Goodwill Industries of Central Texas
Transforming Lives. Now That's Goodwill.
Goodwill Industries of Central Texas
EIN: 74-1322808
Mission
We envision a Central Texas where everyone has the opportunity to thrive and believe that education and work are the only true pathways out of poverty and strive to provide opportunities for people in our community who face obstacles to sustainable employment: people who have disabilities, people lacking education, people with criminal backgrounds, people facing homelessness, and youth lacking opportunity.
Ruling year
1960
President and Chief Executive Officer
Rob Neville
Main address
1015 Norwood Park Blvd.
Austin, TX 78753 USA
EIN
74-1322808
Human services
Education
Population served
Adults
Unemployed people
Economically disadvantaged people
Veterans
People with disabilities
NTEE code
Goodwill Industries (J32)
Secondary/High School (B25)
Vocational Technical (B30)
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
Goodwill Central Texas is dedicated to tackling pressing social challenges within its 15-county service area. One of its primary focuses is combating under- and unemployment by offering comprehensive job training and placement services as well as education. Additionally, the organization addresses poverty by providing pathways to economic stability through its programs and services. Through these efforts, Goodwill Central Texas endeavors to create opportunities for individuals to build sustainable livelihoods and contribute positively to their communities.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Employment
Our mission in business model ensures that we provide good jobs in our retail stores and across the organization. By offering employment opportunities, we empower individuals to gain financial independence and contribute positively to their communities. One-on-one career coaching and wrap-around supports are available to team members.
Workforce Advancement Services
Career case management, career advancement training, and job placement utilizing evidenced-based methodologies on an individual level for our unique population. For all program participants and employees, we provide wrap-around services including digital and financial literacy training, transportation or other basic support services, and connection to community resources.
Goodwill Excel Center
Opened in 2014, The Goodwill Excel Center is the first free public charter high school in Austin, Texas, for adults aged 18-50. The Excel Center provides educational opportunities to 18-50 year-olds who dropped out of high school and are typically under- or unemployed. Specialized learning plans, life coaches, and support services help ensure success.
Goodwill Career & Technical Academy
Established in 2013, the Goodwill Career & Technical Academy (GCTA) provides accelerated Texas Workforce Commission approved training leading to a certificate or credential for in-demand fields training to low-income students at little or no cost. Certifications are available for healthcare, professional and business courses, skilled trades, and technology careers. All GCTA programs include career support and job placement services.
Exploration Center
The Goodwill Exploration Center was established in the Excel Center in 2014 to provide childcare to students in school as well as other community members. A Texas Rising Star 4-Star provider, the Center is available for children ages 0-5. The Exploration Center is a Success by Six coalition participant in partnership with United Way.
Commercial Services
We create employment opportunities through contracted facility maintenance, landscaping, packaging and fulfillment, custodial services, call centers, and document management. One-on-one support is available to team members.
GSG Talent Solutions
Professional staffing organization, dedicated to connecting people to meaningful work by placing individuals into temporary to permanent positions. One-on-one support, basic needs assistance, soft skills training, and career coaching are available
Where we work
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of program graduates
This metric is no longer tracked.Totals By Year
Related Program
Goodwill Excel Center
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Number of students earning their high school diploma through the Goodwill Excel Center dropout recovery charter high school.
Number of occupational skills credentials earned
This metric is no longer tracked.Totals By Year
Related Program
Goodwill Career & Technical Academy
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Figures reflect numbers of credentials. Credentials include CDL, Electrical Helper, Plumbing, Apartment Leasing, Phlebotomy Tech, Nurse Aide, Medical Assistant. The pandemic influenced enrollments.
Number of clients served
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The pandemic has affected some numbers due to a need to shift resources.
Number of participants engaged in programs
This metric is no longer tracked.Totals By Year
Related Program
Goodwill Excel Center
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The pandemic impacted enrollment numbers.
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?
Goodwill Central Texas is dedicated to removing barriers to employment while making a lasting impact on the lives and financial stability of individuals and families. We provide innovative programs and initiatives that empower individuals by providing them with the necessary education, skills, resources, and support to overcome challenges and achieve long-term success. By leveraging its expertise and partnerships, Goodwill Central Texas seeks to foster a more equitable community where everyone has opportunity to thrive and contribute positively to society
Goodwill Central Texas defines barriers to employment as any factors or obstacles that prevent individuals from securing and maintaining gainful employment. These barriers can encompass a wide range of challenges, including lack of education or relevant job skills, limited work experience, disabilities, housing instability, substance abuse or mental health issues, criminal records, and lack of support systems.
What are the organization's key strategies for making this happen?
Goodwill Central Texas has developed comprehensive strategies to achieve our long-term goals of doubling our impact on individual lives and fostering personal and financial stability in Central Texas.
As detailed in our 2024-2028 strategic plan, we aim to reach people through:
• ‘Mission in business’ – providing good jobs not only in retail but throughout the organization.
• Employment with our social enterprises, for example, Goodwill Commercial Services hires veterans and individuals with disabilities.
• Mission services in our 15 area counties, including job placement and wrap-around services designed to ensure clients' basic needs are met.
• Educational opportunities, including job and career advancement training, adult high school education through the Goodwill Excel Center, and career certifications through the Goodwill Career & Technical Academy.
• Early childhood education centers designed for students and clients to provide childcare while they are in school or at work.
What are the organization's capabilities for doing this?
Goodwill as a national organization has a long history of successfully putting people to work. In 1902, Edgar J. Helms, a Methodist minister working in Boston's South End, conceived an innovative idea to help impoverished residents earn a wage to provide for themselves and their families. He began collecting used items from the community and city residents in need then repaired and refurbished the goods for resale. This income paid the workers' salaries and enabled them to support their families. The concept was ahead of its time in developing a sustainable model of "charity."
Goodwill Central Texas has more than 65 years of experience generating lifelong connections to work, and the organization carries wide respect both locally and nationally for achievements in mission services and organizational development.
Our capabilities include:
1. A mission in business model ensures we provide good jobs in retail stores and across the organization.
2. Our programs leverage Goodwill's resources and community network. We have resources to support clients on their path to sustainable employment and can, through targeted programs, address specific needs, such as prior court involvement, disabilities, or family dynamics.
3. Besides career advancement, digital skills, financial literacy, and other trainings, the Excel Center and Career & Technical Academy are core assets of our organization.
4. Social enterprise ventures like GSG Solutions and Commercial Services provide employment opportunities while generating revenue to support mission programs.
5. Our commitment to financial stability and sustainability through diverse funding includes earned income from retail and social enterprise, grants, and donations. This enables us to invest in program expansion, facility upgrades, and staff development to better serve our target population.
What have they accomplished so far and what's next?
In its first year of operation, 1958, Goodwill Central Texas served sixty-nine people. In 2023, Goodwill served 10,184 people. Job placements totaled 2,194 with an average pay rate of $20.60. The Goodwill Career & Technical Academy trained 242 students and awarded 328 certifications and credentials. The Goodwill Excel Center Adult High School graduated 356.
Between 2024 and 2028, we plan to:
• Increase numbers served as employees, clients, and students
• Expand programs, for example, the Summer Youth Employment Program
• Serve more individuals in outlying areas
• Open one new Excel Center community campus and three new Texas Department of Criminal Justice campuses
• Increase certification offerings based on high-demand industries at the Goodwill Career & Technical Academy
• Expand the Exploration Center and launch new early childhood learning centers
• Launch new retail stores
• Expand social enterprise business lines as measured by employees, contracts, and revenue
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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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 identify where we are less inclusive or equitable across demographic groups, 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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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
0.20
Months of cash in 2022 info
0.7
Fringe rate in 2022 info
19%
Funding sources info
Assets & liabilities info
Financial data
Goodwill Industries of Central Texas
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Goodwill Industries of Central Texas
Balance sheetFiscal Year: Jan 01 - Dec 31
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
This snapshot of Goodwill Industries of Central Texas’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 | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $886,438 | $5,470,406 | -$780,286 | $35,987,612 | $14,361,717 |
| As % of expenses | 1.2% | 6.8% | -0.9% | 20.8% | 7.3% |
| Unrestricted surplus (deficit) after depreciation | -$2,398,507 | $2,290,735 | -$4,131,720 | $32,563,416 | $10,478,382 |
| As % of expenses | -3.2% | 2.8% | -4.8% | 18.5% | 5.2% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $74,808,186 | $82,405,565 | $80,993,687 | $208,663,678 | $205,338,999 |
| Total revenue, % change over prior year | 2.8% | 10.2% | -1.7% | 157.6% | -1.6% |
| Program services revenue | 16.9% | 17.1% | 15.0% | 46.5% | 51.9% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.1% | 0.1% | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 0.0% | 2.7% | 4.7% |
| All other grants and contributions | 80.5% | 80.1% | 74.1% | 48.2% | 43.2% |
| Other revenue | 2.5% | 2.8% | 10.9% | 2.6% | 0.2% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $71,846,726 | $79,951,010 | $83,057,404 | $172,927,053 | $196,235,360 |
| Total expenses, % change over prior year | 5.1% | 11.3% | 3.9% | 108.2% | 13.5% |
| Personnel | 64.5% | 62.4% | 57.8% | 33.8% | 36.2% |
| Professional fees | 3.1% | 2.5% | 3.3% | 1.9% | 2.6% |
| Occupancy | 17.7% | 19.2% | 19.6% | 10.4% | 9.7% |
| Interest | 1.3% | 1.2% | 2.2% | 0.5% | 0.6% |
| Pass-through | 0.8% | 0.7% | 1.8% | 0.5% | 1.4% |
| All other expenses | 12.6% | 14.0% | 15.3% | 52.9% | 49.6% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $75,131,671 | $83,130,681 | $86,408,838 | $176,351,249 | $200,118,695 |
| One month of savings | $5,987,227 | $6,662,584 | $6,921,450 | $14,410,588 | $16,352,947 |
| Debt principal payment | $509,567 | $735,497 | $801,073 | $0 | $808,461 |
| Fixed asset additions | $0 | $7,857,859 | $0 | $16,436,340 | $7,822,221 |
| Total full costs (estimated) | $81,628,465 | $98,386,621 | $94,131,361 | $207,198,177 | $225,102,324 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 1.1 | 1.4 | 1.6 | 1.3 | 0.7 |
| Months of cash and investments | 1.2 | 1.4 | 1.7 | 2.0 | 1.3 |
| Months of estimated liquid unrestricted net assets | -2.3 | -2.6 | -2.7 | 1.5 | 1.6 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $6,415,314 | $9,019,978 | $11,265,208 | $18,682,661 | $11,833,295 |
| Investments | $576,851 | $400,900 | $224,136 | $10,539,755 | $9,650,987 |
| Receivables | $3,019,429 | $3,354,209 | $2,456,880 | $2,030,160 | $4,419,670 |
| Gross land, buildings, equipment (LBE) | $82,839,169 | $89,231,887 | $82,931,846 | $97,622,862 | $104,081,482 |
| Accumulated depreciation (as a % of LBE) | 36.0% | 35.3% | 34.3% | 30.9% | 31.4% |
| Liabilities (as a % of assets) | 72.6% | 75.5% | 81.1% | 55.5% | 67.2% |
| Unrestricted net assets | $15,150,413 | $17,441,148 | $13,309,428 | $45,872,844 | $56,351,226 |
| Temporarily restricted net assets | $2,901,138 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $2,901,138 | $1,121,136 | $250,987 | $0 | $0 |
| Total net assets | $18,051,551 | $18,562,284 | $13,560,415 | $45,872,844 | $56,351,226 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President and Chief Executive Officer
Rob Neville
Rob Neville is a successful business builder, entrepreneur, and turnaround enthusiast with over 30 years of valuation creation and delivery experience in private, public, and nonprofit environments across various industries, including the life sciences, software, healthcare IT, and venture capital. Rob has been a finalist in the E&Y Entrepreneur of the Year Award multiple times, winning the Central Texas Life Science category in 2018. He was selected as E&Y Entrepreneur of the Year judge for 2021 and 2022. Rob was co-founder of a 501(c)(3) providing educational opportunities to inner-city at-risk youth in east Austin, has served as a member of the Board of Directors on the Austin Chapter of the Cystic Fibrosis Foundation, and is currently on the nonprofit board of the Forward Foundation.
Number of employees
Source: IRS Form 990
Goodwill Industries of Central Texas
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Goodwill Industries of Central Texas
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Goodwill Industries of Central Texas
Board of directorsas of 09/05/2024
Board of directors data
Richard Shields
Wes Burke
Care.com
Margaret Moten
Retired
Catherine Savage
Effectiveness Factory
Courtland Logue
Courtland National Holdings
Delbert Bray
PulseForge Corporation
Michael Clifford
Retired
Cheryl Koury
Texas State University
Elizabeth Gunter
Attorney
Joanne Corum
McCoy's Building Supply
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
Transgender Identity
Sexual orientation
No data
Disability
Equity strategies
Last updated: 09/05/2024GuideStar 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 review compensation data across the organization (and by staff levels) to identify disparities by race.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2018
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