Goodwill Industries of Kansas, Inc - Wichita State University

Goodwill Industries of Kansas, Inc

Strategic Plan 2022-2024

August 2021

Public Policy & Management Center Wichita State University

Misty Bruckner, Director

Angeline F. Johnson, Community Initiatives Manager

Page 2 Goodwill Industries of Kansas Strategic Plan 2022-2024

Contents

About the PPMC ............................................................................................................. 3

Acknowledgements ......................................................................................................... 4

Disclaimer ....................................................................................................................... 4

About Goodwill Industries of Kansas ............................................................................... 5

Goodwill Brand Awareness ............................................................................................. 6

Mission Services ............................................................................................................. 8

Work Opportunities........................................................................................................ 11

Employee Support & Engagement ................................................................................ 13

Appendix: State of the Organization and Influencing Factors ........................................ 15


About the PPMC

The PPMC at Wichita State University works to enhance the quality of public service by

assisting public officials, nonprofits and community organizations to meet the challenges

of governance and improve service delivery. The mission of the PPMC is to enhance

excellence in public service through integrated instruction, research and community

service. The PPMC believes that every community and organization is unique and, as

such, is dedicated to understanding the needs and nuances of each. The PPMC is a

nonprofit organization driven by the mission of public service and is committed to a

quality product that serves the needs of each organization and community.

Learn IT Lab


Acknowledgements

The PPMC would like to thank Goodwill Industries President and CEO Laura Ritterbush,

the project steering committee members, and focus group participants who provided

valuable feedback for this Strategic Plan.

Disclaimer

This study was conducted by the Public Policy and Management Center (PPMC) at

Wichita State University (WSU). The PPMC is an independent research body

unaffiliated with Goodwill Industries of Kansas, Inc. This report was prepared by the

research team. It represents the findings, views, opinions and conclusions of the

research team alone. The report does not express the official or unofficial policy of

WSU.

Targeted Case Management


About Goodwill Industries of Kansas

Mission: To provide opportunities for people with disabilities and barriers to

employment seeking independent and productive lives.

Vision: Goodwill will be the unparalleled resource for those with vocational barriers

seeking to achieve their full potential.

“Not charity but a chance. It believes more in

prevention than cure. That is what a job does.”

– Edgar James Helms, Goodwill Founder

Skills Development


Goodwill Brand Awareness

Goal: Educate our communities of our mission to build trust and active support of Goodwill.

Objective 1: Implement customer survey and use year one as a baseline to

determine incremental improvements in awareness of Goodwill Services.

Objective 2: Increase number of partner-referred (client/student name and

information sent directly from another organization) clients/students by 20% annually.

a) Workforce Development (services to individuals with developmental disabilities)

Fiscal Year 2019: 71




NexStep Alliance GED Program


b) Career Services (NexStep Alliance & Unlocked, Digital Skills Training)





c) Increase Overall Subscribers/Followers (Facebook, Instagram, LinkedIn, Newsletter)

Current: 15,777

Fiscal Year 2022: 16,527



Strategic Initiatives:

Strengthen internal communication so all employees are equipped to be Goodwill ambassadors.

Increase engagement with community members and partner agencies to share our story

Expand social media presence through strategic communication

Engage marketing firm to develop and implement a mission brand awareness

Increase mission messaging within retail stores


Mission Services

Goal: Expand mission services to help individuals earn a sustainable income, reach their highest potential, and improve their quality of life. Objective 1: Increase number of people served. A person served is defined as

someone we have provided one of our services to including: digital skills class, intake

for services, testing, etc.





Community Employment


Objective 2: NexStep Adult Education Strategic Metrics.

Metric Title Metric Definition Goal

Students in attendance

Average of attendance headcounts taken over the first four days of classes of each new session.

Establish Post-COVID Baseline

Student retention Defined as a student who begins and finishes a classroom session (typically 8-9 weeks).


Student program graduates

Defined as a participant who enrolls and earns a High School Diploma


Earn a college credential

Defined as any student who earns a college credential during or after the program.


Employment Individual who obtains sustainable employment with a living wage as a result of NexStep services.


Objective 3: Increase job placement numbers (combined programs) year over year.






Objective 4: Define and implement a community mission fund development plan.

(Future financial objective to be established.)


Explore opportunities to decrease the Kansas Department of Aging and Disabilities waiting list

Identify best opportunities to expand mission services, such as:

Assist rural areasReach people with mental health issuesExpand Nexstep

Create and implement a development plan to increase financial resources to mission services

Address gaps with community partners to improve employment services

Create a data tracking system for people served

Build seamless transition for students wanting to obtain certifications

Develop partnerships to mitigate barriers experienced by students seeking high school diplomas


Work Opportunities

Goal: Expand work opportunities and increase revenue to expand mission services.

Objective 1: Increase retail revenue to $19 million by fiscal Year 2024.

Fiscal Year 2019: $15.2 million

Fiscal Year 2022: $16.5 million Fiscal Year 2023: $17.5 million Fiscal Year 2024: $19 million

NexStep Alliance GED Program


Objective 2: Increase recyclable poundage by 10% annually using year one as a

baseline.

May 2021: 858,043 lbs. June 2021: 791,664 lbs.

Objective 3: Ensure 90% of developmentally disabled clients have job opportunities

through Goodwill and the impact is budget neutral (already hitting this metric; ensuring

we stay on track).


Expand retail through physical presence and e-commerce:

Expand production areas in older stores and review size of sale floor;Update exterior façades and interior looks of older stores in prime markets;Expand e-commerce with new platform

Develop an overall business plan for contracts to define purpose, impact, and future objectives

Implement initiatives to amplify existing salvage lines or develop new salvage lines


Employee Support & Engagement

Goal: Ensure we are an employer of choice by investing in our employees, our greatest assets, to achieve their highest professional potential.

Objective 1: Reduce turnover.

Skills Development

a) Retail

Fiscal Year 2019: 19%

Fiscal Year 2021 (trending): 99%




b) Non-Retail


Fiscal Year 2021 (trending): 44%





Objective 2: Increase employee satisfaction rating to 90% in three key areas of

engagement survey by fiscal year 2024.

a) Question 2: People are held accountable for the quality of work they produce.

77% 90%

b) Question 5: Everyone here is treated equitably, regardless of race, gender, age,

ethnic background, disability, sexual orientation, or other differences.

81% 90%

c) Question 7: I feel valued for the work I do.

81% 90%

Strategic Initiatives

Evaluate and address benefits and compensation

Create, implement and promote a professional development system for all employees

Develop succession planning to ensure long-term sustainability for the organization

Establish a culture of employee recognition (tenure, achievements, special assignments)


Appendix: State of the Organization and

Influencing Factors

The following work was conducted prior to the strategic planning process by a third party and is not affiliated with the PPMC. State of the Organization & Influencing Factors

The data provided in this document serves to guide the development of our strategic

plan. While primarily focused on the Wichita Metropolitan Area, it presents our biggest

area of influence and a framework for expanding service in other areas of our territory.

Why are these influencing factors important?

Goodwill Industries of Kansas is dedicated to providing opportunities to people with

disabilities and barriers to employment, seeking independent and productive lives. The

dollars generated in our retail stores fund our efforts to achieve this goal and ensure our

communities will thrive well into the future.

Empower Evergreen


Building successful programs to support employment goals and economic prosperity is

not a simple task. It takes a strong and dedicated team working collaboratively within

the community to create sustainable opportunities for those we serve. To ensure we

provide the most impact for the time and resources available, we must first understand

the nature of the needs in our community.

The Influencing factors reported on the following pages shows the need that drives our

mission. From these factors we create purposeful strategies that will strengthen and

enhance our communities through the power of work.

Poverty

Understanding and working to break the cycle of poverty is a driving force behind the

Goodwill of Kansas Mission. Poverty impacts individual dignity, our workforce, our

economy, and our community well-being. Building impactful partnerships using

organizational synergies to increase services to individuals in poverty is a top priority.

Wichita Metropolitan Area Statistics

• Below Poverty Level

o 54,498 / 14.2%

• 18 and under

o 18,480 / 19.2%

• AAPI

o 1,371 / 7.0%

• Black or African American

o 10,766 / 26.9%

• Caucasian

o 31,037 / 10.9%

• Hispanic or Latino

o 17,300 / 27.1%


Intellectual and Developmental Disabilities

Goodwill Industries of Kansas has been a long-time champion of individuals with

intellectual and developmental disabilities. Case management, day services,

employment services, and job/life skills training are cornerstone mission programs for

our agency.

Wichita Disability Statistics (US Census ACS 2019)

Wichitans with a Disability: 58,827 (15.3%)

Disability by Category

• Ambulatory – 7.8%

• Independent Living Difficulty – 6.8%

• Cognitive – 6.1%

• Vision – 3.3%

• Self-care – 2.7%

Current wait time for state-funded services is 8 years.

Manufacturing

Our agency continues to promote dignity and independence through the power of work.

The Goodwill of Kansas Contracts division connects employers with assembly and light

production needs with a workforce of supported individuals with barriers to employment.

This program demonstrates Goodwill's dedication to serving the community through

programs that strengthen our workforce and economy.


Employment (US Bureau of Labor

Statistics)

Manufacturers in Kansas account for 16.30% of

the total output in the state, employing 11.69%

of the workforce. Total output from

manufacturing was $27.2 billion in 2018.

In addition, there were an average of 167,000

manufacturing employees in Kansas in 2019,

with an average annual compensation of

$74,050 in 2018.

There are an estimated 44,000 manufacturing jobs in the Wichita area currently, down

from 55,000 in January 2020.

Sectors (Kansas Department of Commerce)

Aerospace and transportation equipment

continue to dominate Kansas manufacturing

earnings at $6.8 million in 2017. Food,

energy, chemical, advanced manufacturing

and metal fabrication are also notable

sectors.

Kansas Notables

#1 Best city for manufacturing jobs (Wichita)

#1 Industry-funded aeronautical R&D

(Wichita State University)

600+ Manufacturing firms

#3 Engineering hub in the nation


Retail

Retail is changing as technology

continues to evolve and thrifting has

become very popular. Shoppers are

interested in the business practices, as

well as the products, of their spending

destination. Goodwill of Kansas takes

pride in our long history of

economically-friendly practices, our

mission-driven purpose, and the

community benefit created by every

item sold in one of our 18 retail stores.

Data

Trade, transportation and utilities are forecasted to be Wichita’s fastest-growing sectors

in 2021, expanding 4.2% from Q4 2020 to Q4 2021.

The wholesale trade is forecast to grow 6.7%, while retail trade employment is expected

to grow 4.5% as sales in the area regain some of their 2020 declines.

Both sectors are projected to recover significantly from their 2020 job losses but remain

modestly below their pre-pandemic employment peaks.


Education

Our workforce needs qualified individuals for

in-demand occupations. Possessing a strong

academic foundation sets the stage for

continued growth, job skills training, quality

employment opportunities, and a sustainable

career path. Adults who earn their Kansas

High School Diploma and a Technical

Certificate from an accredited training program

may increase their annual earnings as much

as 82%.

25 and older without high school diploma

Wichita

• 43,000

• 10.4% of Metro Pop.

Kansas

• 182,000

• 9.7% of State population

United States

• 27,800,000

• 13.0% of National population

Median wage: $27,428 annually / $13.19 hourly

Poverty rate: 28%


Justice-Involved and Corrections (Re-entry)

Kansas correctional institutions are at capacity and the demand for space is expected to

grow. Individuals working to exit the justice system need structured guidance, support,

resources, training, and employment to establish a positive lifestyle that impacts future

generations. Goodwill Industries of Kansas is working to give a hand up to those who

are willing to change.

Kansas Correctional Facilities

• 11 Statewide

• Average Daily

Population

o 8,166

• Average Sedgwick Co.

Population

o 1,472 (18%)

Recidivism Reduced By:

37.0% Upon earning a high school diploma

13.2% Upon earning sustainable employment

50.2% Total reduction in recidivism from NexStep Unlocked outcomes


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Goodwill Industries of Kansas, Inc - Wichita State University