VISION 2028
VISION 2028
BUILT FOR IMPACT. POWERED BY COMMUNITY.
By 2028, Goodwill of Southwestern Pennsylvania will redefine what’s possible in social enterprise — investing boldly in a world-class team, transforming lives through mission-driven innovation, stewarding every resource for maximum impact, and setting the standard for operational excellence in service of a more equitable future.
OUR MISSION
We strengthen communities, advance reuse and sustainability, and empower people to achieve their potential.
OUR VALUES
R ESPECT
We honor each individual's dignity, perspectives, and contributions.
I NCLUSION
We intentionally embrace and leverage diverse voices and experiences.
S ERVICE
We proactively prioritize meaningful, mission-driven actions that benefit others.
E XCELLENCE
We continuously strive to deliver superior quality and outstanding results in all we do.
OUR BUSINESS MODEL PEOPLE
Reflects our investment in inclusive development, workforce opportunity, and community well-being.
PLANET
Affirms our responsibility to embed environmental stewardship and sustainability into all operations.
PROSPERITY
Drives us to generate lasting value for individuals, families, and communities through education, employment, and enterprise.
OUR GREATEST ASSETS: INVESTING IN OUR PEOPLE
With more than 1,200 employees , Goodwill SWPA is itself a workforce ecosystem. Many of our team members have overcome the same barriers as those we serve. That lived experience enriches our culture and strengthens our mission. But opportunity must be matched with investment. Through the Team Member Development and Mission Impact pillars of Vision 2028, we are building a culture of up-skilling and
advancement. From front-line team members to future leaders, we are creating clear pathways to grow within the organization. Whether it is leadership training, digital fluency, or industry certification, we are making sure that our team can thrive—not just in their current role, but throughout their careers.
REIMAGINING SOCIAL SERVICES & PARTNERING FOR GREATER IMPACT
Vision 2028 challenges us to reimagine how social services are delivered, moving away from fragmented systems and toward collaborative, mission-integrated solutions. Under our Mission Impact pillar, we are forging stronger partnerships—with housing providers, mental health agencies, education institutions, legal services, and healthcare providers—to build a seamless web of support.
We envision Opportunity Centers that are not just operated by Goodwill but co-powered by a coalition of service providers. Shared intake systems, co-located spaces, and coordinated care will ensure that individuals no longer need to navigate complex challenges on their own. This is a new model for human services—one that centers dignity, accessibility, and results.
This work is expanding intentionally into North Central West Virginia, where access to workforce development and social services has historically been limited. Through partner investment initiatives and regional collaborations, we are strengthening our presence in these under-resourced areas to extend the full promise of Vision 2028.
A SHIFTING RETAIL LANDSCAPE WITH AN URGENCY TO LEAD
Our mission cannot be sustained without the means to fund it. Fortunately, a moment of market transformation is creating new possibilities. The 2024 ThredUP Resale Report projects that the secondhand retail market will grow to $73 billion by 2028. Consumers are turning to resale not just for affordability, but for sustainability and purpose.
Goodwill SWPA is uniquely positioned to lead in this space, but the landscape is no longer ours alone. Large thrift chains and online resale platforms are expanding rapidly into our markets. Competitive threats outlined during our board retreat have made it clear: we must act with urgency to expand our Donated Goods Retail (DGR) footprint, open new stores and donation centers, and invest in technology to support e-commerce and supply chain efficiency.
Under the Financial Stewardship pillar of Vision 2028, we are deploying an omni-channel retail strategy to meet customers where they are. This includes enhancing our in-store experience, expanding our e-commerce presence, and utilizing data-driven pricing models to improve profitability. By integrating our physical and digital retail operations, we can serve more customers, increase donation volume, and ensure that every transaction helps to fund life-changing programs.
DGR growth is more than revenue—it is a catalyst for deeper mission impact, increasing access, visibility, and job creation across our entire territory, but the landscape is no longer ours alone.
TERRITORY OPTIMIZATION: MAXIMIZING DGR OPERATIONS
Territory optimization strategically maximizes the efficiency and profitability of Goodwill SWPA’s existing stores and donation centers, while proactively addressing competitive threats from national resale chains, such as Savers, expanding within Pennsylvania. By thoughtfully opening new retail stores and donation centers, we effectively saturate our market, expand transitional employment opportunities, and strengthen both our competitive position and community economic impact.
TEAM MEMBER DEVELOPMENT
GOAL
Create a people-first culture that maximizes team members' opportunity for success.
GUIDING PRINCIPLE
We believe our people are our greatest assets. We invest in inclusive career pathways, leadership development, and holistic support systems to ensure every team member has the opportunity to grow, thrive, and lead.
OBJECTIVE 1
Strengthen engagement and development through a mission integration framework for leadership and training.
OBJECTIVE 2
Foster a culture of open, multi-directional communication to build trust and collaboration.
OBJECTIVE 3
Position Goodwill SWPA as the employer of choice through inclusive hiring, meaningful career growth, and an employee experience that unites personal and professional fulfillment.
Year 1
• 100% of executives and at least 90% of Leadership Team pilot mission integration framework by end of Year 1.
Year 2
• 50% of new hires and 20% of staff complete retention meetings with a Resource Navigator.
Year 3
• 80% of team members complete annual mission integration training.
Year 1
• 75% of team feedback receives initial response within five business days.
Year 2
• 80% of survey respondents report increased knowledge and awareness of communication channels.
Year 3
• 70% of team members report agency communications as prompt, efficient, and effective.
Year 1
• 25% of current team members and all new hires identify their barriers to employment and retention.
Year 2
• 75% of team members who identify barriers are connected with support services.
Year 3
• 70% of team members who are connected with support services report barrier reduction or career enhancement.
FINANCIAL STEWARDSHIP
GOAL
Enhance financial stability for our organization.
GUIDING PRINCIPLE
We manage with integrity, transparency, and foresight. We deploy every dollar with discipline and purpose, ensuring long-term sustainability, and maximizing our ability to serve communities effectively.
OBJECTIVE 1
Enhance DGR profitability with data-driven pricing, efficiency, and e-commerce growth.
Year 1 - 3
• Achieve DGR budgeted net income (increase net by 3.5% YOY).
• 10% YOY revenue increase in E-Commerce.
• Grow donations by 10% YOY.
• Open 2 - 3 retail sites per year.
Year 2
• Launch home pick-up service.
Year 3
• Increase customer transactions resulting from omni-channel strategy.
OBJECTIVE 2
Diversify revenue through innovative fundraising, mission-aligned ventures, and operational efficiency.
Year 1
• Complete viability study.
• 10% increase in overall fundraising.
• 30% of non-profit partners paying occupancy costs in Opp. Centers.
• Real Estate - space utilization & revenue generated from assets.
Year 2
• Stabilize Business Services & Mission Logistics.
• 12% increase in overall fundraising.
• 50% of non-profit partners paying occupancy costs in Opp. Centers.
Year 3
• 10% revenue increase in Business Services.
• 15% increase in overall fundraising.
• 30% increase in individual fundraising.
• 10% revenue increase in real estate space utilization.
OBJECTIVE 3
Ensure effective resource use by embedding cost-efficiency and reinvestment practices to enhance enterprise-wide financial performance.
Year 1
• Risk mitigation scenario planning completed quarterly.
Year 2 - 3
• Reduce operating cost up to 5%.
• Improve variance to budget by 10% via financial modeling: (a) revenue (b) expenses
• Time savings due to process improvements.
• Revenue or productivity increase per labor hour.
OPERATIONAL EXCELLENCE
GOAL
Innovate to improve outcomes and efficiency in operations.
GUIDING PRINCIPLE
We deliver with precision, agility, and a relentless pursuit of improvement. By embracing data, systems thinking, and continuous feedback, we optimize performance across all departments to amplify our mission.
OBJECTIVE 1
Improve the use of technology & data to enhance daily operations.
Year 1
• 20% of departments have live reporting.
Year 2
• 100% of divisional leaders attend between three to four IT learning events during the fiscal year.
• 90% of departments and divisions have defined and approved KPI's.
Year 3
• Achieve 65% employee adoption of enterprise-wide CQI reporting systems.
OBJECTIVE 2
Improve organizational efficiency through streamlined workflows that enable real-time decisions and cross-functional collaboration.
Year 1
• 33% of key business workflows mapped with 10% time reduction.
• Service metrics established for support departments.
Year 2
• 66% of key business workflows mapped with 10% time reduction.
Year 3
• 100% of key business workflows mapped with completed time studies for each.
• 10% time reduction for key business processes.
• 85% of projects completed on-time/on-budget.
OBJECTIVE 3
Reduce environmental impact by embedding sustainability in agency culture and leading stewardship efforts organization -wide.
Year 1
• Increase Waste Diversion Rate by 1%.
• Implement one circular solution (i.e., glass, plastics, textiles).
• Host or attend four sustainability events to elevate public awareness of Goodwill's leadership in this sector.
Year 2
• Increase Waste Diversion Rate by 1%.
• Implement one additional circular solution.
• Host or attend four sustainability events.
• Chart green building elements across Goodwill’s property portfolio.
Year 3
• Increase Waste Diversion Rate by 1%.
• Implement one additional circular solution.
• Host or attend four sustainability events.
• Increase green building elements by 5% across Goodwill’s property portfolio.
MISSION IMPACT
GOAL
Maximize the effectiveness of our Human Services programs to improve outcomes.
GUIDING PRINCIPLE
We measure success by the lives we change. Our work is rooted in outcomes —creating access, advancing equity, and building pathways out of poverty through innovative, participant-centered solutions.
OBJECTIVE 1
Strengthen Human Services programs by embedding mission integration into program design, strategic partnerships, and participant engagement.
Year 1
• 100% of programs assessed using the MI assessment tool.
• 90% of Human Services staff complete MI training.
Year 2
• Increase number of internal employment opportunities by 25%.
• 3 external partners engaged in service co-planning.
Year 3
• 12% increase in internal job opportunities being filled by participants.
• Digital report reaches at least 500 external stakeholders.
OBJECTIVE 2
Expand Human Services by launching innovative, high-need programs in under-served communities.
Year 1
• 90% of partners complete partner assessments.
• Two Opp. Center locations identified for co-location pilots.
Year 2
• 60% of programs with MOU's or linkage agreements.
• Two new or expanded programs launched FT in WV Opportunity Centers.
Year 3
• 100% of Opp. Centers have co-location partners.
• 100% of new programs launched in Year 2 sustain operations through external support or revenue models.
OBJECTIVE 3
Promote transparency through storytelling and outcome reporting to build public trust and credibility.
Year 1
• 90% of leadership trained on the advocacy and external relations plan.
• 10% increase in click-through or interaction rates over baseline.
Year 2
• Implement at least three distinct campaigns using the finalized messaging library.
• Achieve 15% increase in engagement across communication channels compared to baseline.
Year 3
• Achieve a 10% increase in stakeholder feedback scores.
• Minimum 25% growth in platform interactions.
• Execute at least three policy campaigns.
Vision 2028 is our commitment to operational excellence, driving clarity, efficiency, and innovation. It aligns every part of our organization—DGR, Human Services, Workforce Development, and Administrative Operations—around one unified mission: to strengthen communities, advance
Together, we are building more than programs; we are driving a movement grounded in impactful outcomes and responsive systems and transforming access to opportunity.
VISION 2028
BUILT FOR IMPACT. POWERED BY COMMUNITY.
2025-2028 STRATEGIC PLAN