Page 5 - 2018 Strategic Planning Trends

This trend has prompted local Goodwill organizations to ask important questions about who they are and how
they intend to engage in their communities. Most often, these questions emerged as a Goodwill considered
shifting its mission paradigm from a population-focus (i.e., a disability service provider) to a strategy focus (i.e.,
building career navigation competencies across any and all populations served). Several local Goodwill
organizations wrestled with their mission identities and quickly discovered this examination was their starting
place for their strategic plans.

Setting intentional foci to begin at home with Goodwill team members and to serve fewer program participants,
local leaders recognized the impetus to alter the impact narrative, anticipating potential decreases in job
placement numbers. They noted the need to preempt stakeholder questions or concerns prior to releasing
mission service reports. Local board members who are involved in strategic planning conversations and are part
of the decision-making process most often supported this strategy as it aligned with increased transparency in
communicating Goodwill’s value to the community.

MAKING COMMUNITY IMPACT
Following local and national conversations throughout 2018, local Goodwill organizations heard and responded to
the need to deliver and communicate greater community impact. While balancing their desire to “take care of their
own” through beginning at home, Goodwill teams identified strategies to listen to their communities and position
Goodwill as a leader that responds to community needs.

For example, as many communities responded to the after-effects of recent natural disasters — including
hurricanes and wildfires — local Goodwill organizations recognized their roles in leading recovery efforts and
partnering with local organizations to leverage resources and strengthen the community.
In addition, rural and immigrant populations continued to give voice to needs previously unidentified. For some
Goodwill organizations, community partners participated in strategic planning conversations and contributed their
expertise and perspectives to the process. Goodwill organizations and their partners collaborated to identify
strategies that leverage community resources and remove barriers for residents in their communities.

BUILD BUSINESS

DIVERSIFYING REVENUE

Even though donated goods same-store sales rebounded slightly in 2018, local Goodwill leaders continued
discussions to identify strategies that mitigate impacts of future downturns through diversification. While there was
some emphasis on new business line development, strategic planning teams often focused on leveraging existing
businesses for new revenue. They looked to build on core competencies while improving existing business lines
in order to engage new customer bases.

Strategic planning discussions revolved around the profitability of different business lines, and some Goodwill
organizations discontinued unprofitable government and commercial business lines, as well as underperforming
retail locations. Teams also evaluated mission services revenue streams; if a revenue stream was not covering
the full cost of a service and the service was not demonstrating substantial impact or positive results, that service
was eliminated in some cases. Goodwill leaders also incorporated growing philanthropic/fundraising expectations
into their plans to allow for organizational investment in building their resource development capacities.

5 2018 GOODWILL NETWORK STRATEGIC PLAN TRENDS
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