A lot of organizations seem to prefer “activity” metrics, and we track our share of those. However, we don’t emphasize them. Examples from our 2007 reports:
While measures such as these indicate that we provided a lot of services for a lot of people, they don’t tell us whether all that “busyness” actually made a significant difference. Thus, we are constantly trying to improve our ability to measure and track true impact. Goodwill’s impact is seen both in positive changes in the lives of individuals we assist and, cumulatively, in the communities in which we operate. Some of those changes are more easily quantifiable than others. For the community as a whole, part of Goodwill’s impact is economic. In 2007, we paid wages, salaries and benefits totaling $36 million in central Indiana. In turn, our employees buy goods and services, pay taxes, make charitable contributions, and save or invest a portion. Goodwill has grown rapidly in recent years, and our revenue mix is quite different from what it was just four years ago. For example, our retail revenue is up 79% since 2003 and now represents 70% of our total revenue. On the other hand, revenue from government contracts for workforce services has dropped 60% and now represents less than 5% of our total revenue. One of the implications of these changes is that we are self-funding even more services than we were a few years ago. Without the restrictions that often accompany contracts from units of government, this should result in increased productivity and impact. Of course, Goodwill’s retail operations could not exist without the goods donated by tens of thousands of central Indiana residents each year. Those donations greatly enhance our efforts to increase the organization’s positive impact which, stated another way, is really the return the community receives on its investments in Goodwill. Thank you for your interest in and support of our work.
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Goodwill’s Impact on Individuals and the Community By employing people with limited options, Goodwill helps increase personal income, reduces public assistance, and adds immeasurably to a previously unemployed person’s sense of dignity and self-worth. At the end of 2007, we employed approximately 1,100 individuals whose options are limited because of disabilities, criminal records, or lack of a high school diploma. Similar benefits result from our work to help unemployed people become employed with other firms. In 2007, Goodwill helped 888 previously unemployed persons find jobs. When we help people improve their education and skill levels, they are able to increase their earnings potential and add to the overall quality of the workforce. Last year we helped 19 persons obtain a GED; 75 others earned a recognized training credential or continuing education certificate. Plans also were developed to substantially expand opportunities for our employees to improve their education and skill levels. By helping young people at risk of dropping out of school complete high school and enroll in a post-secondary education or training institution, we are helping increase their earnings potential and the quality of tomorrow’s workforce while reducing future public assistance and potential for criminal activity. Although 2006-07 was only the Indianapolis Metropolitan High School’s third year of operation, five students graduated, and four of those students enrolled in college. Indianapolis Met also increased its capacity and had approximately 300 students at the end of the year. |
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Goodwill Industries of Central Indiana • www.goodwillindy.org |
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