and Employer Match)

1/1/2021

Tactic 2: Create a comprehensive Wellness Program and a culture that encourages physical, emotional, and mental health. 1/1/2022

Tactic 3: Create and distribute Compensation and Benefit Statements to all staff, increasing employee awareness of Goodwill paid benefits available to employees. 11/1/2021


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GOAL 5 ORGANIZATIONAL STABILITY: Goodwill will remain a strong and successful organization through effective and values-driven management, leadership, governance and business practices.

ORGANIZATIONAL STABILITY: Goodwill Board Development

Objective 1: Goodwill will build upon our knowledgeable, engaged and committed Board of Trustees.

Tactic 1: Continue to build upon board member engagement through a clear and more comprehensive description of trustee expectations, enhanced onboarding process and continuous training and education opportunities.

1/1/2021

Tactic 2: Bring different perspectives and expertise to the organization by cultivating a diverse board of trustees that reflects the community that Goodwill serves. 1/1/2021

Tactic 3: Achieve 100% participation in board annual giving, through time, talent, fund support, in-kind efforts. Board members will have the opportunity to identify how they will participate in annual giving upon committing to the Goodwill board.

1/1/2021

ORGANIZATIONAL STABILITY: Transparency & Empowerment

Objective 2: The Executive team members will continue to empower management and staff to achieve organizational and departmental goals.

Tactic 1: Provide full and transparent communications to board of trustees, GII, the community and stakeholders through bi-monthly board meeting and manager meetings, internal/external newsletters, open and regular communication with funders and the non-profit community.

1/1/2021

Tactic 2: Goodwill will continue to build a culture that promotes and welcomes open communication, curiosity and inclusion. Goodwill will continue to communicate openly in a manner that keeps employees informed about Goodwill initiatives, business, workplace, operations, mission and retail performance, balanced scorecard goals and strategic plans.

1/1/2021

ORGANIZATIONAL STABILITY: Information Technology

Objective 3: Goodwill’s IT department will help enhance mission programming, retail operations and other support departments through coordinated efforts and efficiencies.

Tactic 1: IT will provide support to departments on system integrations as required (NetSuite, PayCor, Case management system, retail needs) 1/2021

Tactic 2: Review emerging and evolving technologies keeping the organization moving in a strategic direction. IT will develop and execute a 2 year roadmap focusing on new technology cost containment and security measures.

1/2021

Tactic 3: Create an engaging, customer-centric IT environment and foster excellent customer service with users. 1/2021


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ORGANIZATIONAL STABILITY: Finance

Objective 4: Improve transparency in financial information and enhanced customer service throughout the organization

Tactic 1: Build upon departmental efficiency and transparency in the following areas: 1. Standardize and simplify the approval process by implementing and training staff on

NetSuite (Payables, T&E requests, incentives, etc.) 2. Organizational Snapshot report will be reviewed monthly at executive staff meetings,

allowing for inter-departmental analysis 3. Through the creation of a tracking tool, Finance staff will provide an exact dollar amount put

towards mission programming from operating every month with cumulative totals for YTD. 4. Create training and tools for improved consistency in process changes for all departments.

Create and implement a customized training plan as it pertains to accounting and payroll for all departments

1/2021

Tactic 2: Upon completion of NetSuite implementation and training, real-time financial information will be made available to department directors providing the ability to drill into expenses and revenues for detailed information.

1/2021

Tactic 3: The NetSuite dashboard will be customized to track organizational and department Key Performance Indicators (KPI), giving executive staff and senior managers the ability to see real-time information and make adjustments as necessary.

3/2021

Tactic 4: Engage in positive relationships with all departments to support them better Create more customized reporting tools for departments based on their needs.

Ongoing

Tactic 5: Consistency in staff within accounting (retain employees) to build confidence in the department and to grow relationships Balance workloads, encourage a strong work/home life balance, boost opportunities for professional development and meet at least monthly to improve communication within the accounting team.

1/2021

Tactic 6: Facilitate store visits quarterly for cash audits and recognition of retail stores providing accurate and timely accounting information – monthly shout outs and quarterly non-cash incentives Create a cash audit schedule for quarterly visits to store locations. Track and report results. Deliver non-cash incentives no later than 30 days after quarter end.

1/2021

GOAL 6 MARKETING & PUBLIC RELATIONS: Goodwill’s Marketing and Public Relations department will help to enhance mission programming, retail operations and other support departments.

MARKETING & PUBLIC RELATIONS: Retail

Objective 1: Marketing will provide support to retail, maximizing retail potential, increasing retail customer base, and inspiring people to shop at Goodwill stores.

Tactic 1: Use influencer marketing strategies to connect with and engage audiences, inspire ideas, and generate new content to use across all marketing channels. 1/2021

Tactic 2: Use loyalty card customer data to grow retail customer list and segment that list for more precise targeting and improved ROI in marketing efforts/campaigns.

1/2021


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Tactic 3: Integrate messaging across social media boosts and ads, and in-store audio spots to tell Goodwill’s donation life-cycle story and encourage audiences to support, donate to and shop at Goodwill.

1/2021

Tactic 4: Reboot Flash Sale Fridays (with the proper POS system customization to track FSF sales) to give customers something to look forward to every week, add a level of “competition” to their shopping trip, and increase traffic at our stores.

1/2021

MARKETING & PUBLIC RELATIONS: Mission Programs

Objective 2: Bolster the organization’s image within the communities we serve, increase community awareness of, support for and use of Goodwill Omaha’s mission programs and services.

Tactic 1: Use whiteboard animations, social media, and in-store audio spots to tell Goodwill’s donation life-cycle story in an accessible way; relay an integrated retail/mission message; and encourage audiences to support, donate to and shop at Goodwill.

1/2021

Tactic 2: Use on-air/live radio and TV interviews with Tobi to convey Goodwill Omaha’s transparency, inform the communities we serve about Goodwill’s programs, and cast a favorable light on Goodwill Omaha.

1/2021

Tactic 3: Produce video testimonials/success stories to spotlight the benefits and outcomes of our programs and encourage donors and the community to support our programs. 1/2021

Tactic 4: Seek out new social good efforts to give back to the community, new alliances and partnerships, improve the public’s impression of Goodwill Omaha, and demonstrate our commitment to the communities we serve.

1/2021

Tactic 5: Increase positive media coverage by 5% for the year. 1/2021

MARKETING & PUBLIC RELATIONS: Crisis Communications Plan

MARKETING & PUBLIC RELATIONS: Goodwill Omaha Website

Objective 3: Marketing and PR will work with department heads to develop a Crisis Communications Plan.

Tactic 1: Marketing will oversee the development of a Crisis Communication Plan that includes strategies and messaging to defend and protect the image/reputation of Goodwill Omaha, its leadership team, Board, stakeholders and employees.

1/2021

Objective 4: Redesign GoodwillOmaha.org site and significantly increase content generation and content marketing efforts to increase audience size and engagement.

Tactic 1: Increase by 20% integrated content marketing across multiple channels, including website, social media, video, etc., for consistent, cohesive messaging that resonates with audiences.

1/2021


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Tactic 2: Improve user experience (UX) and accessibility features on GoodwillOmaha.org 1/2021

GOAL 7 DEVELOPMENT & GRANT MANAGEMENT: Goodwill will make transformational change in our employees and participants by maximizing resources through development and grant management initiatives.

DEVELOPMENT & GRANT MANAGEMENT

Objective 1: The Development department will enhance mission programming, retail operations and community education and awareness.

Tactic 1: Educate the community about our mission and impact and provide engagement opportunities in an effort to grow community support through fundraising events. Grow events by one in 2021.

1/2021

Tactic 2: Continue to strengthen relationships with fellow non-profit leaders and the philanthropic community through regular, ongoing and transparent communication. In 2021 the CEO, in conjunction with the efforts of the Development Department, will partner with community supporters and raise $300,000.

1/2021

Tactic 3: Update donor database. 1/2021

Documents

2021-2022 Strategic Goals and Tactics