CEO John Brauer: A Lifetime Servant to Human Services  

John Brauer is a mission-driven executive and recognized leader in human services, with more than 35 years of experience expanding opportunities for individuals with intellectual, developmental and mental health disabilities, those experiencing homelessness, and people facing complex barriers to independence. He currently serves as President & CEO of New Horizons, one of the largest and most innovative providers of services for individuals with intellectual and developmental disabilities (I/DD) in Los Angeles County. Honored to be doing this interview. 

You joined New Horizons in 2018. In the last eight years, what do you feel are some of your greatest accomplishments to date? Further, what drew you to working with this non-profit?  

It has been a great eight years at the helm of New Horizons. I am probably most proud of helping shape what feels like a very healthy culture—one built on respect, integrity, and a genuine commitment to the members and families we serve. Our staff are incredible, and it is a privilege to see the work from both sides: the direct service, where lives are changed every day, and the behind-the-scenes effort to really listen to our Members, align with their goals, and measure meaningful outcomes. One of the things I do not take for granted is what it feels like to see our members each day. It is truly a joy. Our members are so excited to see everyone. They can’t wait to tell you about their bowling scores, time spent with friends, or what they are looking forward to over the weekend. There is an energy and authenticity that is hard to put into words. Even on the toughest days, being a part of New Horizons reminds you of the power of human connection; of people wanting to be seen, heard, and to have someone bear witness to their lives. It grounds the work in a very real and meaningful way. 

We take that same approach internally. With our staff and Board, it is very much a shared effort. We are all in this together. There is a strong sense that we are not just doing a job, but investing in each other and in the mission, and being willing to roll up our sleeves to get things done—and done right. I am also proud of our growth. We have expanded significantly, and recently merged with another nonprofit, The Campbell Center. It has been rewarding to see their staff and members become part of New Horizons, and to watch how the added infrastructure and resources have helped strengthen and expand their impact. 

What drew me to New Horizons in the first place was the mission—it is deeply personal to me. To be honest, I approached the opportunity as much as an interviewer as an interviewee. I knew I would only take the role if there was real alignment in values and vision. It was clear early on that the Board was deeply committed, and that together we had the opportunity to build something special. 

Your previous work includes services for the homeless. With evictions and climate disasters exacerbating the rate of homelessness today, in what ways can we as community members aid in the eventual elimination of homelessness? 

Homelessness is such a complex issue, and there is no easy solution. It is not just about funding—though that’s important—but about understanding the root causes: housing affordability, mental health, access to services, economic stability and NIMBY!  

As a community, we need both compassion and accountability. It starts with the belief that no one should go without safe shelter, food, or basic dignity. From there, it is about supporting policies and programs that create real pathways—affordable housing, job training, mental health services, and early intervention to prevent people from falling into homelessness in the first place. 

On an individual level, people can get involved by supporting local organizations, volunteering, advocating, and even just taking the time to better understand the issue. The more we humanize the experience, the more likely we are to come together around solutions that are practical, sustainable and humane. 

I found it fascinating that at one time, you helped to launch a cafe and bakery. To anyone out there reading this, any helpful hints on the best way to secure success within the food industry?  

The food industry is tough! Margins are tight, competition is fierce, and consistency is everything. When you layer in training individuals who may have little or no work experience, it adds complexity—but also a lot of meaning. What made it work for us was focusing on quality first. Firefly was not a “disability café”. Rather, it was a great bakery/cafe that happened to employ individuals with disabilities. The food had to be excellent, the service had to be strong, and the experience had to stand on its own. You might come once or twice because you support the mission, but you won’t be a “regular” unless the food and service is outstanding. At the same time, it was incredibly rewarding to teach real, transferable skills. The food industry is one of the few where there is always an opportunity, and for many of the people we worked with, it became a launchpad. When they graduated from Firefly, they were not asking for a chance—they were often being recruited because they were well-trained, dependable, and excited to work. 

On a personal level, if you are a foodie, there is something pretty cool about shaping menus, sourcing ingredients, and seeing people genuinely enjoy what you’ve created. 

In addition to serving as CEO of New Horizons, you were part of the teaching staff at Florida State University. How did you find time to do this lol? Further, what area of study were you focused on in these classrooms?  

I still do occasional guest lectures—but it was a great experience. I taught budget and finance, as well as management courses, primarily to social work students interested in leadership roles. 

I have always believed in bringing a business mindset into the nonprofit sector. Earlier in my career, that was not always the norm, but today it is much more commonplace. Nonprofits need to be both mission-driven and operationally sound. That is the fun of this whole puzzle. How do run it like a business but knowing that your shareholders are the clients and families that you serve?  

Teaching gave me the opportunity to share real-world experience—the good, the bad, and everything in between (read: ugly!). It felt like a way to give back and hopefully prepare future leaders for what the work really looks like. 

New Horizons began in 1954, and is a non-profit organization serving the neurodiverse communities ages 16 and up. Would this also include neurodivergent individuals, and what is the main difference between both of these?  

Yes—those terms are often used interchangeably, though “neurodivergent” is the more commonly used and inclusive term today. It refers to individuals whose brains function differently from what is considered typical—not better, not worse, just different. This includes people with autism, ADHD, learning differences, and other neurological variations.  

At New Horizons, we primarily serve individuals with intellectual and developmental disabilities, but our approach is rooted in the broader idea that people learn, communicate, and experience the world in different ways—and that those differences should be supported and valued.  

Your main responsibilities are to provide resources for work, living, learning and connection. Please explain the process for signing up to receive aid of this type. Could you expand further on some of your most popular programs?  

Individuals can come to New Horizons through a Regional Center, the Department of Rehabilitation, or by reaching out directly. We will help guide them through the process. To receive services, there does need to be a documented disability, but we work with a wide range of individuals. That would include those with developmental disabilities, mental health conditions, brain injuries, and physical challenges. We really look at the whole person. Someone might come to us for housing or employment, but we are always thinking more broadly about independence, connection, and long-term success. 

Employment is our largest and fastest-growing area. We meet people where they are—some just need help with resumes and interview prep, while others are entering the workforce for the first time and need support building both technical and soft skills. Job exploration is a big part of that process, helping people discover what they enjoy and where they can grow. Job coaching is critical. For some, it is short-term support to help them get established. For others, it is ongoing, and that’s okay. The goal is always to build confidence, independence, and long-term success. 

We currently support over 700 members in jobs throughout the community, working with more than 200 employers. Our goal is to reach 2,500 individuals in employment by 2029. It is ambitious, but employment is such a powerful equalizer—it creates identity, purpose, freedom and connection. Earning your own paycheck—now that is golden! Beyond employment, we offer day programs, residential services, and transportation training, which is key to independence. We also work with students still in high school to help them transition into adulthood with a clear plan and real opportunities. 

Additionally, we also host Camp CapeAbility, which is a neat program that gives individuals the chance to experience outdoor activities, build friendships, and develop confidence in a fun, supportive environment. For many, it is their first opportunity to step outside their comfort zone in that way, and it can be life changing. 

At the end of the day, integration is everything. It is not just about services—it’s about helping people build real relationships, find natural supports, and feel like they truly belong in their communities. 

One of your newest learning programs is the CreARTive Collective. As an artist myself, I love the idea of this. What are some of the art forms you explore?  

I love this program! It is all about exploration—paint, fabric, clay, mixed media; you name it. It’s not about perfection, but about expression. We have some incredibly talented staff and community volunteers who bring different perspectives and skills, and it gives our members a chance to discover what resonates with them creatively. For some, it’s a new hobby; for others, it becomes a real passion. Honestly, even for those of us who are not naturally artistic (like me), it is just a lot of fun to see where the creativity takes you. 

Your premiere specialty service is the Youth Navigation Center. How can schools or students become involved with this branch of your business?  

We partner directly with school districts, and we are currently working with four across the Los Angeles area. Schools or families can reach out to us, and we will walk them through how to get connected. This program is especially important because too many students with disabilities face what we call the “service cliff” after graduation. Support systems change dramatically, and it can be overwhelming. Our goal is to bridge that gap—helping students build skills in employment, transportation, and post-secondary planning, while also expanding their sense of what is possible. It is about setting expectations early and helping both students and families feel prepared and optimistic about the future. 

The annual gala event is set for June 13, 2026 at The Vineyards in Simi Valley. Besides attending this in person, I see that one can opt to host a third party fundraiser. Who handles these requests and are you open to all types of fundraisers?  

We are very excited about this year’s Gala, and we’re always open to new ways for people to get involved. Third-party events are a great way to introduce others to our work in a more personal setting. 

If someone has an idea, they can reach out to me directly or connect with our development team. Melissa Puls, our Chief Development Officer, works closely with individuals and organizations to help shape those opportunities. We are pretty open-minded—it really comes down to alignment with our mission and creating something that feels meaningful and engaging. Fundraising is an important part of what we do because the money raised is completely flexible and allows us to support new projects and programs or fill in gaps as needed.  

Finally, might we see an expansion of New Horizons in the coming year?  

Growth is definitely part of our future. We currently operate in North Hills, Glendale, and Thousand Oaks, but are exploring opening another location in the near term. We are also actively looking at partnerships and potential mergers that align with our mission and strategic goals. The need for services continues to grow, and we want to be thoughtful about how we scale—making sure we maintain quality while expanding access. It is an exciting time, and we feel like we are just getting started. 

For more details on John and New Horizons, go to: New Horizons - Serving Individuals with Special Needs - San Fernando Valley, Los Angeles, Ca