Getting back to the mission

 

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When Goodwill of Central and Coastal Virginia wanted to increase public awareness of its core mission and turned to SIR, we quickly recognized an operational opportunity — a chance to not only say what it does more effectively, but also do what it does better.

Through our 360-degree assessment, including in-depth qualitative research among donors, staff, board members, business partners, employees, and other stakeholders, we found that Goodwill needed more than a marketing refresh. Moreover, we found that it could significantly increase its impact by transforming its business operations to better align with its mission and values — helping people help themselves through the power of work.   

We recommended reorganizing the staffing structure, investing in new mission-oriented partnerships and facilities, and developing better metrics for measuring results and impact — changes now underway in its 34 stores and main office. Similarly, we helped set forth a new four-pronged vision for workforce development centered on recruiting, preparing, matching, and supporting its employees to improve their skills and increase the organization’s capacity to fulfill its mission.

In laying out Goodwill’s new direction in an op-ed published in the Richmond Times-Dispatch in March 2019, Charles Layman, president, and John Dougherty, vice president, described the project as a “strategic transformation [and] a bold new direction that focuses on long-term impact.”