Goodwill Industries, Inc. Serving Eastern Nebraska and ......Tactic 2: Include an employability skills certificate program that prepares trainees for their adjustment to a culture

2016 PROGRAM PLAN & BUDGET

Goodwill Industries, Inc. Serving Eastern Nebraska and Southwest Iowa

GOODWILL INDUSTRIES, INC.SERVING EASTERN NEBRASKA and SOUTHWEST IOWA

®

INTRODUCTORY

Table of Contents 1 Board of Trustees and Executive Staff 2-3Mission Statement, Vision Statement, and Values Statement 4

2016 STRATEGIC PLAN

Strategy Summary 5Goal One

Goodwill offers the community's most comprehensive and effective training, career education, and job preparation services for people who need them the most, making a positive impact on neighborhoojds of high pverty, crime, and unemployment

6-9

Goal Two Retaining our status as the area's largest private employer of people with disabilities, government and private businesse turn to Goodwill often as an indispendable community partner.

10-11

Goal Three Goodwill's mission will be sustained through a thriving donated goods / retail program that dominates the region's used goods market.

12-14

Goal Four Goodwill will have the best reputation and name recognition comared with similar agencies in the community.

15-17

Goal Five Every mission-critical Employment and Training service will be sustained, with or without government funding, through focused and ambitious fund development efforts

18-19

Goal Six Goodwill will become an employer of choice, one of the best places to work in the area, through an unwavering commitment to employee engagement and to our core values.

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Goal Seven Goodwill will survive and thrive long into the future due to effective and values-driven management, leadership, governance, and business practices.

24-28

Goal Eight Goodwill will grow the agency by over $3 million by 2018. 29Strategic Plan Top Identified Objectives/Tactics 30-31

2016 OPERATING and CAPITAL BUDGET

Graphs 2016 Budgeted Income 322016 Budgeted Expenses 332016 Budgeted Operating Revenues 342016 Budgeted Operating Gains 352016 Budgeted Disbursement of Earned Dollars 36

Budget Comparative Analysis - 2011 thru 2015 vs. Budgeted 2016 37-38Comparative Analysis - Comments and Explanations 39-40Consolidated Budget Summary - All Departments 41-45Consolidated Revenue Budget 46Consolidated Expense Budget (Condensed) 47Capital Budget - All Departments 48-50

2016 Strategic Plan and BudgetTABLE of CONTENTS

OFFICERS OF THE BOARD

Mark L. Brasee, Chairman Joseph R. Lempka , Vice Chairman Robert J. Mitchell, TreasurerPartner President Office Tax Managing PartnerFraser Stryker PC LLO Kiewit Building Group, Inc. Deloitte Tax LLP

Mark L. Stokes, Secretary Elizabeth A. Mazzotta, Chairman Emeritus Frank J. McGreeArea Executive Vice President Vice President Human Resources President and CEOGallagher Grace Mayer Mutual of Omaha Goodwill Industries, Inc.

TRUSTEES

David M. Anderson Brian M. Csipkes Richard A. FrandeenVice-President Finance Partner American National BankBlueCross BlueShield of Nebraska Seim Johnson, LLC.

Michael P. Geis Ronald C. Jensen Larry R. KingPresident Partner President and CEOThe Geis Group Baird Holm LLP Woodmen of the World

Sandra A. Lane Joseph W. Lang Othello Meadows, IIIChief Financial Officer Principal Executive DirectorTh!nk Primary Care RDG Schutte Wilscam Birge Inc. Seventy-Five North Revitalization Group

R.J. Neary Joseph J. Olsen Daniel PadillaManaging Director President/CEO Regional Branch DirectorInvestors Realty PhenomBlue LLC First National Bank of Omaha

Carol L. Russell H. Daniel Smith, Attorney at Law Daniel G. WenzlCommunity Volunteer Dwyer, Smith, Gardner, Lazer, Vice President

Pohren, Rogers, & Forrest, LLP Aon Risk Services Central

GOODWILL INDUSTRIES, INC.SERVING EASTERN NEBRASKA AND SOUTHWEST IOWA

BOARD OF TRUSTEES and EXECUTIVE STAFF

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LIFE MEMBERS OF THE BOARD

J. Timothy Daugherty Gerald C. Gray Mary Pat Heck, CFP, LUTCFThe Robert B. Daugherty Foundation Retired, Valmont Industries Senior Agent, The Principal Financial Group

James L. Mounce Dolores C. Owen William B. PrestonRetired, Woodmen of the World Community Volunteer President, Midwest First Financial, Inc.

William E. Ramsey Charles V. Sederstrom, Jr. Wayne E. SimmondsPresident, Bill Ramsey & Associates President, Erickson & Sederstrom President, FBG Service Corporation

Karen A. Stein Joseph T. Sullivan, Jr. William N. VobejdaRetired, Jennie Edmundson Hospital Retired, Wells Fargo Bank Vice President, Aon Risk Services of Nebraska, Inc.

Tommy L. Whalen Andrew Williams Gary R. YocumPrincipal, Silverstone Group Managing Partner, The Associates and Williams LLC Retired, Deloitte & Touche LLP

EXECUTIVE STAFF

Frank J. McGree Andrew D. Bradley Pauli BishopPresident and CEO Executive Vice President, Marketing & Development Chief Financial Officer

Randy J. Parks Linda J. Kizzier Todd H. MilbrandtChief Operating Officer Vice President of Employment and Training Vice President of Federal Contracts

David J. Pfeffer Tashana Barrios La Ronda BirchVice President of Human Resources Executive Assistant to the CEO Quality Assurance Director

Kent Caniglia Rita S. Crum Shirley J. HallLoss Prevention Director Marketing Director Retail Operations Director

Kay Hilgenkamp Justin Dougherty Tobi MathouserSenior Director of Retail Director of Workforce Services Director of Federal Contracts

Gordon E. Scheet Erin Swanson Russell Brent KosterInformation Technology Director Director of Development Director of Planning and Development

Shannon McGreeDirector of Retail Sales

SERVING EASTERN NEBRASKA AND SOUTHWEST IOWABOARD OF TRUSTEES and EXECUTIVE STAFF

GOODWILL INDUSTRIES, INC.

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REAL WORK FOR REAL PEOPLE

Goodwill Industries, Inc., Serving Eastern

Nebraska and Southwest Iowa, has

been a leader in helping people fulfill their dreams through

work since 1933. We train and

employ people with disabilities and

others who may be at a competitive

disadvantage in the job market, such as

at-risk youth.

Our many employment and

training services are funded through

government agencies, grants,

private support and proceeds from the sale of donated goods at our 19

convenient shopping and donating

locations throughout the metro.

ACCREDITATIONS AND AFFILIATES

Goodwill is a private, not-for-profit 501(c)3 agency that

is governed by a local board of

trustees. We are a member agency of Goodwill Industries

International of Gaithersburg, MD.

Goodwill is also affiliated with the

federal Ability One program, which provides jobs for

people with severe disabilities at federal

facilities.

Goodwill is accredited by CARF,

the Rehabilitation AccreditationCommission.

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STRATEGY SUMMARY:

For generations to come, Goodwill will remain relevant to the communities we serve, and exert a positive impact on the lives of thousands of people.

Goodwill couples greater self-reliance and an enterprising spirit with enthusiastic community support.

Goodwill Industries is a caring community enterprise that focuses on the triple bottom line of people, profit and planet. As such, our organizational priorities include profitable growth, enhanced vocational services to the most needy in our communities, and the development of our own people, all the while respecting and protecting the environment.

In an era of sustained government cutbacks, resulting in reductions of public support for many Goodwill initiatives, the imperative is to grow our ability to serve and to meet community need through our independent enterprising spirit. This entails relying on the profitability of a thriving donated goods program, and an enhanced role for the private sector, including donors and volunteers.

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Goal 1: Goodwill offers the community’s most comprehensive and effective training, career education and job preparation services for people who need them the most, making a positive impact on neighborhoods of high poverty, crime and unemployment.

Strategies: • Career and educational services are designed and offered primarily in response

to publicly-funded initiatives (RFPs). • Programs and services are limited to only those that are absolutely consistent

with the mission of the organization, thereby building a tightly-focused core of internal expertise, and external community respect and support.

• Goodwill offers employment services that may cost a little more to operate than we receive in funding.

• The agency has a “can do” attitude that does not shrink from serving the hardest to serve, including long-term unemployed, adults with criminal histories, young people involved with the courts, and persons with significant disabilities.

Objectives:O1: WORKFORCE DEVELOPMENT SYSTEM - Identify the appropriate role for Goodwill in the ongoing reshaping of the Workforce Development system in the Omaha area.

Tactic 1: Continue to implement and adjust services that align with the Workforce Innovation and Opportunity Act (WIOA) policies.

Tactic 2: Respond to requests for proposal to continue all WIOA programs/services, including WorkOpps, and management of the American Job Center.

Tactic 3: Monitor opportunities and developments in the local workforce delivery system that are not directly tied to the Workforce Innovation and Opportunities Act (WIOA).

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O2: SOUTH OMAHA PROGRAMMING - As Goodwill further expands into South Omaha, explore opportunities to better serve South Omaha.

Tactic 1: Become more involved in the South Omaha community through participation in their organizations and events. Tactic 2: Identify appropriate partners in the area, and continue to explore specific employment-related needs that Goodwill can meet.

O3: INDUSTRY-SPECIFIC TRAINING (Sector Training) - Design programs targeted towards the future employment and training needs of selected industries that provide in-demand jobs, sustainable wages, and career paths.

Tactic 1: Implement essential findings of Community Needs Assessment, including the development of programming that prepares individuals for in-demand employment opportunities, such as:

- Construction workers and wiremen for electrical contractors - Institutional food service - Warehouse workers and material handlers - Institutional housekeeping and environmental service workers

Tactic 2: Include an employability skills certificate program that prepares trainees for their adjustment to a culture of employment.

Tactic 3: Partner, when appropriate, with Metropolitan Community College or other respected training institutions.

Tactic 4: Enhance E-Learning opportunities, such as basic computer literacy, self-tutorials, etc.

O4: EX-OFFENDER / DIVERSION SERVICES - Build upon its existing services to reentry or diversion populations.

Tactic 1: Educate corrections facilities managers and the local justice system about programs at Goodwill that may be appropriate for referrals.

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Tactic 2: Pursue funding options and partnership opportunities for a diversion program that focuses on developing responsibility, employment, attitude and lifestyle changes for youth currently involved in the juvenile justice system.

Tactic 3: Seek to expand the scope of ReStart to serve neighboring communities, county probation offices, and the Federal Government.

O5: YOUTHBUILD - Continue to investigate funding opportunities that will sustain the YouthBuild program beyond grant funding.

Tactic 1: Identify growth opportunities for projects in Council Bluffs or rural communities.

Tactic 2: Utilize YouthBuild USA to ascertain successful funding strategies of other YouthBuild locations; tap into their resources and sources for funding.

Tactic 3: Continue efforts to study and measure the long-term impact of YouthBuild upon our community and on the lives of individuals served.

O6: BUSINESS OUTREACH – Goodwill will strengthen relationships with employers by being more responsive to the needs of specific employers and the opportunities they may offer.

Tactic 1: Retool business outreach efforts to ensure Goodwill is getting current information from employers about their specific employment needs, the kinds of jobs they struggle filling, and the specific demands of those jobs.

Tactic 2: Enhance services to employers by doing more extensive research to determine what skills a “job ready” candidate needs to have.

Tactic 3: Investigate implementation of “employability skills” component to job seekers in all programs.

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Other Long-Range Considerations:• Track opportunities for services to Veterans / reintegration services.• Monitor opportunities for remedial / developmental services, such as literacy

training and GED preparation.• Monitor funding opportunities to provide career services to people with Autism. • Instigate a job club at the Heartland Workforce Solutions as part of the READY

program. • Build on existing relationship with Experience Works to enhance employment

programming for older workers.

Other Short-Range Considerations:• Work with IT to explore additional features of Caseworthy database system,

while continuing to implement current features. • Monitor contract opportunities with the Department of Justice / Office of

Juvenile Justice Delinquency Prevention (OJJDP), and State Department of Corrections.

• Research feasibility of obtaining Developmental Disability (DD) certification through the State of Nebraska; expanding opportunities to provide more intensive services to Work Experience students.

• Participate in GII’s partnership with GII and the Annie E. Casey Foundation in the college readiness and navigation program.

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Goal 2: Retaining our status as the area’s largest private employer of people with disabilities, government and private business turn to Goodwill often as an indispensable community partner.

Strategies: • Provide diverse services to the federal government through the Ability One /

Source America program, creating meaningful jobs for people with disabilities; and continually monitor, research and assess new government contracting opportunities.

• Goodwill provides facility- and community-based services to area corporations by partnering with local agencies in need of work experience or community service opportunities for their clients.

• Focus on continuous quality improvement in the delivery of all contracted services.

Objectives:O1: GOVERNMENT CONTRACTING - Pursue additional contracting opportunities through a careful balance of growth and quality.

Tactic 1: Maintain strong customer relations in order to promote Goodwill’s capabilities.

Tactic 2: Monitor and pursue all appropriate Source America opportunities, including but not limited to: 1) Total Facilities Management 2) Army Reserve Center Grounds Maintenance (2016) 3) Call Center Services 4) Stratcom cleaning expansion (2017).

Tactic 3: Pursue opportunities to secure outside funding to support basic custodial training and job coaching for employees with significant disabilities.

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O2: COMMERCIAL CONTRACTS GROWTH - Procure additional contracting opportunities which grow the agency and provide community service and work experience opportunities for local organizations.

Tactic 1: Utilizing the expertise of marketing staff, develop a strong proposal package template for existing and potential lines of business.

Tactic 2: Grow RePack through the addition of local and national customers, while providing community service and work experience opportunities for individuals receiving public assistance. Tactic 3: Continue to expand Grounds Maintenance through email appeals, while utilizing Work Experience, Temp Agencies and Seasonal employees to efficiently manage personnel expenses.

Tactic 4: Engage outside consultants as appropriate to enhance the quality, efficiencies and profitability of all lines of business in the Commercial Contracting area.

O3: QUALITY ASSURANCE: Implement a departmental reorganization that will ensure contract compliance for all services.

Tactic 1: Adopt MIS/Project Management software to ensure the most efficient contract performance.

Tactic 2: Investigate the addition of a quality assurance position, or add those responsibilities to an existing position.

Tactic 3: Establish or enhance new and existing lines of business by learning from other high performing Goodwills.

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Goal 3: Goodwill’s mission will be sustained through a thriving donated goods / retail program that dominates the region’s used goods market.

Strategies: • Be the used goods market leader by offering a large assortment of higher

quality, everyday-low-priced goods to a diverse consumer market, in pleasant surroundings.

• Capture the wealthier donor market with convenient drive-thru’s in upper-scale neighborhoods, supplemented by community donation drives and neighborhood donation sites.

• Costs are controlled through effective staff scheduling, processing donated goods where they are received, some selectivity in accepting material donations, and requiring the donor to come to us.

• Evaluate additional store openings in light of available reserves and profitability; new locations, especially in less populated communities, will typically be in leased sites.

Objectives: O1: EXPLORATION AND EXPANSION OF TERRITORY – Grow the retail department by adding new locations when feasible.

Tactic 1: Utilize the full territory analysis from Goodwill Industries International and results of the local Market Assessment to assist in determining the proper placement and number of new locations throughout our territory.

Tactic 2: Evaluate all potential store locations to determine lease or purchase options.

O2: GOODWILL CARD – Strengthen the Customer/Donor Card Program (2016).

Tactic 1: Improve efficiency in the activation of the Goodwill Card.

Tactic 2: Research the implementation of a card point system that offers incentives based on shopping and donating habits.

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Tactic 3: Implement a customer portal for the Goodwill Card, making signing up and accessing accounts easier, including on-line access to donation history.

Tactic 4: Consider using special promotions with Goodwill Card email marketing.

Tactic 5: Convert donors to shoppers by offering discounts based on donation activity.

Tactic 6: Develop special shopping events for cardholders, such as early entry into new stores, or after-hours sales, and other in-store promotions.

Tactic 7: Review other features of CounterPoint (POS system) that would increase the value of the Goodwill Card to customers.

O3: SALVAGE MARKET – Develop expertise at planning for and reacting to changing market values for salvage goods.

Tactic 1: Reach out to fellow Goodwills for the purpose of knowledge sharing.

Tactic 2: Seek out new outlets for salvage goods – including new venders, new salvage material and new product creation.

Tactic 3: Explore avenues to enhance the electronics recycling business by securing donations from area businesses.

04: DONATION PROCUREMENT – Enhance Goodwill’s current channels for donations, by investigating and growing new concepts.

Tactic 1: Investigate the feasibility of home pickups by gathering household demographic information by zip codes, and researching a routing system to insure efficiency.

Tactic 2: Grow the Goodwill Pod system with a comprehensive program that solicits apartment complexes, retirement centers, and other high-density places of business.

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Tactic 3: Research an estate/garage sale concierge service, providing an array of services for those needing assistance selling/donating a large amount of goods.

Tactic 4: Add mobility to the donation acceptance process by adding WIFI to donation locations and using mobile donation hardware.

O5: RETAIL CULTURE – EMPLOYEES – Build a culture in the stores that encourages staff satisfaction, retention, and development by implementing recommendations from Employee Engagement Committee and Scenario Planning Exercise.

Tactic 1: Implement an in-store Retail Employee Recognition Program.

Tactic 2: Create vehicle for retail managers to share suggestions and approaches to promote employee engagement.

Tactic 3: Restructure the retail employee performance review process to weigh heavier on employee performance and customer service.

06. RETAIL CULTURE – CUSTOMERS – Every customer will have a positive, engaging and memorable experience each time they shop Goodwill.

Tactic 1: Create more local in-store promotions, incorporating timely community or neighborhood themes centered around local sports teams, civic events, celebrations, etc.

Tactic 2: Implement in-store customer questionnaires administered by our Work Experience students.

O7: STORE REFRESH – Continue facility upgrades in retail stores as needed: Papillion and Madison by 2017, Bellevue by 2018.

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Goal 4: Goodwill will have the best reputation and name recognition compared with similar agencies in the community.

Strategies: • Goodwill reaches broad markets with consistent, diverse, and targeted

advertising messaging related to mission, donating and shopping. • The agency protects and enhances the Goodwill brand through effective and

proactive media relations, community partnerships, and other outreach efforts. • A younger demographic is courted primarily through Goodwill’s social media

channels and volunteer opportunities. • Goodwill projects a strong professional public image through its website and the

creation of top-notch collateral materials and information pieces.

Objectives:O1: SPECIAL EVENTS - Generate more events that highlight the employees, participants and services of Goodwill.

Tactic 1: Sponsor an annual AbilityOne-specific celebration and social.

Tactic 2: Develop yearly special events surrounding specific themes, such as Goodwill week, National Disability Employment Awareness Month, and agency anniversaries (local / international).

O2: SOCIAL MEDIA AND WEBSITE – Continue to engage and inform the community through our ongoing efforts to create an informative and customer-related online presence.

Tactic 1: Place more ads on Facebook and Twitter, and monitor the effectiveness of these ads.

Tactic 2: Organize, integrate and enhance all social media and Email Marketing forms of communication, with a special emphasis on reaching younger populations.

Tactic 3: Implement Search Engine Optimization for Goodwill website.

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Tactic 4: Reach 50,000 website visits per month by 2018.

Tactic 5: Utilize in-house video production to enhance online communication.

Tactic 6: Create special blogs for targeted consumer segments, including persons wishing to declutter / downsize, as well as people looking for tips and assistance with their career searches.

O3: MEDIA RELATIONS – Continue an effective media relations campaign with an estimated value of $900,000 for 2016, and an increase of $100,000 per year in 2017 and 2018.

Tactic 1: Secure an exclusive media sponsor for Drive 4 Drives (computer and electronics components drive).

O4: ADVERTISING/MARKETING EFFORTS – Increase exposure for Goodwill by upgrade advertising and marketing materials in the community and at Goodwill locations in the next two years.

Tactic 1: Research the possibility of creating a locally-produced television advertising campaign.

Tactic 2: Develop and maintain a consistent look in all agency messaging, including mission, retail and development creative work.

Tactic 3: Create and implement an in-store mission marketing campaign, focused on engaging our customers and staff with the mission of Goodwill.

Tactic 4: Create content and messaging for retail donors and shoppers based on specific target demographics, especially millennials, young families, and frequent shoppers.

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Other Short-Range Considerations:• Explore partnering opportunities with area sports arenas, including UNO’s

Baxter Arena.• Continue to build and utilize an effective Marketing Advisory Committee

comprised of marketing professionals from the community.• Plan, execute and host a well-organized, fun, and memorable Delegate

Assembly in June, 2016.

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Goal 5: Every mission-critical Employment and Training Service will be sustained, with or without government funding, through focused and ambitious fund development efforts.

Strategies: • Goodwill employs a comprehensive, multi-faceted approach to fund

development that includes grant writing, direct mail, major and planned gifts, and special campaigns.

• Strong interpersonal relationships are built and sustained with major area donors, including individuals, businesses and foundations.

• The board of trustees and the Goodwill CEO team to attract more financial support – and long-term supporters – for the agency.

• Special events help educate more people about Goodwill, build more long-term donors and supporters, provide additional financial assistance for mission services, and open avenues of volunteer engagement.

Objectives:O1: COMMUNITY OUTREACH & SPECIAL EVENTS - Clarify and strengthen current community outreach and special events programming.

Tactic 1: Develop and recruit for a new special event to be held in 2017 to help engage the community with our people and mission.

Tactic 2: Start a multifaceted volunteer program to engage community-minded citizens, build closer relationships with supporters, as well as grow awareness of Goodwill’s mission.

Tactic 3: Continue to cultivate opportunities to partner with for-profit businesses to promote Goodwill’s mission and generate support.

Tactic 4: Continue to offer opportunities for Goodwill supporters to host socials on behalf of Goodwill as a way to cultivate new friends, donors, volunteers, and potential board members.

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O2: ENDOWMENT GROWTH - Use constituent giving history, donor affinity and prospect research to build a planned giving pipeline of prospective donors.

Tactic 1: Maintain ongoing planned giving communications and cultivation with our top donors and prospects, including former capital campaign donors, foundations, corporations and individuals.

Tactic 2: Cultivate and solicit Trustees and senior leaders of the organization for planned gifts through their estate plans.

O3: FUND DEVELOPMENT ADMINISTRATION - Examine the internal staffing structure and agency resources necessary to move the organization toward a comprehensive, full-service fund development operation.

Tactic 1: In order to continue to grow our outreach and success in generating support, a restructure of the department and addition of up to three staff will be needed over the next three years, focusing on:

- Special event planning and execution; - Volunteer recruitment and management; - Public policy, advocacy and government relations coordination & leadership;- General department record keeping, administration & support; - Donor prospecting, development and communication / relationship nurturing.

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Goal 6: Goodwill will become an employer of choice, one of the best places to work in the area, through an unwavering commitment to employee engagement and to our core values.

Strategies: • Build an experienced, diverse, talented and committed staff through competitive

compensation, rewards & incentives, and a retirement (403b) program. • Grow the organization from within by offering incumbents the first opportunity

to apply for new openings. • Identify and develop talent through a combination of internal and external

training opportunities.

Objectives:O1: EMPLOYEE RELATIONS – Introduce and sustain new initiatives geared towards improved employee communication and engagement.

Tactic 1: Create an employee intranet portal as an effective and comprehensive communications and engagement tool.

Tactic 2: Utilize Employee Engagement Focus Group to help facilitate ongoing communication with employees, including the administration and analysis of employee feedback instruments.

Tactic 3: Continue to improve and enhance Town Hall.

Tactic 4: The overall satisfaction score on the Best Places to Work survey will improve upon each administration of the instrument, currently scheduled for every other year.

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O2: SALARY AND BENEFITS – Ensure compensation, benefits rewards and incentives are competitive, enabling Goodwill to hire and retain the best employees possible.

Tactic 1: Improve the agency salary structure through implementation of the Hay compensation system in 2016.

Tactic 2: Administer a request for proposal to retirement plan providers in 2016

Tactic 3: Examine offering a customized / individualized benefits program for each employee.

Tactic 4: Review all performance incentive and bonus programs.

O3: RETENTION AND DEVELOPMENT – 90 percent of non-entry level position vacancies will be filled internally by engaging Goodwill employees in a combination of in-house and external training opportunities.

Tactic 1: Continue to offer promotions to internal candidates first.

Tactic 2: A new onboarding process will be developed for all employees, along with a sequential, more thorough orientation for professional/managerial level employees.

Tactic 3: Formal career paths will be created for employees in all departments.

Tactic 4: Goodwill succession plans for agency leadership will be reviewed and revised as necessary; all departments will develop and implement leadership succession plans for their areas.

Tactic 5: The Retail Development Program will be utilized for potential team leaders, while an internal leadership development program will continue to be available for all current and future stars of the organization.

Tactic 6: Implement the Brainshark learning management system in 2016, an on-line training and learning management program.

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Tactic 7: Continue to identify and promote candidates for external development programs, including those offered through GII, local Chambers of Commerce, and the Non-Profit Association of the Midlands.

Tactic 8: Add an entry-level Training Assistant to help meet the identified training and development needs throughout the organization.

O4: RECRUITMENT – Continue to implement innovative recruiting strategies with a focus on hiring and managing a diverse workforce.

Tactic 1: The recruiting and selection process will become more efficient.

Tactic 2: Social media, job fairs and other low-cost techniques will be utilized in collaboration with the Marketing Department.

Tactic 3: Become an employer of choice for job candidates referred through our Employment & Training programs.

Tactic 4: Develop more opportunities for internships and practicums.

Tactic 5: Implement a new cultural competency (diversity and inclusion) program in 2016.

Tactic 6: Develop additional tools to attract and retain employees of the millennial generation.

Tactic 7: IT and HR will review function and design of employment kiosks in the stores.

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O5: WELLNESS AND SAFETY – Continue to protect and promote the safety and well-being of Goodwill employees.

Tactic 1: Continue to monitor the pre-employment drug screening program.

Tactic 2: Reassess the post-offer physical program.

Tactic 3: Establish safety committees at each work location.

Tactic 4: Implement an enhanced wellness program in 2016; consider applying for a WELCOM wellness award.

Tactic 5: Analyze and develop family strengthening practices, which provide our employees some of the same supports and learning opportunities that we offer our program participants.

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Goal 7: Goodwill will survive and thrive long into the future due to effective and values-driven management, leadership, governance and business practices.

Strategies: • Build a Board of Trustees that is knowledgeable, engaged and committed – one

that reflects the diverse face of our community – and will ensure our financial success and positive community impact for generations to come.

• Adopt technology that will provide a secure computing environment that protects corporate, client and customer information with robust systems that are appropriate for our needs; these systems provide critical analytical data, and enable Goodwill to manage an efficient and effective business.

• Leadership is true to its core values, while operating a successful business enterprise efficiently, effectively and profitably.

• Goodwill moves cautiously and manages its resources carefully and conservatively, but still takes well-calculated risks and pursues new – sometimes unexpected – opportunities that will grow the organization, enhance the mission, and strengthen our retail and commercial enterprises.

Objectives:O1: INTEGRATED ADMINISTRATIVE SUPPORT – Implement a coordinated effort among IT, Human Resources, and Accounting to maximize efficiency and improve impact of administration staff services.

Tactic 1: An operations support team, comprising members of IT, HR, and Accounting, will meet regularly with operations staff to improve service delivery.

Tactic 2: Workflows, internal processes and financial projects and reports will be analyzed to increase efficiency.

Tactic 3: Joint teambuilding exercises and training will be held among the three departments.

Tactic 4: Research will begin on a new integrated solution to meet the personnel, time/attendance, payroll, fund accounting and document management needs of the agency.

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Tactic 5: Assess the feasibility of working with an outside consultant for an integrated software solution.

O2: COMMUNICATIONS/REMOTE ACCESS – Enhance communications and mobility among Goodwill staff and outbound operations.

Tactic 1: Evaluate use of Skype other messaging system for business communications; explore networked information presentation system for Retail and other outbound areas to assist in training and communications.

Tactic 2: Link phone systems at BPP, ROC and Retail locations with the outdated/unsupported phone systems at West Center, 156th and Papillion.

Tactic 3: Investigate camera systems that integrate with the register system for improved safety and loss prevention.

Tactic 4: Evaluate a Virtual Desktop Interface for use in public-use areas and remote user access.

O3: OPERATIONAL SOFTWARE – Identify applications that can benefit day-to-day operations.

Tactic 1: Identify programs to improve efficiencies for areas such as Ground Maintenance, Facilities Maintenance, Warehousing, etc.

O4: ON-GOING IT NEEDS ASSESSMENTS – Identify needed IT skills to support all the various IT aspects of the agency.

Tactic 1: Regularly review IT needs of the agency and seek out additional qualified staff.

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Other Short-Range IT Considerations:• Review printing costs and printers/copiers for all areas.• Transition to newer Windows operating systems and other appropriates

applications and messaging platforms• Implement additional security features, including mobile device security.• Consolidate servers. • Continue annual outside audits of various facets of our IT infrastructure.

O5: PLANNING AND RESEARCH – Continue to make informed choices through long- and short-term strategic planning, targeted research projects, and thorough investigation of new business or services opportunities.

Tactic 1: Undertake research projects targeted at specific retail market segments; integrate new in-person survey program at stores, with existing data from local market research, and findings from other Goodwill markets.

Tactic 2: Utilize focus groups for employee, participant and customer feedback.

Tactic 3: Utilize Mind Mixer or similar community engagement tools to solicit input from the public on issues related to mission services, donating, sustainability, shopping and Goodwill acceptance / public image.

Tactic 4: Form an internal Business Development Committee (Research & Development) to do the initial research and evaluation of potential new lines of operation.

Tactic 5: Continue to rely on the internal Business Development Focus Group (BDFG) to do a final evaluation and impact analysis of major new business, retail and programming / grant opportunities, as well as a review of potential program, service or retail closures.

Tactic 6: Update the agency’s Community Impact Statement.

Tactic 7: Continue Scenario Planning in 2016, building upon the work from 2014, and the 2015 strategic plan; continue to monitor the “Driving Forces” identified from 2014 Scenario Planning process.

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Tactic 8: Facilities Planning: Continue the process of developing a long-range facilities master plan that accounts for necessary upgrades to existing properties, as well as potential future new properties and structures.

Tactic 9: Retain the consulting services of an outside individual or firm to audit the messaging and branding efforts of Goodwill, and to help craft a strategic marketing communications and advertising plan based upon the audit results, as well as the results of 2015 market assessments.

O6: PUBLIC POLICY – Ensure Goodwill’s interests are protected and advanced in city hall, the state capitol and in DC.

Tactic 1: Continue to partner with Goodwills in Iowa and Nebraska on common legislative issues, while developing a public policy focus and initiative that meets our own unique advocacy needs.

Tactic 2: Build solid relationship with new government relations firm to ensure that their consultants have a solid grasp on the needs and interests of our Goodwill.

Tactic 3: Collaborate with other advocacy groups, coalitions and government relations firms, such as Appleseed, the Nebraska Association of Service Providers, and ACCSES, that promote agendas in alignment with Goodwill’s needs and interests.

Tactic 4: Continue participation in Goodwill, SourceAmerica and other relevant advocacy events in Lincoln, Des Moines, and Washington, DC.

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O7: BOARD ENGAGEMENT – Staff and Board members will continue to collaborate on initiatives that increase and enhance Board involvement.

Tactic 1: Encourage all active and lifetime board members to participate in Goodwill social and fund raising efforts, including making annual and planned gifts.

Tactic 2: Continue utilization of Board “Scorecard,” which details the level and nature of involvement of each board member.

O8: QUALITY ASSURANCE

Tactic 1: Prepare for CARF review in 2018.

Tactic 2: Proactively monitor and comply with applicable regulatory standards, including:

- Nebraska Minimum Wage Increase, January 1, 2016- Federal Contract Minimum Wage- FLSA Overtime Changes- Fair Pay and Safe Workplaces Act- Affordable Care Act- EEOC Discrimination Claims - OFCCP Hiring and Compensation - DOL Retirement Plan Fiduciary Proposal

Tactic 3: Monitor contract/grant/foundation compliance to ensure programs are meeting required outcomes; ensure adequate staff are in place to track performance of all Goodwill training and case management programs.

G728

27

goal eight Goal 8: Goodwill will grow the agency by over $3 million by 2018. 1. To grow the Agency to over $33 million by 2018, average growth of $1 million (growth rate 1.93%)

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Projection Plan Plan Plan

REVENUE1 15,940,000 17,618,332 19,885,000 19,502,498 23,974,138 23,509,632 26,389,362 28,656,666 28,525,765 29,099,849 30,196,961 30,263,643 31,264,802 33,185,705RETURN2 987,765 1,017,857 874,522 106,733 5,350,630 2,639,939 1,055,574 1,146,267 1,069,716 1,085,424 22,696 617,483 937,944 1,327,428GROWTH 15.02% 10.53% 12.87% -1.92% 22.93% -1.94% 12.25% 8.59% -0.46% 2.01% 3.77% 0.22% 3.31% 6.14%

2. To serve over 41,000 people in Employment & Training programs between 2016 and 2018 an average of about 13,666 a year.

YEAR 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Projection Plan Plan Plan

PeopleServedGROWTH -23.61% 20.53% -37.64% -71.35% 19.10% -18.03% 1022.49% 14.64% 0.52% 4.10% -37.91% 50.00% 3.33% 0.65%

3. To generate over $4.3 million in annual Employment & Training revenue by 2018.

YEAR 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Projection Plan Plan Plan

REVENUE 2,287,921 2,826,060 2,828,449 2,270,539 3,838,629 3,273,957 3,815,796 4,125,274 3,418,409 3,268,695 4,047,353 4,003,037 4,218,222 4,353,000

4. To increase annual Retail Operations revenue to $22.5 million by 2018.


REVENUE 8,686,452 9,824,707 11,034,265 11,993,041 12,586,027 14,064,734 16,160,759 19,008,442 20,130,528 20,575,356 20,714,976 21,136,571 21,775,000 22,500,000NET GAIN 1,874,683 1,980,945 2,185,541 880,263 2,530,215 2,496,375 2,814,190 4,156,904 4,531,020 3,376,150 3,964,846 4,045,540 4,246,125 4,387,500E:R 78.4% 79.8% 80.2% 77.7% 79.9% 82.2% 82.6% 78.1% 77.5% 83.6% 80.9% 80.9% 80.5% 80.5%

5. To generate more than $6.3 million in Federal, Community, and Commercial Contracts by the year 2018.


Ability One 4,727,339 4,717,807 4,920,337 4,756,735 5,187,370 5,394,814 5,357,993 4,665,395 4,040,040 4,128,219 4,372,445 3,959,748 4,049,079 5,049,079Commercial 65,620 82,555 73,653 67,662Community 52,643 81,644 286,199 414,521TOTAL 4,845,602 4,882,006 5,280,189 5,238,918 5,737,804 6,498,881 6,412,807 5,522,950 4,976,828 5,255,798 5,434,632 5,124,035 5,271,580 6,332,705

1 Operating revenue only. Does not include contributions, special events, admin, or unrealized gain/(loss) on investments2 Includes contributions, special events, admin, and unrealized gain/(loss); reported as increase/(decrease) in net assets in audited Statement of Activities.

1,283,6261,062,187 1,164,287 1,222,501

15,500 15,60010,000 15,000

1,127,579

13,425 15,391 15,471 16,105

YEAR

YEAR

550,434 1,104,067 1,054,814

6,857 4,276 1,225 1,459 1,196

936,788857,555

YEAR

5,689

Goal 8: Goodwill will grow the agency by over $3 million by 2018.

G8 29

GOODWILL STRATEGIC PLAN

TOP IDENTIFIED OBJECTIVES/TACTICS GOAL 1

• SOUTH OMAHA PROGRAMMING - As Goodwill further expands into South Omaha, explore opportunities to better serve South Omaha. (G1.O2)

• YOUTHBUILD - Continue to investigate funding opportunities that will sustain the YouthBuild program beyond grant funding. (G1.O5)

GOAL 2

• COMMERCIAL CONTRACTS GROWTH - Grow RePack through the addition of local and national customers, while providing community service and work experience opportunities for individuals receiving public assistance. (G2.O2. T2)

GOAL 3

• EXPLORATION AND EXPANSION OF TERRITORY – Grow the retail department by adding new locations when feasible. (G3.O1)

• GOODWILL CARD – Strengthen the Customer/Donor Card Program (G3.O2)

GOAL 4

• ADVERTISING/MARKETING EFFORTS - Create content and messaging for retail donors and shoppers based on specific target demographics, especially millennials, young families, and frequent shoppers. (G4.O4.T4)

30

GOAL 5

• ENDOWMENT GROWTH - Use constituent giving history, donor affinity and prospect research to build a planned giving pipeline of prospective donors. (G5.O2)

GOAL 6

• EMPLOYEE RELATIONS – Introduce and sustain new initiatives geared towards improved employee communication and engagement. (G6.O1)

• RETENTION AND DEVELOPMENT - A new onboarding process will be developed for all employees, along with a sequential, more thorough orientation for professional/managerial level employees. (G6.O3.T2)

• RECRUITMENT – Continue to implement innovative recruiting strategies with a focus on hiring and managing a diverse workforce. (G6.O4)

GOAL 7

• PLANNING AND RESEARCH – Continue to make informed choices through long- and short-term strategic planning, targeted research projects, and thorough investigation of new business or services opportunities. (G7.O5)

• QUALITY ASSURANCE - Monitor contract/grant/foundation compliance to ensure programs are meeting required outcomes; ensure adequate staff are in place to track performance of all Goodwill training and case management programs. (G7.O8.T3)

31

Ability One Contracts 12.8%

Commercial Services Contracts

3.8%

Retail Operations 68.5%

Employment and Training 14.6%

Investment/Misc. 0.4%

2016 Budgeted Income

32

DRAFT

People 62.9%

Dues/Memberships 1.3%

Marketing/Advert'g. 1.7%

Travel and Seminar 0.6%

Supplies and Misc. 17.0%

Facilities and Equipment 16.6%

2016 Budgeted Expenses

33

DRAFT

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

Retail Operations Ability One Contracts Commercial ServicesContracts

Employment andTraining

Tota

l Rev

enue

Responsibility Center

2016 Budgeted Operating Revenues

34

DRAFT

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

Retail Operations Ability One Contracts Commercial ServicesContracts

Employment andTraining

Ope

ratin

g G

ain

Responsibility Center

2016 Budgeted Operating Gains

35

DRAFT

People 61.6%

Dues and Memberships 1.2%

Marketing/Advertising 1.7%

Travel and Seminar 0.6%

Supplies and Misc. 16.7%

Facilities and Equipment 16.2%

Growth and Development 2.0%

2016 Budgeted Disbursements of Earned $

36

DRAFT

Sales - West Center Store 1,120,597 1,107,756 1,123,270 999,491 1,028,784 1,061,549Sales - Harris Center Store 1,322,144 1,295,900 1,330,530 1,256,673 1,193,157 1,256,133Sales - Bellevue Store 1,064,278 1,265,743 1,364,123 1,323,842 1,368,354 1,343,709Sales - Fremont Store 1,118,883 1,180,841 1,198,778 1,153,153 1,179,691 1,217,803Sales - Papillion Store 1,276,719 1,186,240 1,162,023 1,310,216 1,324,246 1,352,703Sales - Southwestern Plaza Store 1,689,349 1,989,234 1,976,236 1,927,302 1,956,988 2,031,543Sales - Madison Avenue Store 1,326,770 1,479,181 1,489,927 1,412,589 1,480,391 1,484,927Sales - 156th & Maple Store 1,237,646 1,370,879 1,471,782 1,450,198 1,558,089 1,625,428Sales - 180th & Q Store 1,394,002 1,407,813 1,542,734 1,438,817 1,449,501 1,519,889Sales - E-Commerce Store 467,871 473,246 495,503 457,943 463,430 458,370Sales - Wearhouse Store 976,005 1,122,214 1,187,094 1,126,479 1,122,232 1,120,245Sales - Benson Park Plaza 1,302,328 1,401,673 1,427,956 1,403,654 1,400,030 1,434,380Sales - GoodBytes 220,236 240,954 287,171 345,956 317,492 323,868Sales - 78th and Dodge 188,236 1,312,504 1,301,086 1,314,112 1,344,110 1,350,518Sales - Blair 0 385,445 723,422 646,596 642,596 655,274

Sales - Reserve 142,506 141,498 142,729 123,073 126,399 45,531Sales - Gretna 0 0 208,573 688,131 757,650 756,131Sales - South Papillion 0 0 0 692,981 977,068 999,569

Sales - Coffee House 0 0 26,464 34,828 34,648 0 Salvage Sales - Operations 1,313,190 1,646,574 1,669,883 1,469,296 990,120 1,099,000

Ability One Income - Zorinsky 835,684 796,399 643,641 624,744 672,403 656,896Ability One Income - Offutt 2,647,015 1,958,699 1,657,856 1,640,266 1,675,031 1,644,000Ability One Income - Offutt Postal #1 201,363 202,282 196,298 171,702 177,173 179,236Ability One Income - Offutt Postal #2 435,398 416,985 368,924 342,345 257,427 259,939Ability One Income - Denney Building 840,915 835,780 663,177 633,123 648,935 676,457

Ability One Income - V.A. Hospital 397,620 385,898 417,542 400,944 385,859 295,998Ability One Income - Gounds Mainenance Grand Island 0 69,352 92,602 204,271 254,799 247,222

Ability One Income - VA Laundry 0 0 0 110,815 300,818 0Commercial Services Division 1,054,815 857,555 938,034 1,127,579 1,062,187 1,164,287Ready Program 0 0 0 0 0 0WIA Youth Program - Income 1,036,466 1,073,484 791,287 667,306 883,555 830,000

Youthbuild - Income 245,120 33,272 137,879 378,384 272,616 156,288PWI - Income 211,248 23,271 0 0 0 0

Customer Connect 572,736 587,510 392,694 62,680 60,182 0Good Guides 153,483 0 0 0 0 0Americorps 45,486 45,562 65,551 60,685 86,762 82,200Rehabilitation Services - Income 528,354 566,097 626,152 623,859 618,530 622,316WIA Adult Program 1,022,656 1,796,328 1,363,079 1,183,780 1,221,168 1,130,000

E&T Other 0 0 41,767 70,755 55,763 0 Project Employment 0 0 0 92,584 165,713 222,342

Wage Subsidy 0 0 0 128,663 531,568 500,000 Restart 0 0 0 0 151,496 459,891

Special Events - Income 63,557 80,035 79,153 98,295 142,250 154,500Interest and Dividend Income 51,101 62,908 62,737 60,460 42,673 46,000

Unrealized Gain/(Loss) on Investments (45,059) 203,238 415,506 179,343 0 0 Capital Gains/(Loss) 0 750 12,755 0 10,900 0 Released from Temp. Restricted Contrib. 0 0 0 0 0 0 Unrestricted Endowment Income Transfer 0 0 0 0 0 0

Miscellaneous - Income 4,733 5,876 19,117 8,894 5,300 0Subtotals 26,463,451 29,008,976 29,115,035 29,446,807 30,398,084 30,464,142

Contributions - Current Unrestricted 26,972 335,473 127,028 204,443 194,650 160,000 Contributions - Current Temp. Restricted 1,846,549 687,253 288,500 509,239 152,000 250,000

Totals 28,336,972 30,031,702 29,530,563 30,160,489 30,744,734 30,874,142

GOODWILL INDUSTRIES, INC.2016 BUDGETING PROCESS - COMPARATIVE ANALYSIS - 2011 thru 2015 vs. 2016

Account TitleActual 2011 Actual 2012 Actual 2013 Actual 2014 Projected 2015 Budget 2016

REVENUE

37

DRAFT

Salaries - Sales Personnel 4,012,941 4,530,566 5,648,881 5,990,936 6,071,591 6,665,566Salaries - Operations 735,577 793,361 1,042,868 1,031,260 1,045,144 1,132,527

Salaries - Clients 236,665 270,043 387,891 331,209 353,384 603,149Ability One Salaries - Zorinsky 308,242 318,093 235,807 284,696 273,500 319,624Ability One Salaries - Offutt Janitorial 1,177,118 1,151,091 628,818 739,748 710,656 798,948Ability One Salaries - Offutt Postal #1 115,702 113,415 94,323 90,365 86,811 110,086Ability One Salaries - Offutt Postal #2 226,561 218,751 188,646 214,927 206,475 161,367Ability One Salaries - Denney Building 333,999 332,885 251,527 284,306 273,125 332,862Ability One Salaries - V.A. Hospital 115,165 133,024 157,205 150,698 144,771 122,088Ability One Salaries -Grounds Maintenance Grand Island 0 0 15,720 77,394 74,350 93,232

Ability One Salaries -VA Laundry Omaha 0 0 0 14,556 13,983 0 Ability One Salaries -VA Laundry Des Moines 0 0 0 16,190 15,553 0

Salaries - Commercial Services Division 498,538 413,555 430,828 553,058 626,548 612,790 Salaries - Ready Program 56,432 43,132 66,254 70,811 78,888 176,268

Salaries - WIA Youth Program 481,617 480,611 365,428 340,278 351,969 341,244 Salaries - Youthbuild 195,923 140,723 157,238 221,708 246,996 144,138

Salaries - PWI 210,809 124,314 219 0 0 0Salaries - Good Guides 82,023 90,184 0 0 0 0

Salaries - Customer Connect 126,878 176,285 141,324 61,852 68,907 0Salaries - Rehabilitation Services 276,759 248,078 298,118 307,303 342,354 338,748Salaries - Summer Youth Program 5,830 0 0 0 0 0Salaries - WIA Adult Program 0 430,056 529,034 465,916 492,007 473,789

Salaries - E&T Other 0 0 22,608 58,004 64,620 27,708 Salaries -Project Employment 0 0 0 44,770 49,876 118,044 Salaries - Wage Subsidy 0 0 0 30,645 34,140 71,508 Salaries - Restart 0 0 0 0 98,116 167,359

Salaries - Marketing/Development 519,784 560,380 706,839 712,726 680,623 652,758Salaries - Administrative/Support 1,104,409 1,136,794 1,707,425 770,807 1,210,589 1,262,105

Non-payroll Salaries 70,382 41,513 146,995 194,092 263,445 28,625Health & Dental Insurance Expense 1,406,445 1,560,463 1,812,764 1,975,178 2,447,045 2,201,547Other Employee Benefits 345,670 375,356 304,944 782,156 338,736 375,958Employee Retirement Expense 238,546 240,739 203,335 162,799 171,088 186,454FICA Tax Expense 800,525 868,225 950,891 969,040 1,026,091 1,126,150

Unemployment Tax Expense 149,402 166,429 69,216 107,763 62,396 14,721Workers Compensation Insurance 82,341 109,316 327,141 411,310 340,120 391,078Recruiting Expense 23,904 20,713 24,026 44,260 31,659 35,248Security Services 54,309 47,884 61,913 62,164 70,839 70,332Professional Fees 414,967 232,307 160,504 289,206 504,871 384,421Supplies Expense 1,124,862 1,239,667 1,211,541 1,494,365 1,701,206 1,468,950New Goods Expense 453,675 552,333 518,606 542,103 367,946 373,290Postage Expense 74,022 135,372 151,141 130,383 124,004 131,143Rent - Operations 33,319 53,543 609,651 511,204 532,300 515,883Rent - Outbound Stores 496,005 697,767 402,990 537,468 559,648 529,133

Rent - E & T Programs 53,257 23,810 20,666 12,977 13,513 24,600General Liability Insurance 217,024 232,620 289,402 309,149 307,412 332,693Interest Expense 1,175,470 1,512,735 873,116 904,303 532,871 496,510Building Maintenance and Repairs 869,853 934,711 922,725 1,057,036 1,078,756 972,231Trash Removal 253,327 254,251 226,237 217,482 221,431 241,675Building Utilities 424,744 489,511 598,489 698,564 667,031 640,962Communications Expense 317,099 328,779 440,496 435,904 431,171 407,314Equipment Maintenance and Repairs 167,830 184,716 144,376 74,613 64,471 71,858

Equipment Leases 128,274 168,567 187,252 290,891 228,088 126,684Marketing Expense 92,382 97,576 112,490 108,348 111,041 183,451

Advertising 328,683 288,614 345,820 363,159 340,644 326,891Local Travel 55,064 65,998 72,982 75,599 70,063 71,360Out-of-Town Travel 82,232 65,261 35,925 35,941 86,083 61,404

Company Auto and Bus Expense 67,448 41,058 34,176 70,535 72,789 28,244Truck Maintenance and Repairs 59,944 50,577 38,392 56,406 52,647 48,100Truck Fuel and Oil 68,772 61,488 120,094 140,458 110,214 112,240Vehicle Licenses and Taxes 7,861 10,599 8,327 8,856 11,833 7,160Conferences and Seminars 49,958 52,975 46,598 46,550 62,249 61,775

Client Support 365,540 892,423 938,263 781,250 1,143,399 904,365GII Dues 134,108 140,619 155,079 154,907 157,027 148,343Subsriptions/Dues/Fees 60,217 55,284 50,532 101,442 62,528 47,629Ability One Commissions (All) 192,596 194,069 153,486 157,181 151,057 151,888Bank Charges 239,294 274,192 305,622 429,950 322,808 332,546Depreciation Expense 861,595 1,276,991 1,607,184 1,740,443 1,782,395 1,899,807Miscellaneous Expense (293) (1) 350 3,516 4,148 0

Subtotals 22,861,625 25,744,392 27,760,739 29,353,114 30,242,038 30,258,570 Performance Incentives 439,445 448,931 324,627 229,571 480,000 0

Totals 23,301,070 26,193,323 28,085,366 29,582,685 30,722,038 30,258,570

CHANGE IN NET ASSETS 5,035,902 3,838,379 1,445,197 577,804 22,696 615,572

EXPENSE

By virtue of the size of the increase or decrease in budgeted 2014 amounts and the nature of the situations, as compared to projected 2013 amounts

GOODWILL INDUSTRIES, INC.2016 BUDGETING PROCESS - COMPARATIVE ANALYSIS - 2011 thru 2015 vs. 2016

Account TitleActual 2011 Actual 2012 Actual 2013 Actual 2014 Projected 2015 Budget 2016

38

DRAFT

GOODWILL INDUSTRIES, INC. 2016 BUDGETING PROCESS — COMPARATIVE ANALYSIS — 2011 thru 2015 vs. 2016

COMMENTS and EXPLANATIONS

REVENUES Sales – Reserve Store reducing hours and closing in June 2016 Sales – Coffee House Store closing late December 2015 Salvage Sales – Operations Decrease in per pound salvage pricing for 2016 Ability One Income – VA Hospital Omaha Decrease in the contract for 2016 Ability One Income – VA Laundry Omaha/Des Moines Contract ended June 2015 Commercial Services Division Increase in contracts anticipated for 2016 Youthbuild Income No DOL funds for 1st half of 2016 – not budgeted for in 2nd half of 2016 Customer Connect Income Program ended 2015 E&T Other Program Income Business outreach position for 2016 funded by United Way Project Employment Income Increase in program for 2016 Restart Income Full program year in 2016 Unrealized Gain / (Loss) on Investments It is agency policy not to budget for this item Capital Gain / (Loss) It is agency policy not to budget for this item Released from Temporarily Restricted Status Represents “promises to give,” received in prior years that were restricted to specific programs, projects, or timelines. Contributions must be reported as revenue in the year they are promised, not necessarily when received. When the restrictions have been satisfied, the contribution is “released from restriction.” Amounts promised in prior years and released from restriction in 2016, are reflected in the 2016 budget as positive revenue under the program or project, and offset as “negative revenue” here. Amount so treated in the 2016 budget is $373,918 and is budgeted as revenue for the Ready, Youthbuild, and E&T Other Programs. Unrestricted Endowment Income Transfer In accordance with Goodwill’s Investment Policy, the Board of Trustees has authorized the utilization of Endowment funds to supplement activities in the agency’s Employment and Training division. The amount of the funds to be used is determined by a formula specified in the policy. In 2016, $116,676 is recognized as revenue for the Ready Program. Since this is a non-cash pseudo-transaction, an offsetting “negative revenue” amount is recognized here.

39

DRAFT

GOODWILL INDUSTRIES, INC. 2016 BUDGETING PROCESS — COMPARATIVE ANALYSIS — 2011 thru 2015 vs. 2016

COMMENTS and EXPLANATIONS

EXPENSES Salaries – Clients Increase in programs with clients for 2016; WIOA Youth and Adult, Youthbuild, AmeriCorps, Restart, and Work Experience Salaries – Ability One VA Laundry Omaha/Des Moines Program ended June 2015 Salaries – Commercial Services Division Increase in salaries due to anticipated increase in contracts Salaries – Ready Program Increase in services for 2016 Salaries – Youthbuild No DOL funding for new program year starting July 2015; consists of our prior contract reimbursing 3rd year for follow on. Salaries – Customer Connect Program ended 2016 Salaries – E&T Other Business outreach position for 2016 funded by United Way Salaries – Project Employment Increase in number of employees for program Salaries – Wage Subsidy Increase in number of employees for program Salaries – Restart Increase in number of employees for program Non Payroll Salaries Decrease in need for temporary help projected for 2016 Unemployment Tax Expense Over accrued for in 2014, and 2015 Rent – E&T Programs Youthbuild South Omaha Equipment Lease Decrease due to trailers being purchased in 2016 for Operations Center; trailers had been leased in 2015 and prior. Marketing Expense Hosting Delegate Assembly in 2016 Company Auto and Bus Expense Client Support Increase in programs with clients for 2016; WIOA Youth and Adult, Youthbuild, Americorps, Restart, and Work Experience

40

DRAFT

GOODWILL INDUSTRIES, INC.2016 BUDGET SUMMARYCONSOLIDATED - ALL DEPARTMENTSDepartment or Location Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total R.O.R.

WEST CENTER STOREOperating Income 83,567 76,510 86,991 91,502 98,324 94,378 84,611 99,304 90,936 100,421 76,988 78,016 1,061,549Operating Expense 66,632 63,103 68,674 71,072 74,699 72,854 67,671 75,790 71,143 76,216 63,652 64,230 835,736

Gain/<Loss> 16,935 13,408 18,317 20,430 23,625 21,524 16,940 23,514 19,793 24,205 13,337 13,786 225,813 21.27 %Capital Expenditures 0 11,000 0 0 0 4,000 0 2,700 0 0 0 0 17,700

HARRIS CENTEROperating Income 97,866 79,208 112,001 100,392 105,236 100,619 109,870 113,543 100,853 117,377 108,125 111,041 1,256,133Operating Expense 70,720 60,919 78,181 72,053 74,593 72,471 77,271 79,499 72,605 81,265 76,379 77,904 893,860

Gain/<Loss> 27,146 18,289 33,820 28,339 30,644 28,148 32,600 34,044 28,249 36,111 31,746 33,137 362,272 28.84 %Capital Expenditures 0 0 0 0 0 4,000 0 2,700 0 0 0 0 6,700

BELLEVUE STOREOperating Income 103,191 90,847 115,548 115,756 117,824 117,348 110,506 128,300 118,967 120,439 104,890 100,094 1,343,709Operating Expense 72,856 67,214 78,534 80,470 80,115 76,890 73,388 84,334 80,388 81,124 73,411 70,669 919,392


FREMONT STOREOperating Income 98,153 91,104 115,595 96,555 100,635 100,071 95,892 104,513 96,060 115,586 105,112 98,529 1,217,803Operating Expense 71,689 67,796 81,466 70,173 72,159 69,554 67,308 74,001 70,588 80,571 75,075 70,797 871,178


PAPILLION STOREOperating Income 107,056 96,985 116,821 111,911 116,111 117,047 112,915 120,689 109,742 125,893 108,484 109,050 1,352,703Operating Expense 68,351 63,274 73,381 70,869 73,004 73,796 72,788 77,053 71,266 79,524 70,640 70,921 864,868

Gain/<Loss> 38,705 33,711 43,440 41,041 43,107 43,251 40,126 43,636 38,476 46,369 37,844 38,129 487,835 36.06 %Capital Expenditures 0 3,000 0 0 0 4,000 140,000 2,700 0 0 0 0 149,700

SOUTHWESTERN PLAZA STOREOperating Income 161,328 135,642 176,513 168,256 166,410 166,287 167,795 173,002 163,952 204,371 182,253 165,734 2,031,543Operating Expense 103,294 90,304 111,034 106,840 105,899 106,201 106,872 109,819 105,024 125,558 114,333 105,837 1,291,015

Gain/<Loss> 58,034 45,338 65,479 61,416 60,511 60,086 60,923 63,182 58,928 78,813 67,921 59,898 740,528 36.45 %Capital Expenditures 0 4,000 0 0 0 4,000 0 5,400 0 0 0 0 13,400

MADISON AVENUE STOREOperating Income 125,384 110,626 135,178 120,368 127,552 119,243 120,354 123,016 120,662 138,847 117,195 126,500 1,484,927Operating Expense 86,083 78,698 91,050 82,037 86,596 78,371 81,061 81,717 83,891 94,395 83,168 87,282 1,014,350

Gain/<Loss> 39,301 31,928 44,128 38,331 40,956 40,872 39,293 41,299 36,772 44,452 34,027 39,218 470,577 31.69 %Capital Expenditures 0 3,800 0 0 0 4,000 145,000 2,700 0 0 0 0 155,500

156TH & MAPLE STOREOperating Income 128,770 113,707 138,092 126,752 133,456 129,003 126,698 153,446 139,997 157,020 138,402 140,084 1,625,428Operating Expense 87,220 78,882 92,250 86,510 89,891 84,472 83,404 99,134 92,679 101,536 92,049 92,437 1,080,463

Gain/<Loss> 41,549 34,825 45,842 40,242 43,565 44,532 43,295 54,312 47,318 55,484 46,353 47,647 544,965 33.53 %Capital Expenditures 0 2,700 0 0 0 4,000 12,000 0 0 0 0 0 18,700

180TH & Q STOREOperating Income 127,104 110,018 144,538 135,481 130,689 118,613 118,701 117,315 110,459 142,027 129,943 135,000 1,519,889Operating Expense 82,214 73,541 91,112 86,489 84,037 78,204 78,173 78,056 74,354 90,452 84,288 86,882 987,802

Gain/<Loss> 44,891 36,477 53,426 48,992 46,651 40,409 40,529 39,260 36,104 51,575 45,656 48,118 532,087 35.01 %Capital Expenditures 0 0 0 0 0 4,000 0 2,700 35,000 0 0 0 41,700

E-COMMERCE STOREOperating Income 37,088 36,278 45,927 43,860 33,433 41,168 36,863 44,863 34,711 34,325 30,948 38,906 458,370Operating Expense 30,482 30,046 36,689 35,265 27,553 32,858 29,975 35,414 28,520 28,271 25,994 31,280 372,347

Gain/<Loss> 6,606 6,232 9,238 8,596 5,879 8,310 6,888 9,449 6,191 6,054 4,954 7,626 86,024 18.77 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

GOODWILL WEARHOUSE STOREOperating Income 96,208 76,646 98,389 92,079 98,599 94,393 101,858 94,321 87,768 101,694 87,747 90,542 1,120,245Operating Expense 49,567 41,920 50,427 47,952 50,510 49,213 51,837 49,497 46,950 51,964 46,967 47,995 584,799

Gain/<Loss> 46,641 34,726 47,962 44,127 48,089 45,180 50,020 44,824 40,818 49,730 40,780 42,547 535,446 47.80 %Capital Expenditures 0 0 0 0 0 0 0 8,000 0 0 0 0 8,000

41

DRAFT


BENSON PARK PLAZAOperating Income 116,280 110,103 134,783 125,544 119,152 118,215 113,726 112,385 103,865 137,349 127,094 115,884 1,434,380Operating Expense 84,627 80,879 93,016 88,487 85,030 82,055 79,716 80,469 78,164 95,178 89,741 83,558 1,020,920


GOOD BYTESOperating Income 32,389 25,131 27,821 21,086 24,262 22,895 28,165 25,430 24,211 33,109 27,652 31,718 323,868Operating Expense 21,088 17,022 18,518 14,763 16,533 15,789 19,116 17,164 16,483 21,445 18,402 20,641 216,963


78TH AND DODGEOperating Income 109,027 94,555 121,278 109,567 115,367 110,022 112,214 120,632 113,115 125,971 109,279 109,491 1,350,518Operating Expense 87,938 81,102 93,809 88,240 90,998 88,800 89,778 94,048 90,277 96,422 88,485 86,593 1,076,492


BLAIROperating Income 51,732 45,143 54,789 51,335 53,644 53,357 57,558 59,515 50,101 62,930 54,775 60,395 655,274Operating Expense 52,729 49,429 55,846 53,451 54,440 52,012 54,523 56,269 52,947 60,629 54,751 58,250 655,276

Gain/<Loss> (996) (4,286) (1,057) (2,117) (796) 1,345 3,034 3,246 (2,846) 2,301 24 2,145 (1) (0.00) %Capital Expenditures 0 0 0 0 0 4,000 0 0 0 0 0 0 4,000

RESERVEOperating Income 7,908 7,021 9,724 9,618 11,260 0 0 0 0 0 0 0 45,531Operating Expense 10,279 9,791 10,951 10,906 11,610 0 0 0 0 0 0 0 53,536

Gain/<Loss> (2,371) (2,770) (1,227) (1,288) (350) 0 0 0 0 0 0 0 (8,005) (17.58) %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

GRETNAOperating Income 56,220 49,410 62,411 64,233 61,992 63,151 61,016 74,257 65,980 76,442 60,788 60,231 756,131Operating Expense 54,770 50,696 58,499 59,579 58,214 59,156 57,890 64,846 60,842 67,147 57,713 57,396 706,748

Gain/<Loss> 1,450 (1,286) 3,912 4,654 3,778 3,995 3,126 9,411 5,138 9,295 3,075 2,835 49,383 6.53 %Capital Expenditures 0 0 0 0 0 4,000 0 0 0 0 0 0 4,000

SOUTH PAPILLIONOperating Income 73,116 58,739 74,303 75,927 85,997 84,298 83,847 103,467 93,596 95,171 80,956 90,153 999,569Operating Expense 58,450 50,765 59,092 59,945 65,326 64,660 64,436 73,479 69,628 70,485 62,847 67,794 766,908

Gain/<Loss> 14,666 7,974 15,211 15,982 20,670 19,638 19,411 29,987 23,968 24,686 18,109 22,359 232,662 23.28 %Capital Expenditures 0 0 0 0 0 4,000 0 0 0 0 0 0 4,000

OPERATIONS/TRANSPORTATIONOperating Income 56,500 56,500 61,500 63,500 65,500 78,000 123,500 123,500 117,000 120,500 116,500 116,500 1,099,000Operating Expense 218,832 206,702 229,548 230,573 240,311 232,242 243,934 239,062 253,131 251,574 243,685 250,586 2,840,180

Gain/<Loss> (162,332) (150,202) (168,048) (167,073) (174,811) (154,242) (120,434) (115,562) (136,131) (131,074) (127,185) (134,086) (1,741,180) - %Capital Expenditures 1,500 0 4,000 12,000 30,000 22,000 133,100 109,000 0 0 0 0 311,600

ABILITY ONE - ZORINSKYOperating Income 58,809 62,403 61,403 51,809 51,809 51,809 51,809 51,809 51,809 51,809 51,809 59,809 656,896Operating Expense 53,739 53,774 54,473 50,973 52,117 52,149 52,049 52,049 52,155 52,161 52,219 54,975 632,835

Gain/<Loss> 5,070 8,629 6,930 836 (308) (340) (240) (240) (346) (352) (410) 4,834 24,061 3.66 %Capital Expenditures 0 0 0 3,600 0 0 0 0 0 2,400 0 0 6,000

ABILITY ONE - OFFUTT /STRATCOMOperating Income 137,000 137,000 137,000 137,000 137,000 137,000 137,000 137,000 137,000 137,000 137,000 137,000 1,644,000Operating Expense 127,435 127,135 126,733 126,777 127,674 127,417 127,783 127,907 127,910 127,853 127,889 126,342 1,528,851

Gain/<Loss> 9,565 9,865 10,267 10,223 9,326 9,583 9,217 9,093 9,090 9,147 9,111 10,658 115,149 7.00 %Capital Expenditures 0 2,000 4,000 4,200 36,000 0 27,000 6,400 0 0 0 0 79,600

ABILITY ONE - OFFUTT POSTAL #1Operating Income 14,936 14,936 14,936 14,936 14,936 14,936 14,936 14,936 14,936 14,936 14,936 14,940 179,236Operating Expense 14,835 14,848 15,975 14,847 15,536 15,472 14,889 16,014 15,464 14,910 15,488 15,439 183,719

Gain/<Loss> 101 88 (1,039) 89 (600) (536) 47 (1,078) (528) 26 (552) (499) (4,483) (2.50) %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

42

DRAFT


ABILITY ONE - OFFUTT POSTAL #2Operating Income 21,666 21,630 21,666 21,666 21,666 21,666 21,666 21,666 21,666 21,649 21,666 21,666 259,939Operating Expense 21,466 20,963 22,249 20,963 22,127 21,642 21,004 22,287 22,165 21,021 21,672 22,203 259,762

Gain/<Loss> 200 667 (583) 703 (461) 24 662 (621) (499) 628 (6) (537) 177 0.07 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

ABILITY ONE - DENNEY BUILDINGOperating Income 64,369 54,369 52,369 53,150 53,150 53,150 53,150 53,150 53,150 55,150 63,150 68,150 676,457Operating Expense 63,992 53,789 54,232 49,517 50,589 50,219 49,673 51,467 50,257 52,703 60,602 65,827 652,863

Gain/<Loss> 377 580 (1,863) 3,633 2,561 2,931 3,477 1,683 2,893 2,447 2,548 2,323 23,594 3.49 %Capital Expenditures 0 12,020 0 0 0 7,784 0 0 0 2,184 0 0 21,988

ABILITY ONE - V.A. HOSPITALOperating Income 10,833 10,833 10,833 33,000 33,000 33,000 33,000 33,000 33,000 43,833 10,833 10,833 295,998Operating Expense 25,366 25,380 25,388 19,192 19,202 19,233 19,233 19,139 19,140 31,033 25,450 25,465 273,217

Gain/<Loss> (14,533) (14,547) (14,555) 13,808 13,798 13,767 13,767 13,861 13,860 12,800 (14,617) (14,632) 22,781 7.70 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

ABILITY ONE - GROUNDS MAINT GIOperating Income 9,666 9,666 9,666 26,908 26,908 26,908 26,908 26,908 26,908 36,864 9,956 9,956 247,222Operating Expense 18,660 18,367 18,970 16,989 17,294 17,009 17,309 17,012 17,313 27,406 18,904 18,711 223,940

Gain/<Loss> (8,994) (8,701) (9,304) 9,919 9,614 9,899 9,599 9,896 9,595 9,458 (8,948) (8,755) 23,282 9.42 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

COMMERCIAL SERVICES DIVISION - REPACKOperating Income 22,000 25,000 25,000 30,000 25,000 25,000 25,000 28,000 30,000 25,000 25,000 25,000 310,000Operating Expense 21,944 22,660 22,651 22,671 22,652 21,660 21,660 22,777 22,787 22,768 22,774 22,781 269,781

Gain/<Loss> 56 2,340 2,349 7,329 2,348 3,340 3,340 5,223 7,213 2,232 2,226 2,219 40,219 12.97 %Capital Expenditures 0 25,000 0 0 0 0 0 0 0 0 0 0 25,000

COMMERCIAL SERVICES DIVISION - OTHEROperating Income 6,800 6,800 6,800 6,800 9,000 6,800 6,800 23,000 6,800 6,800 6,800 6,800 100,000Operating Expense 5,739 5,746 5,749 5,745 9,022 5,772 5,772 19,040 5,775 5,780 5,786 5,794 85,716

Gain/<Loss> 1,061 1,054 1,051 1,055 (22) 1,028 1,028 3,960 1,025 1,020 1,014 1,006 14,284 14.28 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

COMMERCIAL SERVICES DIVISION - RETAIL STORESOperating Income 19,176 19,176 19,176 20,190 20,190 20,190 20,190 20,190 20,190 19,176 19,176 19,176 236,196Operating Expense 17,706 17,711 18,010 18,055 18,055 18,035 18,035 18,038 18,038 17,696 17,696 17,700 214,775


COMMERCIAL SERVICES DIVISION - GENERAL GROUNDS MAINTENANCEOperating Income 15,575 18,590 19,760 23,500 21,500 21,500 21,500 20,500 20,500 20,500 15,000 21,575 240,000Operating Expense 19,478 22,139 24,744 22,484 17,596 18,022 16,502 17,014 16,164 17,214 16,259 15,168 222,784

Gain/<Loss> (3,903) (3,549) (4,984) 1,016 3,904 3,478 4,998 3,486 4,336 3,286 (1,259) 6,407 17,216 7.17 %Capital Expenditures 0 0 50,000 0 0 0 0 0 0 0 0 0 50,000

COMMERCIAL SERVICES DIVISION - MAT-BUS CLEANINGOperating Income 22,956 22,956 22,956 22,956 22,956 23,511 22,956 22,956 23,472 23,472 23,472 23,472 278,091Operating Expense 21,433 21,445 21,446 21,442 21,447 21,466 21,463 21,466 21,468 21,473 21,479 21,486 257,513


READY PROGRAMOperating Income 22,223 22,223 22,223 22,223 22,223 22,223 22,223 22,223 22,223 22,223 22,223 22,223 266,676Operating Expense 18,939 18,960 18,971 18,957 18,973 19,020 19,020 19,029 19,030 19,046 19,064 19,054 228,064


REHABILITATION SERVICES - BENSON PARK Operating Income 8,500 9,000 8,000 9,500 6,100 0 0 4,200 9,000 10,000 7,800 7,400 79,500Operating Expense 5,282 5,283 5,282 5,284 5,344 5,182 5,182 5,320 5,426 5,461 5,409 5,413 63,866

Gain/<Loss> 3,218 3,717 2,718 4,216 756 (5,182) (5,182) (1,120) 3,574 4,539 2,391 1,987 15,634 19.67 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

43

DRAFT


REHABILITATION SERVICES - BLAIROperating Income 4,200 4,000 4,100 4,500 4,900 0 0 2,500 4,900 5,100 4,500 3,600 42,300Operating Expense 4,754 4,775 4,787 4,774 4,787 4,765 4,765 4,955 4,953 4,970 4,985 5,002 58,273

Gain/<Loss> (554) (775) (687) (274) 113 (4,765) (4,765) (2,455) (53) 130 (485) (1,402) (15,973) (37.76) %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

REHABILITATION SERVICES - ROCOperating Income 18,500 19,750 16,300 21,000 12,500 0 0 8,000 18,000 21,000 16,750 15,500 167,300Operating Expense 9,539 9,579 9,579 9,580 9,616 9,377 9,377 9,822 9,873 9,914 9,924 9,955 116,135

Gain/<Loss> 8,961 10,171 6,721 11,420 2,884 (9,377) (9,377) (1,822) 8,127 11,086 6,826 5,545 51,165 30.58 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

WIA YOUTH PROGRAMOperating Income 65,000 75,000 65,000 65,000 75,000 65,000 75,000 75,000 65,000 65,000 75,000 65,000 830,000Operating Expense 65,819 75,818 65,817 65,815 75,814 65,813 75,812 75,811 65,810 65,809 75,807 65,806 839,755

Gain/<Loss> (819) (818) (817) (815) (814) (813) (812) (811) (810) (809) (807) (806) (9,755) (1.18) %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

YOUTH BUILD - NORTH OMAHAOperating Income 34,953 34,953 34,953 34,953 35,953 34,953 0 0 0 0 0 0 210,718Operating Expense 41,990 42,831 46,024 45,513 49,737 44,295 0 0 0 0 0 0 270,391

Gain/<Loss> (7,037) (7,878) (11,071) (10,560) (13,784) (9,342) 0 0 0 0 0 0 (59,673) (28.32) %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

YOUTH BUILD - SOUTH OMAHAOperating Income 10,624 10,624 10,624 10,624 10,624 10,624 10,624 10,624 10,624 10,624 10,624 10,624 127,488Operating Expense 8,495 8,495 9,883 9,858 10,345 8,520 8,495 8,495 8,520 8,495 8,495 9,520 107,619

Gain/<Loss> 2,129 2,129 741 766 279 2,104 2,129 2,129 2,104 2,129 2,129 1,104 19,869 15.59 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

REHABILITATION SERVICES - COUNCIL BLUFFSOperating Income 9,600 11,000 10,000 9,100 9,000 0 0 500 9,800 10,000 8,500 8,100 85,600Operating Expense 6,142 6,171 6,177 6,158 6,219 6,075 6,075 6,264 6,348 6,365 6,375 6,396 74,764

Gain/<Loss> 3,458 4,829 3,823 2,942 2,781 (6,075) (6,075) (5,764) 3,452 3,635 2,125 1,704 10,836 12.66 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

REHABILITATION SERVICES - 156TH & MAPLEOperating Income 9,100 9,500 10,000 9,900 7,900 0 0 4,000 7,500 9,000 8,200 6,600 81,700Operating Expense 5,375 5,400 5,413 5,399 5,430 5,330 5,330 5,460 5,478 5,501 5,591 5,606 65,313

Gain/<Loss> 3,725 4,100 4,587 4,501 2,470 (5,330) (5,330) (1,460) 2,022 3,499 2,609 994 16,387 20.06 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

REHABILITATION SERVICES - BELLEVUEOperating Income 8,500 9,100 8,000 9,500 6,000 0 0 4,400 8,800 9,600 7,700 6,800 78,400Operating Expense 5,440 5,465 5,470 5,463 5,507 5,382 5,412 5,529 5,628 5,668 5,657 5,675 66,296

Gain/<Loss> 3,060 3,635 2,530 4,037 493 (5,382) (5,412) (1,129) 3,172 3,932 2,043 1,125 12,104 15.44 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

REHABILITATION SERVICES - FREMONTOperating Income 7,000 7,100 7,200 7,500 4,000 0 0 3,000 6,500 8,700 4,700 4,000 59,700Operating Expense 5,900 5,923 6,018 6,006 6,005 5,965 5,965 6,074 6,092 6,119 6,118 6,136 72,323

Gain/<Loss> 1,100 1,177 1,182 1,494 (2,005) (5,965) (5,965) (3,074) 408 2,581 (1,418) (2,136) (12,623) (21.14) %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

SSASOperating Income 2,318 2,318 2,318 2,318 2,318 2,318 2,318 2,318 2,318 2,318 2,318 2,318 27,816Operating Expense 2,945 2,976 2,954 3,150 2,980 2,946 2,996 2,949 2,999 2,979 2,960 2,967 35,806

Gain/<Loss> (627) (658) (636) (832) (662) (628) (678) (631) (681) (661) (642) (649) (7,990) (28.72) %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

AMERICORPSOperating Income 6,000 7,200 7,200 8,500 8,500 8,500 9,000 7,800 2,500 5,500 6,500 5,000 82,200Operating Expense 6,583 8,064 8,064 9,205 9,205 9,205 9,774 8,258 2,367 1,247 3,522 5,216 80,710

Gain/<Loss> (583) (864) (864) (705) (705) (705) (774) (458) 133 4,253 2,978 (216) 1,490 1.81 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

44

DRAFT


EMPLOYMENT & TRAINING OTHEROperating Income 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 42,000Operating Expense 3,307 3,307 3,307 3,307 3,307 3,307 3,307 3,307 3,307 3,307 3,307 3,307 39,683

Gain/<Loss> 193 193 193 193 193 193 193 193 193 193 193 193 2,317 5.52 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

WIA ADULT PROGRAMOperating Income 80,000 95,000 85,000 85,000 100,000 90,000 90,000 105,000 95,000 95,000 110,000 100,000 1,130,000Operating Expense 78,688 93,687 83,686 83,684 98,684 88,683 88,681 103,681 93,679 93,678 108,677 98,676 1,114,184


PROJECT EMPLOYMENTOperating Income 18,529 18,529 18,529 18,529 18,529 18,529 18,529 18,529 18,529 18,529 18,529 18,529 222,342Operating Expense 16,104 16,118 16,125 16,116 16,127 16,157 16,157 16,163 16,164 16,175 16,187 16,202 193,795


WAGE SUBSIDYOperating Income 41,000 41,000 41,000 41,000 41,000 41,000 42,000 42,000 43,000 43,000 42,000 42,000 500,000Operating Expense 42,722 42,236 37,243 42,734 42,234 37,281 42,281 42,786 37,292 42,298 42,798 37,317 489,225

Gain/<Loss> (1,722) (1,236) 3,757 (1,734) (1,234) 3,719 (281) (786) 5,708 702 (798) 4,683 10,775 2.16 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

RESTARTOperating Income 38,324 38,324 38,324 38,324 38,324 38,324 38,324 38,324 38,324 38,324 38,324 38,324 459,891Operating Expense 33,185 33,185 33,185 35,347 35,347 35,347 35,347 35,347 35,347 33,185 33,185 33,185 411,191


MARKETING Operating Income 0 0 0 500 4,000 10,000 0 0 0 0 0 0 14,500Operating Expense 43,594 42,097 39,579 44,474 73,263 92,954 48,472 42,161 41,581 41,331 46,347 47,300 603,157

Gain/<Loss> (43,594) (42,097) (39,579) (43,974) (69,263) (82,954) (48,472) (42,161) (41,581) (41,331) (46,347) (47,300) (588,657) (4,059.70) %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

DEVELOPMENTOperating Income (35,043) (35,043) (35,043) (31,643) 3,957 (35,043) 35,110 (4,890) 135,110 15,110 (4,890) 51,710 59,406Operating Expense 44,319 39,326 52,289 55,070 41,641 44,943 43,931 44,317 87,542 58,173 43,328 43,890 598,768

Gain/<Loss> (79,362) (74,369) (87,332) (86,713) (37,684) (79,986) (8,820) (49,206) 47,569 (43,062) (48,217) 7,821 (539,362) 907.93 %Capital Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 0

SUPPORTOperating Income 0 0 11,500 0 0 11,500 0 0 11,500 0 0 11,500 46,000Operating Expense 248,686 238,480 232,105 240,508 247,635 257,942 233,690 241,985 237,761 229,845 231,008 231,020 2,870,665

Gain/<Loss> (248,686) (238,480) (220,605) (240,508) (247,635) (246,442) (233,690) (241,985) (226,261) (229,845) (231,008) (219,520) (2,824,665) (6,140.58) %Capital Expenditures 4,500 50,600 2,300 0 0 0 4,700 0 0 0 0 0 62,100

Capital Expenditures - IT Allocated 21,000 105,000 0 78,000 0 318,436 0 53,000 6,500 54,000 0 61,000 696,936

TOTAL - ALL DEPARTMENTSOperating Income 2,425,502 2,250,610 2,602,494 2,535,467 2,616,886 2,485,005 2,547,634 2,691,640 2,693,536 2,858,187 2,548,208 2,618,974 30,874,142Operating Expense 2,487,423 2,374,215 2,574,652 2,521,735 2,603,030 2,546,184 2,454,583 2,561,573 2,502,714 2,625,337 2,506,541 2,500,583 30,258,570

Gain/<Loss> (61,922) (123,605) 27,841 13,732 13,857 (61,179) 93,050 130,067 190,822 232,850 41,667 118,391 615,572 1.99 %Capital Expenditures 27,000 219,120 60,300 97,800 66,000 404,220 461,800 215,900 41,500 58,584 0 61,000 1,713,224

45

DRAFT

GOODWILL INDUSTRIES INC2016 OPERATING REVENUE BUDGETCONSOLIDATED - ALL DEPARTMENTS

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Store Sales - West Center 83,567 76,510 86,991 91,502 98,324 94,378 84,611 99,304 90,936 100,421 76,988 78,016 1,061,549Store Sales - Harris Center 97,866 79,208 112,001 100,392 105,236 100,619 109,870 113,543 100,853 117,377 108,125 111,041 1,256,133Store Sales - Bellevue 103,191 90,847 115,548 115,756 117,824 117,348 110,506 128,300 118,967 120,439 104,890 100,094 1,343,709Store Sales - Fremont 98,153 91,104 115,595 96,555 100,635 100,071 95,892 104,513 96,060 115,586 105,112 98,529 1,217,803Store Sales - Papillion 107,056 96,985 116,821 111,911 116,111 117,047 112,915 120,689 109,742 125,893 108,484 109,050 1,352,703Store Sales - Southwestern Plaza 161,328 135,642 176,513 168,256 166,410 166,287 167,795 173,002 163,952 204,371 182,253 165,734 2,031,543Store Sales - Madison Avenue 125,384 110,626 135,178 120,368 127,552 119,243 120,354 123,016 120,662 138,847 117,195 126,500 1,484,927Store Sales - 156th and Maple 128,770 113,707 138,092 126,752 133,456 129,003 126,698 153,446 139,997 157,020 138,402 140,084 1,625,428Store Sales - 180th and Q 127,104 110,018 144,538 135,481 130,689 118,613 118,701 117,315 110,459 142,027 129,943 135,000 1,519,889Store Sales - E-Commerce 37,088 36,278 45,927 43,860 33,433 41,168 36,863 44,863 34,711 34,325 30,948 38,906 458,370Store Sales - Goodwill Wearhouse 96,208 76,646 98,389 92,079 98,599 94,393 101,858 94,321 87,768 101,694 87,747 90,542 1,120,245Store Sales - Benson Park Plaza 116,280 110,103 134,783 125,544 119,152 118,215 113,726 112,385 103,865 137,349 127,094 115,884 1,434,380Store Sales - Good Bytes 32,389 25,131 27,821 21,086 24,262 22,895 28,165 25,430 24,211 33,109 27,652 31,718 323,868Store Sales - 78th and Dodge 109,027 94,555 121,278 109,567 115,367 110,022 112,214 120,632 113,115 125,971 109,279 109,491 1,350,518Store Sales - Blair 51,732 45,143 54,789 51,335 53,644 53,357 57,558 59,515 50,101 62,930 54,775 60,395 655,274Store Sales - Reserve 7,908 7,021 9,724 9,618 11,260 0 0 0 0 0 0 0 45,531Store Sales - Gretna 56,220 49,410 62,411 64,233 61,992 63,151 61,016 74,257 65,980 76,442 60,788 60,231 756,131Store Sales - South Papillion 73,116 58,739 74,303 75,927 85,997 84,298 83,847 103,467 93,596 95,171 80,956 90,153 999,569Salvage Income - Materials 56,500 56,500 61,500 63,500 65,500 78,000 123,500 123,500 117,000 120,500 116,500 116,500 1,099,000Abiltiy One Income - Zorinsky 58,809 62,403 61,403 51,809 51,809 51,809 51,809 51,809 51,809 51,809 51,809 59,809 656,896Ability One Income - Offutt/Stratcom AFB - Janitorial 137,000 137,000 137,000 137,000 137,000 137,000 137,000 137,000 137,000 137,000 137,000 137,000 1,644,000Ability One Income - Offutt AFB - Post Office #1 14,936 14,936 14,936 14,936 14,936 14,936 14,936 14,936 14,936 14,936 14,936 14,940 179,236Ability One Income - Offutt AFB - Post Office #2 21,666 21,630 21,666 21,666 21,666 21,666 21,666 21,666 21,666 21,649 21,666 21,666 259,939Ability One Income - Denney Building 64,369 54,369 52,369 53,150 53,150 53,150 53,150 53,150 53,150 55,150 63,150 68,150 676,457Ability One Income - V.A. Hospital 10,833 10,833 10,833 33,000 33,000 33,000 33,000 33,000 33,000 43,833 10,833 10,833 295,998Ability One Income - Grounds Maintenance GI 9,666 9,666 9,666 26,908 26,908 26,908 26,908 26,908 26,908 36,864 9,956 9,956 247,222Commercial Services Division - Repack 22,000 25,000 25,000 30,000 25,000 25,000 25,000 28,000 30,000 25,000 25,000 25,000 310,000Commercial Services Division - Other 6,800 6,800 6,800 6,800 9,000 6,800 6,800 23,000 6,800 6,800 6,800 6,800 100,000Commercial Services Division - Retail Stores 19,176 19,176 19,176 20,190 20,190 20,190 20,190 20,190 20,190 19,176 19,176 19,176 236,196Commercial Services Division - General Grounds Maintenance 15,575 18,590 19,760 23,500 21,500 21,500 21,500 20,500 20,500 20,500 15,000 21,575 240,000Commercial Services Division - MAT Bus Cleaning 22,956 22,956 22,956 22,956 22,956 23,511 22,956 22,956 23,472 23,472 23,472 23,472 278,091Ready Program 22,223 22,223 22,223 22,223 22,223 22,223 22,223 22,223 22,223 22,223 22,223 22,223 266,676WIA Youth Program 65,000 75,000 65,000 65,000 75,000 65,000 75,000 75,000 65,000 65,000 75,000 65,000 830,000Youthbuild North Income 34,953 34,953 34,953 34,953 35,953 34,953 0 0 0 0 0 0 210,718Youthbuild South Income 10,624 10,624 10,624 10,624 10,624 10,624 10,624 10,624 10,624 10,624 10,624 10,624 127,488Rehabilitation Services Income - Benson Park 8,500 9,000 8,000 9,500 6,100 0 0 4,200 9,000 10,000 7,800 7,400 79,500Rehabilitation Services Income - Blair 4,200 4,000 4,100 4,500 4,900 0 0 2,500 4,900 5,100 4,500 3,600 42,300Rehabilitation Services Income - ROC 18,500 19,750 16,300 21,000 12,500 0 0 8,000 18,000 21,000 16,750 15,500 167,300Rehabilitation Services Income - Council Bluffs 9,600 11,000 10,000 9,100 9,000 0 0 500 9,800 10,000 8,500 8,100 85,600Rehabilitation Services Income - 156th and Maple 9,100 9,500 10,000 9,900 7,900 0 0 4,000 7,500 9,000 8,200 6,600 81,700Rehabilitation Services Income - Bellevue 8,500 9,100 8,000 9,500 6,000 0 0 4,400 8,800 9,600 7,700 6,800 78,400Rehabilitation Services Income - Fremont 7,000 7,100 7,200 7,500 4,000 0 0 3,000 6,500 8,700 4,700 4,000 59,700SSAS Income 2,318 2,318 2,318 2,318 2,318 2,318 2,318 2,318 2,318 2,318 2,318 2,318 27,816Americorps 6,000 7,200 7,200 8,500 8,500 8,500 9,000 7,800 2,500 5,500 6,500 5,000 82,200Employment & Training Other 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 42,000WIA Adult Program 80,000 95,000 85,000 85,000 100,000 90,000 90,000 105,000 95,000 95,000 110,000 100,000 1,130,000Project Employment 18,529 18,529 18,529 18,529 18,529 18,529 18,529 18,529 18,529 18,529 18,529 18,529 222,342Wage Subsidy 41,000 41,000 41,000 41,000 41,000 41,000 42,000 42,000 43,000 43,000 42,000 42,000 500,000Restart 38,324 38,324 38,324 38,324 38,324 38,324 38,324 38,324 38,324 38,324 38,324 38,324 459,891Special Events 0 0 0 500 4,000 10,000 0 0 140,000 0 0 0 154,500Interest and Dividend Income 0 0 11,500 0 0 11,500 0 0 11,500 0 0 11,500 46,000Unrealized Investment Gain or (Loss) 0 0 0 0 0 0 0 0 0 0 0 0 0Investment Gain or (Loss) 0 0 0 0 0 0 0 0 0 0 0 0 0Unrestricted Endowment Income Transfer (9,723) (9,723) (9,723) (9,723) (9,723) (9,723) (9,723) (9,723) (9,723) (9,723) (9,723) (9,723) (116,676)Board Restricted Release 0 0 0 0 0 0 0 0 0 0 0 0 0Released from Temporarily Restricted Contributions (46,153) (46,153) (46,153) (46,153) (47,153) (46,153) (16,000) (16,000) (16,000) (16,000) (16,000) (16,000) (373,918)TOTAL OPERATING REVENUE 2,404,668 2,229,777 2,581,660 2,511,234 2,556,053 2,464,172 2,486,800 2,670,807 2,672,703 2,817,354 2,527,374 2,541,541 30,464,142Contributions - Current Unrestricted 0 0 0 3,400 40,000 0 40,000 0 0 20,000 0 56,600 160,000Contributions - Current Temporarily Restricted 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 20,833 250,000TOTAL REVENUE 2,425,502 2,250,610 2,602,494 2,535,467 2,616,886 2,485,005 2,547,634 2,691,640 2,693,536 2,858,187 2,548,208 2,618,974 30,874,142

Account Name

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DRAFT

GOODWILL INDUSTRIES, INC.2016 OPERATING EXPENSE BUDGETCONSOLIDATED - ALL DEPARTMENTS [CONDENSED]

Account Name Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Salaries/Wages-Clients 51,926 54,731 55,497 59,216 57,190 37,595 51,977 58,548 45,553 43,462 44,390 43,064 603,149Salaries/Wages 1,138,816 1,063,433 1,204,828 1,179,484 1,192,368 1,178,073 1,173,565 1,213,430 1,176,017 1,259,115 1,168,435 1,175,195 14,122,760Non-payroll Salaries 1,100 1,100 1,100 1,100 5,600 0 0 14,225 1,100 1,100 1,100 1,100 28,625Health & Dental Insurance 182,038 182,038 182,391 186,704 186,880 186,727 183,870 184,223 184,046 183,870 179,380 179,380 2,201,547Employee Life and LTD Ins 2,626 2,626 2,626 2,626 2,626 2,618 2,558 2,558 2,558 2,558 2,558 2,558 31,096Other Employee Benefts 23,546 23,546 23,546 23,546 23,546 23,529 22,862 22,862 22,862 22,862 22,862 22,862 278,435Employee Retirement Expense 15,626 15,626 15,626 15,626 15,626 15,618 15,451 15,451 15,451 15,451 15,451 15,451 186,454FICA Tax Expense 91,054 85,494 96,369 94,715 95,545 92,999 93,754 97,306 93,412 99,601 92,743 93,159 1,126,150Nebr. Unemployment Tax 1,140 1,072 1,207 1,191 1,199 1,172 1,181 1,227 1,174 1,248 1,165 1,168 14,144Work. Comp. Insurance 31,651 29,672 33,626 32,953 33,291 32,393 32,640 33,853 32,280 34,486 32,027 32,207 391,078Iowa Unemployment Tax 50 45 53 47 50 44 45 45 47 54 47 50 577Recruiting Expenses 2,993 2,993 2,993 2,993 2,993 2,985 2,918 2,876 2,876 2,876 2,876 2,876 35,248Security Services 6,036 6,036 6,036 6,036 6,036 5,736 5,736 5,736 5,736 5,736 5,736 5,736 70,332Professional Fees 42,391 25,734 24,813 27,035 44,452 46,953 34,183 27,757 25,838 25,917 29,410 29,937 384,421Supplies - Custodial 29,046 29,046 29,346 29,135 29,535 29,060 28,960 30,660 29,060 29,060 29,060 29,060 351,028Supplies - Other 36,604 35,234 45,832 46,264 40,971 42,128 39,108 42,215 38,844 44,229 37,402 39,037 487,868New Goods Expense 29,866 26,073 32,807 30,773 31,647 30,766 30,564 32,969 30,464 35,453 30,980 30,928 373,290IT Supplies & Maintenance 52,009 52,105 52,412 52,033 52,471 52,239 49,373 49,373 49,373 49,531 50,033 50,309 611,260Uniform Expense 1,422 1,422 3,222 1,422 1,422 1,412 1,412 1,412 1,412 1,412 1,412 1,412 18,794Postage Expense 10,106 9,562 12,212 15,482 9,029 11,588 9,705 11,620 9,646 12,943 8,533 10,717 131,143Trash Removal 19,128 13,003 22,692 17,530 23,676 23,504 20,977 19,898 20,459 21,771 19,538 19,499 241,675Property Rental 90,887 90,887 90,887 90,887 90,887 87,883 87,883 87,883 87,883 87,883 87,883 87,883 1,069,616General Liability Ins. 26,899 25,257 28,470 27,981 28,226 27,474 27,697 28,747 27,596 29,425 27,399 27,521 332,693Interest Expense 42,631 42,471 42,314 42,151 41,994 41,831 40,917 40,760 40,600 40,442 40,280 40,119 496,510Building Mtce.& Repair 107,141 94,870 96,923 62,188 63,670 61,937 61,571 65,623 61,560 93,431 97,985 105,334 972,231Building Utilities 51,791 46,925 55,992 53,488 54,594 52,723 52,392 55,800 52,341 58,772 53,067 53,077 640,962Communication Expense 31,922 32,322 32,172 40,122 33,922 35,722 31,722 31,722 33,522 39,472 31,972 32,722 407,314Directors Liab.Ins. 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 18,000Equip.Mtce.& Repair 6,165 5,778 6,171 5,921 6,012 5,944 6,002 6,011 5,876 6,027 5,814 6,138 71,858Equipment Leases 10,901 10,385 10,385 10,385 10,901 10,385 10,385 10,385 10,901 10,385 10,385 10,901 126,684Marketing Expense 6,288 3,218 14,538 6,768 34,088 53,453 3,923 4,263 45,588 3,518 3,938 3,868 183,451Advertising 27,409 23,292 29,058 27,167 27,776 27,459 27,238 25,249 26,757 30,981 27,167 27,339 326,891Local Travel 6,034 5,590 6,007 5,902 6,119 5,668 5,916 6,041 6,062 6,203 5,906 5,913 71,360Out of Town Travel 2,395 7,735 5,175 9,614 4,641 5,007 3,207 9,866 2,595 4,438 4,114 2,616 61,404Company Auto Expense 3,316 2,816 3,366 3,616 3,666 3,566 3,333 3,183 3,283 3,183 2,733 2,483 38,544Trk. & Trailer Maint. & Rep. 4,700 4,200 1,500 5,000 5,000 4,500 3,000 3,200 5,000 4,500 3,500 4,000 48,100Truck Fuel, Oil & Propane 9,270 9,270 9,270 9,270 10,270 10,270 10,270 9,270 9,270 8,270 8,270 9,270 112,240Vehicle Licenses and Taxes 0 200 0 0 6,960 0 0 0 0 0 0 0 7,160Company Bus Expense (900) (900) (900) (400) (900) (900) (900) (900) (900) (900) (900) (900) (10,300)Conferences & Seminars 4,840 6,090 6,690 3,040 5,240 6,275 4,125 8,515 3,240 4,690 3,190 5,840 61,775Educational Assistance 4,201 4,201 4,201 4,201 4,201 4,138 3,971 3,971 3,971 3,971 3,429 3,971 48,427Client Support Services Expense 64,194 89,056 65,508 71,313 94,817 66,704 57,673 72,591 71,288 75,473 100,337 75,416 904,365GII Dues 11,783 10,930 12,598 12,307 12,510 11,974 12,190 13,092 12,359 13,810 12,389 12,402 148,343Subscrip. & Membership Fees 5,499 1,372 1,555 1,555 2,740 4,142 3,006 3,640 4,190 1,765 1,560 1,850 32,870Ability One Commission Expense 12,195 11,947 11,833 12,968 12,968 12,968 12,968 12,968 12,968 13,824 11,889 12,390 151,888Bank Charges 26,790 23,764 29,131 27,538 28,162 27,402 27,291 29,232 27,126 31,013 27,465 27,633 332,546Taxes and Fees 1,700 1,125 1,424 1,360 1,036 1,276 1,143 1,391 1,076 1,064 959 1,206 14,759Depreciation Expense 158,700 159,325 159,652 159,983 155,875 159,746 155,322 159,326 158,856 159,464 159,172 154,387 1,899,807TOTAL OPERATING EXPENSE 2,487,423 2,374,215 2,574,652 2,521,735 2,603,030 2,546,184 2,454,583 2,561,573 2,502,714 2,625,337 2,506,541 2,500,583 30,258,570Performance Incentives 0 0 0 0 0 0 0 0 0 0 0 0 0TOTAL EXPENSE 2,487,423 2,374,215 2,574,652 2,521,735 2,603,030 2,546,184 2,454,583 2,561,573 2,502,714 2,625,337 2,506,541 2,500,583 30,258,570

47

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GOODWILL INDUSTRIES INC2016 CAPITAL EXPENDITURES BUDGETCONSOLIDATED - ALL DEPARTMENTS

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

STORES - WEST CENTERCABLING 84TH 11,000 11,000 TIPPERS 4,000 4,000 LOCKERS 2,700 2,700 TOTAL - 11,000 - - - 4,000 - 2,700 - - - - 17,700

STORES - HARRIS CENTERTIPPERS 4,000 4,000 LOCKERS 2,700 2,700 TOTAL - - - - - 4,000 - 2,700 - - - - 6,700

STORES - BELLEVUETIPPERS 4,000 4,000 LOCKERS 2,700 2,700

- TOTAL - - - - - 4,000 - 2,700 - - - - 6,700

STORES - FREMONTTIPPERS 4,000 4,000 LOCKERS 2,700 2,700 EXTERIOR SEAL AND CAULKING 11,000 11,000 TOTAL - - - - - 4,000 - 13,700 - - - - 17,700

STORES - PAPILLIONPAPILLION CABLING 3,000 3,000 TIPPERS 4,000 4,000 LIGHTING 60,000 60,000 FIXTURES 40,000 40,000 FRONT DOOR SYSTEM 28,000 28,000 DONATION DOORS 12,000 12,000 LOCKERS 2,700 2,700 TOTAL - 3,000 - - - 4,000 140,000 2,700 - - - - 149,700

STORES - SOUTHWESTPOWER PALLET JACK 4,000 4,000 TIPPERS 4,000 4,000 LOCKERS 5,400 5,400 TOTAL - 4,000 - - - 4,000 - 5,400 - - - - 13,400

STORES - MADISONCB CABLING 3,800 3,800 TIPPERS 4,000 4,000 LIGHTING 60,000 60,000 FIXTURES 40,000 40,000 FRONT DOOR SYSTEM 28,000 28,000 DONATION DOORS 12,000 12,000 DOCK AREA LIGHTING 5,000 5,000 LOCKERS 2,700 2,700 TOTAL - 3,800 - - - 4,000 145,000 2,700 - - - - 155,500

STORES - 156THCABLING 2,700 2,700 TIPPERS 4,000 4,000 DONATION DOOR 12,000 12,000 TOTAL - 2,700 - - - 4,000 12,000 - - - - - 18,700

STORES - 180THTIPPERS 4,000 4,000 LOCKERS 2,700 2,700 DRIVE CONCRETE 35,000 35,000 TOTAL - - - - - 4,000 - 2,700 35,000 - - - 41,700

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STORES - WEARHOUSETIPPERS 8,000 8,000 TOTAL - - - - - - - 8,000 - - - - 8,000

STORES - BENSON PARKTIPPERS 4,000 4,000 LOCKERS 1,500 1,500 TOTAL - - - - - 4,000 - 1,500 - - - - 5,500

STORES - 78TH AND DODGETIPPERS 4,000 4,000 LOCKERS 2,700 2,700 TOTAL - - - - - 4,000 - 2,700 - - - - 6,700

STORES - BLAIRTIPPERS 4,000 4,000 TOTAL - - - - - 4,000 - - - - - - 4,000

STORES - GRETNATIPPERS 4,000 4,000 TOTAL - - - - - 4,000 - - - - - - 4,000

STORES - SOUTH PAPILLIONTIPPERS 4,000 4,000 TOTAL - - - - - 4,000 - - - - - - 4,000

OPERATIONS - 108TH AND MOCKINGBIRDMOBILE TECHNOLOGY 4,000 4,000 TOTAL - - - 4,000 - - - - - - - - 4,000

OPERATIONS - 50TH AND GROVERMOBILE TECHNOLOGY 4,000 4,000 TOTAL - - - 4,000 - - - - - - - - 4,000

OPERATIONS - UNITY CHURCHMOBILE TECHNOLOGY 4,000 4,000 TOTAL - - - 4,000 - - - - - - - - 4,000

OPERATIONS - RECYCLINGPALLET JACK 1,500 1,500 ECYCLE START UP 130,000 130,000 TOTAL 1,500 - - - - - 130,000 - - - - - 131,500

OPERATIONS - DONATION BOXESDONATION BINS 16,000 16,000 TOTAL - - - - - 16,000 - - - - - - 16,000

OPERATIONS - GENERALTILTMASTER 4,000 4,000 TRUCK - FAC MAINT 30,000 30,000 LIFT TRUCK 6,000 6,000 ZEBRA PRINTER 3,100 3,100 TRAILERS 74,000 74,000 FORKLIFT 35,000 35,000 TOTAL - - 4,000 - 30,000 6,000 3,100 109,000 - - - - 152,100

NISH - ZORINSKYCARPET EXTRACTOR 3,600 3,600 EQUIPMENT REPLACEMENT 2,400 2,400 TOTAL - - - 3,600 - - - - - 2,400 - - 6,000

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DRAFT



NISH - OFFUTTCOPIER 2,000 2,000 HIGH SPEED BURNISHERS (2) 4,000 4,000 CARPET EXTRACTOR (1) 4,200 4,200 CHEVY PASSENGER VAN 36,000 36,000 TOMCAT FLOOR MACHINE AND ACCESSORIES 27,000 27,000 MINI MAG DISK TRACTION DRIVE 6,400 6,400 TOTAL - 2,000 4,000 4,200 36,000 - 27,000 6,400 - - - - 79,600

NISH - DENNEYTENNANT AUTO SCRUBBER 6,200 6,200 CLEANING EQUIPMENT 5,820 5,820 ADVOLUTION BURNISHER 7,784 7,784 WIDE AREA VACUUM 2,184 2,184 TOTAL - 12,020 - - - 7,784 - - - 2,184 - - 21,988

REPACKCONVEYER BELT 25,000 25,000 TOTAL - 25,000 - - - - - - - - - - 25,000

CSD - GROUNDS MAINTENANCE60 INCH HUSTLER MOWER 11,000 11,000 TRAILER 4,000 4,000 4 WHEELER WITH SPREADER 7,000 7,000 CHEMICAL SPRAY RIG 28,000 28,000 TOTAL - - 50,000 - - - - - - - - - 50,000

SUPPORT - GENERALCAMERAS IT ROOM 4,500 4,500 BRAINSHARK 3,500 3,500 BRAINSHARK CABLING 7,800 7,800 COMPUTERS FOR BRAINSHARK 22,000 22,000 NEW STAFF COMPUTER 2,300 2,300 COPIER 15,000 15,000 TABLETS 2,300 2,300 LAPTOPS (2) 4,700 4,700 TOTAL 4,500 50,600 2,300 - - - 4,700 - - - - - 62,100

ALL GOODWILL - ITEMERGENCY COMPUTER REPLACEMENTS 11,500 11,500 EMERGENCY HARDWARE REPLACEMENTS 9,500 9,500 SAN EXPANSION VDI PROJECT 105,000 105,000 CENTLINK CABLING 78,000 78,000 PHONE SYSTEM UPGRADE 276,000 276,000 ROC UCS ESX HOST SERVICES 42,436 42,436 SCCM/DELL CASE 53,000 53,000 VIDEO PRESENTATIONS 6,500 6,500 EXCHANGE/OFFICE PROJECT 54,000 54,000 BPP MAIN UPS ADDITION 61,000 61,000 TOTAL 21,000 105,000 - 78,000 - 318,436 - 53,000 6,500 54,000 - 61,000 696,936

TOTAL CAPITAL EXPENDITURES 27,000 219,120 60,300 97,800 66,000 404,220 461,800 215,900 41,500 58,584 - 61,000 1,713,224

50

DRAFT

Documents

Goodwill Industries, Inc. Serving Eastern Nebraska and ......Tactic 2: Include an employability skills certificate program that prepares trainees for their adjustment to a culture