Brighton Center, Inc.

Brighton Center employees believe strongly in the community’s ability to set its own agenda and to work with us as partners to achieve results. We believe families know their situations best and are capable of making decisions that impact their lives. This philosophy, which is reflective of our core values and mission of the agency, guides us in our interpretation of community assessment data. In 2016 a full community assessment was completed that included interviewing 667 individuals (mostly people who have received services) from Campbell, Kenton, and Boone Counties; 78 employees; 39 volunteers; and 47 key community stakeholders. We also looked at an extensive analysis of the demographics of all 8 counties was compiled; captured a snapshot of regional efforts; and identified local, state, and national trends.

The following are Strategic Plan goals for FY18 to FY22 which is based on our 2016 Community Assessment.

A. Ensure youth (school age to 24) have the support and services necessary to research their full potential and are positioned to achieve success in life.

B. The education, employment, and financial education needs for our families are met resulting in a career that allows families to achieve their financial goals.

C. Our response to the Heroin Epidemic is clearly communicated and aligned with the community, and active steps are taken to ensure that the needs of our families are addressed.

D. The organization fully integrates services internally and within the community.
There are supporting objectives under each goal area.

A. Ensure youth (school age to 24) have the supports and services necessary to reach their full potential and are positioned to achieve success in life.
1. Expand Youth Leadership Development, inclusive of in-school and out-of-school time, with a priority emphasis on high need schools.
2. Implement and advance the Opportunity Youth plan.
3. Embed a youth-centric approach across programs, inclusive of peer to peer elements.
4. Partner with youth, parents, and other caring adults to advocate for children and youths’ educational needs and opportunities.

B. The education, employment, and financial education needs for our families are met resulting in a career that allows families to achieve their financial goals.
1. Expand job coaching and career advancement services for customers progressing to 200% of federal poverty guidelines.
2. Expansion of nontraditional skill training opportunities such as On the Job Training, Internships, Paid Work Experience, and short term skill training in high-demand sectors.
3. Ensure sustainability, integration, and expansion of financial education and products that advance financial prosperity and assets.
4. Connect and integrate neighborhood-based work with individuals and families services related to education, employment, and finances.

C. Our response to the Heroin Epidemic is clearly communicated and aligned with the community, and active steps are taken to ensure that the needs of our families are addressed.
1. Support the comprehensive community response to substance abuse prevention for youth, starting with Campbell County.
2. Expansion of Brighton Recovery Center for Women in Campbell County.
3. Expand family and employer/work-based education and support for those who have loved ones struggling with the disease.
4. Seek key partnerships that align with our holistic wrap-around support services that can help reduce stressors that trigger relapse.
5. Strengthening workforce re-entry for those with criminal backgrounds as a result of their disease.

D. The organization fully integrates services internally and within the community.
1. Identify and implement a data management system and other automation efficiencies, allowing a focus on integration of services, equity, and internal systems.
2. Re-envision and build capacity to better meet our customers’ needs through volunteer utilization and management, with particular attention to supporting youth.
3. To advance the two-generation approach, integrate a common Family Centered Coaching experience with special attention to strengthening our work with domestic violence, health and wellness, trauma, and social capital.
4. Internally create, and externally participate in, the dialog and actions to advance racial equity (the systematic fair treatment of all people of all races that results in equitable opportunities and outcomes for everyone).
5. Define our public policy platform and expand our advocacy presence on issues relevant to the individuals and f

Brighton Center has diverse and robust financial sources. The current Fiscal Year (FY19) operating budget of $11,291,060 is evidence of the confidence government and other funders place in Brighton Center’s financial stewardship and program effectiveness. Brighton Center has over 50 years of experience in operating grants from federal, state, and non-government funders, including United Way.

Brighton Center’s Executive Team offers years of experience serving low-income individuals and families. President & CEO Tammy Weidinger has served the agency for 37 years, Executive Vice President Wonda Winkler for 25 years, Chief Financial Officer June Miller’s fiscal oversight has ensured compliance with federal and state agencies, private foundations, and United Way for more than 35 years, and Senior Director of Family Economic Success Melissa Hall Sommer has served the agency for 23 years. All Executive Leadership and the majority of our seven Department Directors have been promoted from within the organization which speaks to our culture of ownership, investment, and leadership. The Executive Team and Department Directors collaborate with a Board of Directors to ensure Brighton Center’s relevance to individuals, families, and the community. The Board of Directors reflects the diversity of the community served. The Board operates under the Policy Model of service, and committees are aligned to strengthen the effectiveness of services and administrative functions and participate in the agency’s Continuous Quality Improvement processes with the Management Team of Executives and Department Directors. Department Directors collaborate but are provided autonomy that supports innovation.

Below is our impact over the last ten years (FY09 to FY18):

• 70,988 individuals (or 33,800 families) received help during a crisis, had a basic need met, or received a connection to other services in the community.
• 9,035 children were served in our early childhood education programs, and 91% enrolled for a program year were assessed age-appropriate in cognitive and language skills.
• 2,661 homeless and runaway youth received crisis services at Homeward Bound Shelter.
• 8,730 families served with free tax preparation resulting in $12,657,297 in tax refunds.
• 71,625 individuals received workforce services such as job fairs, job readiness, training, or placement. 89% of those placed retained employment at six months.
• 2,064 women were served residentially through Brighton Recovery Center for Women.

In addition, Brighton Center is an accredited charity through the Better Business Bureau and meets all standards for charitable accountability including governance, finance, fundraising and information, and measuring effectiveness.

Brighton Center has offered Family Support services to assist families with low to moderate incomes since 1966. Strengthening families in all 8 NKY counties through 41 programs, we are the most comprehensive non-profit agency in Northern Kentucky. We have served our neighbors for 50+ years and developed trust and credibility with them.