Arts, Culture, and Humanities

Historic Paris-Bourbon County Inc Hopewell Museum

  • Paris, KY
  • www.hopewellmuseum.org

Mission Statement

TO PRESERVE AND FOSTER A KNOWLEDGE OF AND AN APPRECIATION FOR CULTURE, HISTORY, ART AND ARCHITECTURE, WITH SPECIAL EMPHASIS ON THE UNIQUE FEATURES OF BOURBON COUNTY AND THE SURROUNDING REGION.

Main Programs

  1. Education
Service Areas

Self-reported

Kentucky

Historic Paris-Bourbon County/Hopewell Museum's geographic service area is Bourbon County and central Kentucky. In 1786 with the formation of the County, it encompassed what would one day be 32 Kentucky counties. So the history of Paris and Bourbon County is also the early history of the Commonwealth of Kentucky. Visitors come to Hopewell Museum to learn of this historic specifics of the county while also learning about the visual arts of the state.

ruling year

1979

Principal Officer since 2015

Self-reported

Leah W. Craig

Keywords

Self-reported

history preservation art museum children's art education exhibitions hopewell

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EIN

61-0947643

 Number

4456870447

Contact

Cause Area (NTEE Code)

History Museums (A54)

Historical Societies and Related Activities (A80)

Children's Museums (A52)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

Accomplishments for 2014:Welcomed 1900 school students from Bourbon County, Paris Independent and St. Mary Schools to the museum for art and heritage workshops through transportation & scholarship funds provided by Paris Rotary Club.Supported Community Art in a partnership with Main Street and area businesses for 2 Paris ARTWALKs, and an exhibit with Stoner Creek Arts, a community artist organization. Partnered with Keeneland Library for a never before seen exhibit featuring the library's extensive archives. Bourbon County collectors Barbara & Henry Hinkle loaned an extensive portion of their Kentucky art collection for a summer exhibit and accompanying catalog. With the community's help, developed an exhibit in the History Hall on Claysville and Ruckerville, historically black neighbors in Bourbon County,Provided educational opportunities in historic preservation for adult level participants with a workshop on basic renovation procedures for historic window repair.Worked on year one of a Five Year Strategic Plan with specific goals and objectives.Designed a new logo and distributed a walking tour for downtown Paris featuring the architecture of Main and High Streets Top Goals for 2015 Extend outreach to city and county schools with both art workshops and transportation & scholarship funding.Provide adult educational opportunities with a workshop on Creative Preservation in partnership with Main StreetContinue community art emphasis partnering with downtown Main Street /ARTWALK and mounting an exhibit with Stoner Creek Arts for a display of regional artists. Carry out second-year objectives as detailed in our 2013 Strategic Five Year Plan.Partner with the Paris-Bourbon County Library to provide spaces for programming during their 2 year renovation process.  

Programs

Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program 1

Education

Our programs fall under the broad theme of education. We are an art, history and preservation organization where community education is both the goal of our activities and the tool used to spread information. Our preservation education includes publications on Bourbon County architecture, equine history, a catalog of Central KY Bybee pottery and, most recently, a book on private cemeteries in Bourbon County. In the field of art and history education, we target area school systems, adults, and art organizations for workshops and exhibits. We measure success by numbers of visitors to the Museum and number of participants in programs. Our educators fill out written evaluation forms and provide suggestions for classroom topics. Community partnerships are a measure of our success, too, as we join with the library, art associations, Main Street and volunteers to enhance our programs. In 2014, a record 7300 visitors participated in our art and history programs; 1900 were school students.

Category

Arts, Culture & Humanities, General/Other

Population(s) Served

Children Only (5 - 14 years)

Disabled, General or Disability Unspecified

Budget

Charting Impact

Self-reported by organization

Five powerful questions that require reflection about what really matters - results.

  1. What is the organization aiming to accomplish?
    Goals: During 2013, HPBC/Hopewell Museum developed a five year Strategic Plan with a vision statement that sets forth our goal for intended impact and long term success. The vision statement reads: HPBC/Hopewell Museum will form partnerships to create, enhance and diversify its programs so as to build its membership and the financial capacity to continue being a leader in history, art and preservation. We currently address the need for education in art, history and preservation through exhibits and in-house and outreach education. We provide public school and afterschool art education and adult preservation education. To reach underserved community groups we partner with the Paris Bourbon County Library, the Paris Rotary Club, the Family Resource Centers and the Paris Bourbon County YMCA to offer opportunities for exploration. We extend free family admission to the museum and invite hands-on learning for all ages in our Long Ago In Bourbon County Learning Center. Our long term goals impact our community, provide a framework for development, and support our strategic plan vision statement. They are: Goal 1: Create, enhance and diversify programs/activities so as to build the membership and the recognition of HPBC/Hopewell Museum * Goal 2: Continue to be a strong advocate for historic preservation in the county and the region * Goal 3: Maintain the functional capability of current and future facilities as an example of historic preservation for the community and the region * Goal 4: Strengthen the financial capacity of the organization to be sustainable over time * Goal 5: Strengthen the Board structure and processes to more efficiently and effectively accomplish the mission and strategic goals of HPBC/Hopewell Museum
  2. What are the organization's key strategies for making this happen?
    Strategies Our strategies for making our long term goals a reality are rooted in our current activities and will strengthen as we plan for future success. Our strategic planning objectives have a time frame, list the resources needed, and the Board actions to accomplish these objectives. * Goal 1: Create, enhance and diversify programs/activities so as to build the membership and the recognition of HPBC/Hopewell Museum This goal starts with our current programming that partners with the community in art education and historic preservation; provides member benefits and reciprocals to over 900 museums around the country; These tasks are accomplished with a core of volunteers that maintains a rotating calendar of art and history exhibits. It also challenges us to connect further with our community audiences for partnerships and outreach opportunities while taking advantage of a new HPBC/Hopewell Museum brand and marketing logo. It tasks the Board to use ad hoc and existing committee structures to set short term goals for accomplishment. This plan is currently being implemented through Board directives and committee formation.
  3. What are the organization's capabilities for doing this?
    Capabilities The ability to carry out our long term goals depends on our capabilities for completing our strategic plan objectives. Our organization's strongest resource is our volunteer base. With 75+ volunteers who create events and exhibits, seek funding from individuals and businesses, provide education resources and financial support, our capabilities can stretch to meet both short and long term goals. Our core assets also include a full time staff person and members who are well-known experts in archaeology, literature, antiques and appraisals, renovation of historic structures, human resources, engineering and event planning. To meet future needs, these two goals from our strategic plan offer challenges for our volunteers: * Goal 2: Continue to be a strong advocate for historic preservation in the county and the region * Goal 3. Maintain the functional capability of current and future facilities as an example of historic preservation for the community and the region These goals call for additional effort in communicating with the community the importance of historic preservation as a component of cultural and heritage tourism. We will expand our current county recognition program and ask the city and county to join with us in focusing on the need for historic preservation. As a parallel example of historic preservation, our 1908 historic structure needs extensive preservation care. With an active volunteer Historic Preservation Committee, these goals become an ongoing directive for implementation.
  4. How will they know if they are making progress?
    Indicators Our Strategic Plan includes concrete procedures for assessment. Each strategic goal includes a concise objective along with a time frame for Year 1, Year 2, or Year 3. It also lists the resources needed and the committee, ad hoc or permanent, that initiates the objective. The plan is easily accessible and will be updated annually by Board review to reflect the quantifiable goals and specific time frame that will lead toward our intended impact.
  5. What have and haven't they accomplished so far?
    Progress In 2015, we are beginning Year 2 of our Strategic Plan. These final goals of the plan will undergird our long-range success. * Goal 4: Strengthen the financial capacity of the organization to be sustainable over time We have a very active Development Committee which has recently taken steps to strengthen our long-range endowment fund and continues to identify existing donors and funding sources. An objective for Goal 4 expands their role to include development of legacy materials in conjunction with nonprofit partners throughout the community. Other upcoming tasks include evaluating fundraising events and tightening our process for contacting potential donors. * Goal 5: Strengthen the Board structure and processes to more efficiently and effectively accomplish the mission and strategic goals of HPBC/Hopewell Museum An organization's progress depends on the efficacy of the Board of Directors. The Board at HPBC/Hopewell Museum is made up of members who take their job and our HPBC/Hopewell Museum mission statement very seriously. One of the Board's objectives during our Strategic Planning process is to strengthen the work of the committees while using the talents and skills of specific board members to the fullest. Another component of board strengthening will be to review the bylaws and the strategic plan and revise as needed. Further tasks include a Board training program for new Board members and ongoing training for all board members. The Board looks at the next three years with our Strategic Plan as an opportunity to strengthen current programs, expand new opportunities and reach out for long rang programming success.
Service Areas

Self-reported

Kentucky

Historic Paris-Bourbon County/Hopewell Museum's geographic service area is Bourbon County and central Kentucky. In 1786 with the formation of the County, it encompassed what would one day be 32 Kentucky counties. So the history of Paris and Bourbon County is also the early history of the Commonwealth of Kentucky. Visitors come to Hopewell Museum to learn of this historic specifics of the county while also learning about the visual arts of the state.

Funding Needs

HPBC/Hopewell Museum's five most pressing needs for 2015: 1. Continue the current funding base while educating new donors to our mission 2. Provide fresh and on-going programs for our members and community. 3. Complete objectives for Year 2 of 2013 Strategic Plan. 4. Maintain the level of commitment among our volunteers for both exhibit and special event support. 5. Set forth specific long term plans for building maintenence

photos


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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

HISTORIC PARIS-BOURBON COUNTY, INC.
Fiscal year: Jan 01-Dec 31

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Operations

The people, governance practices, and partners that make the organization tick.

Historic Paris-Bourbon County Inc Hopewell Museum

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone and website
  • Forms 990 for 2014, 2013 and 2013
  • Board Chair and Board Members
  • Access to the GuideStar Community
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.

Principal Officer

Leah W. Craig

BIO

Leah W. Craig is an honors graduate of Western Kentucky University with a masters degree from Auburn University. She has several years of experience with a variety of public service providers, including a department of defense grant, work with utility assistance programs, and disaster response teams. She has served as an interpreter at state parks and worked with the Department of Natural Resourses in Frankfort.

STATEMENT FROM THE Principal Officer

"In 2015, Historic Paris Bourbon County/Hopewell Museum continues a twenty year history as a physical museum space. telling the stories of a region through the visuals of art and the artifacts of history. We lead with a new logo this year as well as a new commitment ot partnership with Paris Main Street in preservation and educational materials. The reality of changing demographics and an aging volunteer base is offset by the willingness to welcome under-40's to the board and to include members in decision making. As a preservation organization, the constant need of local historical buildings for upkeep and adaptive reuse is reflected in the museum's own building maintenance plans. In educating both youth and adults, we continually seek new informational methods. We continue to host the Bourbon County Public Library as they undertake a two year building project which brings new patrons and activity to our doors. HPBC/Hopewell Museum moves into the coming year with confidence and a desire to continue weaving the past to the present and future. "

Governance

BOARD CHAIR

Betsy Kephart

University of Kentucky College of Agriculture

Term: Jan 2013 - Dec 2015

BOARD LEADERSHIP PRACTICES

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices. Self-reported by organization


RESPONSE NOT PROVIDED

BOARD ORIENTATION & 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?


RESPONSE NOT PROVIDED

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?


RESPONSE NOT PROVIDED

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?


RESPONSE NOT PROVIDED

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?