Goodwill of Middle Georgia and the Central Savannah River Area (CSRA)
EIN: 58-1249683
Mission
Goodwill builds lives, families and communities one career at a time by helping people develop their God-given gifts through education, work and career services.
Ruling year
1976
President
James K. Stiff
Main address
5171 Eisenhower Parkway
Macon, GA 31206 USA
EIN
58-1249683
Vocational post-secondary education
Continuing education
Employment
Social enterprise
Job services
Population served
Economically disadvantaged people
People with disabilities
Unemployed people
NTEE code
Goodwill Industries (J32)
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 reports Download other documentsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Education, Job Training and Career Placement Services
Goodwill of Middle Georgia and the Central Savannah River Area (CSRA) is an autonomous nonprofit organization serving 31 counties in central and northeastern Georgia and four in western South Carolina. The organization has operational headquarters in the Georgia metro areas of Macon-Bibb County and Augusta-Richmond County.
Throughout our 35-county territory we deliver the following services:
Job search, workforce training & career placement services through Goodwill's network of community based Job Connection career centers.
Post-secondary diploma and degree programs in hospitality, health services, industrial trades, and business and technology through Helms College, a Goodwill-affiliated licensed, accredited and federal financial aid eligible vocational career college.
Experiential applied learning job opportunities at one of Goodwill's historic retail training stores or hospitality business enterprises.
Upskilling and reskilling workforce advancement opportunities through Helms Career Education, Goodwill's menu of short-term, low-cost industry recognized career credentialing programs/ Upskilling/Reskilling Career Credentialing Programs.
Job training and placement opportunities for people with disabilities through Goodwill's Good Vocations program.
Where we work
External reviews
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of Students Enrolled or Participating in Education Services
This metric is no longer tracked.Totals By Year
Population(s) Served
Students
Related Program
Education, Job Training and Career Placement Services
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of People Who Benefitted from Education, Job Training and Career Services
This metric is no longer tracked.Totals By Year
Population(s) Served
Unemployed people, People with disabilities
Related Program
Education, Job Training and Career Placement Services
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
People Placed in Employment
This metric is no longer tracked.Totals By Year
Population(s) Served
Unemployed people, People with disabilities
Related Program
Education, Job Training and Career Placement Services
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
What are the organization's key strategies for making this happen?
In addition to defining Goodwill's goals through 2025, the Strategic Plan provided in the preceding section details the strategies established ensure those goals are achieved.
What are the organization's capabilities for doing this?
Dr. Edgar J. Helms, founder of Goodwill Industries, worked passionately to establish the first 70 autonomous Goodwill organizations throughout the world. Goodwill's mission has thrived for more than a century and is based upon our belief that we do the greatest good by helping people with a hand-up to develop their God-given gifts through education, work, and career services.
Almost 70 years after Dr. Helms completed his earthly work, Helms College was established by Goodwill Industries of Middle Georgia and the CSRA established Helms College, the first licensed, accredited and Title IV/GI Bill financial aid eligible post-secondary institution in the world to be affiliated with a local Goodwill organization. The more recent additions of Helms College (helms.edu) and Helms Career Education (helmscareereducation.com) give all people the chance to gain the education, experience, and credentials needed to enjoy the “maximum of abundant living."
“Friends of Goodwill, be dissatisfied with your work until every...unfortunate person in your community has an opportunity to develop to his fullest usefulness and enjoy a maximum of abundant living. We are seeking to prevent pauperism rather than relieve it, and to do so by teaching trades to the unskilled and offering self-respecting work...and also training workers to manage their own enterprises."
- Edgar J. Helms
What have they accomplished so far and what's next?
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
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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 2021 info
0.13
Months of cash in 2021 info
0.5
Fringe rate in 2021 info
31%
Funding sources info
Assets & liabilities info
Goodwill of Middle Georgia and the Central Savannah River Area (CSRA)
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Goodwill of Middle Georgia and the Central Savannah River Area (CSRA)
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.
Goodwill of Middle Georgia and the Central Savannah River Area (CSRA)
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of Goodwill of Middle Georgia and the Central Savannah River Area (CSRA)’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.
Created in partnership with
Business model indicators
| Profitability info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $548,335 | -$867,737 | -$187,729 | -$3,137,300 | $9,858,669 |
| As % of expenses | 1.7% | -2.4% | -0.5% | -9.0% | 23.4% |
| Unrestricted surplus (deficit) after depreciation | -$1,302,720 | -$2,724,881 | -$2,018,382 | -$5,081,060 | $7,666,561 |
| As % of expenses | -3.8% | -7.2% | -5.1% | -13.8% | 17.3% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $33,285,721 | $35,603,028 | $37,341,576 | $32,155,296 | $50,420,104 |
| Total revenue, % change over prior year | -0.8% | 7.0% | 4.9% | -13.9% | 56.8% |
| Program services revenue | 44.7% | 47.3% | 39.5% | 36.1% | 26.4% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.1% | 0.2% | 0.1% | 0.0% | 0.0% |
| Government grants | 2.2% | 2.4% | 2.1% | 1.9% | 14.2% |
| All other grants and contributions | 53.2% | 50.1% | 51.1% | 52.3% | 53.2% |
| Other revenue | -0.2% | 0.0% | 7.2% | 9.8% | 6.2% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $32,817,657 | $36,216,701 | $37,429,303 | $34,961,084 | $42,151,121 |
| Total expenses, % change over prior year | 0.8% | 10.4% | 3.3% | -6.6% | 20.6% |
| Personnel | 66.9% | 64.7% | 65.7% | 62.2% | 61.4% |
| Professional fees | 2.6% | 2.7% | 2.8% | 3.0% | 3.9% |
| Occupancy | 10.4% | 9.6% | 9.7% | 12.2% | 10.0% |
| Interest | 2.2% | 2.4% | 2.4% | 2.2% | 1.8% |
| Pass-through | 1.1% | 1.9% | 1.1% | 1.3% | 1.3% |
| All other expenses | 16.9% | 18.7% | 18.2% | 19.1% | 21.5% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $34,668,712 | $38,073,845 | $39,259,956 | $36,904,844 | $44,343,229 |
| One month of savings | $2,734,805 | $3,018,058 | $3,119,109 | $2,913,424 | $3,512,593 |
| Debt principal payment | $781,883 | $0 | $636,075 | $0 | $5,705,749 |
| Fixed asset additions | $0 | $0 | $0 | $2,861,534 | $5,033,106 |
| Total full costs (estimated) | $38,185,400 | $41,091,903 | $43,015,140 | $42,679,802 | $58,594,677 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 0.1 | 0.3 | 0.2 | 0.6 | 0.5 |
| Months of cash and investments | 0.4 | 0.5 | 0.5 | 0.8 | 0.7 |
| Months of estimated liquid unrestricted net assets | -0.4 | -0.5 | -1.0 | -2.2 | -2.0 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $323,435 | $875,445 | $632,497 | $1,699,192 | $1,854,959 |
| Investments | $697,933 | $675,480 | $879,800 | $553,561 | $640,309 |
| Receivables | $2,516,057 | $2,469,302 | $2,662,459 | $2,577,449 | $2,247,055 |
| Gross land, buildings, equipment (LBE) | $51,686,244 | $52,612,969 | $53,711,631 | $56,408,850 | $61,557,774 |
| Accumulated depreciation (as a % of LBE) | 34.9% | 37.9% | 40.8% | 42.0% | 42.2% |
| Liabilities (as a % of assets) | 73.2% | 80.0% | 85.0% | 97.8% | 81.3% |
| Unrestricted net assets | $10,751,761 | $8,026,880 | $6,008,498 | $927,438 | $8,593,999 |
| Temporarily restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $10,751,761 | $8,026,880 | $6,008,498 | $927,438 | $8,593,999 |
Key data checks
| Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President
James K. Stiff
Since 1994, James K. Stiff has served as president and CEO of Goodwill of Middle Georgia and the CSRA, which serves 35 counties in Georgia and South Carolina. He holds a bachelor’s degree in human services from Grand Valley State University and a master’s in education and religious studies from Notre Dame Institute. Mr. Stiff is a recipient of the illustrious P.J. Trevethan Award for outstanding contribution to the training and development of Goodwill personnel, the Grand Valley State Distinguished Alumni Award, and the Goodwill Industries International Matthews Entrepreneurial Award.
Number of employees
Source: IRS Form 990
Goodwill of Middle Georgia and the Central Savannah River Area (CSRA)
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Goodwill of Middle Georgia and the Central Savannah River Area (CSRA)
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Goodwill of Middle Georgia and the Central Savannah River Area (CSRA)
Board of directorsas of 03/16/2023
Board of directors data
Paul Hart
The Spirit of the 21st Century, LLC
Term: 2022 - 2023
Matt Mills
Southeastern Real Estate Group, LLC
Term: 2022 - 2023
John C. David
Daviron Healthcare
Stephen Denton, Jr.
Archadeck of Central Georgia
Ruth A. Knox
Retired, Wesleyan College
George N. Snelling
Snelling Properties, LLP
Bennett A. Yort
Merrill Lynch/Bank of America Corp.
Ricardo Bravo
Ricardo Bravo, LLC
James K. Stiff
Goodwill of Middle Georgia and the CSRA
Donald W. Bailey
Middle Georgia Graphic Resource
Verda M. Colvin
Supreme Court of Georgia
Jason Cuevas
Georgia Power
Steven B. Kendrick
Richmond County, Georgia
Raymond H. Smith
SBG Wealth Management, Inc.
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
No data
Gender identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 03/16/2023GuideStar 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 ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- 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 seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
Contractors
Fiscal year endingGuideStar Pro Reports
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- Financial statements for 2021, 2020, 2019, 2018, 2017
- Letter of Determination
- Officer and/or Employee data for 2021, 2020, 2019, 2018, 2017
- Contractor and/or Paid Preparer data for 2021, 2020, 2019
- Board of Directors data for 2023
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