Arts, Culture, and Humanities

Maple Place Inc

"The Cornerstone of Historic Laona"

LAONA, WI

Mission

The mission of Maple Place is to restore, preserve, and maintain the history and historic structure of the Connor Lumber and Land Company Store and maintain its importance and significance with regard to economic progress, quality of life, and preservation of the history within the Laona community.

Ruling Year

2018

Chair/Executive Director

Phillip Adamczyk

Main Address

PO BOX 376

LAONA, WI 54541 USA

Keywords

Historic Preservation, Historic Restoration, Community-building

EIN

83-0732313

 Number

1493397443

Cause Area (NTEE Code)

Historical Societies & Historic Preservation (A82)

IRS Filing Requirement

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

Social Media

Programs + Results

What we aim to solve

Maple Place Inc. is working to address a primary need that also, through our mission initiative, addresses secondary needs as well for the overall local and surrounding communities. A primary need that we address is the preservation and restoration of a historic location in Laona, which is one of the only remaining historic buildings left in town. By restoring and preserving the Connor Lumber and Land Company Store, we are preserving over 100 years of history of Laona, as well as the Connor family and its contributions to the town, the state, and nationally. By restoring and preserving the building, our organization is also providing accessible space to the community that will act not only as an incubator for encouraging and generating new businesses to provide products and services to the community but will also, by extension, help provide a potential for economic growth and development, as well as development of community.

Our programs

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

SOURCE: Self-reported by organization

Connor Lumber and Land Company Store Preservation and Restoration

Where we work

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of volunteers

TOTALS BY YEAR
Population(s) served

General/Unspecified

Related program

Connor Lumber and Land Company Store Preservation and Restoration

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

Maple Place Inc.'s generated volunteers for our clean-up days and restoration project days at the physical historic location. Of this metric, 6 of the 26 volunteers currently active are veterans.

Number of overall donors

TOTALS BY YEAR
Population(s) served

General/Unspecified

Related program

Connor Lumber and Land Company Store Preservation and Restoration

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context notes

This metric displays Maple Place Inc.'s current number of active donors, including financial and equipment/material donations.

Total dollars received in contributions

TOTALS BY YEAR
Population(s) served

General/Unspecified

Related program

Connor Lumber and Land Company Store Preservation and Restoration

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context notes

This displays total financial contributions received by Maple Place Inc. by year.

Charting Impact

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

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

Maple Place Inc. has one primary goal: restore, preserve, and maintain the history and historic structure of the former Connor Lumber and Land Company Store with regard to its historic significance for Laona. As a result, we have also developed some secondary goals, which involve: creation of usable space for potential new businesses, developers, and community members; job creation and job growth, which will also result in economic growth and development as well as community growth and development; community-accessible space through restoration of a publicly-accessible ballroom for community events; creation and implementation of a courtyard with community gardens, which will benefit not only the local community but the local food pantries and shelters as well; and creation of a central historic space that will allow for increase in economic growth, drawing from surrounding areas.

Our primary strategy for achieving both primary and secondary goals begins with the total restoration and preservation of the former Connor Lumber and Land Company Store. Once the building has been restored and regained complete functionality, it will enable Maple Place Inc. to begin the process of managing and allocating space for potential businesses. Once restored, Maple Place Inc. will help promote and encourage development to return to Laona by showcasing the restored space, which will be move-in-ready. To date, there are ten potential businesses and organizations that have expressed interest in renting space from the restored building; Maple Place Inc. is helping to foster this interest by continually displaying restoration progress of the building to involve not only these prospective businesses but to involve the community as well in the process - keeping community interest in mind is one of the pillars of our organization.

Currently, Maple Place Inc.'s capabilities are limited to a volunteer staff. Our volunteer staff consists of community members, as well as members of the Maple Place Inc. board of directors, who attend our clean-up days. Most of the restoration work with regard to demolition is currently being carried out by the building owner to help the organization prepare for restoration work once additional funding is allocated.

Maple Place Inc. continually keeps the public engaged in the restoration process by regularly posting after-work pictures from work and volunteer days. Our organization also engages in posting "throw-back" side-by-side progress photos to our social media page (Facebook), which demonstrates the progress we have made so far in the restoration work. Currently, the majority of the building work involves demolition and removal to "reset" the interior space back to as close to historically accurate as possible before the restructuring process occurs. Our progress indicator for the end of 2019 is the completion of removal of false walls and false flooring on the building's first floor, west and east sides. To date, our organization has helped complete the removal of false walls, ceilings, and flooring from about two-thirds of the building's original first floor. Our secondary progress marker by the end of 2019 is to remove the remainder of the first floor's drop ceiling apparatus in order to prepare the original ceilings for restoration.

To date, Maple Place Inc. has reopened the original flooring on roughly two-thirds of the building's original first floor. Our organization has also helped foster a sense of community pride by helping co-host events with the Laona Area Chamber of Commerce inside the front portion of the building, which allows the community to physically view the restoration work that we have currently accomplished. In addition, we have also re-opened both the west and central first floor portions of the building and have allowed the public to view our progress through ongoing tours, restoration talks, and social media postings. Our next steps are to complete and file the nomination paperwork for the State and National Registries of Historic Places to permanently list the building as a historic site; complete false wall and false floor removal on the building's first floor; complete removal of drop ceiling apparatus on the building's first floor; complete removal of false walls on the building's second floor; and begin the process of restructuring all interior primary systems, including heat, water, and electricity.

External Reviews

Photos

Financials

Maple Place Inc

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Operations

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

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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.

SOURCE: Self-reported by organization

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?

Yes

CEO OVERSIGHT

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

No

ETHICS & 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?

No

Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Gender

This organization reports that it does not collect this information for Senior Staff, Full-Time Staff and Part-Time Staff.

Sexual Orientation

This organization reports that it does not collect this information for Senior Staff, Full-Time Staff and Part-Time Staff.

Disability

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan
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We use other methods to support diversity