gwnetwork - RESNA Catalyst Project

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Transcript gwnetwork - RESNA Catalyst Project

Understanding
Goodwill Industries International
A Network, A Family, A Brand
Dave Barringer
VP, Member Relations
Goodwill Industries International
Goodwill Industries today -
$2.5 Billion in Revenues
171 Local Goodwill agencies in North America
Presence in 20-plus other countries
More than 1,200 stores
The Goodwill Business Model
at a Glance -Only 5 percent of income is Fund Raising
-We collect more than 1 Billion Pounds of textile
goods per year
-About 55% (more than $1.5 Billion) from Retail of
used goods
-Government and business contracts, fees for services
-Assigned Goodwill territory – critical success factor!
But Here is What We Really Do…
Job Training and Career Services for:
People with Disabilities
Disadvantaged Populations:
Immigrants/No English
Little or No Education
Ex-Offenders
Seniors, Youth
Little or no Work History
Welfare History
Goodwill helps a person
find a good job every
52 Seconds
of every business day.
Humble Beginnings…
Methodist Church Structure,
Sharing Early Steps toward
Formal Structure
Lasting Principles
Local Accountability, Leadership
Assigned Territory from GII
A “Delegate Assembly” Governance
Lessons learned over a Century
Autonomy is a Double-Edged
Sword but essential to success
The “National Board” must
represent Members
Even “no-option dues” must prove
value – ask any former CEO!
National Office vs. Member
Services Center concepts
Everyone has a vital role to play
in a Membership organization:
a. Best – and worst – practice sharing
b. Brand responsibility
c. Representing the group to Congress, media, etc.
d. Collaboration is vital across territories
What about dues?
a. How much?
b. How figured?
c. Tough choices – who decides?
d. Collection problems, consequences
Other important parts of the
puzzle:
a. Member Agreement
b. By-laws
c. Conference of Executives – training, fellowship
After a Century,
What Would We Do Different?
a. Not as many members
b. Better alignment of mission and brand identity
c. Insist earlier on common brand usage