Goodwill Industries of Monocacy Valley, Inc.

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Goodwill Industries of Monocacy Valley, Inc.

• Visioning Retreat
• May 2009

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Board Expectations for Visioning
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Agenda What Results?

• Planning Cycle
• Definitions Mission, Vision, Strategic
  Initiatives, Action Plans/Targets
• SWOT Board
• Data, Maps Benchmarks
• What is the need?
• CNA Survey
• Data Highlights Senior Team
• What is the potential?
• How do we balance the potential?
• Mission, Vision
• What will we need to do to become the
  organization we need to be to realize our
  potential?
• What strategic initiatives will move us toward
  our organizations potential?
• Strategic Initiatives
• Balanced Scorecard
• The Boards Role
• Vision

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Planning Cycle
Gretchen
Review Mission, Vision Values
Review Business Model Strategy
On-going Monitoring of Customer Value
On-going Monitoring of Environment
ASSESSMENT
Envision System to Deliver Customer Value Future
State
Results Customers
Systems People/Learning
Conduct Situational Analysis Current State
Too Large
Too Small
Results Customers
Systems People/Learning
POSITIONING
Identify Gaps
Define Initiatives Targets
PLANNING
Develop Action Plans Allocate Resources
Implement Plans
Monitor Performance Share lessons
IMPLEMENTATION
Evaluate Process Improve
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Gretchen

• Mission (why)
• A succinct and compelling statement of our reason
  for existence.
• A statement of our core work and services.
• Who we serve and how they benefit.
• A basis for daily decisions about the work I do
  and we do.
• We create the statement and are mobilized by it.
• Vision (what)
• A compelling picture of our future.
• A statement of what Goodwill will be like as we
  achieve our mission.
• Describes our optimum achievements and results.
• Draws us to create the culture we need/want.
• We visualize it together and mutually aspire to
  its fulfillment.

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Gretchen

• Strategic Initiatives (what)
• A broad statement, describing a desired outcome.
• A clear and compelling challenge to Goodwill
  (perhaps a stretch).
• A driving force which creates momentum and helps
  to make a difference.
• Arises from and consistent with the Values,
  Mission and Vision.
• We create the goals together and all commit to
  their fulfillment.
• Action Plans - Targets (how, when and by whom)
• The method by which a goal will be achieved.
• Defines objective measures of success (how we
  know a goal is accomplished).
• Incorporates scope of work for each step
  deliverables, human and financial resources
  required, person responsible for oversight, date
  of start and completion.
• Each of us, answers the question "What will I do
  tomorrow to accomplish my part of the plan?"
• Created with participation of the people
  involved, who commit to their fulfillment.

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Perceptions of Goodwill MISSION - Board
Gretchen

• 1. Helps people in the community with
  disabilities and other barriers to improve their
  lives
• 2. Stores that sell used clothing
• 3. Community is beginning to understand better
  what we do.
• 4. Lack of fund raising ability due to lack of
  clear community awareness of what we do.

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Perceptions Relative to Initiatives Board
Gretchen

• 1. Increase public awareness of what we do
  through marketing efforts tell our stories and
  putting a face on our success increase funding
  raising efforts through better marketing
• 2. Provide and increasing number of opportunities
  for people with disabilities and other barriers
  to employment

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Perceptions WEAKNESSES- Board
Gretchen

• 1. Inability to expand retail stores to increase
  revenue to get community not to use our store
  locations as a dumping ground
• 2. Current economy related to job placements of
  individuals needing our services need to
  increase job placements to fulfill mission and
  get community support
• 3. No weaknesses or too new to identify

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Perceptions OPPORTUNITIES - Board
Gretchen

• 1. Increase the types of services offered to
  people with disabilities and others in the
  community to include financial literacy job
  training to meet employer needs etc.
• 2. Grow and expand retail including more stores
  online services etc.
• 3. Integration of mission into stores, marketing
  of mission and community partnership

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Perceptions THREATS - Board
Gretchen

• Current economic recession relative to people
  needing services and funding
• Current economic recession relative to ability to
  get donations and compete for donations
• Decrease in external funding competition for
  funding
• Poor customer service, poor community perception
  of why we are duplicating some services already
  offered

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Perceptions of who to SERVE - Board
Gretchen

• People recently out of work need to develop new
  skills due to economic downturn and change in
  economy
• People with disabilities including emerging
  disabilities such as autism
• People from diverse backgrounds including
  Hispanic population
• Not familiar enough with needs to respond need
  GW to educate us

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Data Driven Strategic Planning Data Sources
Gretchen

• GII ASR Data
• GII CNA Databooks
• GII Retail Databooks / GEOVUE
• GII Maps
• SWOTV Analysis
• Local Data Sources CNA

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Benchmark Data
Gretchen

• How are we doing compared to all Goodwills?
• Where could we improve?
• What other benchmarks might we use?
• What results are important to benchmark and which
  are not important?
• What benchmarks should be included in the
  strategic plan?

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Total Revenue Per Household
Gretchen
34.01
32.60
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Clients Served per 100,000 Persons
Gretchen
2,275
1,270
743
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Total Revenue Per Client Served
Gretchen
4,387
2,679
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How do we compare or benchmark to other similar
Goodwill organizations and nearby territories?
Based on territory size, revenue, revenue
distribution, some demographic consideration.
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Gretchen
What is our potential? Based on Territory
Size Territory Demographics Expected Population
Growth Services Needed Local Economy Competition C
omparable Goodwill Results Other Data
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Population Density 2012
Gretchen
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Population Change
Gretchen
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Median Household Income 2007
Gretchen
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Poverty Level 1999
Gretchen
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Gretchen

• What is the need in our territory?
• Source GII CNA Databook
• November 2008

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Demographics
Gretchen
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CNA Survey Perception Data Overview
Gretchen

• 3,470 individuals were identified for
  participation. Of these, 138 e-mail addresses
  returned routing errors and were unusable,
  leaving a sample pool of 3,332
• A total of 383 individuals responded to the
  survey for a basic response rate of 11.4 percent
• Inclusion of retail donors in the survey sample
  pool created difficulty in assessing the overall
  rating of survey items
• Stakeholders appear to have fairly divergent
  opinions and perceptions

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CNA Survey Perception Data Overview
Gretchen

• Major Findings (General)
• Top social issues Alcohol/Drug Use,
  Homelessness, Educational Quality,
  Family/Domestic Violence, Economic Development,
  and Available Healthcare
• Highest concern regarding populations with
  disadvantages divided among Working Poor,
  Single parents, At-Risk Youth, Non-English
  Speaking Residents, and Unemployed/ Dislocated
  Workers

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CNA Survey Perception Data Overview
Gretchen

• Highest concern regarding populations with
  disabilities divided among Psychiatric or
  Emotional Disability, Learning Disability,
  Developmental Disability, and Chemical Dependency
  
• Lack of employment opportunities is seen as a
  major barrier to employment in the area however
  most of the major stakeholder groups actually
  focus their attention on other issues.
• Most stakeholders see room for improvement in the
  availability of services in the area
• Most stakeholders are ambivalent about the
  general availability of jobs in the area.

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CNA Survey Perception Data Overview
Gretchen

• GIMV enjoys strong name recognition. However,
  most of the retail donors do not know the true
  mission of Goodwill. Other stakeholder groups do
  appear to be familiar the Goodwills mission

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CNA Survey Social Issues
Gretchen
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Perceptions of Populations with Disadvantages
Gretchen

• Working Poor
• Single Parents
• At-Risk Youth
• Unemployed

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CNA Survey Persons with Disadvantages
Gretchen
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Perceptions of Persons with Disabilities
Gretchen

• Individuals with Psychological/Emotional
  disabilities
• Individuals with Learning Disabilities
• Individuals with Developmental Disabilities
• Individuals with Chemical Dependencies

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Perceptions on Barriers to Employment
Gretchen
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Perceptions of Service Availability
Gretchen

• Areas that respondents identify as being of
  primary concern seem to focus on career
  advancement and support for individuals needing
  special consideration or services (such as case
  management and ex offender services.)
• Analysis of the responses of the different
  stakeholder groups reveals a broad consensus on
  the availability of the services

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Perceptions of Service Availability
Gretchen
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Employment Opportunities Perceptions
Gretchen
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Data Highlights (the big things) Senior Staff
SWOTV
Dan

• Need more marketing availability of services
  community awareness stereotypical we are seen
  as an organization that primarily serves people
  with disabilities what we do want to project as
  to whom we serve (broad definition of
  disability)? (disadvantaged)
• Increase coalitions, partnerships and seek out
  opportunities for merger or acquisition
  consistent with mission
• Need to address threats and opportunities
  relative to the recession (impact on job
  placements, sales, donations)
• Employee turnover, training, recruitment etc.
• Funding and revenue (maintain current revenues
  and diversifying revenues)
• Expand retail
• Add services in Carroll county and types of
  services offered
• Serve Working poor, underemployed (those in need
  of job skills training) People with
  disabilities Ex-offenders Youth Who will we
  not serve?
• People with disadvantages who cannot
  successfully get jobs through other means move
  people to next job in their career ladder and
  move them out of the working poor category

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Data Highlights (the big things) Focus Groups
Dan

• Ex-offenders prerelease help, more resources,
  planning help, job, medication, place to live
• People looking for work evening classes,
  transitional housing, financial stability, come
  back to Goodwill to get more services, access to
  other resources, better marketing of services
• People with disabilities more community
  employment opportunities, transportation, more
  employment services

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Data Highlights (the big things)
Dan

• Increase marketing
• Increase services to disadvantaged who need jobs
  / better jobs / job advancement
• Enrich existing services with increased emphasis
  on community employment
• Add more stores demographics continue to
  support store expansion
• Younger population base at least for now
• Improve training / customer service for employees
• Employee retention is still a concern
• Growth in territory is consistent need to
  expand services
• Capitalize on our internal resources for training
  opportunities (continue current and expand)
• Trending for less dollars from United Way and
  others look to Goodwill to be bigger player
  trends for mergers due to economic recession
• Technology advancements and integration
  incorporate into our plan
• Environmental opportunities Green Jobs

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Dan
What is our potential based on the
opportunities? What is out potential based on
the data?
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Cindy
Mission Services Potential
What do they need and when?
Who could we serve?
Where should we be?

• Jobs
• Job Training
• Job Readiness job seeking skills
• Computer training computer skills
• Case management
• Basic reading skills
• Assessment of job readiness / life skills /
  vocational assessment
• Transportation
• Mentoring
• Flexible service hours

• People with disadvantages who cannot successfully
  get jobs through other means move people to
  next job in their career ladder and/or move them
  out of the working poor category (greater
  self-sufficiency)
• Definition those who need intervention to get a
  job due to the disadvantaging condition

• Frederick City
• Westminster
• Rural poverty areas itinerant through
  partnerships remote hubs for services
• Use technology to offer services remotely

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Cindy
Mission Services Potential
How do we respond?
How do we implement?
How do we evaluate?

• Publish CNA and make connection
• Speak to community partners stakeholders in
  various communities
• Develop strategy to provide services in Carroll
  county and deliver on strategy (begin inroads
  with disability community and mirror Frederick
  services in 3 5 years)
• Expand partnership with work release center in
  Frederick position GW to be lead non-profit
• Create Family Strengthening

• Numbers of people served
• Number of people placed (FT vs. PT, wages)
• Percentage of job placements
• Increase the number served in intensive services
• Ratio of Basic to Intensive Services
• Develop self-sufficiency matrix to demonstrate
  impact on people
• Financial donors to organization

• Build current programs through capacity building
  (free Cindy to do external community partnership
  building and to seek funding for programs)
• Work as a team across departments to research
  funding opportunities (provide support to WFD)
• Research program models develop policies
  procedures

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Retail Donated Goods Potential
Wayne

• 12 million retail revenue by 2013
• 8 stores by 2013
• 3 ADCs by 2013
• Increase production efficiencies
• Create donation drive system
• Research new goods for potential opportunity
  (Menasha model) consider need to supplement
• Further research e-commerce
• Expand salvage
• Reduce trash pounds through recycling (glass,
  plastics etc.) internal or external
• Mechanism to know our community stance (prices,
  donations, branding) knowledge of customer base
• Expand auto donations
• Research outside lines of business (loans, food,
  etc.)
• Brand improvement building uniformity inside
  and outside
• Every donor will know the mission
• Reduce energy costs (explore Energy Star)

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Business (commercial) Services Potential Grow
Revenue Purpose employment for people from
programs and to make money
Gary

• Courier service possible expansion with current
  customers or new customers
• Market our potential as certified DBE
• Research outside lines of business (loans, food,
  etc.)
• Staffing agency (train and place) (both temp and
  perm) contact MSC resource Cheri Joseph
• Market current businesses (power washing,
  janitorial, courier services)
• Government opportunities (Ft. Detrick)
• Research state aside
• Research Ability One opportunities
• Tie to program participants and their skill levels

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Gretchen
How do we balance the potential?
Business Revenue Internal
Mission
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Mission, Vision
Dan

• What
• Is the organizations mission?
• Is the organizations vision?

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Current Mission
Dan

• We create hope, jobs and futures in our
  community.
• That will do just fine.

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What will we need to do to become the
organization we need to be to realize our
potential?
Gretchen

• What business and service lines?
• Who will be our customers?
• What systems will we need?
• What workforce will we need?
• What organizational structure will we need?

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What business lines?
Gretchen

• Mission services human services
• Retail Donated Goods business
• Commercial business services
• Fund raising
• Training services for fees

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What systems will we need?
Gretchen

• Donation system
• System to impact public policy and track it
• Communication systems
• Marketing systems
• Tracking systems (client, POS, HR, financial)
• The Wall (Employee retention, training, hiring,
  merit)
• Security system loss prevention
• Program model / design for each program
• Production system (Kaizen)
• Continuous improvement
• Survey and feedback systems
• Advanced technology systems automation around
  social networking opportunities advanced
  equipment

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What workforce will we need?
Gretchen

• Diverse workforce recruitment methodology to
  get diversity
• Trained workforce orientation to GW, job
  specific training, upgraded of employee
  educational levels, supervisory training have
  skills at hire needed to do the job
• Grant writer function
• Committed workforce to the mission of Goodwill
• Workforce that can become better potential for
  advancement (want to be better
• Increase in professionalism of workforce in WFD
  for those new jobs (sales and customer service
  skills) employment specialist / business
  developer / job developer / career counselor
• Push top grading down to next level of
  organization

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What organizational structure will we need?
Gretchen

• WFD need to restructure to include new
  functionality and new geographic growth
• Leadership team structure will change Chief
  Operating Officer function
• Corporate building expansion needs
• Retail will need area managers
• Expansion of marketing department
• Need dedicated IT system support (ownership) to
  include internal or external supports across
  all departments equally work order system
  decision making system to define needs
• Loss prevention expansion
• Role of board in supporting the structure? Board
  / staff structure
• New structure for business development

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Based on what we COULD be (potential), what
SHOULD we become to support our mission?
Gretchen

• Based on our mission, what businesses should we
  develop or sunset and how will we measure
  success?

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Gretchen

• Silos in the organization
• Computer WFD kiosks redesign or stop hiring
  without the right skills dont settle without
  computer skills in WFD
• State contracts
• Retail operations
• Mistrust
• Rash judgment

CEASE!
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Initiative Development
Gretchen

• What strategic initiatives will move us toward
  our organizations potential?

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What targets and action steps will help the whole
organization get and stay on track?
Gretchen
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Initiative Development Balanced Scorecard
Dan

• Grow the Mission (Customer / Client / Stakeholder
  Perspective)
• Grow the Business (financial capacity or Grow the
  Business)
• Grow the People (learning growth)
• Grow Operational Excellence (internal process
  perspective - efficiencies)
• Grow the Brand (internal external understanding

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Goal 1 Grow the Mission We will increase our
customer base by providing quality services.
Cindy

• Increase number people served in intensive
  services
• Increase the types of services offered
• Increase the number of retail customers
• Increase the number of donors
• Increase the number of business contracts

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Goal 2 Grow the Business We will build
financial capacity in all areas of the
organization.
Wayne

• Increase revenue from retail
• Increase the revenue from contracts
• Diversify program funding from external sources
• Increase fund raising revenue
• Utilize assets for increasing revenue

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Goal 3 Grow the peopleTo become the premier
employer by developing employees who can help
Goodwill make a difference in our community.
Patti

• Reduce employee turnover (targeted retention
  positive vs. negative turnover)
• Increase employee capabilities / skills
• Improve employee recruitment
• Improve communication with employees

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Goal 4 Grow Operational ExcellenceWe will excel
in our operational capabilities and efficiencies.
Mark

• Allow debt equity ratio to serve growth
• Allow current ratio to serve growth
• Achieve budgeted E/R at department level
• Decrease labor to revenue ratio
• Establish mission benchmarks to support
  continuous improvement
• Improve customer service to donors, shoppers,
  businesses, employers, funders

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Goal 5 Grow the BrandTo enhance our community
reputation.
Elissa

• Increase external communication of our mission
  (number of communication methods better
  understanding of mission improve website social
  networking)
• Increase our presence in community initiatives
  and partnerships (track partnerships)
• Define brand and develop consistent visual
  appearance and message for Goodwill

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Balanced Scorecard Approach Mission Driven BSC
begins with People
Gretchen
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Gretchen
What is a Balanced Scorecard? The Balanced
Scorecard is a Performance Management system that
can be used by in any size organization to align
vision and mission with customer requirements and
day-to-day work, manage and evaluate business
strategy, monitor operation efficiency
improvements, build organization capacity, and
communicate progress to employees. The scorecard
allows us to measure financial and customer
results, operations, and organization
capacity. A Balancing Act by Howard Rohm
Performance Measurement in Action Volume 2, Issue
2
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Balanced Scorecard Approach Mission Driven BSC
begins with Customers
Gretchen

• Financial measures are not key drivers
• Mission becomes the primary measure
• Reaffirm goals and purpose
• Develop vision for future
• Vision Strategic Themes
  Scorecard
• All roads lead to mission!
• One mission no silos all for One and One for
  all!

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Board Roles
Gretchen

• Mission, Vision
• Initiatives are consistent with resources
• Board activities to support plan
• Board oversight of plan
• Board composition to support plan

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What Board will we need?
Dan

• Board recruitment procedures (diversity)
• Board training
• Board roles responsibilities
• Board commitment to mission

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Implementation
Gretchen

• If this is the strategic plan, how do we
  implement?
• How do we link strategy to initiatives and to
  budgets?
• How do we all own it together? What will it take
  to have everyone in the organization understand
  the plan and their role in the plan?

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Vision
Gretchen

• Articulate a Vision for the Future
• If we win, what does good look like?

Brief, simple description of the future you
desire for your community via your business
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Perceptions VISION - Board
Gretchen

• Pursue additional innovative cost effective
  services to the community to include focus on
  what we do best creating job opportunities
  through employer partnerships community
  partnerships
• Expand and improve retail operations by adding
  stores and developing an improved look of the
  store locations
• Improve the visibility of GW through better
  marketing and outreach about mission
• Make better use of technology

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Proposed Vision Elements
Gretchen

• Sense of our Goodwill presence in the community
• Include employment / career development
• Internal / external ?
• What we want to look like to the community in 3
  to 5 years?
• Far reaching and challenging
• Focus on people with disadvantages
• Denote form of action taking initiative
• Deliverable
• Embraceable

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Vision Realization of the Mission
Gretchen

• External focus on how the world (community)
  will be improved if the organization achieves its
  purpose
• Internal describes what the organization will
  look like when it is operating effectively and
  efficiently to support the external vision

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Current Vision
Gretchen

• In our communities, people with work barriers
  (disadvantages) will be employed and lead
  productive lives.
• Suggestions
• In our Goodwill communities, people will have
  dignity from the power of work.
• Every person that wants a job will have a living
  wage job.