KMAC H - network.brownfellows.orgnetwork.brownfellows.org/documents-pdfs/Service... · In 2001, the organization relocated to four-story cast iron structure located in downtown Louisville's

KMAC HISTORY KMAC: Art is the Big Idea, and Craft is the Process. The museum connects people to art and creative practice. The Museum explores the relationship between art and craft by identifying art as big ideas and craft as the intersection between process, materials and labor. Our goal is to educate and inspire while promoting a better understanding of art and craft through exhibitions, collaborations, outreach and the permanent collection. Alliances are forged within Kentucky, regionally, nationally, and internationally in order to participate in a broader conversation about art and its role in society. Founded in 1981, the Kentucky Museum of Art and Craft (formerly Art and Craft Foundation) was started as a way to build interest in the state’s rich craft heritage, which lead to a collection of American Folk Art from the region. In 2001, the organization relocated to four-story cast iron structure located in downtown Louisville's West Main Street Historic District. The three galleries located on the first, second and third floor provides 27,000 square feet for large-scale exhibitions.

BROWN FELLOWS PROGRAM SCHEDULE

Understanding KMAC and the Art Museum field. Create a Brand Strategy Day 1: Getting Perspective on careers in the Arts. Understanding the actors of the Visual Art Scene Tours with KMAC Museum, 21c Museum and Hotel, Sarah Lindgren, Commission on Public Art Metro Government, Stephen Reilly, Speed Museum, Zephyr Gallery, and an artist studio to be determined. Capts: Joey Yates and Beth Huestis Day 2: Understanding KMAC Museum. What is the mission? Look over the financials and break out income vs expenses. Understand Board and Staff responsibilities. Look at design of KMAC and ask yourself: “What are our audiences?” “What is a 21st Century Museum?” Hands on teaching experience with KMAC Campers. How do we develop future art lovers? Capts: Aldy Milliken, Ramona Lindsey and Michelle Staggs Day 3: Membership: How do we activate Millennials to visit so that they “take Ownership” of the museum? Study how we develop members as a free museum? Audience studies. Create a survey for the museum to help us understand our public. Who comes to KMAC? Who doesn’t come to KMAC and why? Experiences: How is KMAC working and not working from an Audience perspective. How can KMAC be more relevant? Work on a survey strategy either by canvassing downtown or making Survey Monkey Work on survey by canvassing around Main Street and possible in other institutions. Take pictures and prepare final report. Emily Miles, KMAC Communications, and Brittany Miller, KMAC Outreach Day 4: Work on report and make Powerpoint presentation Afternoon: Present findings to Brown Foundation staff and board, KMAC staff and board and other interested parties.

JGBF GRANT HISTORY:

Grant Year Project Title Grant Amount

1988 Toward renovation of the lower level of the Foundation's West $25,000

1993 Toward installation of transom windows and humidifiers in

galleries

$13,866

1994 Toward leasehold improvements for expansion of current facility $30,000

1996 Toward Tri Art Gallery $30,000

2002 Toward a capital campaign $250,000

2013 Toward museum expansion and renovation $500,000

Total $848,866

MUSEUM EXPANSION AND RENOVATION PROJECT: Toward a major renovation of the museum to allow flexible design for increase in exhibit space, programming, public function and education space. KMAC hired a new executive director who has international experience with artists, museums and galleries. He and the board determined that the facility which is located on Museum Row would be able to provide better programming, and raise its visibility if the museum were redesigned to emphasize its mission of promoting excellence in art. Built in the 1880s, the building is in good shape, is ADA accessible but much of the space is not being used efficiently. A significant change planned is moving the gift shop from the front of the museum so that it does not appear to be a retail establishment. The $5.4 million campaign is designed to accomplish several goals: acquire additional space for growth, increase the endowment and develop a clearer brand identity. While $1,027,500 has been raised so far, several requests are in the proposal stage. Of the $5.4 million goal, $3 million is designated for capital needs. The remaining is for operating and endowment goals. This is an organization considered a core agency of the cultural nonprofit sector in Louisville. The project has been developed to improve the physical capacity of the museum and to prepare them for future growth. Community impact is not certain.

OUR STRATEGY Advancing Commerce & Community In our work to help transform the 15-county/2-state region we call home, GLI is incorporating the aspirations and inspiration of small businesses as well as large companies. We're considering the needs of those opening their doors last year just as much as businesses operating over a century. Our efforts must nurture homegrown businesses while accommodating companies that relocate to our region. We commit to working towards a supportive business environment for traditional companies such as manufacturers and logistics experts and healthcare professionals right alongside those in the high-tech, digital and creative and entrepreneurial marketplaces. VISION A Greater Louisville Region with an exceptional economy where businesses succeed and people thrive. MISSION To accelerate economic growth, job creation and business competitiveness in the Greater Louisville Region. STAFF VALUES Results-Oriented: Pursue Excellence Collaborative: United in Work & Spirit Flexible: Expect the Unexpected Passionate: Driven to Achieve Fun: Enjoy the Journey HISTORY In September 1997, Greater Louisville Inc. was formed through the merger of the Greater Louisville Economic Development Partnership and the Louisville Area Chamber of Commerce. In early 1998, GLI became a strategic economic development partner with Metro Louisville Government, leading business attraction and expansion responsibilities for the Louisville area. Also in 1998, GLI launched the EnterpriseCorp to assist and support fast-growth, entrepreneurial companies. GOVERNANCE Greater Louisville Inc. is private, non-profit 501(c) 6 organization. It is governed by a volunteer Board of Directors consisting of 55 voting members. GLI also has created seats for 45 non-voting representative directors who hold positions in particular community organizations that are aligned with GLI's Mission. The Executive Committee of the board oversees the operation and management of Greater Louisville Inc. and is made up of 20 elected members from the Board of Directors, plus the Mayor of Metro Louisville. Officers of board include the Chair, Chair-elect, immediate past Chair, Secretary and Treasurer. Greater Louisville Inc. is funded through membership dues, member contributions over and above dues for economic and community development activities, and various operating grants. To access the GLI Member Directory

STATEMENT OF TRANSPARENCY Greater Louisville Inc.'s success depends on the support and confidence of the business community and the public at large. We are committed to the highest level of ethics and accountability. Our policies are established and administered to prevent conflict of interest and adhere to the principles of openness and full disclosure required by all applicable state and federal laws. BROWN FELLOWS PROGRAM SCOPE OF WORK Although a day-by-day outline is not yet available, Fellows should expect to work primarily in an office setting in

downtown Louisville. Possible projects include web research and phone calls with local community officials to collect

tax data; working collaboratively to investigate local industry needs; and creating and implementing a survey about

Louisville (which may involve leaving the office to interact with people throughout downtown).

JGBF GRANT HISTORY:

Grant Year Project Title Grant Amount

1998 Toward campaign to implement “Greater Louisville 1998-2000 Business Plan”

$1,250,000

2009 Toward seed funding for Mayor’s Education Roundtable $12,500

2016 Toward GROW! (Greater-Louisville Region Optimizing Workforce) $767,000

Total $2,029,500

GROW! (GREATER-LOUISVILLE REGION OPTIMIZING WORKFORCE): GROW! is a detailed strategic initiative designed to retain and attract talented people of all demographics to Greater Louisville. When executed, it will alter the trajectory of skilled workforce and population growth in Louisville's MSA by adding 65,000 people to the labor pool and 131,000 to the general population above current projections by 2040. Its purpose is to fill the employee pipeline with skilled/educated professionals resulting in faster job-fill rate, stronger candidate pools, and higher median wage. The $5 million GROW! initiative is a key component of the larger $7.5 million Advantage Louisville 2020 Strategic Plan and follows the deep drivers (Jobs, Quality of Place, Health, Education) from the Greater Louisville Project. This robust GROW! effort includes recruiting outreach to cities and universities, a regional brand development strategy including a national marketing campaign, social media, recruiting toolkits, and community initiatives to recruit friends and family to act as attraction ambassadors. Additionally, GROW! includes partnerships that help secure career opportunities for veterans and collaborative efforts to attract and retain international professionals. "Gig workers", professionals that work under contract with a specific purpose, also represent quality talent available to fill the job pipeline. Finally, GROW! will partner with local businesses, corporations, and institutions on specific strategies to retain the skilled population presently living in Greater Louisville. This involves existing nurturing programs, while developing creative ways to retain professionals and develop a sticky sense of "loyalty" to the community. GROW! is a strategic initiative of GLI to attract and retain talented people in the 15-county Greater Louisville region. It is drawn from the Advantage Louisville 2020 plan, and aligns with the deep drivers of the Greater Louisville Project and the population stretch goals of Metro Government and the updated Cornerstone 2020. When executed, it will increase the population growth rate of the region from a projected .7%/yr to 1%/yr, increasing population in the 25-64 demographic

by approximately 28,600 people by 2025. This increases the economic impact by nearly $1 billion. GROW! targets attracting and retaining educated 25-64 year olds and provides the most promising path to achieve the degree goals of 55K and raising the median earnings. With a comprehensive plan to provide corporate and citizen talent recruiters with a robust 'talent toolkit' and a large scale data-driven traditional and social media marketing campaign, GROW! delivers a compelling 'move to Louisville' pitch to skilled individuals with a propensity to relocate here. The 'Louisville rising' message will also be delivered locally by traditional and social media to retain talented people already in the region. At the core of the strategy is empowering citizen-recruiters to work their connections as we crowd-source US and foreign born talent attraction and build civic pride. Importantly, the positive message of Greater Louisville rising as a highly desirable place for educated people to live and work, widely communicated nationally and internationally, enhances the image of Louisville and Kentucky and destructs long-held misperceptions to the contrary.

WHO WE ARE LCCC is a 501c(3), private, non-profit community-based organization that is governed by an independent, volunteer Board of Directors. It offers a variety of programs and services in support of children and families. Early childhood education, youth development, arts education and other after school programs, employment services and job training for adults, money management and home ownership are just some of the services provided.

HISTORY LCCC began its proud tradition of services as “Market Street Neighborhood House” in 1948 after being founded by the Shawnee Women’s Club and Shawnee Post American Legion with important financial support from the Kiwanis Club of Louisville. Its purpose was to provide “activities for pre-school children and teenage youth and home visits by volunteers who cared about others.” In 1950 the two groups requested assistance from the Community Chest, now Metro United Way. In 1952, a building was purchased and remodeled at 1021 W. Market Street. Dorothy Naveaux was the first director of the organization. Later, Market Street Neighborhood House became a settlement house and was an active member under the leadership of Jane Addams, who founded the historic Hull House in Chicago in 1889. In 1908 Addams created the “settlement house movement” in the United States that became known as the National Federation of Settlement Houses (NFSH). Jane Addams became the first American woman to be awarded the Nobel Peace Prize in recognition of her advocacy for the poor. The national organization was later renamed United Neighborhood Centers of America (UNCA) in 1979 and now stands as a beacon of national leadership for settlement houses and neighborhood centers. Market Street Neighborhood House, renamed Louisville Central Community Centers in 1975, and expanded its services to include the historic Russell and surrounding inner-city neighborhoods in Louisville. Today, LCCC helps thousands of individuals and families each year in the areas of early childhood education, youth development, employment and home ownership and civic engagement.

OUR VISION… LCCC is the widely recognized leader committed to employing self-reliance practices to ensure that children blossom, adults achieve, and neighborhoods thrive.

OUR MISSION… LCCC’s mission is to advance self-reliance by increasing competence and confidence among individuals and families in Russell and the larger community.

BROWN FELLOWS PROGRAM SCHEDULE LCCC has been selected by the city of Louisville as the site for its Gigabit Experience Center initiative, which will

showcase the application of high-speed internet for educational, civic, and business purposes. As part of this endeavor,

LCCC has partnered with the Technology Association of Louisville Kentucky (TALK) and other organizations to host a

week-long cybersecurity day camp. There will be 25 high-school students participating in a curriculum designed to

supplement any academic career path while addressing emerging trends in technology. Fellows should expect to play a

number of roles in the implementation of the camp, including participation in camp activities; peer-to-peer mentoring

with the students; research assistance; and food service and facility management.

JGBF GRANT HISTORY:

Grant Year Project Title Grant Amount

1999 The Old Walnut Street Capital Campaign $400,000

2009 Toward the Old Walnut Street Campaign $600,000

2016 Toward the Old Walnut Street Development $470,000

Total $1,470,000

OLD WALNUT STREET DEVELOPMENT PROJECT: LCCC and its many stakeholders have invested over $10 million dollars to create a commercial project that supports economic development activities for the purpose of creating jobs in one of the most impoverished neighborhoods in metro Louisville. This $650,000 capital grant will help complete a 19,000 sq. ft. small business incubator, several classrooms and meeting spaces that will support the growth of businesses, workforce development and create over time some 50 new jobs for low- income individuals in Russell and west Louisville. The project scope for which funds are being requested shall consist of completing 10 to 12 independent spaces to house a variety of incubated businesses and supportive classroom and meeting facilities. This will require repairing a roof, installing drywall, electrical wiring, lighting, plumbing, sprinkler system, and heating/air conditioning system, ceiling tiles, flooring and security system for each space as well as exterior/interior painting.

A refugee is someone who has fled their home due to war, violence, persecution, or a well-founded fear of persecution due to race, religion nationality, or political opinion. Refugees come from all over the globe and are seeking safety.

Kentucky is 14th in the Nation in Annual Refugee Arrivals

Since opening our doors in 1990, KRM has resettled over 15,000 refugees representing 50 nationalities and ethnic groups.

Refugees in the US are legally allowed to work. Through their talents and skills, refugees contribute to our workforce.

After one year in the US, refugees can apply for permanent residency, and after five years, become naturalized US citizens.

To resettle in the United States, refugees must receive a referral through the US Refugee Admissions Program by the UN High Commissioner for Refugees. The application and screening process takes an average of 18-24 months, and refugees are the most thoroughly vetted individuals to enter the U.S.

This program year, we expect to welcome more refugees than ever before—about 400 in Lexington and over 1,600 in Louisville. Jefferson County, Kentucky, is 11th in the nation in refugee arrivals.

Academic tutoring, advanced educational assistance, mentoring, field trips, and art therapy.

Kentucky Refugee Ministries has a staff of 85+ full and part-time people who provide comprehensive services, often in partnership with faith-based and community-based organizations as co-sponsors to refugees. KRM’s staff speaks English, Spanish, Bosnian, Arabic, French, Nepali, Burmese, Karen and Swahili (among others) and employs contract translators to work with refugees who speak other languages. KRM also works with volunteers from service and educational institutions in Louisville who provide hours of valuable assistance to KRM programs. Services begin before refugees arrive at the airport and may continue through citizenship, 5 years later. Some of the services we offer include:

Housing, furnishings, food, clothing, and transportation assistance.

Coordinating services with medical and community service providers.

English language training, cultural orientation classes, and citizenship test preparation.

Employment assessment, workplace orientation, job placement, translation, and follow-up.

English as a Second Language classes, case management, and acculturation.

969-B Cherokee Rd

Louisville, KY 40204 Phone: (502) 479-9180

Fax: (502) 479-9190 kyrm.org

Green cards, travel documents, family reunification, citizenship, and more.

Volunteer: [email protected]

Intern:

[email protected]

Donate: [email protected]

Apartment Setups

Donations Sorting

Donations Drive English Tutor Rise Up Mentor Adult Cultural

Exchange Mentor

Youth Mentor Elder Mentor Elder Tutor Family Center

Nursery Childcare

Citizenship Tutor Provide

Transport Special Events Service Learning

Projects Much More!

Kentucky Refugee Ministries

Brown Fellows Program

Tentative Schedule June 19-22, 2017

Monday

Morning

9:00-11:00am – KRM Orientation and Campus Tour

11:00am-12:30pm – Morning ESL Classes

Afternoon

12:30-1:30pm – Lunch

1:30-5:00pm – Afternoon Project

Tuesday

Morning

9:00am-12:15pm – Family Center (Children’s classes and Adult ESL)

Afternoon

12:30-1:30pm – Lunch 1:30-5:00pm – Afternoon Project

Wednesday

Morning

9:00am-12:30pm – Summer Youth Program field trip*

Afternoon

12:30-1:00pm – Lunch 1:00-4:30pm – Wesley House shopping trip

Thursday

Morning

9:00am-12:15pm – Elder Program

Afternoon

12:30-1:30pm – Lunch 1:30-5:00pm – Afternoon Project

*Alternative – Cultural Orientation

Potential Afternoon Projects

- Donations deliveries

- Apartment set-up and grocery

shopping

- Donations organization

(warehouse/basement)

- Airport arrival (afternoon or

evening)

- Other agency project (TBD

closer to date)

   JGBF GRANT HISTORY:  Grant Year  Project Title  Grant Amount 

2016  KRM Space Renovation and Expansion  $383,400

 KRM SPACE RENOVATION AND EXPANSION PROJECT: Through this project, KRM will renovate and expand its building space to accommodate the agency's growing clientele, staff and programming.   KRM currently rents 13,623 sq ft of space from Highland Presbyterian Church (HPC) for $55,906/year ($4.10/sq ft)‐‐a rental rate significantly below market rate.   HPC will undertake a renovation of space currently occupied by KRM. Moreover, HPC will renovate 4,000 sq ft of unfinished space for KRM use. Estimated total cost of the renovation will be $1.4 million.   Renovations will follow a floor plan prepared by an architect on KRM's Board who carried out a space needs assessment with KRM management. In addition to a wholesale upgrade of interior finishes, the renovation will provide KRM with enlarged classroom space, additional private offices, and small conference rooms for confidential client case management meetings.  The renovation will constitute a substantial financial investment in KRM's facility by HPC. To leverage HPC's majority funding of this needed space upgrade and expansion, KRM's Board has pledged $360,000 for these leasehold improvements. The requested $500,000 in support from the James Graham Brown Foundation would cover this pledge, thereby ensuring the project will completed in full and on time, and allowing KRM to allocate the pledged monies to services directly benefiting clients.  Under an understanding reached between KRM's Board and HPC, KRM's outlay for leasehold improvements will be applied to its new rental rate. This will enable KRM to provide high quality services to refugees in enlarged and improved space, at rent that remains well below market rate.