Human Services

Goodwill of Southwestern Pennsylvania

Pittsburgh, PA

Mission

We help people improve their quality of life through work and related services.

Ruling Year

1976

President/CEO

Mr. Michael J. Smith

Main Address

118 52nd Street

Pittsburgh, PA 15201 USA

Keywords

employment, training, jobs, education, placement, recycling, retail

EIN

25-1098928

 Number

1862276475

Cause Area (NTEE Code)

Developmentally Disabled Services/Centers (P82)

Vocational Rehabilitation (includes Job Training and Employment for Disabled and Elderly) (J30)

Other Housing Support Services (L80)

IRS Filing Requirement

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

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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

Goodwill Programs

YouthWorks

Northside Common Ministries

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?

The vision of Goodwill of Southwestern Pennsylvania is to be the region's premier human service organization offering exceptional services. We will be satisfied only when all persons have the opportunity to achieve success in their pursuit of meaningful work or other quality of life experiences.

Six key values are the foundation of Goodwill of Southwestern Pennsylvania and of our identity as a human service agency – Meaningful Work, Customer Service, Diversity, Responsibility, Empowerment, and Excellence. In all we do and strive to accomplish, we build upon these values as individuals and as an organization to help us fulfill our mission and attain our vision.

The 2016-2019 Strategic Plan comprises three over-arching goals, focusing on TEAM, MISSION and FINANCE. Each goal will need to work in concert to ensure the full execution and success of the organization.

Strategic Plan Goal One – TEAM
The key to Goodwill SWPA's continued transformation and long-term excellence are the agency's employees. They are the driving force behind fulfilling the mission and generating the revenue needed for growth. Objectives under the TEAM goal include a focus on recruiting, retaining and compensating talent, while fully developing an organizational culture where employees will excel and experience job fulfillment. Another long-term outcome is to create a preferred “employment brand" as the agency becomes one of the region's employers of choice.

Strategic Plan Goal Two – Mission
The strategic planning process identified a growing demand in the area for community-based employment services, as well as more services for populations with increasing needs. Internally, the planning process revealed the need to operate mission programming more efficiently and effectively to meet the changing demands of funders, and to better utilize reduced available financial resources. Objectives in the MISSION goal include creating systems to better measure the effectiveness of programs as well as developing ways to deliver virtual services.

Strategic Plan Goal Three – Finance
In order to achieve TEAM and MISSION goals, Goodwill SWPA will need to follow a course to ensure the long term financial operating sustainability of the organization. Objectives within the FINANCE goal will focus on increasing material donations and revenue, and developing new ways to create revenue. Additionally, objectives to manage risk and operate more effectively will be utilized to create long-term financial reserves.

At the end of this three-year planning cycle, Goodwill SWPA will celebrate its 100th anniversary. To position itself for the next 100 years, the agency must continue to innovate, grow and thrive.
In this challenging economic and funding atmosphere, Goodwill SWPA is well positioned to expand its role as a recognized leader in workforce development and services for people with special needs and barriers to employment. Goodwill also has the capacity to support other organizations in the community. With strong direction from the Board of Directors, leadership and staff, and input from key stakeholders, Goodwill SWPA carved a clear direction for the next three years and beyond.
The 2016-2019 Strategic Plan comprises three over-arching goals, focusing on TEAM, MISSION and FINANCE. Each goal will need to work in concert to ensure the full execution and success of the organization.

When Goodwill SWPA has created a culture of engagement and employees are excelling.

Goodwill SWPA will enhance the outcomes measurement and evaluation system to include social and economic impact.

When Goodwill has successfully increased and diversified revenue streams and established short and long term financial and fundraising reserves.

Goodwill SWPA's most recent strategic plan (2013-2016) sent the agency on a course for organizational transformation. Highlights and accomplishments from the plan include:

Initiation of a Service Delivery Model that provides universal access to services for clients while being responsive to employers. The new model addresses client needs comprehensively, avoiding service duplication to provide better opportunities for long-term successful outcomes.

Increased “green" initiatives, which includes enhanced efforts to recycle items donated by the public, as well as improving agency
operating strategies focused on sustainability.

Additional services for ex-offenders, youth, veterans and increased community based options for people with intellectual disabilities.

Made an investment in software and employee-information systems (such as UltiPro) to improve agency technology, safety,
and employee communications.

Creation of Mission Logistics, a new social venture to generate additional revenue and employment opportunities.

Increased and maximized unrestricted revenue from the retail store system and fundraising.

The 2016-2019 Strategic Plan comprises three over-arching goals, focusing on TEAM, MISSION and FINANCE. Each goal will need to work in concert to ensure the full execution and success of the organization.

External Reviews

Financials

Goodwill of Southwestern Pennsylvania

Fiscal year: Jul 01 - Jun 30

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Operations

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

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  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
A Pro report is also available for this organization for $125.
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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?

No

CEO OVERSIGHT

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

No

ETHICS & TRANSPARENCY

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

No

BOARD COMPOSITION

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

No

BOARD PERFORMANCE

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

No