Employment, Job Related

Morgan Memorial Goodwill Industries, Inc.

Not charity, but a chance.

aka Goodwill

Boston, MA

Mission

Morgan Memorial Goodwill Industries' mission is to help individuals with barriers to self-sufficiency to achieve independence and dignity through work. Not charity, but a chance. Goodwill's vision is to be recognized throughout eastern and central Massachusetts as a leader in helping individuals with barriers to self-sufficiency to enter and succeed in the workplace. Goodwill empowers people to build on their strengths to transform their lives through work. It actively engages businesses in all aspects of its endeavors and presents employers with qualified and committed workers. Its social enterprises offer training and work experience for individuals and economic vitality for communities.

Ruling Year

1928

Principal Officer

Ms. Joanne K. Hilferty

Main Address

1010 Harrison Avenue

Boston, MA 02119 USA

Keywords

Job Training, Workforce Development, Youth Programs, Social Enterprises, Poverty Alleviation, Disabilities

EIN

04-2106765

 Number

4662901479

Cause Area (NTEE Code)

Goodwill Industries (J32)

Employment Training (J22)

Business, Youth Development (O53)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Social Media

Programs + Results

What we aim to solve New!

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Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Workforce Development: Career Services

Workforce Development: Job Training Program

Youth Initiative

Where we workNew!

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

Goodwill's vision is to be recognized throughout eastern and central Massachusetts as a leader in helping individuals with barriers to self-sufficiency to enter and succeed in the workplace. Goodwill empowers people to build on their strengths to transform their lives through work. It actively engages businesses in all aspects of its endeavors and presents employers with qualified and committed workers. Its social enterprises offer training and work experience for individuals and economic vitality for communities. The organization's mission is to help individuals with barriers to self-sufficiency to achieve independence and dignity through work. Not charity, but a chance.

In the fiscal year ending June 30, 2018, the annual plan aims to achieve the following key objectives related to the advancement of mission services: 1. Achieve targets for the delivery of mission services. - Serve 6,000 and place 1,000 in jobs through Boston Career Link (BCL), the one-stop career center Goodwill operates. - Actively engage 130 employers with 3 mass hiring events or job fairs and 200 on-site recruitment events. - Serve 340 and place 150 in employment through placement-oriented job training programs, including programs for young adults with disabilities. - Serve 250 in other employment-oriented day and school programs. 2. Assure the delivery of effective mission services and accommodate evolving community and funder needs and requirements. - Implement the newly granted career center charter, including engaging mandated government partners and offering intensive services to targeted populations. - Develop and implement an outreach program for Boston Career Link and the Workforce Development: Job Training Program. - Continue to expand populations served at Boston Career Link including individuals in the Department of Corrections pre-release program and unemployed young adults. - Take the Workforce Development: Job Training Program to an additional community in Goodwill's territory. 3. Grow the retail enterprise, pilot e-commerce, and continue to enhance other enterprises that are essential components of Goodwill's mission services. - Implement the new retail operating model effectively in all stores. - Develop and implement a new loyalty program using the capabilities of the recently installed point of sale cash register system. - Have at least two new stores under development and at least one more in the pipeline. - Pilot an e-commerce bookstore and evaluate other e-commerce options. 4. Implement the comprehensive plan designed to address the infrastructure needs of the organization. - Upgrade financial management systems and plan for the upgrade of the human resources system. - Create a new BCL website for member remote access and assess Goodwill website. - Upgrade IT systems including servers and develop a formal cybersecurity plan.

Goodwill is operating under a five-year strategic plan adopted by the Board of Directors in FY14 that outlines the steps necessary to achieve its vision. Key goals related to the advancement of mission services include: - Add services that improve job placement and retention outcomes. - Extend services to additional low-income communities in Massachusetts. - Launch a computer recycling social enterprise. - Open new stores serving additional low-income communities. In order to advance the strategic plan, each year Goodwill develops an organization-wide plan with specific, measurable objectives. The Board of Directors reviews the annual plan and budget prior to the start of the year and reviews performance each quarter during the year.

Goodwill has a history of meeting goals in order to advance the organization's mission. Since 1895, people with barriers to self-sufficiency have relied on Goodwill's services to help them achieve independence and dignity through work. At Goodwill, every decision is driven by the organization's mission, and a strong leadership team ensures that the mission remains the central focus. Joanne K. Hilferty has been President and CEO of Goodwill since 1995. She works in partnership with a 14-member Board of Directors that possesses broad-based expertise in areas such as business, human resources, education, public relations, marketing, retail, accounting, and law. Joanne leads an executive team consisting of seven Goodwill vice presidents and senior directors that oversee programs and services, retail enterprise, operations, human resources, marketing, philanthropy, and finance. Together, the executive team manages a diverse and talented Goodwill staff of more than 350 individuals — many of whom are multi-lingual and/or multi-cultural — and engage more than 400 volunteers from the local and corporate communities.

In every program area that Goodwill coordinates, staff members define and track specific objectives regularly in order to measure success. For instance, service and outcome data for Goodwill's Workforce Development: Job Training Program is tracked in the Efforts to Outcomes (ETO) database. Goodwill staff members use ETO to update participant data on a regular basis. Throughout the duration of the program, Individual Career Plans are also updated regularly to help meet program participant needs. Successful employment typically happens when the employer and employee develop a strong partnership, and it is in that vein that Goodwill staff and program participants interact. Staff members collect several points of data throughout the year, including the number of people served by the program, hours worked, contacts made, and any other pertinent information on participants. Tracking activity (input) and placement information as well as wage and benefit data (outcome) is tremendously important for improving effectiveness, and Goodwill staff uses the ETO system for that purpose as well. Goodwill also relies on satisfaction surveys for strategic and annual planning. All employers are asked to complete a satisfaction survey (outcome) within 60 days of Goodwill program participant's start date. Members of senior management also receive reports on program activity regularly, allowing them to view progress-to-objectives and the satisfaction level of participants as well as employers.

Goodwill makes significant progress every year, helping people with barriers to employment find and keep jobs and supporting youth with limited opportunities as they learn and grow.

In the fiscal year ending June 30, 2017, Goodwill achieved several key objectives. 1. Achieved targets for the delivery of mission services. - Served 6,896 and placed 980 in jobs through Boston Career Link (BCL), the one-stop career center Goodwill operates. (Goal: Serve 7,000 and place 1,000.) - Actively engaged 189 employers with 9 mass hiring events or job fairs and 264 on-site recruitment events. (Goal: Engage 130 employers with 6 mass hiring events and 200 on-sites.) - Served 437 and placed 137 in placement-oriented job training programs. (Goal: Serve 570 and place 195.) 2. Delivered effective programs and expanded to meet evolving needs. - Boston Career Link charter renewed for 4 years by the Boston Private Industry Council, following competitive bid process. - Launched second Project SEARCH site and identified third; this program helps young adults with disabilities transition from school to work. - First Step work readiness program curriculum completed; possible sites for program expansion identified. - Served 102 young people in mentoring program and 43 through Achievers Boston program; met match targets for GoodGuides grant supporting the mentoring program. - Obtained Commission on Accreditation of Rehabilitation Facilities (CARF) three-year accreditation. 3. Grew the retail and other social enterprises. - Successfully planned for donation growth while streamlining the processes. - One new store location confirmed and three potential locations at an earlier stage. - Renovation of Somerville store completed on schedule. - Expanded the computer recycling program to include a training component, by offering initial training with Madison Park Technical Vocational High School. 4. Addressed the infrastructure needs of the organization, in order to support capacity to deliver mission services. - Implemented new retail point of sale system. - Completed five-year IT hardware review and upgrade and began rollout of new hardware. Assessed software requirements. - Identified and addressed top priorities for streamlining key operational processes. Goodwill's programs have made a difference for thousands of people, and the individuals we serve face increasingly complex barriers to employment. Goodwill looks forward to continuing to help members of the community find independence and dignity through work.

External Reviews

Awards & Accreditations

CARF International: Community Employment Services: Job Development- 3 year

CARF International: Community Services: Community Integration- 3 year

CARF International: Community Employment Services: Job Supports- 3 year

Affiliations & Memberships

Association of Developmental Disabilities Providers

Massachusetts Council of Human Service Providers

Financials

Morgan Memorial Goodwill Industries, Inc.

Fiscal year: Jul 01 - Jun 30

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Operations

The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2016
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

Yes

Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Gender

Race & Ethnicity

Sexual Orientation

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Disability

Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan
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We use other methods to support diversity
Diversity notes from the nonprofit
In addition to the staff listed above, Goodwill employs 127 paid trainees with disabilities through programs that help them gain job skills. The organization has a cultural competency plan in place, and all employees receive training in diversity and inclusion on an annual basis.