Outcome Report - 2016

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Goodwill of Central and Coastal Virginia

2016 Outcomes Report

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Table of Contents

Contents DESCRIPTION OF SERVICES AND STRUCTURE .................................................................................... 3

SATISFACTION SURVEYS....................................................................................................................... 5

VOCATIONAL SERVICES PROGRAM OUTCOME RESULTS .................................................................. 12

TERRITORY .......................................................................................................................................... 14

ORGANIZATIONAL CHART .................................................................................................................. 17

VOCATIONAL SERVICES – Situational Assessment (SA) ..................................................................... 33

VOCATIONAL SERVICES – Work Adjustment Training (WAT) ........................................................... 35

VOCATIONAL SERVICES – Transitional Services/Job Coach Training Services (JCTS) ...................... 37

VOCATIONAL SERVICES – School-to-Work (STW) ............................................................................. 41

VOCATIONAL SERVICES – AbilityOne Program .................................................................................. 43

VOCATIONAL SERVICES – Supported Employment Group Model (Enclave) ..................................... 45

VOCATIONAL SERVICES - TIE (Transition to Independence) Norfolk ............................................... 47

VOCATIONAL SERVICES - TIE (Transition to Independence) Richmond ........................................... 50

ASSETS PROTECTION .......................................................................................................................... 53

CAREER DEVELOPMENT SERVICES .................................................................................................... 55

FACILITIES ........................................................................................................................................... 58

FINANCE .............................................................................................................................................. 59

HUMAN RESOURCES – Now part of “People Operations” ................................................................... 62

INFORMATION TECHNOLOGY ............................................................................................................ 64

MARKETING & COMMUNICATIONS .................................................................................................... 66

PURCHASING ....................................................................................................................................... 68

REAL ESTATE....................................................................................................................................... 70

RETAIL OPERATIONS ....................................................................................................................... 71

LOGISTICS ............................................................................................................................................ 73

CONTRACT SERVICES .......................................................................................................................... 74

GOODWILL STAFFING SOLUTIONS ..................................................................................................... 76

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INTRODUCTION / METHODOLOGY

Goodwill of Central and Coastal Virginia (GCCVA) utilizes program evaluation methods to

determine the success of its Vocational Services programs in carrying out its mission to “Help

people help themselves through the power of work.”

Goodwill makes this determination by establishing objectives in each program area and

comparing actual performance (results/outcomes) with the target goal for each objective.

Program objectives fall in four categories:

Effectiveness – measures extent to which desired program outcomes/results are achieved.

Efficiency – focuses on timeliness of services and the economical use of agency resources.

Services Accessibility – measures ease and promptness of entry into the agency’s

programs/services.

Satisfaction – measures extent to which consumers’ needs/desires and stakeholder (e.g. referral

source) expectations are fulfilled through the program experience.

Individual program results are tabulated quarterly with a summary report generated at the year-

end.

Goodwill uses this information to manage and improve service delivery, and to provide evidence

of service quality to prospective consumers, to funding or regulatory entities, and to the

community at large.

Data Collection Tool

GoodTrak software is the tool used to collect Mission Services data. Data is collected on all

participants served in the Career Development and the Vocational Services programs. GoodTrak

is a case management and tracking software that was developed by Goodwill Industries, Inc.

GoodTrak is a web-based application that can be accessed from any computer.

DESCRIPTION OF SERVICES AND STRUCTURE

Mission services are divided into two operating units: Career Development Services and

Vocational Services. Career Development Services encompasses services delivered at our five

Community Employment Centers and at the Partnership for Families Northside, a collaborative

partnership in North Richmond. Good Choice, a financial literacy program, and Ex-offender Re-

entry Programs are also part of Career Development Services. Services in this unit tend to be more

generic and the target population is typically the general public.

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In Vocational Services, staff members provide more intensive services and support in order to help

persons served overcome significant obstacles, build work skills, obtain employment, retain

employment, and achieve their highest degree of economic and personal independence. Programs

in Vocational Services include the Transition to Independence and Employment Program (TIE),

Work Adjustment Training (WAT), Supported Employment (Individual and Group Models),

Extended Employment Services, and Prevocational Services.

Services are classified as Basic, Organizational or Job Placement Intensive. With the exception of

Job Placement Intensive services, most Career Development Services are classified as Basic

services while most of the services in Vocational Services are classified as Organizational or Job

Placement Intensive. Definitions of the categories are as follows:

Primary Category Definitions

Basic Services These services are described as “soft touch” in nature. Typically, they include discrete support services available to the public (rather than more

intensive career services) and are usually provided without case

management from Goodwill. Store vouchers, durable medical equipment loan or donation, and service learning projects are examples of

programs/services that may be included in this category.

Job Placement

Intensive Services

Programs and services in this category have an expected outcome of job

placement. Job development and direct job placement programs, as well as temporary services and the pre-placement phases of Supported

Employment, may be categorized here. Usually, a Goodwill case manager

or direct service worker is assigned to each individual participating in placement focused programs and services. These are programs where

persons enrolled can be tracked into employment, competitive and assisted.

Organizational

Intensive Services In these programs and services a case manager or direct service worker is usually assigned to each participant and services may be delivered over an

extended period of time. Maintenance and enhancement of skills or

independent functioning level, or maintenance of employment may be the expected result of programs and services in this category.

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SATISFACTION SURVEYS Satisfaction of Stakeholders

Stakeholders are individuals or groups who may have an interest in the activities, services and

program outcomes of Goodwill of Central Virginia. Stakeholders include but are not limited to

persons served, families, caregivers, board members, associates, employers, referral sources,

funders, contributors and communities in our territory. For the purposes of this report, the focus

will be the results from our satisfaction survey.

2016 Satisfaction Survey Methodology: Process, Results and Analysis

Persons served, family members, caregivers, referral sources and funders can provide input

online or on a paper survey. Anyone can submit feedback at any time by using the form that is

located on our website or by requesting a paper survey. The satisfaction survey was developed

with input from the Goodwills that are part of the Mid-Atlantic Goodwill Industries Coalition

(MAGIC). MAGIC includes 16 Goodwills that operate in Maryland, North Carolina, South

Carolina, Virginia, the District of Columbia, Kentucky and West Virginia. Satisfaction results

are shared with program staff members, persons served and other stakeholders. This information

is used to identify strengths, areas needing improvement, and suggestions that might enhance

service delivery.

Below are the results from the 2016 Client Satisfaction Survey.

Strongly Agree Agree Neutral Disagree Strongly Disagree No Response Total

60.17% 30.51% 5.08% 0.00% 1.70% 2.54% 100.00%

71 36 6 0 2 3 118.00

45.13% 38.94% 9.73% 0.88% 1.78% 3.54% 100.00%

51 44 11 1 2 4 113.00

43.10% 29.31% 18.97% 0.86% 2.59% 5.17% 100.00%

50 34 22 1 3 6 116.00

Very Satisfied Satisfied Undecided Dissatisfied Very Dissatisfied No Response Total

66.09% 31.36% 0.85% 0.85% 0.00% 0.85% 100.00%

78 37 1 1 0 1 118.00

56.76% 41.44% 0.00% 0.90% 0.00% 0.90% 100.00%

63 46 0 1 0 1 111.00

49.12% 37.72% 5.26% 0.00% 1.76% 6.14% 100.00%

56 43 6 0 2 7 114.00

52.63% 39.47% 2.63% 1.75% 0.00% 3.52% 100.00%

60 45 3 2 0 4 114.00

59.48% 33.62% 4.31% 0.00% 0.00% 2.59% 100.00%

69 39 5 0 0 3 116.00

Very Likely Likely Neutral Unlikely Very Unlikely No Response Total

67.23% 25.21% 5.88% 0.84% 0.00% 0.84% 100.00%

80 30 7 1 0 1 119.00

Likely to Recommend

Goodwill to Others

Overall Satisfaction

with Goodwill Staff

Overall Satisfaction

with Goodwill

Received Valuable

Information

Prepared you for the

Workforce

Helped you meet

your Goals

Convenient Location

Hours of Operation

Ease of Enrolling in

Program Services

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VOCATIONAL SERVICES PROGRAM OUTCOME RESULTS

SERVED

• Served 17,386 people • New Enrollments 14,286 • 80% served in Central Virginia, 20% served in Hampton Roads • 4,180 Ex-offenders served

• 2,532 offsite at the correctional facilities • 1,648 served onsite at the CECs

• Served 594 severely disabled individuals • 418 individuals served through the TIE Program • 514 Veterans served • 1,225 Youth (ages 16-20) Served

PLACED

• Placed 2,318 individuals into employment. Of these: • Hampton Roads placed 401 individuals • Central Virginia placed 1,917 individuals • 351 were ex-offenders • 55 were severely disabled • 101 participated in the TIE program • 103 who participated were Veterans • 161 were Youth (ages 16 – 20)

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Female, 50%

Male, 50%

Gender

21.14%

0.54%

0.08%

0.60%

65.67%

1.70%

0.03%

1.13%

9.10%

No Answer

American Indian and Alaska Native

Arabic

Asian

Black or African American

Hispanic or Latino

Native Hawaiian and other Pacific Islander

Unknown

White not Hispanic or Latino

Ethnicity

13,849

1,005

2,532

Career Development Services

Vocational Services

Re-Entry Outreach Services

2016 People Served - 17,386

2,613 2,877 3,740 3,478

14,560 14,855 17,104

13,908

2013 2014 2015 2016

People Served by Location

Hampton Roads Central Virginia

16.97%

26.16%

18.50% 18.08%20.30%

16-24 25-34 35-44 45-54 55 +

Age Group

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TERRITORY

Central Virginia

Area

Peninsula Area Hampton Roads

Area

South Hampton

Roads Area

(Sub-category of HR

Area)

CITIES

CITIES

CITIES

CITIES

Hopewell

Petersburg

Richmond City

Colonial Heights

Hampton

Newport News

Poquoson

Williamsburg

Chesapeake

Emporia

Franklin

Norfolk

Portsmouth

Suffolk

Virginia Beach

Chesapeake

Norfolk

Portsmouth

Suffolk

Virginia Beach

COUNTIES

COUNTIES

COUNTIES

COUNTIES

Charles City

Chesterfield

Dinwiddie

Goochland

Hanover

Henrico

King & Queen

New Kent

King William

Powhatan

Prince George

Gloucester

James City

Lancaster

Matthews

Middlesex

York County

Accomack

Greensville

Isle of Wight

Northampton

Southampton

Surry

Sussex

Isle of Wight

Surry

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ORGANIZATIONAL CHART

Goodwill of Central and Coastal Virginia reorganized mid-year 2016 to better serve our

clients. Charts below indicate organization at the beginning of the year, and structure at

the end of the year.

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STRATEGIC PLAN 2014 -2016 Strategic Plan Executive Summary

Our Goodwill’s strategic plan for years 2014 through 2016 will address community needs

as identified by our Board of Directors. Our plan focuses on people. We are also pursuing several

strategies to increase donations, both material and financial. Donations are the lifeblood of our

organization. The Donated Goods Program will continue to serve an important role in our

mission delivery as the economic engine that enables us to serve our communities.

Our goal is to continue to be financially sound by controlling costs while striving for

operational excellence. We want to be in the top 10% of all Goodwill’s in terms of mission

delivery and financial performance. We plan to become the donation destination, and budget

conscious shopping destination of choice in our communities.

Our target is to increase revenue across all business lines. We envision this growth

coming from our donated goods program with improved performance at existing stores, the

continuing addition of new stores throughout our territory, and greater engagement with our

donors. By understanding donors better through qualitative research and by encouraging loyalty

with our superior customer service, we will continue to increase revenue through our work force

development initiatives in business enterprises and optimization of our government contracts

opportunities.

In Workforce Development, our strategy continues to be growing persons served at a

pace aligned with our available resources. We will focus on quality of service, not just quantity

served. This includes our increase in government contract initiatives which allows us to grow

employment opportunities for persons with disabilities or disadvantages.

Our plan includes building our infrastructure (facilities, systems, technology and staff) to

adequately support this growth, while maintaining acceptable levels of indirect cost. We

recognize that we must hire the right talent and equip them with training, technology and

information. We will encourage innovation and continuous process improvement to make our

Goodwill a top performer among our peers.

We will continue to build brand recognition and awareness through our communications

and messaging to drive growth in donations and market share. We will focus resources in the

Hampton Roads market, while maintaining our market presence in Central Virginia. Given the

different demographics of each distinct market, we will adjust our efforts to operate efficiently

and effectively in the areas we serve.

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Our leadership philosophy is to put people first and create learning and development

opportunities for all our associates. We will embrace our values and follow the guiding

principles that have been identified by our entire management team during the development of

this strategic plan.

Heritage, Mission, Vision, Values

Heritage

"Friends of Goodwill, be dissatisfied with your work until every handicapped

[sic] and unfortunate person in your community has an opportunity to develop

to his fullest usefulness and enjoy a maximum of abundant living."

— Dr. Edgar J. Helms (1941)

Vision Everyone has the opportunity to find their purpose, reach their highest level of

self-sufficiency, and become productive members of our community.

Mission Our business is changing lives…helping people help themselves through the

power of work.

Values

Innovation

We exercise the power

to make

improvements.

• Capture and acknowledge each others’ ideas

• Explore possibilities and take risks

• Take action to make a positive difference

• Make improvements continuously

Respect We value and connect

with others.

• Listen first

• Value others’ points of view

• Share information

• Do unto others as they would have me do unto

them

• Show others that they make a difference

Integrity We earn trust through

all of our actions.

• Do the right thing, even when no one is

looking.

• Communicate openly and honestly

• Act with positive intent

• Be accountable for successes as well as

mistakes

• Practice ethical reporting and accounting

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Learning We grow and succeed

through learning.

• Approach everything as an opportunity to learn

• Share what I know

• Change behaviors based on learning through

experience

• Support growth in others

Teamwork

We achieve goals and

deliver our mission

together.

• Involve and engage team members at all levels

• Discover and use other’s talents

• Build an environment of trust

• Celebrate success

Commitment

We demonstrate our

value to and impact on

the organization.

• Be passionate about our mission

• Be trustworthy

• Stand up for others

• Demonstrate perseverance

• Deliver on promises

2014 - 2016 Strategic Objectives

• Associates & Volunteers

• Community Impact

• Financial Accountability

• Operational Excellence

Guiding Principles

Cultivate a Culture of Associates First

We will continue to foster an “Associate

First” culture through all levels of the

organization: we will emphasize the

responsibility of each Associate to serve as a

Goodwill ambassador and we will work to

fulfill our vision through our Associates’

work. Our culture will become one of

values-based leadership where we will

coach, counsel and then get out of the way.

Work as an Integrated Team

Our Goodwill does not operate in a vacuum.

We depend on numerous stakeholders to

achieve our mission. We recognize and

embrace the organization’s

interdependencies. We will continue to work

cooperatively to ensure that all are included

in a coordinated and unified manner.

Build Trust through Collaboration and

Partnerships

We do not carry out our mission alone, and

we can succeed only with the help of all

levels of service agencies, the private sector,

academia, and the communities we serve.

We will be a trustworthy partner in helping

people help themselves through the power of

work. Through education, outreach and

relationship building, we will foster

expertise across multiple disciplines to serve

as an indispensable resource for our

communities. We will give those we serve

the tools they need to reach their fullest

potential.

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Be Flexible

Our mission will focus on meeting diverse

needs in a changing world. Our strategies

will be flexible. We will be creative and

nimble in achieving our mission. We will be

proactive in planning and responsive in

implementation. We will anticipate future

opportunities; not simply react to current

situations. We will lean into uncomfortable

situations.

Apply Risk Management Discipline

We will identify key external factors to the

agency that could significantly affect the

achievement of our strategic goals and

hinder mission delivery. Our Goodwill is

complex and resources are constrained. We

will use qualitative and quantitative risk

assessments to make informed resource

decisions.

Ensure Accountability

Achieving our goals requires accountability

of all associates. We will represent our

organization by making decisions that are

driven by adherence to our core values. We

are accountable to our associates, our

clients, and our customers for stewardship of

our finances, company assets, and

community well-being.

Capitalize on Emerging and Optimize

Existing Technologies

Innovations in technology will enhance our

ability to successfully execute our mission.

In addressing all our objectives, we will use

process improvement, return on investment

and technology to enhance our efficiency,

with a view of overall positive impact to our

organization. We will incorporate

identifiable process improvements in each

Department’s Annual Operating Plan, when

applicable.

A Mindset of Continuous Improvement

We will foster a climate of continuous

improvement in all we do, constantly

seeking better, more cost efficient and

effective ways to support our mission and

develop our people. Keeping our core values

at the forefront, we will consider all

resources: financial, systems, and people-

when looking at continuous improvement.

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Objective 1 - Associates & Volunteers

Attract, inspire and develop our people to achieve successful outcomes in support of our mission.

Performance Measures

Measure 2016 Actual 2016 Target

1.1 Managing:

a. Turnover

b. Retention Rate

MAGIC is the acronym for the Mid-Atlantic Goodwill Industries

Coalition.

42.0%

76.5%

≤48.0%

≥71.0%

1.2 Building Professional Competence

a. # of Internal Promotions (# of Position Requisition

Forms)

b. Average # of Learning Hours (50% in “Development”

type learning)

c. Learning $ as % of Payroll $

d. Leaders’ scores on Leadership Survey

6.0%

29.9 Exempt

7.8 Non Ex

Establish 2014

as Baseline

Establish 2014

as Baseline

15.0%

29 Exempt

15 Non Ex

TBD

TBD

1.3 Associate Satisfaction

(survey results captured every other year, next is 2017) N/A 80.0%

1.4 External Volunteers

a. # of hours

b. # of volunteers

Establish 2014

as Baseline TBD

1.5 Board of Directors engagement (not including Advisory

Members)

a. 100% completion of surveys (note: last survey in

2012)

b. Attendance (Board meetings)

c. Contributions (% of Board participation)

53.0%

68.0%

100%

100%

TBD

100%

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Objective 2 - Community Impact

Increase customer engagement through mutual understanding of the Goodwill mission (public

awareness).

Objective 3 – Financial Accountability

Optimize financial performance in order to maximize mission delivery.


Measure 2016

Actual 2016 Target

2.1 Donations per household 1.14 1.15

2.2 Revenue per household $39.45 $44.40

2.3 Net contribution per household $10.73 $14.06

2.4 People Served (includes 1911 & Brooks Crossing)

Career Development Services

Vocational Rehab Services

Goodwill Staffing Solutions

17,386

16,391

1,005

360

25,000

23,100

1,350

550

2.5 Job Placements (annually)

a. Average Wages

b. Credentials

2,318

$10.75

Establish

2014 as

Baseline

3,500

TBD

+ 25% over

Baseline

2.6 Job Creation (cumulative # of jobs created throughout our

organization) WFD 40

DGP 70

WFD 150

DGP 260

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Performance Measures ($ in millions)

Measure 2016

Actual

2016

Target

3.1 Increase revenue

a. Donated Goods Program

b. Govt. Contracts

c. Commercial Services

d. Vocational Services

e. Staffing Services (temp agency)

$46.01

$17.82

$0.21

$3.23

$1.29

$56.8

$13.0

$0.650

$2.6

$2.6

3.2 Increase Net Contribution

a. Donated Goods

b. Govt. Contracts

c. Commercial Services

d. Vocational Services

e. Staffing Services

f. Organization Net Income

$12.52

$1.73

$0.04

$1.84

$-0.18

$4.09

$15.9

$1.5

$0.065

$0.455

$0.026

$5.3

3.3 Fund Raising Revenue

a. Annual Fund Campaign Up 24% From Target

b. Capital Campaign

c. Program Grants Down 13% from 2015

d. Average Round Up donation (at the register)

$815

$2.3M

$467K

$.60

$600

$3.5M

TBD

$.585

3.4 Financial Ratio

a. Debt/EBITDAR (earnings before interest, taxes,

depreciation, amortization & rent)

b. Liquidity

3.81

3.5 months

<4.5

3 months

Objective 4 - Operational Excellence

Increase efficiencies, reduce risk and enhance infrastructure to support growth of the mission.

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*Based on 2016 Unaudited results wo Adjustments

**Net Contrib & Whole Org results include Investment income


Measure 2016

Actual

2016

Target

4.1 Maintain percentage of indirect costs as % of total revenue 11.5% 12.0%

4.2 Increase mission integration throughout the organization

# of Associates with documented disabilities (balanced scorecard

measurements)– Note: hires through TA will rely upon self-

disclosure.)

WFD 127

DGP 54

Support 1

WFD 170

DGP 80

Support 10

4.3 Individuals placed in jobs of those who complete their plan 62.0% 65.0%

4.4 Donated Goods Program ER (“expense to revenue”) 72.8% 72.0%

4.5 Government Contracts ER 90.3% 89.0%

4.6 Commercial Services ER 79.7% 89.0%

4.7 Retail revenue as % of total Donated Goods (includes

Outlet) 89.3% 83.0%

4.8 Risk Management

a. Workers’ Compensation # of Claims:

i. Lost Time

ii. Medical Only

b. General Liability # of Claims

5

91

44

< 14

< 110

< 26

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Appendix A: Mission Strategy Chart

This chart depicts how mission strategy is developed and executed:

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Appendix B: Strategic Context and Stakeholder Outreach

Strategic Context

Our Strategic Planning process considers a multitude of internal and external forces likely to

shape current and future challenges to our Goodwill. The Plan also considers how these forces

may affect our role in the communities we serve. The themes are consistent with current action

plans and issues related to our mission. These themes are:

• Equilibrium within our Territory.

• Putting our Associates first and being a learning & training organization.

• Growth in our Donated Goods market share while delivering our mission

through the Donated Goods Program.

• The Workforce Development group expanding core services (through

collaboration) and use of development dollars as seed capital for new

concepts.

• Development drawing upon a “rendering” of where we want to be in 5 years

and how that will translate into external funding to support this vision.

• Support groups aligned with the business units and infrastructure to

adequately facilitate growth.

The Executive Team uses these themes to shape the Strategic Plan.

Stakeholder Outreach

We rely on our many stakeholders to help form our strategic mission. With so many

stakeholders in the private and public sectors, it is essential for us to solicit external input for

the development of this Plan.

To gain the broadest possible feedback, our Board solicits input from a wide variety of

governmental, non-profit, and private organizations. We integrate key elements from inputs

into our regular strategic planning process.

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Appendix C: Linking Strategy to Performance

We are committed to linking our strategy to operational performance through accountability and

an emphasis on outcomes and reporting results.

Figure 1 presents this performance management framework along with a definition of terms:

Figure 1

Mission Describes at the highest level what our Goodwill aims to

achieve.

Goal

A goal is a statement of aim or purpose included in our

Goodwill’s Strategic Plan. In the Plan, goals are the over-

arching structure used to group multiple objectives and their

associated program performance goals. In their aggregate,

program performance goals and objectives influence

achievement of goals.

Performance

Objective

An objective is an outcome-oriented statement in the Strategic

Plan that describes a targeted area of action to support

achievement of the goals.


This is an indicator, statistic, or metric used to gauge program

performance and assess progress in meeting the program

performance goal, and in turn, the objectives and goals of our

Goodwill.

Program A program is a group of activities acting together to accomplish

a specific high-level outcome external to our Goodwill.

Programs provide the operational processes, skills, technology,

Mission Goal Objective ProgramOperating

Plans & Budget

Performance Measure

Performance Result

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the human capital, and other resources to achieve program

performance goals.

Operating Plans &

Budget

Operating plans are Departmental tactical plans that outline

operational steps to execute the strategic objectives. The budget

is an allocation of limited funds to enable execution of the

operating plans.

Performance Result

A result is the actual level of performance for each performance

measure achieved during a fiscal year. Results are compared to

targets to determine how well actual performance measured up to

that which was planned.

Supplement 1: Planning, Budgeting, and Operating Plan Process

We use an Operating Plan, Budgeting, and Measurements process to determine priorities and

allocate resources. In the Operating Plans, the Management Team determines how resources are

allocated to best meet the prioritized needs within projected resource constraints. In Budgeting,

detailed budget estimates are developed ensuring the most efficient use of limited funding and

that priorities are being met as effectively as possible. Finally, in Measurements, program

execution and output are assessed against planned performance and strategic progression to

determine the best return on investment.

The Executive Team is responsible for the development and alignment of the organization’s

long-term objectives. Overarching guidance is provided by the Board of Directors to set mission

strategy, which is the foundation for our Strategic Plan. Operating Plans and the budget are

developed by the Management Team.

Supplement 2: Execution Cycle

Strategic Plan Development

The Executive Team provides a central focus for the formulation of long-range and strategic

objectives to achieve our mission. We use a strategic planning process that considers the

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competitive environment, workforce development trends, funding sources, referring agencies,

economic environment, and analysis of the current and future challenges facing workforce

development and the strategic vision for its future. The Strategic Plan addresses the present

needs of our Goodwill, as well as those that may arise over the next 3 - 5 years.

Figure 2 illustrates the process flow for strategic plan development that is discussed below.

Figure 2

In support of the development of the Strategic Plan, the Board and Executive Team participated

in a Strengths, Weaknesses, Opportunities, Threats and Vision (SWOTV) survey. In conjunction

with this analysis, the Donated Goods Program and Workforce Development Program business

units conducted an assessment of the challenges and strategic issues in their respective business

lines. Through analysis of the challenges, plans, opportunities, and executive level priorities, the

Executive Team developed an initial outline of strategic objectives. Working groups, consisting

of representatives from across the Management Team developed a more detailed plan. The

Management Team reviewed goals and objectives that reflect the desired state of our Goodwill in

the next 5 years. They endorsed four core goals and objectives that we aim to accomplish.

These strategic goals and objectives provide overarching guidance for executing our mission.

Well-defined desired performance measures will provide the means to assess whether the

strategic goals and objectives are being met. Reporting Performance Results compared to

Performance Measures will enable overall organizational assessment of our Goodwill’s efforts

towards its desired mission accomplishments.

• Mission, Vision &

Core Values

Mission Informs Objectives

• Strategic Goals &

Objectives

Objectives Drive Plans • Operating

Plans & Budget

Measure Performance

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VOCATIONAL SERVICES – Situational Assessment (SA)

Report prepared by: Stephanie Porter-Lopez, Program Manager

I. OVERVIEW

Situational Assessment services fall under the Supported Employment program, and involves an

on-site evaluation designed to assess job skills, physical and emotional tolerance for various

types of jobs, and interpersonal skills in the work environment. Persons who may benefit from

these services include:

• Those who express an interest in training or employment, but lack an

understanding of the required abilities and/or physical demands.

• Those who have never worked or have not worked within the last 3-5 years.

• Those who are unsure regarding vocational decisions.

• Those who need more information regarding their physical ability to perform

designated jobs.

The assessments are conducted at a community employment site, and the schedule for when they

take place is flexible and depends on both the client’s and the employer’s schedules. The

Employment Specialist will coordinate the schedule to accommodate a favorable Situational

Assessment opportunity, whether a weekday/weekend or in the daytime/evening.

II. PRIMARY FUNDING SOURCE

• Department of Aging and Rehabilitative Services (DARS)

III. SERVICES

In Situational Assessment services, an Employment Specialist searches for competitive

work/task opportunities in the community for the consumer after determining his/her preferences

for employment locations, as well as the specific type and level of supports necessary. During

and after each individual assessment, the Employment Specialist assesses the following:

• Individual’s ability to function in an on-site job training program, possibly leading

to Supported Employment.

• The need for on-going support services in order to perform competitive work.

• The ability to work in an integrated employment setting at the time of placement.

34

• Upon completion of a predetermined number of assessments, a determination is

made as to whether Supported Employment is the appropriate next step.

IV. EXTENUATING AND INFLUENCING FACTORS

DARS funding priorities in 2016 resulted in the decreased number of referrals for Situational

Assessment services. The focus on placement services remained a priority, as careful

prioritization of funding by DARS month to month continued. Situational Assessment referrals

were granted for scheduled ‘working interviews’ as part of the protocol for hiring at some

AbilityOne contract sites.

A significant amount of time is focused mainly on developing relationships with community

employers who are willing to provide assessment opportunities to the consumers enrolled.

Continued success in this program depends on the networking efforts with community businesses

initiated by the Vocational Services and Business Development teams.

V. 2016 PROGRAM HIGHLIGHTS

• 27 new consumers served in 2016, 8 in Central Virginia and 19 in Hampton Roads. An

increase from 2015 of 11 consumers served.

• Of the 27 participants served in Situational Assessment in 2016, 17 in Hampton Roads

were referred/recommended for Supported Employment programs operated by Goodwill.

• Of the participants who were referred/recommended for SE/JCTS in Hampton Roads, 8

were placed into competitive employment.

VI. ANALYSIS OF TRENDS

The overall number of people enrolled in SA increased in 2016. It remains an effective

assessment tool to gage needed supports for success on the job. The intensive level of supports

provided to those who participated proved to be effective as evidenced by those who were

referred for SA services successfully completed the program, some were recommended for and

obtained employment.

VII. RECOMMENDATIONS AND OPPORTUNITIES FOR 2017

• Continued development of integrated community business resources as venues for

Situational Assessments and increased advocacy for permanent placements after

completion of assessments, if relevant.

• Diversify internal assessment opportunities within Goodwill beyond retail and janitorial

(i.e. explore possibilities for assessments in clerical, secretarial, receptionist, etc.).

• Continued utilization of Situational Assessments as part of the interview/hire process at

Commissary AbilityOne sites.

SITUATIONAL ASSESSMENT DEMOGRAPHICS

*Client demographics are included as part of the Supported Employment demographics.

35

VOCATIONAL SERVICES – Work Adjustment Training (WAT) Report prepared by: Stephanie Porter-Lopez, Program Manager

I. OVERVIEW

The Work Adjustment Training Program (WAT) provides a 1 to 3 month training program

designed for individuals who have difficulty obtaining or maintaining employment due to a lack

of recent experience or any work experience at all. This program works to assist in developing

realistic vocational goals, while teaching basic work skills needed to enter any occupation or

skills training program. Emphasis is placed on building physical stamina, emotional tolerance,

and overall work behavior associated with entering/re-entering competitive employment or a

supportive work environment.



• Community Services Board agencies (e.g., Richmond Behavioral Health Authority)

• Private Pay funding sources (e.g., family, private insurance, etc.)

• Worker’s Compensation via Department of Labor

III. SERVICES

Skills that are developed and topics that are addressed during the program include, but are not

limited to, the following:

• Work habits (attendance, punctuality,

respecting supervisors, calling

supervisors when late or absent,

ability to abide by rules/regulations).

• Interpersonal relationships with

supervisors and coworkers.

• Develop work-related communication.

• Production quality and quantity of work.

• Physical and emotional tolerance for work.

• Potential for developing vocational skills.


With the start of 2016 budget year, the need for services in Hampton Roads localities continued

to see an increase and that demand was met. The goal throughout 2016 continued to focus on

maximizing WAT service delivery while still managing efficiency with expenditures. In

response to the demand for services, program operation of partial WAT programs at various sites

resumed full-time programs (AM and PM sessions) maximizing capacity for most of 2016. In

CVA, the demand for WAT services did not see a similar increase, however, were able to

• Decision making and judgment skills.

• Work related community skills – time/money mgmt.

• Development of realistic vocational goals.

• Attitude, motivation, and flexibility.

• Personal grooming, hygiene, and appearance.

• Exploration of vocational interests.

• Provide a positive training experience.

36

maintain the current partnership with DARS and DBVI to offer services as the need was

presented.


• As a result of continued demand for WAT program services in Hampton and Newport

News, the influx of clients continue to be added to the wait list, full-time service (AM

and PM slots).

• Due to changing business needs, full time WAT services were resumed at the Virginia

Beach (Princess Anne location) in first quarter of 2016.

• 142 new participants served in WAT programs in 2016


During 2016, the Work Adjustment Training program experienced increased enrollment in

Hampton Roads territories. This was not experienced with the WAT Program in Richmond.

However, where business needs were presented, the demand was met. The increase of referrals

in some Hampton Roads localities was consistent during the first 3 quarters of 2016. Order of

Selection put in place in fall of 2016 had minimal impact on WAT referrals in Hampton Roads

throughout the majority of the year. These priorities experience a shift month to month

dependent upon the locality of services.


• Continue to focus advocacy efforts on increasing the number of successful WAT

completers being transitioned to Goodwill’s Supported Employment/job coaching

programs.

• Continue to increase efforts to transition successful WAT completers into permanent

positions within Goodwill retail stores.

• Increase efforts to meet demand for WAT services by agency funders to expand program

sites in Newport News to alleviate wait time for services in Hampton and Newport News.

• To increase efforts to meet demand for WAT services by agency funders to re-open the

program site in Chesapeake (Cedar Road Retail Store).

WORK ADJUSTMENT DEMOGRAPHICS

Ethnicity Age Group Gender

Asian 1.23% 16-24 47.53% Female 41.36%

Black or African American 42.59% 25-34 26.54% Male 58.02%

Hispanic or Latino 1.23% 35-44 12.35% NA 0.62%

Native Hawaiian and other Pacific Islander

0.62% 45-54 6.17%

Unknown 0.62% 55 + 7.41%

White not Hispanic or Latino 17.90%

NA 35.80%

37

VOCATIONAL SERVICES – Transitional Services/Job Coach Training Services (JCTS) Report prepared by: Stephanie Porter-Lopez, Program Manager

I. OVERVIEW

The Transitional Services/JCTS program provides an intense level of job coaching support with

job placement in the community and subsequent job-site training once employment is secured.

An Employment Specialist (ES) searches for the appropriate job for the consumer in the

community, and enrollees typically require less than 90 days of ongoing support. Consumers

enrolled in this program DO NOT require ongoing, long-term supports after initial employment

stabilization. In addition to meeting the facility admission criteria for Vocational Services,

program participants must also meet the following criteria:

• Be eligible for services through the Dept. of Aging and Rehabilitative Services and/or a

Community Services Board (CSB) or have a reliable funding source to support job

development and initial job training.

• Require on-the-job training and support in order to maintain employment.

• Be willing to participate in the job search.

• Express interest in obtaining and maintaining competitive employment.

• Have reliable transportation (public, specialized transportation, family/relative, personal

vehicle, etc.).



• Department for the Blind and Vision Impaired (DBVI)

III. SERVICES

Transitional/JCTS job coaching services usually include the following:

• Bus training

• Completion of a job screening/analysis

and a task analysis.

• Development of a resume and/or

completion of job applications.

• Support and advocacy during

community job interviews.


• Pursuit and securing of community employment.

• Hands-on training by ES in a community business.

• Monitoring of the participant’s home and work

environments to ensure the individual maintains

employment

38

Prioritization of services based on DARS funding month to month did impact referral to JCTS.

As emphasis continued to be upon job placement, the result was a decrease in the number served

in Transitional/JCTS services in Central VA and Hampton Roads.


• 7 consumers were served in 2016 in Hampton Roads Transitional/JCTS program.

• 2 of the 7 were placed into competitive employment for the year with an average wage of

$8.76 per hour.


Effective providers of Transitional job coaching services must achieve job placements in a

timely manner, effectively screen referrals, maintain open lines of communication, market

services effectively, manage staff turnover so that it does not adversely impact services, and

deliver services at a competitive cost. Community referral/funding sources will continue to use

this service to secure employment for customers with disabilities.

Consumers with the most severe disabilities (MSD Category) continued to receive first priority

for job placement services in 2016, the majority of which were referred for Supported

Employment, as opposed to JCTS/Transitional program services. While services were provided

to new JCTS enrollees in 2016, the fact that additional coaching support was ultimately needed

to retain employment indicates that consumers in the MSD category are better served in

Supported Employment services.


• Continued pursuit of alternative referral sources for JCTS services, other than DARS, in

both Central VA and Hampton Roads, particularly with DBVI.

TRANSITIONAL DEMOGRAPHICS


Black or African American 42.86

% 16-24

57.14% Female 14.29%

Hispanic or Latino 14.29

% 35-44

28.57% Male 85.71%

NA 42.86

% 45-54

14.29%

39

VOCATIONAL SERVICES – Supported Employment (SE)


I. OVERVIEW

The Supported Employment (SE) Individual Placement program provides an intense level of

support with job placement, training, coordination with referral sources, funders, and caregivers,

counseling, and ongoing follow-along services. An Employment Specialist searches for the

appropriate job for the consumer in the community, with the expected outcome being long-term

retention and the development of natural supports in that particular job.


• Department of Aging and Rehabilitative Services (DARS).

• Richmond Behavioral Health Authority (RBHA) and other local Community

Services Boards (CSBs).

• Long Term Employment Support Services (LTESS) for ongoing job supports with

qualifying cases.

• Medicaid/ID Waiver Funding.

• Department for the Blind and Vision Impaired (DBVI).

• Private Pay funding sources – i.e. family, private insurance, etc.

III. SERVICES

Supported Employment coaching services usually include the following:

• Bus training

• Completion of a job screening

analysis and a task analysis.

• Development of a resume and/or

completion of job applications.

• Support and advocacy during

community job interviews.


In 2016, organizational restructuring, staffing changes and vacancies continued to impact service

levels as caseloads were reconfigured to accommodate the staff vacancies and changing business

needs. Outreach to DARS offices was made in an effort to enhance existing partnerships,

improve referral processes and communication where the need was identified, while addressing

changing business needs in order to ensure a focused approach to meeting those needs. Some

localities experienced an increase in referrals to SE and this helped to increase the number of

people served in early 2016, appearing to recover from the decline in 2015. However, with the

Order of Selection put in place in the fall of 2016, the referrals decreased or remained stagnant

throughout the remainder of 2016.

• Pursuit and securing of community employment.

• Hands-on training by an employment specialist in a

community business.

• Monitoring of the participant’s home and work

environments to ensure the individual maintains

employment.

40


• The program served 179 consumers in 2016, with an enrolled total of 40, and a Placed

total of 43 at an average hourly rate of $9.08.


Providers of supported employment must continue to focus their efforts to achieve job

placements in a timely manner, effectively screen referrals, maintain open lines of

communication, market services effectively, manage staff turnover so that it does not adversely

impact services, and deliver services at a competitive cost. The first 2 quarters of 2016 referrals

and placements appeared to be recovering from the 2014-15 Order of Selection, however, as it

was put back in place in fall 2016, in the latter quarters of 2016, referrals remained stagnant

and/or slightly decreased. Consumers with the most severe disabilities continued to receive job

placement services via Supported Employment. Decreased hours for job development were

approved. Along with these challenges, unanticipated staffing changes (i.e. turnover, vacancies,

etc.) with the SE program in Richmond and Hampton Roads also had an impact on the ability to

achieve set goals for placements and referrals.


• Continued to explore alternative referral sources for SE services, other than DARS (i.e.

CSBs, DBVI, Medicaid/ID Waiver, etc.)

• Continue to focus on implementing a caseload restructure of staffing assignments by

territory, with a focus on hours rather than client counts while maximizing capacity of SE

staff and addressing appropriate work/life balance

• Continue to focus on process improvements implemented to address efficiency,

effectiveness, accountability and achievement of program and fiscal goals

SUPPORTED EMPLOYMENT DEMOGRAPHICS


Black or African American 42.86% 16-24 46.43% Female 39.29%

White not Hispanic or Latino 28.57% 25-34 14.29% Male 57.14%

NA 28.57% 35-44 14.29% NA 3.57% 45-54 14.29%

55 + 7.14%

NA 3.57%

41

VOCATIONAL SERVICES – School-to-Work (STW) Report prepared by: Stephanie Porter-Lopez, Program Manager

I. OVERVIEW

The School-to-Work Program (STW) is a skills-building, prevocational program designed to

combine skills-building activities with real-world, on-the-job training and wage earning. The

program emphasizes behaviors, attitudes, and skills designed to improve work-related behaviors

to achieve an optimal level of functioning and performance. A portion of the program is devoted

to work assessment, skills-building, and training activities, while the remaining portion is

reserved for group activities designed for discussion and learning opportunities. Approximately

80% of the program time is available for wage earning for the enrolled participants.


• Department of Aging and Rehabilitative Services (DARS) – Henrico & Portsmouth.

• Public School Systems (i.e. Colonial Heights and New Kent High Schools; Portsmouth

Public Schools).

III. SERVICES

Skills that are developed and topics that are addressed during the program include, but are not

limited to, the following:

• Interpersonal relationships with

supervisors and coworkers.

• Developing work-related communication skills.

• Production quality and quantity of work.

• Physical and emotional tolerance for work.


Due to a continued shift in administrative and academic priorities for more students to acquire

Standard Diplomas in the Public Schools system and a lack of funding in 2016 school year, there

continued to be a significant decrease in the number of students determined to be eligible for the

STW programs in CVA as well as Hampton Roads. Thus, there was not a spring or fall 2016

program in Portsmouth (Hampton Roads).

In CVA, due to funding limitations and issues with transportation for the students, the STW

program continued to see a decrease in the number of students determined to be eligible for the

STW program. Colonial Heights High School (CVA) participated in 2016, while New Kent was

unable to resume their participation during the spring and Fall Semester of 2016.

• Decision making and judgment skills.

• Development of realistic vocational

goals.

• Attitude, motivation, and flexibility.

• Personal grooming, hygiene, and

appearance.

• Exploration of vocational interests.

42


• Positive relationships maintained with DARS as well as staff from Colonial

Heights High School, New Kent High School, and Portsmouth Public Schools as

School-to-Work program services continued.

• 16 Students were served in 2016, a slight decrease from 2015


Although 2016 programs were negatively impacted by a shift in school budget and academic

priorities, the STW program model is received as a very valuable workforce readiness training

opportunity for students to explore the world of work and develop career interests in the process.

The STW program is also received as a viable option for students who may benefit from the

experience of work as they may likely not be going on to higher education after graduation.

Based on the reputation of our School-to-Work programs, community agencies and school

systems have sought partnership opportunities with Goodwill to integrate these STW services in

their students’ Individual Education Plans (IEPs). However, determining a consistent funding

source continues to be the challenging obstacle and commitment for school districts. Positively,

with changing funding policies and mandates of WIOA, more opportunities may exist for

partnerships between community partners, DARS and school districts. Portsmouth and

Chesapeake Public Schools have expressed their interest in STW program at Portsmouth and

Cedar Road Goodwill Retail Stores along with their funding commitment in 2017.


• Needs have been expressed by school systems in Portsmouth and Chesapeake Public

Schools for STW programs. We will continue to explore possibility of available funds

from these school systems and local DARS offices for program start up in fall 2017

• As the focus on acquiring Standard Diploma instead of participation in vocational

programs continues, we will continue to focus on maintaining the existing School-to-

Work program partnerships in CVA, while exploring opportunities to develop new

partnerships as the needs are presented by school partners.

SCHOOL TO WORK DEMOGRAPHICS


Hispanic or Latino 11.76% 16-24 100.00% Female 33.33%

White not Hispanic or Latino 29.41% Male 66.67%

NA 58.82%

43

VOCATIONAL SERVICES – AbilityOne Program


I. OVERVIEW

The AbilityOne definition of “severe disability” is a severe physical or mental impairment (a

residual, limiting condition resulting from an injury, disease, or congenital defect) that so limits

the person’s functional capabilities (mobility, communication, interpersonal skills, self-care, self-

direction, work tolerance, or work skills) that the individual is unable to engage in normal

competitive employment over an extended period. An Employment Specialist matches persons

with severe disabilities to jobs on our AbilityOne contracts, of which there are several locations

in the Central Virginia/Richmond and Hampton Roads areas. Because these employees need a

supportive work environment and various accommodations to maintain employment, ongoing

support is provided by an Employment Specialist or Case Manager.


• Department of Aging and Rehabilitative Services (DARS) for job-site training.

• Long Term Employment Support Services (LTESS) funding for ongoing job supports.

• Richmond Behavioral Health Authority (RBHA) funds for ongoing support for clients

who meet the RBHA criteria for this service.

III. SERVICES

Program participants are eligible to receive the following services:

• Specific job matching by an Employment Specialist to available jobs at an AbilityOne

contract site.

• Supportive work environment, with appropriate levels of supervision, which may not be

available in a community business.

• Support from an assigned Employment Specialist to improve job skills and work habits.

• Hands-on, job-site training supports provided by an Employment Specialist with learning

tasks related to janitorial, shelf-stocking, and/or warehouse/material handling.

• After achieving the appropriate level of stability at an AbilityOne site, the participant will

receive supports to achieve competitive placement in community employment.

44


At the Fort Eustis Commissary Ability One site in 2016, a greater emphasis was placed on

recruitment and job retention efforts to address a variety of reasons for turnover, including

transportation limitations, medical issues, productivity barriers, etc. With the addition of an

Ability One Recruiter position to provide staffing support to referral sources and Ability One

applicants as well as the efforts the Business Development Team to engage community partners

and referral sources, placements at AbilityOne sites have been impacted. Direct placements to

Ability One sites continued to be channeled through Supported Employment/Job Coaching

Training Services programs. There was noticeable improvement in the seamless service delivery

and process of Direct Placements at AbilityOne sites, likely due in part to the implementation of

the partnership with Ability One Recruiter, Vocational Services and Business Development.

The SPAWAR contract in Charleston, South Carolina, continued to improve by strengthening

the existing partnership with the Departments of Mental Health and Veteran Affairs to improve

recruitment and hiring efforts. The Ability One Recruiter also assists the Charleston, SC,

SPAWAR contract in the recruitment and screening efforts of contract applicants. This has

resulted in the hiring of additional individuals with significant disabilities.


• 133 consumers served at AbilityOne Program Sites in 2016.

o A slight increase 5.5% in consumers served from 2015

o 29 new placements were secured in 2016 at AbilityOne sites.

o 104 consumers returned from 2015 and continued receiving AbilityOne services

in 2016.

• Of the 133 consumers served at AbilityOne sites in 2016, 30% of consumers in CVA and

Hampton Roads received intensive services through the Supported Employment or

JCTS/Transitional programs.


The increase in the number of placements and the overall number of consumers served at

AbilityOne sites in 2016 was a result of the Community Workforce re-alignment of internal

resources to include a dedicated Ability One Recruiter to provide staffing support to referral

sources and Ability One applicants, as well as the efforts the Business Development team to

engage community partners and referral sources and Vocational Services team to support

consumer needs.

45


• Continued focus on new recruiting/interviewing/hiring protocol at AbilityOne sites,

involving the following three parties: AbilityOne Recruiter (Staffing), Supported

Employment staff and AbilityOne site managers/supervisors.

• Continued focus on retention efforts at the all Ability One contract sites with the

assignment of a dedicated Employment Specialist to provide needed level of support to

intensive and non-intensive Ability One consumers.

• Continue focus on Business Development community outreach efforts to referral sources,

schools and other agencies to recruit and place individuals at Ability one sites.

ABILITY ONE DEMOGRAPHICS


Asian 0.67% 16-24 11.33% Female 27.33%


Hispanic or Latino 2.00% 35-44 16.67% NA 0.67%

Unknown 1.33% 45-54 18.67%

White not Hispanic or Latino 20.67% 55 + 14.67%

NA 14.67% NA 0.67%

VOCATIONAL SERVICES – Supported Employment Group Model (Enclave) Report prepared by: Stephanie Porter-Lopez, Operations Manager

I. OVERVIEW

The Enclave Program is designed to provide employment opportunities for individuals

with disabilities who can work in an integrated employment setting with ongoing

supervision. Individuals work in groups of 3-8 under the supervision of an Employment

Skills Trainer at a business in the community. Current sites include Goodwill retail

stores. This program provides an intense level of support including the development of

an individualized service plan, job placement, training, and ongoing follow-along

services with the focus on appropriate placement and retention. With this Supported

Employment Group model the Employment Skills Trainer remains at the employment

site during the assigned shift and serves as the primary supervisor for the enclave

employees. While in Central Virginia, we could continue to provide transportation for

some program participants who otherwise would not have transportation from a

designated hub to their assigned work site. However, we were no longer able to fiscally

continue the free transportation service provided to the Hampton Roads Enclave Program

Participants from their home to and from their worksites for these reasons, this service

46

was discontinued and internal Case Management coordinated other transportation options

for these individuals.



• Long Term Employment Support Services (LTESS)

• Extended Employment Services (EES)

• Medicaid Waiver – Department of Medical Assistance (DMAS)

• Richmond Behavioral Health Authority (RBHA) and other local Community

Service Boards (CSB’s)

• Private Pay funding sources – i.e. family, private insurance, etc.

• United Way (grant funds)

III. SERVICES

Enclave services offer training and specialized supervision to individuals who require

ongoing supports but are able to work in an integrated setting. These services assist those

unable to perform a job without continuous support. Participants in the Supported

Employment Group Model receive the following services:

• Case Management Services

• Individualized Person Centered Plan, to include behavior planning if applicable

• Job Placement

• Job Training

• Ongoing Follow Along Services

• Advocacy, coordination and linkage to appropriate community resources as

needed

• Future employment opportunities in Goodwill retail stores if applicable and the

opportunity to transition to the Supported Employment Individual Model if

appropriate


During 2016, the program has experience design changes. The change in structure

combined the strength of Skills Trainers and Case Managers to provide a closer more

consistent interaction model. This mirrors the way teams were already set up in Hampton

Roads. In addition, daily transportation to the Midlothian Crossing store was

permanently terminated. This required the shifting of participants to different enclaves to

meet their transportation needs.

Other factors influencing the enclaves include changes in WIOA regulations which will

require us to meet new standards for competitive integrated employment. These changes

will necessitate that we move to a more dispersed service model.

47


• 91 Consumers were served in 2016, with a total of 12 enrolled and 5 placed in

positions that paid an average of $7.25 per hour.


While WIOA is desiring a more integrated experience for participants, the Group

Supported Employment model can still be a viable option for individuals with disabilities

needing employment support. As agencies continue to move participants to more

integrated roles, participants will still have the freedom of choice to choose where and

how they want to work. Goodwill’s model will expand to offer a more integrated

experience while still providing a group model for those who prefer to be in a group or

unable to be effective outside of the group.


• Conduct case management training for skills trainers to ensure file documentation meets

funding requirements

• Modify program delivery model to meet needs of competitive integrated employment

• Design a program model to provide participants training on 3-5 retail skills that will then

allow them to matriculate from Goodwill into community employment and open

opportunities for new participants to enter the program

• Train skills trainers on standardized, evidence based training practices to ensure fidelity

in delivery of program services

ENCLAVE DEMOGRAPHICS 2016


Black or African American 46.15% 16-24 3.30% Female 48.35%

Hispanic or Latino 2.20% 25-34 34.07% Male 51.65%

Unknown 1.10% 35-44 21.98%

White not Hispanic or Latino 43.96% 45-54 23.08%

NA 6.59% 55+ 17.58%

VOCATIONAL SERVICES - TIE (Transition to Independence) Norfolk Report prepared by: Stephanie Porter-Lopez, Operations Manager

I. OVERVIEW

Norfolk Transition to Independence and Employment (TIE) Program provides services to

residents of the City of Norfolk. These individuals must be receiving Temporary

Assistance to Needy Families (TANF) benefits and are currently enrolled in the Virginia

48

Initiative for Employment not Welfare (VIEW) Program. Norfolk TIE provided

employment preparation and advancement services to 88 new participants as well as

making post-employment services available to 32 individuals.


• Grant funds from the Department of Social Services

• Contracted funds from the City of Norfolk

III. SERVICES

• Screening and Assessment

• Enrollment and Orientation Sessions

• Individualized Service Plan

• Paid OJT (on-the-job training) for up to 90 Days in Retail Store

• Resume Development, Job Seeking, Interviewing & Retention Skills Building

Activities

• Case Management

• Job Coaching and Development

• Placement Assistance and Post-Employment Retention Services


• Goodwill of Central Virginia restructured the organization. This modification

shifted the role of the Program Manager from Norfolk TIE to focus on additional

services offered by Goodwill. Our Richmond TIE program manager took on the

added responsibilities of oversight of the Norfolk Program.

• Placement and Retention Specialist role was vacant for the Q3 and Q4 of the year.

Due to the staff shortage placement outcomes were lower than last year.

• Successful outcomes were met in the following categories: people served

(enrollment), placements into competitive employment, average wage rate and

program retention rate in work experience training.

• Partnership with our training team provided a review and an enhancement of our

soft skill curriculum training.


Served Program Location Served Enrolled Placed Avg.

Wage

VS-TIE Hampton 164 88 32 10.59

VS-TIE Richmond 244 177 73 9.57

Total 408 265 105 9.83

49

• A total of 88 participants were enrolled in the program. The overall enrollment

exceeded the proposed outcome goal of 80 enrollees.

• Competitive placement conclusion was 32 individuals employed. This result met

70% of the proposed outcome goal.

• Average wage of participants obtaining jobs after work experience was $10.59.

This was an increase of 22% from prior year.

VI. ANALYSIS OF TRENDS - see demographics below

• There continues to be an increase in participants referred with the following

multiple barriers; lack of education or attainment of High School Diploma or

GED; criminal background; lack of work experience or spotty employment; lack

of job seeking/interview skills or how to navigate their job search productively;

lack of soft skills to secure employment opportunities


• Work collaboratively with NDHS referral source to develop a barrier needs

assessment tool which includes more specific information to accompany the client

referral

• Work with new Employment Services team at NDHS to support the placement

goals of program completers collaboratively, addressing their need for additional

hard/soft skills training, job skill building training, short term industry specific

training or credentialing to help clients increase their marketability

• Enhance the orientation session of new enrollees to include a mini “Retail Ready”

training to better prepare them for placement into the Public Service Program

(PSP) work experience component. This enhancement will enable greater success

in performing tasks and essential duties as well as positively impacting program

retention goals.

• Partner with Business Development to continue increased focus on community

outreach to business/employer partners, external and internal customers to address

placement outcomes, foster better collaboration and employer networking

opportunities

NORFOLK TIE DEMOGRAPHICS – 2016


Asian 0.60% 16-24 21.69% Female 93.98%


Hispanic or Latino 1.81% 35-44 23.49%

White not Hispanic or Latino 5.42% 45-54 6.02%

NA 6.02% 55 + 1.20%

50

VOCATIONAL SERVICES - TIE (Transition to Independence) Richmond Report prepared by: Sharon L. Hunter, Program Manager

I. OVERVIEW

The Transition to Independence and Employment (TIE) program provides employment

services to Temporary Assistance for Needy Families (TANF) recipients who have a

disability and/or barriers to employment. The desired outcomes include linkage to appropriate

services, job placement and retention follow-up. This program has operated under grant

funding provided by the state and as a purchase of service model with the local Department of

Social Services (DSS). The primary goal of the program is to move TANF recipients toward

personal and economic independence through employment. The program strives to do this

through an array of integrated services and by making various referrals and connections to the

agencies that can best meet identified needs.

Richmond TIE program currently provides services to TANF recipients referred from Richmond, Henrico, Chesterfield-Colonial Heights, Charles City, Goochland, Hanover, Hopewell, Petersburg and Powhatan Departments of Social Services.


• Grant funding from the State Department of Social Services

• Funding from local Departments of Social Services (DSS)

III. SERVICES

The TIE program provides an array of integrated services, including:

• Intensive case management

• Comprehensive screening and assessment to identify barriers to employment

• Job development, placement and retention services

• Job seeking skills training

• Training and education that includes soft skills development and employment

retention skills

• Intensive work preparation and work adjustment through unpaid work experience

• Intervention/advocacy on the job

• Various life skills workshops

• GED Classes

• CPR/First Aid/AED Training

51


• The show rate for Intake/Orientation is a continued concern. TIE staff is addressing

this issue by conducting additional outreach methods such as follow up calls before

and after orientation sessions.

• Orientation sessions are often conducted daily to meet the demands of our partners

and participants.

• Absences due to school closings have adversely affected our enrollment and

participation. Participants experience child care issues when schools are not in

session, specifically during holidays and school vacations. During the school summer

break, there is a slight decline in enrollment.

• Criminal backgrounds, undiagnosed disabilities and the lack of education continue to

be the most common barriers that impact participants’ ability to complete the program

and meet the goal of securing gainful employment.

• An increase in the refugee population has directed us to serve these clients in an

expanded way. The language barrier has been a hindrance in terms of program

participation and placements.


Served Program Location Served Enrolled Placed Avg.

Wage

VS-TIE Hampton 164 88 32 10.59

VS-TIE Richmond 244 177 73 9.57

Total 408 265 105 9.83

In 2016, the TIE program continued to offer services to the Temporary Assistance for Needy

Families (TANF) recipients with obstacles to employment.

• Our partnerships with DSS, community organizations and local businesses continue to

afford us the ability to refer participants to appropriate services as needed. Both

communication and collaboration between partnering agencies and/or businesses helped

us reach favorable placement outcomes. Our partners include Department of Aging and

Rehabilitative Services (DARS), Richmond Behavioral Health Authority (RBHA), Dress

for Success, Resource Workforce Centers, Rehabilitative Services and Vocational

Placement (RSVP), Ways to Work, Walgreens, Food Lion, Kroger’s and Goodwill’s

Community Employment Centers and Good Choice Program.

• TIE partnered with Richmond Public Schools Office of Continuing Education to

coordinate English as a Second Language/English for Speakers of Other Languages

(ESL/ESOL) classes.

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A vast segment of the participants have articulated a desire to secure jobs in the medical field

such as: Home Health Care Aides, Personal Care Assistants (PCA) and Certified Nursing

Assistants (CNA).

There continues to be an increase in the number of participants referred who lack the basic

computer skills that are needed for job search activities and placement.

Criminal backgrounds continue to hinder the participants’ employment opportunities. We

will continue to utilize internal resources and outside partners to assist with identifying ways

to help our TIE participants.

English as a Second Language/English for Speakers of Other Languages (ESL/ESOL)

classes are offered to our Non-English speaking population. We have partnered with

Goodwill Staffing Solutions (GSS) to bring aboard an ESL/ESOL skills trainer. This

preparation affords the participants an opportunity to secure retail ready training along with

enhancing job skills that can lead to self-sufficiency.


• Continue to collaborate with internal and external partners developing fresh and

innovative ways to deliver services for the increasing ESL population.

• Partner with Amelia and Cumberland Departments of Social Services providing services

to TANF recipients.

• Create new incentives to enhance program participation.

• Increase meetings with Departments of Social Services to identify the needs of

participants and be more proactive in addressing those needs.

• Increase participation of PSP sites in Richmond store locations.

• Partner with programs to continue to provide certifications in Customer Service and

computer skills.

• Partner with Business Development to continue increased focus on community outreach

to business/employer partners, external and internal customers to address placement

outcomes, foster better collaboration and employer networking opportunities.

TIE RICHMOND DEMOGRAPHICS – 2016


American Indian and Alaska Native 0.36% 16-24 16.79% Female 91.24%

Arabic 2.19% 25-34 55.84% Male 8.76%

Asian 0.36% 35-44 19.71%

Black or African American 79.56% 45-54 6.57%

Hispanic or Latino 1.46% 55+ 1.09%

Unknown 0.36%

White not Hispanic or Latino 8.03%

NA 7.66%

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ASSETS PROTECTION

Report prepared by: Bill Forbes, Director, Assets Protection

I. MISSION/PURPOSE

The purpose of Assets Protection is to protect company assets which include people,

facilities, tangible and intellectual property, merchandise, money and the organization’s

reputation. In addition, the department administers the security program for Government

Contracts division to National Industrial Security Program (NISP) standards.

The Assets Protection department embraces the values-based leadership approach and is

customer service driven to support all business lines in the company. Assets Protection

drives the company’s risk management culture and is responsible for regulatory

compliance, physical security, criminal investigations, health and safety programs, claims

management and loss prevention awareness training. Assets Protection has a significant

economic impact on the company and positive influence on net contribution.

The Assets Protection department is composed of the following team members:

1. Debra Ferguson, Sr. Manager, Compliance

2. Jean McRae, Compliance Specialist

3. Mark Sacra, Risk Manager

4. James Schoonover, Regional Assets Protection Manager (Coastal Virginia)

5. Jorge Balcaceres, Regional Assets Protection Manager (Central Virginia)

6. Bill Forbes, Director, Assets Protection

II. PERFORMANCE INDICATORS FOR 2016

• Manage expenses favorably to budget

• Department associates complete at least 26 hours of learning and development

• Complete all safety/security-related projects on time and budget with emphasis on

quality

• Install AEDs at 12 locations as part of the three year rollout plan

• Advance Disaster Recovery Plan efforts by identifying essential services for each

functional area

• Work towards Blue rating in Risk Management program

• Establish injury claim performance metrics for the organization

• Resolve criminal cases involving theft, fraud, embezzlement or policy violations

relating to integrity

• Resolve all IssueTrak security work tickets in a timely manner

• Complete all Store and Transportation security audits

• Complete all Compliance audits and submit quarterly trend reports to leadership

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III. ACCOMPLISHMENTS FOR 2016

• Managed 2016 expenses favorable to budget by over 12%

• All full-time associates exceeded learning and development hours

• Successfully managed security installation project for the new Williamsburg store on

time, within budget and with a high degree of quality

• Installed AEDs at twelve locations as part of three year rollout plan

• Essential services identified for all functional areas as part of the Disaster Recovery

Plan initiative

• Lost time claim frequency reduced by about 50% as compared to last year

• Medical claim frequency increased about 11% as compared to last year

• Loss Prevention resolved 23% more internal theft cases than last year

• Loss Prevention closed 26% more IssueTrak tickets than last year

• Loss Prevention completed 100% of Store and Transportation security audits

IV. AREAS NEEDING IMPROVEMENT

• Need to assess injury claim metrics in 2017 to determine if feasible for

implementation into 2018 performance objectives for the organization (injury/claim

accountability)

• Continue to work towards Blue rating in Risk Management program

• Update Disaster Recovery Plan and begin tabletop exercises

• Establish a new Compliance Plan and objectives for 2017

V. ACTIONS TO ADDRESS IMPROVEMENTS

• Gain leadership approval of injury claim metrics rollout plan drafted by Risk

Manager

• Complete all remaining action plan items for Blue Risk Management program

• Continue with Disaster Recovery Plan updates and schedule exercises

• Draft and gain Executive Team approval of new Compliance Plan and objectives

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CAREER DEVELOPMENT SERVICES Report prepared by: Bernadine Doggett, Operations Manager – CECs

I. OVERVIEW

The Mission of Goodwill and the Community Employment Center is: Changing

lives…helping people help themselves through the power of work. That Mission is fulfilled

by providing employment and training services that align with the needs of local employers.

Internally, we also hire and develop associates, who are many times hired through our

programs. Those roles include Receptionists, Employment Assistants, a Career Specialist,

Employment Specialists, Lead Employment Specialists, CEC Managers and an Operations

Manager. All of our services are available to the general public (ages 16 and older). Unless

required by a funding source, there are no eligibility criteria for our services.

II. PERFORMANCE INDICATORS

• Community Workforce served 17,386 individuals in 2016

• Of the 17,386 individuals, 1,648 had a criminal background

• Community Workforce served 514 veterans, which included 36 veterans experiencing

homelessness and 98 with a criminal background.

• The Community Employment Centers placed 2,162 individuals into unsubsidized

employment.

• The average wage of individuals placed was $10.75 and the average wage for veterans was

$12.66, with the Community Employment Centers placing 103 veterans into employment in

2016.

• Pilot programs for Customer Service Jobs in Training and Hospitality were launched in 2015

with 142 participants completing these programs. Of those 85 earned their nationally

recognized industry credentials and we successfully placed 82 individuals into competitive

employment in those fields. We continue to evaluate these programs while seeking

opportunities for expansion.

• Our re-entry ourtreach efforts allowed us to tell 2,532 potential consumers about the services

that Goodwill provides.

ACCOMPLISHMENTS

• Partnership for Families Northside has established a data collaborative initiative amongst

partners to ensure a case management system is identified to afford partners the opportunity

to communicate partner referrals and work collaboratively to provide holistic services to

participants/jobseekers.

• Identification, development, mapping and management of consistent CEC processes (triage,

intensive services, calendaring and employer events) across five centers

• Creation of Internal Referral system for direct referrals to Goodwill Recruiting and GSS

Staffing as well as to internal programs.

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III. RECOMMENDATIONS AND OPPORTUNITIES FOR 2017

• Data management, tracking and reporting to capture impacts of career development

activities such as Job Retention, Wage Gain, Credentials Earned, and Indicators of

Independence/Stability such as acquiring own transportation, housing, independently

taking care of basic needs without public assistance;

o Redefining Intensive Services based on level of engagement and activity of job

seeking customers.

o Regular, monthly reporting to CDS management of job placement rate for those

intensively served.

• Staffing challenges due to promotions and attrition.

• Alignment of CEC management to staff and center locations.

DEVELOPMENT

Report prepared by: Andrea L. Butler, Director, Development and Community Relations

I. MISSION/PURPOSE

The development department manages GCCVA’s philanthropic advancement efforts to

raise funds in support of the mission. Key functions of the department include managing

a territory-wide annual fund and grants program to secure funds from public and private

sources to support workforce development programs and capital activities. These

fundraising activities encompass strategic planning, building mission awareness and

developing donor relations, cultivation and stewardship programs. The department

director serves on GCCVA’s executive team.

II. OVERVIEW

In 2015, GCCVA’s Board voted to begin building philanthropic revenue through a

dedicated development department. Historically, GCCVA was focused on periodic

capital campaigns as needed, as opposed to creating a long-term program to grow a large

base of ongoing support.

Andrea Butler joined GCCVA in July 2016, and she added and recruited these positions:

• Grants specialist

• Annual Fund Manager

• Community Relations Manager

Initial assessments showed that donor data has not been consistently managed, therefore

reporting and analysis is difficult; donors have had few opportunities to interact with

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Goodwill or stay abreast of its activities; grants are not reflective of strategic priorities

and the success rate of securing and renewing grants is average.

In addition, other departments have relationships with donors – chiefly the commercial

donated goods division within Retail Operations – and the Development department will

explore efficiencies to create a single data-capture system to use for reporting, analysis,

cultivation and stewardship. The definition of donors is now expanded to include donors

of time (volunteers), money and goods through commercial channels.

III. PERFORMANCE INDICATORS

• Re-activate the $3.5 campaign to raise the final $1.1M needed for expansion

• By 2025, increase the current grant win rate from 50% to 75%, and grow the program

from $500,000 annually to $1.5M annually.

• Broaden the base of active donors from 200 to 300 in 2017.

• Increase unrestricted individual gifts from $66K in 2015 to $100K in 2017.

• Steward and re-connect with lapsed donors, including former Board members.

• Assure high levels of donor gift allocation accuracy and data integrity.

IV. ACCOMPLISHMENTS

• Increased unrestricted community giving by 43%

• Launched a community awareness program including an e-newsletter and monthly tours

• Created an integrated framework with Community Workforce division to strategically

prioritize and pursue grants, including development of program budgets and logic models

V. AREAS NEDEDING IMPROVEMENT

• Expand the base of support to increase unrestricted giving

• Closing out the expansion campaign in absence of a strong Annual Fund

• Donor data management

ACTIONS TO ADDRESS IMPROVEMENTS

• Developing the tier of $1,000+ donors – The Ambassadors Society – to establish a

stronger base of ongoing support

• Allocate more of director and CEO’s time to campaign fundraising

• Engage Board members

• Increase mission awareness through more push-pull activities and systematic follow-up to

grow the prospect list

• Develop documented data management procedures and implement regular reconciliation

meetings with Accounting dept.

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FACILITIES Prepared by: Kevin Hawley, Regional Manager of Facilities

I. MISSION/PURPOSE

Facility Management supports the company’s business plan by providing leadership,

expertise and management to ensure the repairs, maintenance, and improvements of real

property utilized by GCCVA is in good working order, and operations are conducted

from day to day with as little disruption as possible. Our goal is to be prepared and

proactive rather than reactive in this space.


• Successful adherence to budgets constraints

• Increased safety training and learning hours for all facilities associates

• No physical work-related injuries

• Attainable targets developed for work order system.

• Consistent or improved levels of customer satisfaction

III. ACCOMPLISHMENTS

• Variance to budget +$180K

• Completed store remodels at several locations including Bailey Bridge, Cary

Town, Fountain Square, and Midlothian Crossing. In CCVA we opened and

closed Williamsburg, remodeled Washington Sq. production area, closed Dam

Neck, and did resets at P.A, Sherrington, and Windsor Woods.

• Total work orders 4697 opened, 4750 total closed a record high

• 84% of work orders completed in house.


• We would benefit from the implementation of a functional Computerized

Maintenance Management Software (CMMS) that would allow us to better track

our assets, warranties, etc.

• A system would also provide better reporting capabilities for analytical

evaluation.

• Additional training for all department employees to assist us in lowering the

amount of outside vendor usage.


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• On-going training/cross-training/learning for staff, integrate values based-

leadership into the department, develop scope of work for various trades and

objectives.

• Analyzing/modifying current CMMS

• Develop ways to measure/benchmark performance such as cost per square foot,

labor hours (internal/external), contracted services, customer satisfaction,

continuous process evaluation/improvement

FINANCE Report prepared by: Helen Dow, Controller

I. MISSION/PURPOSE

Proactive and responsive support of organizational financial needs and initiatives through

best in class processes and timely and accurate reporting while centered on the protection

of corporate assets.


a. Strategic Initiative focus for 2016

Our focus is to continue process improvements to enable our department to

operate efficiently. By continuing improvements, we operate from a position of

strength; responsive and proactive to the projected operational growth. Focus

on financial strength, internal support balance and efficiencies through

aggressive growth.

b. Financial and People goals

To continue support and improvement from training and cross-training of

financial personnel. Invest in the training and growth of finance personnel,

enabling them to stretch to new areas within finance or internal promotion.

i. Investment in our personnel and their work

o The challenge for Finance in 2016 is to be engaged and supportive of

the process change work done with Curtis and S.I.R. With our support

and collaboration, we will be able to provide financial guidance and

support to ensure fiscal responsibility of the new processes.

o Our focus is to continue process improvements to enable our

department to operate efficiently and increase the quality of services to

the other departments. This will be done by focusing on our people to

give them the tools they need to do important value added work.

ii. Support of pilot tests of a new Point of Sale system for retail.

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iii. Administrative percentage goals – To support the operational growth with

efficient relational increases in the indirect cost structure. A focus on better

allocation of direct costs to direct operational groups.

iv. Assisting other departments in recognizing appropriate spend. Providing

analysis and insight into operational trends.

v. Continued support of the Purchasing department’s success in reducing the

overall costs and resulting in better decisions of the organization.

vi. Continued access to transactional detail, allowing more transparency into

the department’s spending by management.

III. ACCOMPLISHMENTS FOR 2016 Financial

• The Finance Department stayed within budget for the 2016 year.

• Assisted other departments with spend analysis on a monthly basis.

• Monthly reviews of purchase card spend for compliance.

• Assisted the organization in the annual budget process.

• Preparation and distribution of monthly financials

• Reporting to the organization, banks and donors as required.

Operational changes

Payroll

In an effort to be operationally lean, by removing redundancies and rework in the

onboarding process in HRIS, the data entry role was moved to Finance. This

position represents an FTE add in Finance which is a full FTE shift from HR

(80%) and GSS (20%).

• Improved the PCNs by working with IT to develop a workflow, allowing

edits, rejects and approvals between the submitting manager and payroll.

• Worked with IT on the PCNs to allow smart input where fields open or close

based on input.

• Created daily validations for identification of system error input. Notification

of errors and offers correct values by looking to the data mart.

• Input errors in HRIS are almost non-existent by catching errors during or prior

to system input and payroll runs.

• Automation of the 403b retirement payments and enrollments.

• Continued support of electronic procurement and budgets in the Microix

system. Training, security and general assistance of departments and their

users.

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Sales Support

A. Supported of pilot tests of a new Point of Sale system for retail.

Successfully worked through implementation and issue resolution to allow

for a go on a 2017 Point of Sale conversion.


vii. We consistently work on staying efficient to be able to handle the work of an

organization that continues to grow in size and complexity. We are looking to

2017 to assist in the development and reporting of new organizational metrics.

These metrics are impact related and will be reflected on the monthly

Scorecard.

V. ACTIONS TO ADDRESS IMPROVEMENTS FOR 2017

i. Scorecard updates and new metric reporting

a. To assist the organization in with development of impact measurement

reporting in the financial information.

ii. Process Improvements –

a. Continued focus on the decrease in the cost of a spend cycle (cost per

purchase).

b.Evaluation of current scanning technologies with a goal of access

improvement and reporting.

c. Support of POS system and new and better reporting through a new Sales

and Production database.

iii. Training and Support

a. Continued support of the Purchasing department’s success in reducing the

overall costs and resulting in better decisions of the organization.

b.Teach and train users of financial information. New manager training on

financial statements, budgets and any position specific responsibilities.

c. Train, lead and partner internal to Finance and other departments that are

involved in Lean and Six Sigma projects.

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HUMAN RESOURCES – Now part of “People Operations” Report prepared by Christy Roberson, Director of People Operations

(Human Resources / Learning & Development / Recruiting)

I. MISSION/PURPOSE

We are strategic partners in supporting Goodwill’s mission by providing human capital

services and solutions that align with the organization’s mission, strategic plan, values,

and needs of our stakeholders. As of September, 2016, all training teams were combined

into one Enterprise Learning and Development team, the Goodwill Staffing Solutions

recruiters and the Goodwill recruiting team were combined into one organizational

recruiting team, and all 3 teams came together to form an new division called People

Operations.

• We provide and administer competitively priced employee benefits and compensation

programs to attract and retain top talent.

• We provide Human Resources coaching and ensure compliance with employment

related regulations, laws, and policies.

• We match job seekers with job opportunities within Goodwill and at other employers

offering temporary, temporary-to-permanent, or direct job placement opportunities.

• We provide training solutions to help job seekers improve their employability and

internally within Goodwill to improve associate skills and manager’s ability to lead

high performing teams.

• We collect, analyze, and report insightful data about our workforce to enable

informed & strategic human capital decisions.


• Associate Turnover

• Compensation Budget Adherence

• Job Fill Rate and Total Jobs Filled – Temp, Temp to Perm, and Internal Goodwill

• Total Learning Hours per Associate

III. ACCOMPLISHMENTS IN 2016

• We integrated Human Resources, multiple Training functions, Recruiting, and

Staffing into one organization, now called People Operations.

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• Implemented process excellence practices into HR– process owners assigned, owners

trained, processes documented, process waste was eliminated, errors found in audits

were eliminated, & reporting was enabled.

• Continued the implementation of Values Based Leadership training program to 40

new graduates; now rolled out to all Directors, Senior Managers, and Store Managers.

• Incorporated an on-line Performance Management tool into our Human Resource

Information System (HRIS.)

• Reduced Goodwill associate’s monthly out-of-pocket expense for benefits premiums

(2nd year in a row) and improved vacation benefits for leads, supervisors, and

managers.

• To maintain our performance of lower-than-industry associate turnover, we rolled out

exit interviews and reporting of insights/trends to leadership.

• Improved part-time associate schedules to be more associate friendly and to enable

easier collaboration with other employment commitments. (Also reduced turnover.)

• Defined and implemented new Benefits ACA processes, meeting all regulatory

reporting requirements on time, on budget, and within scope.

• Added “contractor recruiters” and “trainers” to expand our bandwidth without adding

more regular headcount and additional cost.

• Rolled out new recruiting platform that allowed phone based applications, increased

applicants for non-exempt positions by 300%.

• Rolled out LinkedIn recruiting for professional positions to enable us to expand the

candidate pool and hire the best candidates for exempt positions.

• Rolled out monthly and quarterly organization HR reporting to business leaders.


• The internal process that we use to manage employee compensation is manual, time

consuming and has too much potential for errors.

• We are underutilizing two separate recruiting platforms which effects our ability to do

analysis and reporting, and costs us more than we need to spend.

• Personnel files are on paper and in file cabinets, which is outdated and creates

internal risk if there were ever damage to our building.

• Performance feedback in appraisals only includes insights from the associate and the

manager, not their peers and others they interact with to get work done.

• We lack well-defined competencies by job grade, making it difficult to compare the

performance of associates at the same level.

• With a newly formed team handling all recruiting and staffing, opportunities exist to

apply process excellence standards that will better enable cross-trained associates to

seamlessly transition between recruiting for Goodwill and other employers.

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• Training curriculum is outdated and mainly delivered via leader-led facilitation which

is expensive and not practical for a geographically dispersed workforce.


• Implement the compensation module of our HRIS (KRONOS) in Q1.

• Integrate two recruiting systems into one technology solution used for staffing and

recruiting.

• Shift to on-line human resource records management system within our HRIS.

• Incorporate 360 feedback into performance management process and improve

manager’s abilities to deliver development feedback.

• Define competencies for each job grade and rollout calibration sessions to review

performance for associates at the same job grade/job type to help guide managers.

• Implement process excellence standards into our Recruiting/Staffing functions.

• Begin offering more blended learning opportunities to reduce Goodwill classroom

facilitation time, and enable other cost effective, technology enabled solutions (in-

market trainers, relationships with colleges, webinars, and learning kiosks.)

• Develop updated “Learning Plans” for all key roles/levels within Goodwill –

prescribed learning and development plans to ensure equality, budget controls, and

improved training.

INFORMATION TECHNOLOGY Report prepared by: John Leopold, Director of Information Technology

I. MISSION/PURPOSE

The IT Department empowers the Goodwill Associate community to accomplish

Goodwill’s objectives through information technology by providing highly reliable, up-

to-date software platforms, equipment, and technical support.

In doing so, we remain vigilant to our customers’ service needs and GCCVA’s strategic

goals while acting in a fiscally responsible, ethical fashion with our end user base as well

as vendor community.


a. Maintaining a favorable to budget stance by delaying resource additions as well as

cost controls.

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b. IssueTrak- Statistics pertaining to number of help request tickets versus resolution

times are tracked and studied for patterns.

c. Results of various IT procedural and security audits.

III. ACCOMPLISHMENTS FOR 2016

a. Implemented Kronos Workforce Ready compensation and performance

management.

b. Negotiated an arrangement with Microsoft for leveraging Azure Cloud Services

for backups of corporate data and disaster recovery of data center.

c. Piloted and tested Point of Sale system in two retail locations, gaining acceptance

for full roll out in 2017.

d. Developed and implemented a Project Intake discipline to obtain better definition

of requested project work.

e. Streamlined associate IT onboarding process to cut time from hire to IT

provisioning by 50%.

f. Over 10,000 IssueTrak tickets processed in 2016.

g. Internal and External security audit conducted by an independent auditor,

resulting in no significant security posture advisements during annual audit cycle.


a. Gap between technology capabilities of our customer and the technologies desired

are growing. The desire to have complex technology solutions has outstripped our

ability to increase internal staff skillsets.

b. Lack of structure in terms of application selection and implementation. Too often

the “solution” is merely software or hardware; no thought is given to the

underlying processes and controls.

c. Inadequate project management discipline and skill across the company to support

the myriad of projects being undertaken at any one time.

V. ACTIONS TO ADDRESS IMPROVEMENTS FOR 2017

a. Use our data analysis capabilities and skillsets to create actionable information

from raw collected data. Find the business owner’s needs, and meet those directly

with our solution. Quick, direct access to information drives business efficiency,

as opposed to masses of data being unusable.

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b. Develop more stringent process mapping and project management methodologies.

No longer begin implementations for our clients before they fully document their

current state. If this is followed, better solutions can be obtained for improved

processes

c. Establish a review group on new application requests, those of a more “systems”

nature to assure future successes with the selected applications. Ensuring that

applications are compatible with our stated strategies.

d. We’ve provided exceptional technologies, now we must make sure our end users

can use them to their fullest potential. Turn our customer interactions into

learning opportunities. Study ticket trends to prescribe training tailored to

improving unit and individual associate skill sets. Create a variety of learning

tools to meet the needs of the widest range of audience.

e. Take steps to improve the user experience and versatility of the systems we’ve

already installed. Make them more productive (GoodPoint). Refine existing

systems to be more “mobile” friendly. Improve access and reliability of video

conferencing technologies to encompass more sites.

f. Implement architecture changes for our networks to further enhance reliability

and improve our position in terms of business continuity in case of area disasters.

Likewise eye all changes that touch Community Workforce with an eye to the

customer experience.

MARKETING & COMMUNICATIONS Report prepared by: Laura Faison, Creative Services Manager

I. Mission/Purpose

To increase mission awareness among Goodwill’s associates, consumers, donors and

partners to ultimately engage them in transactional activities that support our mission.

We serve all departments within GCCVA in order to create brand consistency and

meet a variety of needs for collateral materials, advertising campaigns and other

support.

II. Performance Indicators for 2016

• 2016 Marketing Annual Plan: Inclusive of media buys and details built from

discussions with operating units as to how marketing could best meet their

foreseeable business needs.

• MARCOM Request Form: Housed on GoodPoint, allows a transparent view

of Marketing workload and allows users who submit requests to see where

their project is in the process.

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• Monthly Media Scorecard: ROI chart that tracks media spend and messaging,

changes in revenue, shoppers and donors, and growth of target audience

engagement across all active social media channels and website.

• Google Analytics: Measures of key performance data related to

goodwillvirginia.org traffic, visitor patterns and trends.

• Media Marketing Flowchart: grid defining all media platforms and budgets for

each business unit.

• Community Relations in partnership with Philanthropic Advancement

III. Accomplishments

• Creation of two :30 commercial spots focused solely on “Work” – messaging

geared towards shifting brand recognition from simply thrift stores to an

organization impacting the face of work within our territory.

• 1911 Demo Day Event proved to be a very successful introduction to our

Community Employment Center build out with the participation of Secretary

Jones and other local dignitaries. This event set the tone for future tours and

relationship building activities that will be carried out by our Philanthropic

Advancement team.

• Our work to complete the process improvement project has led to a reduction

in lost requests, reduction in time to complete requests, and an overall better

transparency into the work that Marketing does to support operational

objectives.

• Website redesign which included cleaned up navigation and speaking more

directly to our customer base, including shopper, donors, job seekers and

employers with the input of Goodwill business units (Donated Goods,

Business Development and Job Readiness)

• Addition of GoodText capability as another tool for engaging associates

through internal communications after hearing from associates that text

messaging was a preferred method through which to be communicated with.

IV. Areas Needing Improvement

• Aligning marketing initiatives with the operational goals of the organization.

• Defining marketing measurements of success/KPIs (as the measures for

marketing efforts are often abstract.

• Challenges with the work-load presented to marketing from the total

organization

• Internal communications -- we need to determine owners and creators of

content, and how best to implement the messages to a workforce that largely

does not have access to email (donated goods and retail associates).

V. Actions to Address Improvements

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• Marketing is poised to better-align with the needs of the organization with

expanded capacity and better-defined roles.

• Our messaging in 2017 will continue to evolve to support the new Community

Workforce structure, with a continued focus on B2B communications and

streamlining how we work with and message to our job seeker and employer

populations.

• Clearly defined campaigns throughout the year will enable better

measurement of targeted marketing efforts, and will serve as a benchmark

going in to 2018 as to whether we should “start, stop, or continue” certain

campaigns (both Donated Goods and Community Workforce).

PURCHASING Report prepared by: Doris Martin, Purchasing Manager

I. MISSION/PURPOSE

Our mission is to bring best practices in organizational procurement.

Our purpose is to purchase goods and services at the best overall value. The contract

review function of Purchasing insures that agreements are in Goodwill’s best interest.

The centralization of Purchasing allows for an economy of scale, demonstration of a high

performance skill set and allows for best practices.


• Manage expenses favorably to budget

• Department associates challenged to complete a minimum of 26 learning and

development hours

• Complete all projects on time and budget with emphasis on quality

• Assure high level of quality control in managing all aspects of Purchasing

• Assure Microix data integrity

• Consistent or improved levels of customer satisfaction


Purchasing – The Purchasing department continues to increase their breadth of products and

services they assist other departments.

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• As an added layer of diligence, all contracts and agreements are required to be reviewed

by the Purchasing Manager. This allows us to reduce or eliminate unfavorable terms, and

will also allow us to add terminology to the agreements such as restrictions on price

increases.

• The Purchasing Manager and the Purchasing Agent have obtained their Supply

Management certification. This was a comprehensive training course in the discipline of

Procurement, which includes contract review, price negotiation, cost analysis, etc.

• We were able to negotiate better pricing on several commonly used, high volume items; i.

e., vinyl gloves, bailing wire, etc., resulting in incremental savings.

• As reported last year, the NCPP (National Cooperative Purchasing Program) has allowed

our Goodwill to take advantage of savings based on Goodwill’s national volumes. This

program has continued to develop. Due to the continued negotiating power of the NCPP,

in addition to past savings, last year we saved an additional $12,000 on our purchasing of

plastic shopping bags alone.

• After completing an analysis and evaluation for leasing vehicles vs. purchasing, the

determination was made that it is much more cost effective to purchase. This year, seven

vehicles were purchased, for an annual savings of $21,400 over mileage reimbursement.


• Ease of ordering: The Purchasing Department is dedicated to making the ordering

process as simple and as user friendly as we can. Purchasing will continue to be

proactive in reaching out to internal customers to improve their procurement

experience. There will be visits to operational sites to gain a better understanding

of their needs. Going to where the work is done will help to improve our services.

The goal in 2017 is to continue the effort to increase the ease and accuracy of

orders (reducing order times, excess on-site inventory and cost). We will work

towards getting a comprehensive needs/usage based ordering process for each site

based on historic data and min/max levels. This will be used to streamline the

ordering process and reduce or eliminate waste and outages.

• Record keeping: Record keeping and organization is critical for the success and

efficiency of our department.

VI. ACTIONS TO ADDRESS IMPROVEMENTS FOR 2017

• We will gather historic data from usage records from 2016 and apply them to

individual sites as they refer to specific SKU’s. We will work to determine

min/max levels for the major supply items to reduce or eliminate the need to fine

tune our ordering process and the overstocking of items at various locations.

• We will continue work towards keeping up to date files both electronically and

physically (paper).

• We will use our data analysis capabilities and skillsets to create actionable

information from raw collected data, find the business owner’s needs, and meet

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those directly with our solution. Quick, direct access to information drives

business efficiency.

• TRASH DISPOSAL: We will create actionable information by comparing sales

revenue, donations, and cost of trash disposal to determine the “Best Of” methods

used by certain locations in an attempt to reduce the cost of waste disposal.

REAL ESTATE Report prepared by: Ed Mack, Real Estate Manager

I. MISSION/PURPOSE

The mission of the Real Estate Management/Construction Department is to support the

company’s business plan by providing leadership, expertise, and management of site selection,

development, construction and improvements of real estate to be utilized by GCVA in

conducting its operations.

The Real Estate Department is responsible for a wide range of activities including site selection

and adaptation, lease/contract negotiations, construction/renovation, negotiation and

management, and providing maximum adaptation and utilization of facilities within allocated

budgets.


• Refinement of the selection process and identification of screening criteria for store

property.

• Growth strategy for the next five years.

• Identification and selection of diverse methods of site identification and acquisition.

• Identification and selection of enhanced Attended Donation Center sites.

• Creating a more competitive bidding environment.


• Determined the minimum criteria for store and ADC property including optimal square

footage, preferred location, traffic counts low to high figures, population density, average

family income levels within ten minutes of store location, versatility of site (potential

other uses).

• Refined the growth strategy for the next five years, taking into account our two major

markets – Central Virginia and Hampton Roads. Identified properties that need to be

replaced and developed relationships with development firms and real estate brokers.

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• Started construction of 1 new store in Central Virginia. Opened 1 new store replacement

store in Williamsburg and started construction of a replacement store in Hampton Roads

as well as placing several donation boxes in our region.

• Constructed our third “Made in the USA” store. The building is constructed of at least

98% materials that were made in the USA.

• Renegotiated several existing leases to either reduce or stabilize rental rates and saved the

company over $150,000.

• Streamlined the Construction Project Schedule and centralized project information on

GoodPoint to allow universal access.


Goodwill suffers from a preconceived negative “thrift shop” image with many landlords and

localities, especially in the Hampton Roads area. Often a suitable location may be found, but

the landlords are reluctant or refuse to lease to Goodwill. Goodwill must devote marketing

resources to improve our image.


With financing, presently at an all-time low, Goodwill has now transitioned to a

combination of purchased and leased sites. A cost analysis reveals that it is now cheaper to

own properties than it is to lease, therefore depending on the company’s financial position

at the time, additional raw properties may be considered either for development/lease

and/or purchase.

To be able to capitalize on opportunities and maintain consistent growth, Goodwill

leadership will need to continue to plan strategically and maintain the flexibility to be

prepared to quickly commit to future sites and targets of opportunity as they are presented.

RETAIL OPERATIONS Prepared by: Martha Murdock, Director of Retail Operations

I. Mission/Purpose:

Through Values Based Leadership the Retail Operations Support Team engages, educates, and

motivates store leadership and each other to meet financial, net contribution and associate

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satisfaction goals. This is done to turn donations into mission dollars.

We execute this through the operation of 32 retail stores, 2 Outlets and 2 e-Recycling

Computer stores. Over 600 associates are a part of the Retail Operations Team. The store

teams are compelled to operate strategically and responsibly to continually improve net

contribution to fulfill the mission. The stores also provide opportunities for clients who are

seeking employment and opportunities to grow their skills.

II. Performance Indicators:

• Retail revenue vs. budget and last year

• Net contribution vs. budget and last year

• Expense to revenue ratio

• Salary to revenue ratio

• Associate satisfaction survey results

• Retail market share

• Revenue per household

• Net contribution per household

• Sales per square foot, retail selling space

• Donations per square foot, retail selling space

• Donations per household,

• YTD percent of after-retail revenue

III. Accomplishments:

• All store managers and District Managers completed the yearlong Values Based Leadership

yearlong training.

• Prepared for Laburnum Station opening in February of 2017.

• Prepared for the relocation of High Street in Portsmouth, reopening in March of 2017.

• Completed relocation of the Williamsburg store in 2016.

IV. Areas Needing Improvement:

• Retail Store leadership/promotion from within

• Timely resuscitation of down trending stores

• Return product efficiencies

• Workgroups—quality of experience, management teams need to be trained to understand

how to step in to cover.

V. Actions to Address Improvements:

• New store opportunities

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• ADC site selection

• Marketing/social media

• Business Development/new Community Workforce Model

• Store Manager Performance Management

Expenses and revenue figures for retail operations are included in the monthly financial

and management reports. Detail information is available through the Director of Retail

Operations, monthly management reports and financial statements. This information is

confidential in nature and might provide a competitive edge to other similar businesses, it

is not in this report.

LOGISTICS Report prepared by: Antonio Pride, Director of Logistics

I. MISSION/PURPOSE

The Logistics Team will provide superior customer service while ensuring the proper and

timely collection and distribution of goods and material through the supply chain

effectively and at the lowest possible cost.


a. Expense and revenue figures for transportation, the docks, and the operation of

the Attended Donation Centers are included in the monthly financial reports.

b. Operational performance indicators include on-time deliveries and pick-ups,

safety reports and audits, driver logs, DOT regulation compliance reviews and

equipment maintenance validation.

c. Detailed information regarding these reports is available from the Director of

Logistics.


a. Implemented sorting for retail outlets at Attended Donation Centers in Hampton

Roads.

b. 100% accountability for tangible assets maintained with zero loss.

c. Supported the moves of the two retail stores.


a. Managing inventory using the FIFO (First In, First Out) as our primary method of

rotation.

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b. Increased efficiencies in product movement between locations.

c. Location selection for additional stand-alone Attended Donation Centers.


a. Management of Inventory (FIFO)

i. Use dispatcher’s records to confirm the age of the trailers in inventory.

ii. Store trailers in to allow easier access of older inventory.

o Provide the drivers with the trailer numbers containing the oldest

inventory when pick-ups are required.

• Improve Transportation Efficiencies

iii. Map driver routes to minimize trip miles.

o Transfer products and supplies between retail stores that are close in

proximity to each other.

o Request 100% fill on trailers before transporting.

• Add Stand Alone Donation Centers

o Work with Real Estate to find ideal Donation Center locations.

o Investigate suggested sites with input from ADC Manager and COO.

CONTRACT SERVICES Report prepared by: Steve Huyck, Director of Contract Services

I. MISSION/PURPOSE

The mission of the Contract Services Division is to provide jobs for individuals

with significant disabilities while earning net contribution for re-investment in

Goodwill's Mission. The focus remains on putting people first and expanding

business through core competencies in areas such as warehousing, logistics,

janitorial, and facilities management.


a. Financial:

a. Year-to-date Contract Services is 38% ahead of budget in net contribution.

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b. Revenue is 29% ahead of previous year largely due to expansion of

services at the Ft Eustis Commissary and SPAWAR.

b. People:

a. A continued focus on Values Based Leadership included members of our

Project Manager group completing the year-long training. This initiative

will continue in 2017 and is set to include additional Project Managers and

Site Supervisors from various contract sites.

b. The Contract Services division employs 236 associates.

c. The SourceAmerica ratio is a strong 80% agency-wide and 75% at the

Ability One contract sites.


a. Five Year Contract Awards at GSA and Portsmouth Commissary.

Goodwill Services, Inc. successfully negotiated renewals for two service contracts

in the Ability One Program. For the next five years, GSI will be providing

janitorial services for the General Services Administration in downtown

Richmond, VA cleaning close to one million square feet of office space daily.

GSI will also be providing shelf stocking, warehousing and janitorial services at

the Portsmouth Commissary at the Norfolk Naval Shipyard in Portsmouth, VA.

b. Completed SPAWAR Expansion

Expansion efforts began in late 2015, and in 2016 GSI filled all positions,

streamlined warehouse and disposal operations and completed significant

renovations to the leased warehouse in Charleston, SC. The government

customer continues to express a high level of satisfaction with the work

performed by GSI associates.

c. Completed Ft Eustis Commissary Expansion

The Fort Eustis Commissary completed expansion. The GSI team now cleans an

additional 30,000 square feet of sales floor and stocks approximately 10,000 more

cases each month.


a. Operations at the Portsmouth Commissary

Although the government customer is satisfied with the services provided by GSI,

operations need to be streamlined and productivity increased.

b. Government Reductions

The government continues to focus on reductions and this may have a long term

impact on the number of jobs that can be created and sustained.

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c. Business Development

Methods for obtaining new business that were successful in the past are no longer

effective in identifying and securing new contracts. The traditional pipelines for

government contracting have stopped producing opportunities.


a. A recent change in day-to-day project management and the transition of a new

Operations Manager should produce positive outcomes, increase productivity and

streamline efficiencies.

b. We are working with other Goodwill organizations in an effort to obtain contracts

in commercial lines of business.

c. Contract Services has begun utilizing multiple sources for federal, state and

commercial business opportunities. Previously reliable business development

sources are no longer producing new contracts.

GOODWILL STAFFING SOLUTIONS Report prepared by: Blake Carleton, Director, Business Development

I. MISSION/PURPOSE

The mission of Goodwill Staffing Solutions is help people help themselves

through the power of work in conjunction with local businesses to provide the

business with exposure to qualified candidates.


• Total revenue indicated a shortfall against expectations.

• The average wage for a GSS employee $10.14/hour

• The total number of unique people placed in jobs was 471

• Changing performance metric from “contracts signed” to “billable hours

generated”


• Successfully onboarding and training of 4 out of 5 team members. We are seeing

increases in signed contracts and the team is melding nicely.

• The fiscal year 2016 has seen large amounts of staff change which has contributed

to the budget shortfall. The GSS staff team was not completed until July, and

with training time and the learning curve we expect to see increases in sales in the

4th quarter.

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• 3,994 people were placed into employment opportunities


• GSS has been relying on large hospitality accounts to boost revenue, but these do

not contribute a significantly to the net.

• Highly competitive market with many large providers who are solely focused on

temporary staffing.

• New staff persons to learn and build relationships

• A lack of focus on specific industries that are niched for Goodwill Staffing

Solutions which leads to a “shotgun” approach to sales


• The one key structural change to GSS is the removal of the General Sales Manager and

having all sales people to report directly to the director of Business Development. As the

role of the Business Development Director continues to evolve, it may prove to be more

impactful to bring back the General Sales Manager role.

• We will begin to target key markets and industries and develop tactics to leverage

growing markets that match with job seekers who fit with the appropriate company.

• The GSS team will have strict weekly goals related to “billable hours” as opposed to

“contracts signed”. This change will impact focus on not just getting new account but

growing current accounts that have low usage.

• The over-arching Business Development strategy of “Account” management should

provide GSS with more opportunities due to the collective efforts of the entire BD team.

Outcome Report - 2016

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Transcript of Outcome Report - 2016