Goodwill Industries of Southern California
Transforming Lives through the Power of Work
Goodwill Industries of Southern California
EIN: 95-1641441
Mission
The mission of Goodwill Southern California is “Transforming Lives Through the Power of Work.” For more than 100 years, Goodwill Southern California has provided education, training, work experience and job placement services for people facing barriers to employment, including Veterans, disconnected youth, people with disabilities, unhoused people and individuals returning from prison. Every year, our network of programs and services offers opportunity to thousands of jobseekers who have a strong desire to work. Goodwill Southern California is not just about numbers. We are about people – and life transformation.
Ruling year
1935
President and CEO
Mr. Patrick McClenahan
Main address
342 N. San Fernando Road
Los Angeles, CA 90031 USA
EIN
95-1641441
Economic development
Employment
Vocational rehabilitation
Special population support
Population served
Unemployed people
Veterans
NTEE code
Employment Procurement Assistance and Job Training (J20)
Services to Promote the Independence of Specific Populations (P80)
Economic Development (S30)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Affiliations
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Job Training & Placement Services - Ending Unemployment for Vulnerable Job-seekers
Goodwill's network of programs and services to vocationally disadvantaged job seekers reach more than 30,000 people every year. We complement the work of other social service agencies with our experience and expertise in employment, and have been doing so for the past 100 years. We operate 4 County/City-funded America's Job Centers of California, 3 Goodwill/privately funded Career Centers, and programs focused on serving people with disabilities, disadvantaged youth and the re-entry population. For over a century we have served over one million job seekers in So. California and placed tens of thousands in good jobs. Our approach is simple: Connect job seekers with employers. Sometimes, the process takes a while because the people we serve often have enormous barriers to employment. Our staff provides case management and career counseling to help vulnerable job seekers meet individual career goals. Resources include career goal assessments, pre-employment assistance e.g. housing referrals, career counseling, case management, GED classes, soft skills workshops, training in short-term certification courses, work experience, support services such as transportation assistance and help with professional clothing, job placement, and follow-ups.
Most of the people we serve from our 30,000 sq. mile service area (Los Angeles County north of Rosecrans, and all of Riverside and San Bernardino Counties) could be described as the working poor - engaged in multiple jobs to provide for their families. We also offer programs for disconnected military veterans, persons with disabilities, people with a history of incarceration, and at-risk youth.
Over the years, we've incorporated more high-touch services to vulnerable job seekers resulting in better career-oriented job placements. Over the past 3 years, we have enrolled and graduated more than 1500 people in short-term certificate training at no cost to them, giving them opportunity for stable, career-oriented jobs with sustainable wages. To illustrate the impact of training, in just the first 6 months of 2016, we trained 700 job seekers with a resulting wage gain from placements of $30-million. Goodwill's partnership with Northrop Grumman, City of Palmdale and Antelope Valley College is a good example of our sector-focused work, which we are increasingly doing to benefit job seekers and to address the skills gap in manufacturing. Goodwill developed/customized curriculum to meet the needs of Northrop, and helped Antelope Valley College qualify to receive training funds, engaged other stakeholders (EDD, local agencies) to refer eligible job seekers to Goodwill for pre-screening, and created remedial pathways for job seekers who fail to meet math/reading proficiency. We pre-screened 705 candidates and enrolled 91 in training. Forty have been hired by Northrop or another aerospace/manufacturing employer after training.
Other portions of our service program include:
Contract Services-jobs competitively contracted with local businesses that provide training and work experience for people with developmental disabilities and other disadvantages.
Food Services-provides culinary training and work experience for persons with various employment challenges in our cafeteria, while providing good nourishment for employees and trainees at reasonable prices.
Environmental Services (secure document shredding, computer & e-waste recycling, full service custodial and landscaping services)-provides jobs/training for people with disabilities and other vocational disadvantages.
Retail Service Training-our stores provide jobs and training opportunities for employees working to overcome various barriers to employment.
Retail Services, Contracts, and Environmental Services all provide jobs while bringing in revenue to help fund our workforce and career development programs.
Where we work
Awards
Goodwill Southern California’s Global Career Development Facilitator (GCDF) program recognized as an ‘exemplary practice’ 2011
CARF
4-Star WorkSource Center and 4-Star OneSource Youth Opportunity Center 2011
City of Los Angeles, Community Development Department
Affiliations & memberships
National Rehabilitation Association 2011
External reviews
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of clients served
This metric is no longer tracked.Totals By Year
Population(s) Served
People with disabilities, At-risk youth, Ex-offenders, Veterans, Homeless people
Related Program
Job Training & Placement Services - Ending Unemployment for Vulnerable Job-seekers
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Context Notes
Though we have 5 target populations, we serve all jobseekers who walk through our doors.
Number of participants who gain employment
This metric is no longer tracked.Totals By Year
Population(s) Served
People with disabilities, At-risk youth, Veterans, Ex-offenders, Homeless people
Related Program
Job Training & Placement Services - Ending Unemployment for Vulnerable Job-seekers
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Context Notes
This refers to the number of participants who receive intensive job placement services with an individualized success plan.
Number of persons earning industry-recognized certifications/credentials
This metric is no longer tracked.Totals By Year
Population(s) Served
Veterans, At-risk youth, Ex-offenders, People with disabilities, Homeless people
Related Program
Job Training & Placement Services - Ending Unemployment for Vulnerable Job-seekers
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
1. Continue to be a leading provider of quality training & employment services for people with the most significant barriers to employment.
2. Grow quality work experience and job placement opportunities, and refine and implement comprehensive program design with measurable impact on persons with significant barriers to employment.
3. Offer job seekers high quality training that leads to industry-recognized certificates and credentials.
4. Expand mobile services to maximize outreach to job seekers throughout territory.
5. Expand large-scale strategic partnerships creating customized training for job seekers with focus on sector employers. Expand and implement apprenticeships and career pathways.
6. Maximize environmental and sustainability efforts throughout organization.
What are the organization's key strategies for making this happen?
1. Provide job seekers with skills training, paid work experience and placement to stable, career-oriented jobs with livable wages.
2. Specialize in “High Road Training Partnerships” that include employer and industry-recognized training and credentials. These partnerships bring together employers, training providers and community-based organizations and result in high-demand and living wage jobs. Continue to adopt an intermediary model for bringing all interested parties to “the table” to make regional decisions on economic and workforce investments.
3. Focus on the hardest to serve populations and advance a “Jobs First” model that promotes employment as a solution for housing insecurity.
What are the organization's capabilities for doing this?
Over the past century we have served more than 12 million job seekers in Southern California and placed tens of thousands of unemployed individuals in good jobs. Our approach is simple: Utilize our stores as a transitional job opportunity. Sometimes the process takes a while because the people we serve may have enormous barriers to employment requiring time, support and resources. Our staff provides case management, career planning, guidance and direction to help job seekers meet individual career goals.
The resources we provide include career goals assessment, pre-employment assistance with housing and other barriers, GED classes, soft skills workshops, career training in high-demand careers, work experience at a Goodwill business or external employer, job application and interview assistance, career placement, support services such as transportation assistance and help with professional clothing, job placement, and follow up services.
Our network of programs and services to vocationally disadvantaged job seekers reach almost 30,000 people every year. We complement the work of other social service organizations with our experience and expertise in work experience and job placement. Our territory extends 32,000 square miles from all of Los Angeles County (excluding the beach cities – Long Beach, Redondo Beach, etc. – north of Rosecrans Boulevard) to all of Riverside and San Bernardino counties. Within this diverse community, we provide services out of several career centers (privately and county/city-funded), programs for Veterans (including one onsite at Fort Irwin Forward Operating Military Base), and several sites where we offer services for people with disabilities, disadvantaged youth, and persons with incarceration histories. Lately, we have begun to mobilize some of our services, equipping frontline staff with mobile devices and deploying them where our target population are located.
What have they accomplished so far and what's next?
In 2022 we accomplished the following:
• 28,361 individuals assisted with services that included hiring events, job listings in career resource centers, computers for resumes, printing, job search assistance and supportive services (career clothing, transportation assistance, etc.).
• 6,648 Individuals placed to good jobs in the community.
• 1,609 individuals with disabilities served.
• 1,626 re-entry participants served (self-reported).
• 4,336 youth provided mentoring, homework help, job preparation and career counseling.
• 2,044 unhoused individuals served.
• 1,646 Veterans served.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
We provide employment services to individuals with barriers to employment, low wage earners and dislocated workers. While our strategic populations include disconnected youth, justice impacted, unhoused individuals, individuals with disabilities and veterans.
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How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Case management notes,
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,
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With whom is the organization sharing feedback?
Our staff, Our community partners,
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible,
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What challenges does the organization face when collecting feedback?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
0.38
Months of cash in 2020 info
0.5
Fringe rate in 2020 info
27%
Funding sources info
Assets & liabilities info
Goodwill Industries of Southern California
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Goodwill Industries of Southern California
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of Goodwill Industries of Southern California’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $5,020,173 | $3,613,423 | $4,165,599 | $7,843,687 | -$26,805,278 |
| As % of expenses | 2.3% | 1.6% | 1.8% | 3.1% | -14.1% |
| Unrestricted surplus (deficit) after depreciation | $365,298 | -$709,356 | -$170,863 | $3,177,613 | -$31,180,447 |
| As % of expenses | 0.2% | -0.3% | -0.1% | 1.2% | -16.1% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $219,539,041 | $226,617,567 | $238,366,253 | $253,626,397 | $165,221,629 |
| Total revenue, % change over prior year | 8.2% | 3.2% | 5.2% | 6.4% | -34.9% |
| Program services revenue | 60.1% | 58.7% | 58.3% | 59.6% | 60.5% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.2% | 0.2% | 0.2% | 0.2% | 0.1% |
| Government grants | 2.5% | 2.9% | 2.1% | 2.5% | 5.4% |
| All other grants and contributions | 36.9% | 37.6% | 38.9% | 37.4% | 33.8% |
| Other revenue | 0.2% | 0.5% | 0.5% | 0.3% | 0.3% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $215,793,080 | $223,063,820 | $232,890,524 | $250,633,595 | $189,657,536 |
| Total expenses, % change over prior year | 3.6% | 3.4% | 4.4% | 7.6% | -24.3% |
| Personnel | 19.3% | 19.0% | 18.7% | 19.2% | 19.8% |
| Professional fees | 19.7% | 20.0% | 19.4% | 19.2% | 22.4% |
| Occupancy | 16.9% | 17.7% | 17.4% | 17.2% | 20.5% |
| Interest | 0.1% | 0.1% | 0.2% | 0.1% | 0.2% |
| Pass-through | 0.7% | 1.3% | 1.2% | 0.9% | 1.1% |
| All other expenses | 43.4% | 41.7% | 43.2% | 43.3% | 36.0% |
| Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $220,447,955 | $227,386,599 | $237,226,986 | $255,299,669 | $194,032,705 |
| One month of savings | $17,982,757 | $18,588,652 | $19,407,544 | $20,886,133 | $15,804,795 |
| Debt principal payment | $398,524 | $375,852 | $321,472 | $333,606 | $0 |
| Fixed asset additions | $0 | $4,999,028 | $0 | $0 | $0 |
| Total full costs (estimated) | $238,829,236 | $251,350,131 | $256,956,002 | $276,519,408 | $209,837,500 |
Capital structure indicators
| Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Months of cash | 0.8 | 0.7 | 0.5 | 0.5 | 0.5 |
| Months of cash and investments | 1.8 | 1.8 | 1.6 | 1.6 | 1.2 |
| Months of estimated liquid unrestricted net assets | 0.1 | 0.0 | 0.0 | 0.3 | -1.0 |
| Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Cash | $13,570,659 | $12,760,287 | $10,501,493 | $9,889,927 | $7,992,925 |
| Investments | $18,657,722 | $21,091,188 | $19,890,051 | $23,130,464 | $11,511,271 |
| Receivables | $4,408,805 | $5,451,423 | $6,379,890 | $5,505,147 | $5,025,672 |
| Gross land, buildings, equipment (LBE) | $71,092,810 | $73,939,042 | $76,882,605 | $78,656,142 | $78,382,077 |
| Accumulated depreciation (as a % of LBE) | 58.5% | 59.1% | 62.3% | 66.6% | 71.4% |
| Liabilities (as a % of assets) | 63.9% | 64.6% | 63.3% | 62.4% | 103.9% |
| Unrestricted net assets | $21,853,513 | $21,144,157 | $20,973,294 | $24,150,907 | -$7,029,540 |
| Temporarily restricted net assets | $3,375,401 | $4,990,147 | $5,206,230 | N/A | N/A |
| Permanently restricted net assets | $2,449,802 | $2,468,587 | $2,427,798 | N/A | N/A |
| Total restricted net assets | $5,825,203 | $7,458,734 | $7,634,028 | $5,857,607 | $4,723,159 |
| Total net assets | $27,678,716 | $28,602,891 | $28,607,322 | $30,008,514 | -$2,306,381 |
Key data checks
| Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President and CEO
Mr. Patrick McClenahan
Patrick McClenahan became president and CEO after overseeing the planning, development and implementation of the 2015 Special Olympics World Games, where he led a team of 450 employees & raised more than $100 million to put on the largest sports and humanitarian event in the world--6,500 athletes from 164 countries. Prviously, Patrick was a longtime sports & media exec in LA, leading the largest local broadcast operation in the country, CBS2 & KCAL9; and leading programming/production for Prime Ticket and Fox Sports Regional Networks. He was honored with 6 Emmy's for his sports TV work.
Patrick is active in community leadership, having served as Board Chair for Special Olympics Southern California and serving on the boards of the LA Sports Council and the LA 84 Foundation.
Patrick is a LA native and a USC alumnus. He and his wife, Karren, are proud parents of Eric & Kelly (who has Cerebral Palsy and is a key inspiration in Patrick's desire to serve individuals with special needs).
Number of employees
Source: IRS Form 990
Goodwill Industries of Southern California
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Goodwill Industries of Southern California
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Goodwill Industries of Southern California
Board of directorsas of 03/03/2023
Board of directors data
Mr. Laurence Midler
CBRE
Term: 2022 - 2021
David M. Amar
William Blair & Co
Drucilla Garcia-Richardson
Manufacturers Bank
Diana Ingram
Oracle Consulting
Kathleen C. Johnson
Law Office of Kathleen C. Johnson
Jack E. Kaufman
Kaufman, Miller & McAndrew
Larry Midler
CBRE Group, Inc.
Thomas Murnane
Arc Business Advisors
Paul Reiner
Deloitte Consulting LLP
Daniel Rendler
Southern California Gas Company
Morgan W. St. John
Peter Starrett
Freeman Spogli
Susan H. Stromgren
Bank of the West (retired)
Terry R. Takeda
Triple T&S Enterprises
Richard Villa
TCW
Adeola Adeseun
FIFTH SEASON
Jeryl Bowers
Sheppard Mullin
John Hwang
Freeman Spogli & Co.
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and 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 and 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
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
Equity strategies
Last updated: 11/05/2021GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We disaggregate data by demographics, including race, in every policy and program measured.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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- Letter of Determination
- Officer and/or Employee data for 2020, 2019, 2018, 2017, 2016
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