Mark L. Brasee - Chairman Joseph R. Lempka - Vice ... L. Brasee - Chairman Joseph R. Lempka - Vice Chairman Frank McGree - President & CEO goal one Goal 1: Goodwill will grow the agency

RMark L. Brasee - Chairman Joseph R. Lempka - Vice Chairman Frank McGree - President & CEO

goal one Goal 1: Goodwill will grow the agency by over $9.5 million by 2019. 1. To grow the Agency by over 26.6%, to $39.5 million in 2019, an average annual growth of $1.9 million (growth rate of 4.60%)

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Projection Plan Plan Plan Plan Plan

REVENUE1 13,859,000 15,940,000 17,618,332 19,885,000 19,502,498 23,974,138 23,509,632 26,389,362 28,656,666 28,375,977 29,930,364 31,853,124 33,405,617 35,411,424 37,424,078 39,467,494RETURN2 1,026,799 987,765 1,017,857 874,522 106,733 5,350,630 2,639,939 1,055,574 1,146,267 1,064,099 1,116,403 1,274,125 1,336,225 1,416,457 1,496,963 1,578,700GROWTH 15.20% 15.02% 10.53% 12.87% -1.92% 22.93% -1.94% 12.25% 8.59% -0.98% 5.48% 6.42% 4.87% 6.00% 5.68% 5.46%

2. To serve over 20,000 people in Employment & Training programs between 2015 and 2019 an average of about 4,147 a year.

YEAR 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Projection Plan Plan Plan Plan Plan

PeopleServedGROWTH 28.66% -23.61% 20.53% -37.64% -71.35% 19.10% -18.03% 1022.49% 14.64% 0.52% 4.10% -37.91% -77.00% 4.78% 5.81% 4.90%

3. To generate over $4.3 million in annual Employment & Training revenue by 2019.

YEAR 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Projection Plan Plan Plan Plan Plan

REVENUE 1,818,243 2,287,921 2,826,060 2,828,449 2,270,539 3,838,629 3,273,957 3,815,796 4,125,274 3,418,409 3,188,555 4,050,000 4,136,100 4,218,822 4,303,198 4,389,262

4. To increase annual Retail Operations revenue to $28.7 million by 2019.


REVENUE 7,294,665 8,686,452 9,824,707 11,034,265 11,993,041 12,586,027 14,064,734 16,160,759 19,008,442 20,130,528 21,455,554 22,300,000 23,500,000 25,250,000 27,000,000 28,750,000NET GAIN 1,524,243 1,874,683 1,980,945 2,185,541 880,263 2,530,215 2,496,375 2,814,190 4,156,904 4,531,020 4,328,887 4,683,000 5,052,500 5,555,000 6,075,000 6,612,500E:R 79.1% 78.4% 79.8% 80.2% 77.7% 79.9% 82.2% 82.6% 78.1% 77.5% 79.8% 79.0% 78.5% 78.0% 77.5% 77.0%

5. To generate more than $6.3 million in Federal, Community, and Commercial Contracts by the year 2019.


Ability One 4,157,288 4,727,339 4,717,807 4,920,337 4,756,735 5,187,370 5,394,814 5,357,993 4,665,395 4,040,040 4,167,916 4,438,124 4,651,267 4,790,805 4,934,529 5,082,564Commercial 54,398 65,620 82,555 73,653 67,662Community 244,253 52,643 81,644 286,199 414,521TOTAL 4,455,939 4,845,602 4,882,006 5,280,189 5,238,918 5,737,804 6,498,881 6,412,807 5,522,950 4,827,040 5,286,255 5,503,124 5,769,517 5,942,602 6,120,880 6,328,232

1 Operating revenue only. Does not include contributions, or unrealized gain/(loss) on investments2 Includes contributions and unrealized gain/(loss); reported as increase/(decrease) in net assets in audited Statement of Activities.

13,425

YEAR

7,447 5,689 6,857 4,276 1,225 1,459 1,196 2,550 2,675

YEAR

YEAR

550,434 1,104,067 1,054,814 857,555 787,000 1,118,339

15,391 15,471 16,105 10,000 2,300 2,410

1,065,000 1,118,250 1,151,797 1,186,351 1,245,668

OPERATIONS STRATEGIC OBJECTIVES & ORGANIZATION GOALS

2 Goodwill will further develop and diversify its employment and training services.

2.1 WORKFORCE DEVELOPMENT SYSTEM - Identify the appropriate role for Goodwill in the ongoing reshaping of the Workforce Development system in the Omaha area. (12/31/16)

Team Member Goals Start Date, End Date

2.1.1 Remain involved with cobranding and marketing Heartland Workforce Solutions, the administrative entity for the Workforce Investment Act (WIA) contract. 01/01/14, 12/31/16

2.1.2 Nurture relationships with businesses to create a career center that is the system of choice when looking for employees to fill their workforce needs. 01/01/14, 12/31/16

2.1.3 Respond to requests for proposal to continue WIA services to youth, adult/dislocated workers, and management of the American Job Center. 01/01/14, 12/31/16

2.1.4 Monitor changes in the new Workforce Innovation and Opportunity Act legislation. 01/01/15, 12/31/16

2.2 SOUTH OMAHA OFFICE - As Goodwill expands into South Omaha, explore opportunities to better serve South Omaha residents, especially Spanish-speaking citizens. (12/31/18)


2.2.1 Identify appropriate partners and services that could be offered. 01/01/14, 12/31/18

2.2.2 Become more involved in the South Omaha community, even before a location for a facility is identified and secured 01/01/14, 12/31/18

2.2.3 Explore options for bringing current programming to South Omaha through community partner office space there. 01/01/14, 12/31/16

2.3 REAL EMPLOYMENT ASSISTANCE FOR DEVELOPING YOU (READY) - Expand these free services to individuals who do not have a funding source. READY will reach out to more individuals including participants, Goodwill employees, and veterans who are economically disadvantaged. (12/31/18)


2.3.1 Enhance opportunities for E-Learning: on-line education and training, such as basic computer literacy, self-tutorials, etc. 01/01/14, 12/31/18

2.3.2 Develop a job club that provides a supportive atmosphere for individuals doing a job search. 01/01/14, 12/31/18

2.4 EX-OFFENDER / DIVERSION SERVICES - Goodwill will pursue the development of diversion and reentry programs as appropriate. (12/31/18)


2.4.1 Participate in Douglas County’s Re-Entry Task Force Program. 01/01/14, 12/31/18

2.4.2 Educate corrections facilities managers and the local justice system about programs at Goodwill that may be appropriate for referrals. 01/01/14, 12/31/18

2.4.3 Pursue funding options and partnership opportunities for a diversion program that focus on developing responsibility, employment, attitude and lifestyle changes for youth currently involved in the juvenile justice system.

01/01/14, 12/31/18

2.5 INDUSTRY-SPECIFIC TRAINING (Sector Training) - Design programs targeted towards the future employment and training needs of selected industries that provide in-demand jobs, sustainable wages, career paths and are accessible to populations served. (12/31/18)


2.5.1 Partner when appropriate with Metropolitan Community College or other institution of higher learning. 01/01/14, 12/31/18

2.5.2 Design and implement a curriculum-based occupational skills training program with a focus on retail sales, production, inventory management, warehousing, transportation, and online trainings. 01/01/14, 12/31/18

2.5.3 Commercial Services: Identify and develop trainings to complement existing GW enterprises, including more formalized custodial training. 01/01/14, 12/31/18

2.5.4 Prepare to investigate and implement the findings of the ongoing Community Needs Assessment, and the “high demand” industries identified therein. 01/01/15. 12/31/18

2.6 YOUTHBUILD - Continue to investigate funding opportunities that will sustain the YouthBuild program beyond grant funding. (12/31/16)


2.6.1 Identify growth opportunities for projects in South Omaha, Council Bluffs or rural communities. 01/01/14, 12/31/16

2.6.2 Look for ways to diversify funding through AmeriCorps and private foundations. 01/01/14, 12/31/16

2.6.3 Utilize YouthBuild USA (national office) to ascertain successful funding strategies of other YouthBuild locations; tap into their resources and sources for funding. 01/01/14, 12/31/16

2.6.4 Explore funding options through the Nebraska Affordable Housing Trust Fund, which can support vocational training in the housing and construction trades by nonprofit groups. 01/01/14, 12/31/16

2.6.5 5 Pursue feasible ways of self-funding through projects such as: 1) Refurbish furniture 2) Construct / decks / ramps / sheds for home use 3) Build and install playground equipment 4) Approach a company like Home Depot about supplying a product they might sell 5) YouthBuild “for hire” – YB alumni day labor center 6) Partner with banks and/or realtors to renovate homes that have been foreclosed 7) Get on “preferred contractors” list at companies like Home Depot or Lowes 8) Examine feasibility of contracting with companies who make prefab houses or materials.

01/01/14, 12/31/16

2.6.5 Prepare for the release of the Department of Labor RFP in July of 2015. 01/01/15, 8/01/15

2.7 MONITORING OPPORTUNITIES - Maintain contacts and relationships with local and state Department of Labor (DOL), Department of Economic Development (DED), Health and Human Services (HHS), and other public and private funding entities to ensure Goodwill remains aware of potential contract opportunities. (12/31/16)


2.7.1 Prepare for the possible 2015 release of a request for proposal (RFP) for Employment First, Nebraska’s welfare-to work services system. 01/01/14, 12/31/16

2.7.2 Monitor the potential development of Career Academies in Nebraska, a form of public secondary education that focuses on career and skills-based learning. 01/01/14, 12/31/16

2.7.3 Monitor contract opportunities with the Department of Justice / Office of Juvenile Justice Delinquency Prevention (OJJDP). 01/01/14, 12/31/16

2.7.4 Track opportunities for services to Veterans / reintegration services. 01/01/14, 12/31/16

2.7.5 Monitor opportunities for remedial / developmental services, such as literacy training and GED preparation. 01/01/14, 12/31/16

2.7.6 Track opportunities for services to retiree or older workers, including career counseling, training, financial planning, and other life-long learning activities. 01/01/14, 12/31/16

2.7.7 Look out for new opportunities to partner with Nebraska Goodwills on statewide service initiatives. 01/01/14, 12/31/16

3 Goodwill will pursue the full market potential of its retail program.

3.1 DONATION DEVELOPMENT - Protect and grow our material donations. (12/31/18)


3.1.1 Grow Standalone donation sites (Attended Donation Centers (ADCs) and Donation Pods) by 5 to 10 per year 01/01/14, 12/31/18

3.1.2 Enhance donation pod program. 01/01/14, 12/31/15

3.1.2.1 Establish partnerships with businesses for placement of boxes. 01/01/14, 12/31/18

3.1.2.2 Restructure retail supervision to ensure success of donation program. 01/01/14, 12/31/14

3.2 DONOR DEVELOPMENT - Enhance the donor experience. (12/31/15)


3.2.1 Implement mobile card reader technology for attended donation centers and stores for donation tracking and issuing receipts. 01/01/14, 12/31/16

3.2.2 Enhance training of donation staff. 01/01/14, 12/31/15

3.2.3 Create donor feedback surveys. 01/01/14, 12/31/15

3.2.4 Investigate a secret donor program. 01/01/14, 12/31/15

3.3 HOME PICKUP - Examine revitalizing a home pickup program. (12/31/15)


3.3.1 Look into feasibly of establishing donation drives in select neighborhoods. 01/01/14, 12/31/15

3.3.2 Consider partnering with local pickup / delivery or disposal businesses that crisscross the city on a regular basis. 01/01/14, 12/31/15

3.4 FORECLOSURE DONATIONS - Partner and contract with financial institutions to prepare foreclosed properties for sale. (12/31/15)


3.4.1 Transfer items left behind in foreclosed homes to Goodwill for re-sale. 01/01/14, 12/31/15

3.4.2 Rehab foreclosed homes using YouthBuild students and alumni. 01/01/14, 12/31/15

3.4.3 Commercial Services will clean foreclosed homes as the final preparation for re-sale. 01/01/14, 12/31/15

3.5 DONATION DRIVES - Research significant donation drive opportunities with community partners such as Mutual of Omaha, Midtown Crossing, Ak-Sar-Ben Village and other localities and worksites. (12/31/18)


3.5.1 Combined donation drives measureable goal (Creighton, Mutual, Drive 4 Drives, Good Turn Girl Scouts, Woodmen, Younkers and any new drives to be determined): 500,000 pounds in 2015, growing steadily thereafter.

01/01/14, 12/31/15

3.5.2 Utilize new Goodwill Portal to better track donations made through donation drives. 01/01/14, 12/31/15

3.6 TERRITORY DEVELOPMENT - Establish new Goodwill locations in our market. (12/31/18)


3.6.1 Add, as appropriate, one new leased location per year; beyond the one location, add additional leased or owned locations as the opportunities surface and as the agency’s financial situation warrants. 01/01/14, 12/31/18

3.6.2 Utilize the full territory analysis to assist in determining the proper placement and potential number of new locations that our territory should be able to support. Locations may include: 1) Mid-Town Omaha 2) Florence 3) South Omaha 4) Elkhorn, NE 5) Nebraska City, NE 6) Red Oak, IA 7) West Council Bluffs, IA 8) Creston, IA 9) Atlantic, IA 10) Shenandoah, IA

01/01/14, 12/31/18

3.7 PROTECTION OF SALVAGE MARKET REVENUE - Develop a diverse and comprehensive plan to prepare for the inevitable decline in salvage market prices. (12/31/18)


3.7.1 Analyze of the effects of the changing salvage market pricing on our operations and how to reduce our exposure. 01/01/14, 12/31/16

3.7.2 Establish a task force to analyze scenarios of potential negative market movement and their effects on Goodwill. 01/01/14, 12/31/16

3.7.3 Examine what other Goodwill agencies are doing to prepare for market declines. 01/01/14, 12/31/16

3.7.4 Look for new markets and products to lesson dependency on the current market. 01/01/14, 12/31/16

3.8 MISSION INTERGRATION - Identify mission-related programs/operations at all retail locations. (12/31/18)


3.8.1 Investigate partnering opportunities with other community-based organizations. 01/01/14, 12/31/18

3.8.2 Expand current work experience model programs. 01/01/14, 12/31/18

3.9 STAFF DEVELOPMENT AND RETENTION - Enhance the development and training of retail personnel, and ensure wages are competitive in the retail marketplace. (12/31/15)


3.9.1 Investigate web-based orientation and training. 01/01/14, 12/31/15

3.9.2 Re-evaluate job descriptions and adjust base wages accordingly. 01/01/14, 12/31/15

3.9.3 Conduct community wage survey and adjust wages as indicated. 01/01/14, 12/31/15

3.9.4 Evaluate the use of hiring and retention bonuses. 01/01/14, 12/31/15

3.10 SAFETY - Continue focus on developing effective safety programs. (12/31/15)


3.10.1 Create enhanced and more visible store tracking with safety boards. 01/01/14, 12/31/15

3.10.2 Start in-store Safety Committees at all locations. 01/01/14, 12/31/15

3.11 NEW GOODS - Expand new goods program, not to exceed 10% of store revenue. (12/31/14)


3.11.1 Continue to implement an inventory tracking program that will assist in sales, ordering and shrinkage tracking. 01/01/14, 12/31/15

3.12 CUSTOMER DATABASE: Use customer data from the Goodwill Card to expand communication with customers.


3.12.1 Send no less than three emails to our customer database each month, including a yearly survey of Goodwill cardholders. 01/01/14, 12/31/15

4 Goodwill will create more jobs for people with disabilities and disadvantages by expanding contracting opportunities with the public and private sectors.

4.1 ABILITY ONE - Continue to enhance current contracts, while seeking out new Source America opportunities for growth. (12/31/18)


4.1.1 Monitor and pursue all appropriate Source America opportunities, including but not limited to: 1) Total Facilities Management 2) Veteran’s cemetery in Bellevue (2015) 3) Call Center Services 4) Stratcom Cleaning Expansion (2017) 5) Army Reserve Center Grounds Maintenance (2015)

01/01/14, 12/31/17

4.1.1.1 Adopt a Total Facilities Management (TFM) software system to include a Cleaning Management Solution program to ensure the best cleaning times, costs, production rates are being utilized on contracts and to ensure we are a CNA of choice when TFM contract opportunities are announced.

01/01/15, 6/30/15

4.1.2 Enhance the promotion of Source America/AbilityOne contracts as part of Goodwill’s marketing, development and community outreach efforts. 01/01/14, 12/31/18

4.1.3 Enhance the efficiency of AbilityOne contracts by investigating new initiatives to support staff and improve contract performance. 01/01/14, 12/31/16

4.1.3.1 Core Custodial Training / Job Coach – Establish a position to handle training of new custodians and to standardize cleaning practices in order to create work-ready employees; identify potential outside funding sources.

01/01/14, 12/31/16

4.1.3.2 Quality Assurance – Investigate adding a quality assurance position in future AbilityOne contracts; this position would ensure all operations are executed in compliance with contract specifications and government regulations.

01/01/14, 12/31/16

4.1.3.3 Utilize Veteran-owned sub-contractor businesses whenever possible. 01/01/14, 12/31/18

4.2 COMMERCIAL SERVICES - Goodwill will grow its Commercial Services division while improving performance and efficiency. (12/31/18)


4.2.1 Pursue additional opportunities in custodial, pressure washing, fleet management, and grounds maintenance. 01/01/14, 12/31/18

4.2.2 Research possible expansion into the following areas: 1) Snow removal 2) Franchise Opportunities 3) Call center opportunities with both Metro Bus and the Metropolitan Area Planning Agency. 4) Custodial training services to other area janitorial companies 5) Staffing Services

01/01/14, 12/31/15

4.2.3 Analyze future space needs for RePack and Grounds Maintenance. 01/01/14, 12/31/18

4.2.4 Grow commercial grounds services in the Grand Island area. 01/01/14, 12/31/15

4.2.5 Continue to pursue contracting opportunities with public and government agencies. 01/01/14, 12/31/18

4.2.6 Study the possibility of acquiring an existing grounds maintenance or custodial services company. 01/01/14, 12/31/18

ADMINISTRATION STRATEGIC OBJECTIVES & ORGANIZATION GOALS

5 The Board of Trustees and staff leaders will ensure the success of the agency through effective and values-driven management, leadership, governance and business practices.

5.1 ACCOUNTING SERVICES - Research potential vendors to assist in meeting our payroll needs based on the continued growth of the organization; work with Human Resources to identify a solution that can satisfy both payroll and human resource needs. (12/31/18)

5.2 ACCOUNTING SERVICES - Identify areas of efficiency with the document management system throughout the organization. (12/31/18)

5.3 BOARD DEVELOPMENT - Staff and Board members will continue to collaborate on initiatives that increase and enhance Board involvement. (12/31/18)


5.3.1 Update the “Board Considerations” document to provide a clearer and more comprehensive description of trustee expectations. 01/01/14, 12/31/15

5.3.2 Develop and provide board members with a menu of opportunities to participate, learn about, support and promote Goodwill programs and services. 01/01/14, 12/31/15

5.3.3 Encourage all active and lifetime board members to participate in Goodwill fund raising efforts; encourage and solicit annual and planned gifts. 01/01/14, 12/31/17

5.3.3.1 Achieve 100% participation in Board Annual Giving. 01/01/14, 12/31/15

5.3.4 Utilize Board “Scorecard,” to track engagement throughout each year, detailing the involvement and support of each board member. 01/01/14, 12/31/15

5.3.5 Invite each board member to identify a particular program area of interest and focus in order to gain greater in-depth knowledge of, understanding and appreciation for the agency. 01/01/14, 12/31/15

5.3.6 Work with board to host 8 board socials in the next year. 01/01/14, 12/31/18

5.3.7 Host two annual social function for the Board of Trustees. 01/01/14, 12/31/15

5.4 INFORMATION TECHNOLOGY - Enhance the retail experience. (12/31/18)


5.4.1 Implement additional CounterPoint features. 01/01/15, 12/31/15

5.4.2 Replace cash register stands and drawers at older retail locations. 01/01/14, 12/31/18

5.5 INFORMATION TECHNOLOGY - Provide seamless support across the IT enterprise. (12/31/15)


5.5.1 Assist departments and staff with their IT needs, including new application selection and support. 01/01/15, 12/31/15

5.5.2 Replace aging hardware and software as needed. 01/01/15-12/31/15

5.6 INFORMATION TECHNOLOGY - Enhance IT security. (12/31/14)


5.6.1 Identify security requirements for each department and implement appropriate best practices. 01/01/15, 12/31/15

5.6.2 Identify and implement additional network monitoring and reporting tools. 01/01/15, 12/31/15

5.6.3 Identify and select remote disaster recovery storage facilities.

01/01/15, 12/31/15

5.7 MERGERS AND ACQUISITIONS - Monitor possible merger opportunities with other non-profit organizations; study the possibility of acquiring an existing grounds maintenance, custodial services or similar business that will complement and enhance Goodwill’s mission. (12/31/18)

5.8 QUALITY ASSURANCE (QA) - Enhance and grow QA and Compliance services throughout the organization, including CARF preparations. (12/31/18)


5.8.1 Provide continued QA support for departmental scorecards. 01/01/15, 12/31/18

5.8.2 Increase the efficiency of the QA services provided to the Employment and Training Department. 01/01/15, 12/31/18

5.8.3 Prepare for CARF review in 2015 and 2018. 01/01/15, 12/31/18

5.8.3.1 Establish procedures for transition to E-CARF. 01/01/15, 12/31/15

5.10 PLANNING: Introduce new planning schedule and strategies, starting in 2014. (12/31/18)


5.10.1 Strategic Planning: Implement a two-year cycle for strategic planning, to coincide with the terms of Goodwill officers; provide an addendum to the plan in the alternating years. 01/01/14, 12/31/18

5.10.2 Scenario Planning: Implement Alternate Scenario Planning in 2014; identify several potential future damaging circumstances or events, and craft plans and strategies to respond to those possibilities. 01/01/14, 12/31/18

5.10.2.1 Identify new scenarios and prepare plans during the alternating years for strategic planning. 01/01/14, 12/31/18

5.10.3 Facilities Planning: Develop a long-term facilities master plan that accounts for necessary upgrades to existing properties as well as potential future new properties and structures. 01/01/14, 12/31/15

5.10.4 Succession Planning: Review the CEO/VP succession plan annually. 01/01/14, 12/31/18

5.10.4.1 Implement the new CEO/VP Development Program that will provide long-term development and succession planning to senior management positions; introduce the Leadership Career Planning matrix through this program.

01/01/14, 12/31/18

MARKETING AND HUMAN RESOURCES STRATEGIC OBJECTIVES & ORGANIZATION GOALS

6 Business, government, foundations, and private citizens will choose Goodwill when making decisions about contributing, volunteering, job training, shopping, and donating material goods

6.1 COMMUNITY OUTREACH & SPECIAL EVENTS - Clarify and strengthen current community outreach and special events programming. (12/31/18)


6.1.1 Develop a new special event, perhaps replacing or enhancing a current Goodwill function, to help engage the community with our people and mission. 01/01/14, 12/31/16

6.1.2 Prepare to host the 2016 Delegate Assembly. 01/01/14, 12/31/16

6.1.2.1 Organize a Delegate Assembly Planning Committee. 01/01/14, 12/31/15

6.1.3 Generate more events surrounding Disability Awareness Month, highlighting our AbilityOne programs in the process. 01/01/14, 12/31/18

6.1.4 Develop stronger relationships with area Chambers of Commerce, and tap into the training and business development opportunities that each has to offer. 01/01/14, 12/31/18

6.1.5 Research and create a comprehensive volunteer program to engage community-minded citizens, build closer relationships with supporters and manage expanding outreach efforts by Goodwill.

01/01/14, 12/31/18

6.2 ELECTRONIC COMMUNICATIONS - Enhance internal and external communications among employees and the community. (12/31/18)


6.2.1 Form Social Media Committee for the purpose of collecting and generating content showing the “personality” of Goodwill through FB, Instagram, Twitter, and the Goodwill Blog 01/01/15, 12/31/15

6.2.1.1 Develop Social Media/Blog Calendar for scheduled postings and content development 01/01/15, 12/31/2015

6.2.2 Place ads on Facebook and Twitter and research the effectiveness of these ads. 01/01/14, 12/31/15

6.2.3 Research Social Media tracking tools, and implement if appropriate. . 01/01/15, 12/31/15

6.2.4 Website measurable goal: 30,000 visits per month. 01/01/15, 12/31/15

6.2.5 Explore/research feasibility of creating a Goodwill intranet tool for enhanced communication with stakeholders. 01/01/14, 12/31/15

6.2.6 Conduct annual audit of Social Media and Web Traffic/Engagement. 01/01/15, 12/31/18

6.3 MARKETING RESEARCH AND PLANNING - Develop Research Projects to better understand community needs and Goodwill's position in the marketplace. (12/31/15)


6.3.1 Partner with the University of Nebraska at Omaha (UNO) to develop a community needs assessment to identify both community assets and service gaps in Goodwill’s service territory in 2015. 01/01/14, 12/31/15

6.3.2 Develop a comprehensive market survey, with a focus on securing local data related to Goodwill’s market position in the used goods sales and donations arenas. 01/01/14, 12/31/15

6.3.3 Make frequent use of focus groups when considering new marketing and advertising approaches or campaigns, to secure feedback from customers and participants, and when launching and branding new services and programs.

01/01/14, 12/31/15

6.3.4 Contract with UNO for an academic assessment of Goodwill programs, focused on community impact and meaningful outcomes. 01/01/14, 12/31/15

6.3.5 Undertake multiple research projects that survey best practices and knowledge sharing from other Goodwill agencies on a variety of topics. 01/01/14, 12/31/15

6.4 MEDIA RELATIONS - Continue media relations efforts, with an estimated value of print media of $1 million, broadcast media $800,000, for a total publicity value of $1.8 million per year. (12/31/15)

6.5 PUBLIC POLICY - Continue outreach to elected officials and persons running for public office to share the Goodwill story, to protect and further Goodwill’s interests in the public arena, and to safeguard funding for Goodwill programs and services. (12/31/18)


6.5.1 Annually identify Goodwill’s legislative agenda, in tandem with other Nebraska Goodwill agencies and the support of our lobbyists. 01/01/14, 12/31/18

6.5.1.1 Host or support an annual information and advocacy day in partnership with all Nebraska Goodwills at the Nebraska Unicameral. 01/01/14, 12/31/18

6.5.1.2 Attend the similar function annually at the Iowa State Capitol in Des Moines. 01/01/14, 12/31/18

6.5.2 Meet face-to-face with at least six policy makers a year at a Goodwill location; maintain outreach with others through phone calls, letters and electronic communications. 01/01/14, 12/31/18

6.5.3 Pursue additional “AbilityOne Champions” from among Nebraska’s congressional delegation. 01/01/14, 12/31/18

6.5.4 Participate as often as feasible in Capitol Hill advocacy days sponsored by Goodwill Industries International and Source America (Ability One). 01/01/14, 12/31/18

6.5.5 Work with state legislators, our lobbying firm and other community rehabilitation programs to pursue legislation to enhance contacting opportunities with state, county and local governments. 1/1/15, 5/1/18

6.6 DIRECT MAIL / DONOR COMMUNICATION - Implement more strategic direct and electronic communication campaigns for new and existing donors utilizing multiple donor-focused communications. (12/31/18)


6.6.1 Two donor acquisition mailings per year sent to purchased list of names used to attract new donors to Goodwill. 01/01/14, 12/31/18

6.6.2 Send out eight donor cultivation communications per year to current, lapsed and past donors of Goodwill providing information about our mission and work in the community. 01/01/14, 12/31/18

6.6.3 Send out six solicitation mailings per year to existing donors. 01/01/14, 12/31/18

6.7 PLANNED GIVING / ENDOWMENT BUILDING & MAJOR GIFTS - Use constituent giving history, donor affinity and prospect research to build a planned giving pipeline of prospective donors. (12/31/18)


6.7.1 Fashion individualized moves management plans for pre-identified planned giving prospects, which will reach 50 by 2018. 01/01/14, 12/31/18

6.7.2 Maintain ongoing communication and cultivation with our top 75 donors and prospects, including board members, former Capital Campaign donors, foundations, corporations and individuals. 01/01/15, 12/31/18

6.7.3 Develop professional relationships with attorneys and financial advisors in the Omaha area; develop a core of “go to” advisors that can provide technical support and direction for Goodwill staff. 01/01/14, 12/31/17

6.7.3.1 Co-host planned giving seminars every other year, facilitated by estate attorneys, for the benefit of new and prospective donors, starting in 2014. 01/01/14, 12/31/18

6.7.4 Distribute six planned giving newsletters and other communications a year to our top 500 prospects. 01/01/14, 12/31/18

6.7.5 Establish a special cadre of donors, such as a Legacy Society, for individuals who remember Goodwill in their estate plans. 01/01/14, 12/31/18

6.7.5.1 Create policies, donor benefits and recognition. 01/01/14, 12/31/17

6.8 SPECIAL APPEALS, PROGRAMS AND CAMPAIGNS - Enhance development efforts through a series on new initiatives and programs. (12/31/18)


6.8.1 Grow the number of giving society members, and create a recognition event for those that participate in this program. 01/01/15, 12/31/18

6.8.2 Host a special needs trust seminar with a particular emphasis on parents and guardians of persons with special needs. 01/01/14, 12/31/18

6.8.3 Enhance our partnership with Omaha Community Foundation thru the Omaha Gives Campaign and gift annuity program. 01/01/14, 12/31/18

6.8.4 Offer opportunities for Goodwill supporters to host socials on behalf of Goodwill as a way to cultivate new friends, donors, volunteers and potential board members. 01/01/14, 12/31/18

6.8.5 Create structured employee-giving program with promotions, giving programs, and donor recognition events 01/01/15, 12/31/18

6.9 GRANTS AND REQUESTS FOR PROPOSALS - Prepare 18 grant applications a year to businesses, corporate and private foundations, as well as government agencies that issue requests for proposals for mission-related services. (12/31/18)


6.9.1 Maintaining ongoing communications with potential partner agencies, foundations and government bodies to respond to opportunities for funding and support. 01/01/14, 12/31/18

6.9.2 Examine the program data we collect and report, in an effort to make it more meaningful and easy to understand for funders and other stakeholders. 01/01/15, 12/31/15

6.10 FUND DEVELOPMENT ADMINISTRATION - Examine the internal staffing structure and agency resources necessary to move the organization toward a comprehensive, full-service fund development operation. (12/31/14)


6.10.1 Update donor database and add the prospect research function to our service contract with E-Tapestry. 01/01/14, 12/31/14

6.10.3 Continue to grow and utilize the Development Committee comprised of board and key community members to assist with the cultivation and solicitation of new and current donors. 01/01/15, 12/31/18

7 Goodwill will have a well-trained, motivated, and diverse workforce.

7.1 BENEFITS AND COMPENSATION - Conduct local market research to assure Goodwill is offering benefits and compensation that is both fair and competitive. (12/31/18)


7.1.1 Monitor the impact of Health Care Reform (PPACA) and implement changes as necessary. 01/01/14, 12/31/18

7.1.2 Research and implement a structured job evaluation and compensation plan to ensure internal and external pay equity. 01/01/14, 12/31/18

7.1.3 Analyze retirement plans to ensure they remain competitive and function within regulatory guidelines. 01/01/14, 12/31/18

7.2 EMPLOYEEE RELATIONS AND RETENTION – Partner with Marketing in developing an employee communications plan to include an array of tools and methods for engaging Goodwill employees throughout the agency (12/31/18)


7.2.1 Create communications calendar and develop/share best practices for employee communications to be utilized in sharing regular and urgent information throughout the agency 01/01/15, 12/31/15

7.2.2 Establish an on-line vehicle for employees to access information regarding benefits, training opportunities, contact information / employee directory and organizational policies & procedures -- including safety and crisis preparedness information.

01/31/15,12/31/15

7.2.2 Develop and implement a new agency accessibility program. 01/01/14, 12/31/15

7.2.3 Research the feasibility of offering an enhanced employee assistance program, similar to services provided at Iowa City and Menasha Goodwill agencies. 01/01/14, 12/31/15

7.2.4 Implement an internal customer service program designed to increase the effectiveness and efficiency of interdepartmental communication. 01/01/14, 12/31/15

7.3 LEADERSHIP AND ORGANIZATIONAL DEVELOPMENT / TRAINING - Research and implement new development and training opportunities for all levels of the agency. (12/31/16)


7.3.1. Utilize experiential learning, rotational job assignment and interdepartmental transfers to facilitate development. 01/01/14, 08/31/15

7.3.2 Develop a structured Employee Engagement Program. 01/01/14, 12/31/16

7.3.2.1 Create an Engagement Committee, which will identify methods for measuring employee engagement. 01/01/14, 12/31/15

7.3.3 Research, identify and implement an online orientation and training system to expand training opportunities at all levels throughout the organization. 01/01/14, 12/31/15

7.3.4 Research and implement a Learning Management System that will more efficiently track and coordinate our training and development initiatives. 01/01/14, 12/31/16

7.3.5 Work with Accounting Services to research new integrated human resource information and payroll system. 01/01/14, 12/31/16

7.4 RECRUITMENT AND SELECTION - Continue to implement innovative recruiting strategies with a focus on hiring and managing a diverse workforce. (12/31/18)


7.4.1 Focus on the utilization of nontraditional recruitment strategies; monitor staffing during periods of high growth; develop hiring strategies for new store locations. 01/01/14, 12/31/18

7.4.1.1 Continue expansion to alternative means of advertising job openings such as Facebook, LinkedIn, Craigslist, flyers, etc. 01/01/14, 12/31/18

7.4.2 Expand diversity initiatives; as we prepare to move into South Omaha, ensure supports are in place for hiring and managing a more diverse workforce. 01/01/15, 12/31/15

7.5 WELLNESS AND SAFETY - Introduce/research a collection of new initiatives geared towards protecting the well-being of Goodwill employees. (12/31/18)


7.5.1 Monitor the implementation of pre-employment drug screening. 01/01/15, 12/31/15

7.5.2 Expand post-offer physical program. 01/01/14, 12/31/14

7.5.6 Establish safety committees at each work location. 01/01/15, 12/31/15

Documents

Mark L. Brasee - Chairman Joseph R. Lempka - Vice ... L. Brasee - Chairman Joseph R. Lempka - Vice Chairman Frank McGree - President & CEO goal one Goal 1: Goodwill will grow the agency