Covington Partners
Unite. Grow. Succeed.
Programs and results
What we aim to solve
By supporting the whole child through wrap-around services, each child in Covington Schools has access to the support needed to be successful in school and in life. Through after-school programs, mentoring, youth leadership, visual and performing arts, prevention programs, and health and wellness initiatives, Covington Partners is helping Covington Schools make substantial academic progress. Covington Partners believes that learning has no boundaries and our students have the potential for greatness. Covington students are at promise – NOT at risk. We are able to provide wrap-around support services by transforming each school into a Community Learning Center that has the potential to be the hub of the community and the foundation for each student.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Covington Partners Mentoring Program
Covington Partners is committed to working with the schools of Covington to operate the Covington Partners Mentoring Program. By mentoring one student, you can change two lives.
Out-of-School Time Program
Out-of-School Time Programs provide academic enrichment and skill development opportunities during non-school hours for students, families and neighbors. They help students meet state and local academic standards in core academic subjects, such as reading and math; offers students a broad array of enrichment activities that can complement their regular academic programs; and offers literacy and other educational services to families and neighbors. Our vision is to transform each school building in Covington into the hub of it's neighborhood, where students, families and neighbors can learn, grow and play.
Wellness
Through the Carol M. White Physical Education Program grant awarded to Covington Independent Public School, the Health and Wellness Collaborative was created. The Health and Wellness collaborative is comprised of community stakeholders dedicated to the mission of providing school-aged children and their families with health and wellness awareness to empower them to lead nutritionally healthy and more active lifestyles. This committee’s main goal is to decrease the overall BMI percentage of students considered to be overweight or obese.
Leadership & Resilency Program
The Leadership and Resiliency Program (LRP) at the Holmes campus is an intensive substance abuse prevention program designed to serve adolescents and teens (ages 12–18) who are "at risk” of failing academically, are having disciplinary problems, substance abuse issues and/or have severe life stressors. LRP uses a strengths-based approach to focus on three key resiliency areas:
Family Engagement
Covington Partners is committed to working with the schools of Covington to provide family engagement programs to improve student achievement. Programs include education and leadership opportunities.
Where we work
Affiliations & memberships
Better Business Bureau Accredited Charity 2018
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of mentors recruited
This metric is no longer tracked.Totals By Year
Related Program
Covington Partners Mentoring Program
Context Notes
The number of adult volunteers serving as mentors for students in grades 3-12.
Number of children exceeding 80% school attendance
This metric is no longer tracked.Totals By Year
Related Program
Covington Partners Mentoring Program
Context Notes
Percentage of students who have been matched with their mentor for at least one year who have good school attendance.
Number of family members participating in school activities
This metric is no longer tracked.Totals By Year
Related Program
Family Engagement
Context Notes
Percentage of students who had an adult family member attend at least one school event on their behalf.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
For the past 15 years, Covington Partners has been identified as the organization who Unites, Grows, and Succeeds. The goals of the strategic plan hold onto those roots and create a vision for 2020. The goals are simple but critical, they are attainable but require commitment and they are responsive yet forward thinking.
Imagine a Covington when Covington Partners is able to:
Unite our community to provide relevant, innovative, and responsive programming for youth, families and the community.
Grow our presence in the community by sharing the achievements of youth and family with the world
Succeed in providing and sustaining programming in all schools in Covington.
What are the organization's key strategies for making this happen?
Goal 1 – We will UNITE our community to provide relevant, innovative and responsive programming for youth, families and the community.
• Objective 1 – By 2016, increase the frequency of extensive, thorough data analysis from annually to monthly.
Strategy 1 –Develop an interactive data tool to provide timely, accurate and consistent data to continuously improve programming.
Strategy 2- Develop a school-specific report card to evaluate progress and identify next steps. Use this information to generate Covington Partners' annual report.
• Objective 2 – By 2020, 100% of Covington schools will be full-service Community Learning Centers.
Strategy 1 – Create and communicate a vision of the full-service Community Learning Center model to all stakeholders.
Strategy 2 – Hire one full-time Community Learning Center Coordinator at each elementary, middle and high school.
Strategies 3 – In partnership with stakeholders, develop a thorough needs assessment of student, family and neighborhoods' needs for each school.
Strategy 4 – Create a “shared leadership" model for Community Learning Centers.
Goal 2 – We will GROW our presence in the community by sharing the achievements of youth and family with the world.
Objective 1 – By 2020, 100% of Covington Independent Public Schools staff will know Covington Partners and its programs and services.
Strategy 1 – Develop and implement internal marketing plan.
Objective 2 – By 2020, the community will know about Covington Partners and its programs and services.
Strategy 1 – Develop and implement external marketing plan.
Goal 3 – We will SUCCEED in providing and sustaining programming in all schools in Covington.
Objective 1 – By 2020, increase operating budget to 1.1 million and increase annual budget by $25,000 per year with a 5% contingency fund.
Strategy 1 – Covington Partners' Board of Directors will increase unrestricted funds from $23,000 to $178,000 by 2020.
Strategy 2 – Create an advisory committee specifically to cultivate donor relationships with foundations and individuals.
Strategy 3 – Establish consistent revenue streams.
What are the organization's capabilities for doing this?
Covington Partners is the collaborative partner of Covington Independent Public Schools that supports the whole child in and out of school. Through the Community Learning Center initiative, Covington Partners will provide wrap-around support services to every child in Covington Schools from kindergarten through 12th grade, from early in the morning until evening. This bold approach requires an extensive, comprehensive plan that is envisioned by the community and implemented by identified partners.
Covington Partners' strategic plan is designed to accelerate the organization through the next five years. The plan stretches our potential and capacity but provides strategies and action plans that will meet and exceed our expectations. It is through this plan that we provide support to Covington Independent Public Schools for every child to Dream, Achieve, and Succeed.
In response to strategic issues within the community and based on the strengths, weaknesses and opportunities of the organization, Covington Partners has developed a plan to identify key strategies and created action plans to meet each objective.
Covington Partners' Board of Directors and Executive Director vow to monitor and evaluate progress throughout the five years. The success of this plan and the future of Covington Partners is dependent on the thoughtful, daily ambitions of its leaders and staff.
The bold plan is supported by a courageous budget. The budget provides human capacity as well as resources to fully implement the plan. The budget requires a commitment from this region that asks investors to take an innovative, collaborative approach to support every child in Covington so all of Northern Kentucky prospers.
What have they accomplished so far and what's next?
We have been successful in implementing a monthly data analysis component to our work, an essential strategy in Goal #1.
We have realigned the roles of responsibilities of staff to increase our visibility both internally, within the school district, and externally.
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Covington Partners
Board of directorsas of 06/06/2019
Mr. Charlie Schicht
General Cable
Term: 2018 - 2020
Niki Clare
Citi
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes