Central Kentucky Riding For Hope, Inc.
P O Box 13155
Lexington KY 40583
Contact Information
Nonprofit Central Kentucky Riding For Hope, Inc.
Address P O Box 13155
Lexington, KY 40583
Phone (859) 231-7066
Fax 859 252-5016
Email pat@ckrh.org
Contact Name Pat Kline
Web and Social Media
Therapeutic Riding offers clients of all ages an option that most closely mimics their own stride and movement, which improves both physical and mental health.
At A Glance
IRS Ruling Year 2010
Former Names
Central Ky Riding for the Handicapped
Other ways to donate, support, or volunteer
We happily accept financial and in-kind contributions in addition to gifts of bequests, securities, insurance, etc. Specific opportunities include contributions to our Annual Fund and sponsorships for our NIGHT OF THE STARS gala, Paul Frazer Horse Show and Tack Sale & Trail Ride. In-kind gifts can include auction items for NIGHT OF THE STARS, gently used tack & barn supplies for the Tack Sale or good and services for general operations, such as vaccines, office supplies, etc. You may also make CKRH the beneficiary of your community event.
Volunteer information and an online application can be found at www.ckrh.org. Volunteers are needed for equine care and lesson staff support as well as non-horse related administrative and special event needs. 
Financial Summary
Revenue vs Expenses - All Years
Expense Breakdown - Recent Year
Mission Statement Central Kentucky Riding for Hope (CKRH) is dedicated to enriching our community by improving the quality of life and health of individuals with physical, cognitive, emotional or behavioral disabilities through therapeutic activities with the horse.
Background Statement

Central Kentucky Riding for Hope began in 1981 as a collaboration between Dr. Peter Bosomworth, who at the time served as Chancellor of the University of Kentucky Medical Center, and a collection of area horse enthusiasts. The team initially borrowed horses to assist four participants.

The original objective was to offer an alternative to traditional machine-based/table-top therapies by using the three-dimensional movement of the horse, which is more comparable to a human’s natural stride. The pilot program proved so successful that we were given use of a converted tobacco barn at the newly established Kentucky Horse Park. Continuing to grow as a seasonal program running May-October, we became accredited through the Professional Association for Therapeutic Horsemanship International (PATH) in 1987 and achieved the Premier Accredited Center status by 1998.

During this time, programming developed rapidly, and interest in our therapeutic activities grew beyond what a seasonal program could maintain. The CKRH Board of Directors saw the need to provide year-round services and undertook a $4 million capital campaign in 2005. Our new in-door facility was completed in 2011 enabling us to provide programming without limitations from weather or time of day.

The new facility has allowed programming to evolve beyond therapeutic riding to include hippotherapy, equine facilitated mental health and equine facilitated learning. Cardinal Hill Rehabilitation Hospital, Kentucky National Guard and Fayette County Public Schools are just a few organizations we have partnered with to provide these services.

Since the beginning, CKRH has served thousands of people living with disabilities. Thanks to the generous support of so many, we continually bring the healing power of the horse to people living in a world focused on what they cannot do so that they have activities that they can do.

Impact Statement
2018 Accomplishments:

1) CKRH provided over 15,300 direct client service hours. In combination with community education events, CKRH served a total of 1,1544 people, all of whom received financial assistance thanks to our generous donors. 
2) CKRH received the 2018 William T. Young Humanitarian Award from the Kentucky Thoroughbred Owners & Breeders Association

3) CKRH received accreditation from the Thoroughbred Aftercare Alliance (TAA), and becomes one of their 34 national centers across the US. TAA  is a non-profit that accredits, inspects and awards grants to approved aftercare organizations who retrain Thoroughbreds for second careers after their racing days are finished. 

4) Began a pilot program with Sayre Christian Village to provide equine therapy to seniors suffering from dementia

5) Received significant grants from King's Daughters and Sons Foundation to replace indoor arena lighting, and from the Kentucky Colonels to purchase a small tractor.

Needs Statement
1) To obtain more annual gala sponsors, specifically Gold ($20,000), Silver ($10,000) and Bronze ($5,000) levels. NIGHT OF THE STARS provides nearly 25 percent of revenue for the yearly operational budget. 
2) To raise sufficient funds for program expansion with partners such as Easter Seals Cardinal Hill, Fayette County Public Schools and KY National Guard.
3) To support Horse Care. Maintaining a high quality of health care for these beloved animals is essential. The annual cost to support one horse working in weekly sessions is $3,000. CKRH has a current herd of 32 working horses, including 5 miniatures.
CEO/Executive Director Statement
I think our state is very well known for it's equine industry. We are the component of the equine industry that really connects humans and horses working as a team that benefits mankind.
Pat Kline, Executive Director  
Board Chair Statement

The impact provided by CKRH is wonderful to watch. From a child with cerebral palsy becoming strong enough to control their head and neck to a veteran experiencing physical and mental healing, the smiles on the faces of our clients warms the hearts of everyone involved. These reactions are the reason our board and staff members put time and effort into continually expanding CKRH.

Over the past few years, CKRH has grown by leaps and bounds. The current facility was completed in 2011 and has allowed programming to evolve and encompass more areas of equine-assisted learning and mental health activities.

Now it is important for our fundraising efforts to expand and become stronger to improve our sustainability. In 2016, the board hired local consultants to analyze our fundraising and recommend areas for improvement. We have already seen increased revenue from our annual fund and online giving. Moving forward, it will be important for us to maintain this momentum to develop planned giving and an endowment.

The CKRH board and staff are committed to building the future of our program so future generations will have the same life-changing opportunities.

Brad Scroggin, Board President

Service Categories
Secondary Organization Category Youth Development / Single Organization Support
Tertiary Organization Category Recreation & Sports / Equestrian
Geographic Areas Served
CKRH primarily serves participants from 10 counties of Central Kentucky: Fayette, Scott, Woodford, Bourbon, Jessamine, Madison, Clark, Harrison, Nicholas and Powell.
Impact Questions
GoalsHelpWhat is the organization aiming to accomplish? This is the organization's ultimate goal for intended impact.
Overall, our goals are to increase community awareness that equine therapy is a valid, safe and nurturing treatment for people with disabilities and to offer opportunities for equine and non-equine organizations to support our efforts. Specifically, we will strive over the next year to accomplish the following goals:
1)To continue the upgrade of our Equine Herd so we can better serve our growing, diverse population.
2) To adequately assess our current & future organizational capacity, and adjust accordingly so that we do not deplete human, equine or financial resources.
3) To correct IT deficiencies so that we can manage our facility, program services and personnel more efficiently.
4) To increase the number of non-equine partners in our constituency.
5) To market CKRH's impact more thoroughly in the community.
StrategiesHelpWhat are the organization's strategies for its stated long-term goals? Many of the specific goals noted above have similar strategies to accomplish their ends (i.e. wider marketing efforts can bring awareness to non-equine corporate prospects.) As to specific strategies, they are as follows: 1) Equine Herd: We have two staff members who assess equine health & soundness regularly. As horses need to be retired due to age or abilities, previous inquiries from people who want to donate their horse are contacted to begin assessments. Generally, staff will start 3-6 months out from a projected retirement date to find a replacement. Our issue is not a limited prospect pool as we get several calls a week about horse donations. However, not all prospects will be a good fit as an equine therapist. A three-stage assessment process is in place: Telephone Interview for initial intake details, Site Visit to observe prospect in home setting and assess temperament, soundness or recurring health issues, and the 90 Day Trial Period at CKRH if prospect seems workable. Through such diligence, we're able to winnow out prospects that won't work and incorporate new equines in a thoughtful, safe manner. 2) Development Assessment: In 2016, our Board and staff members worked with a consultant agency to identify ways to improve and increase our fundraising efforts. We are now working hard to build our fundraising capacity and better educate the community about our program. 3) Infrastructure: In 2017, we bought and began the implementation process for Salesforce. We chose this system as it allows for all areas of our center to be organized and accessible for our staff. Records regarding donors, clients, volunteers and horses are able to be maintained and cross-referenced. We hope to continually expand our use of the system and be able to hire a staff person to manage. 4) Non-Equine Partners: As our programming continually evolves, more opportunities for collaborations arise. This has slowly brought more awareness to CKRH. Moving forward, our development staff will be taking an active role in community organizations to become better acquainted with local non-equine industries and identify mutually beneficial marketing opportunities. 5) Marketing; Staff is developing a marketing plan to create a refreshed website and marketing materials. This new look for our brand will be carried into our social media presence. Strategies will be made to reach more non-equine venues, such as commerce & health publications and cooperative marketing efforts with corporate partners.
CapabilitiesHelpWhat are the organization’s capabilities for doing this? What resources, capacities, and connections support its progress towards long-term goals? 1) CKRH has been providing life-changing therapeutic activities for 38 years. During which time, we honed a strict adherence to operational standards earning us recognition as a Premier Accredited PATH International Center. 2) Our program staff of therapeutic equine instructors hold current state/national licenses or certifications. Senior staff on average have held their current position for more than seven years; while year-round volunteers have typically been with us for three years or more. Some have provided services for as long as 15 years! 3) Our facilities are state-of-the-art, including indoor and outdoor riding arenas, comfortable horse stalls for 20 equines, 11 well-fenced paddocks with automatic watering troughs & large run-in sheds for weather protection, five grooming bays, two wash bays, specialty areas for medical, tack, feed and hippotherapy, an outdoor sensory trail, three classrooms, a family observation area, two meeting rooms, a volunteer room, administrative offices and a lobby area. We also have a large hay shed adjacent to the barn which offers drive-through access for large hay trucks and ample storage space. 4) CKRH is a therapeutic riding center located in the Horse Capital of the World, which is an ideal blend with the culture of our community. 5) In 38 years of existence, we have never experienced major financial setbacks, litigation or community ill-will. We attribute that to strong financial stewardship of only spending what resources are available to us. It is best exemplified by our $4 million capital campaign which took six years to complete as we built the facility in stages as funds became available. 6) We have numerous, on-going community partners with local health, education, military and social service industries.
IndicatorsHelpHow will the organization know if it is making progress? What are the key qualitative and quantitative indicators against which the organization assesses its progress toward its intended impact? Quantitative Indicators to be Measured: * Increase in overall revenue and identifying what effort(s) specifically created the increase. * Increase number of individual and corporate contributors. * Increase in number of annual participants and identifying which programs have a higher demand for service. * Increase of volunteers and identifying how they learned about us. * Changes in equine herd. * Increase in media coverage. Qualitative Indicators to be Measured: * Usage of staff time: How much more time can go to program planning/implementation with better IT capacity & record keeping options? * Facility Usage: Who & What activities are the best candidates for site rentals that won't disrupt programming or make demands on staff? * Marketing: What new venues were successful? Who/What do we need to expand our community message?
ProgressHelpWhat has and hasn’t been accomplished so far? CKRH has made exponential leaps over recent years. The use of our full-service facility has enabled us to expand programming and partnerships with local organizations. We have proportionately kept our revenue/expense ratio in check and stand on solid financial footing. We have added to our staff with experienced, dedicated personnel who work far more than 40 hours a week without complaint. We have upgraded our equine herd in both numbers and abilities to meet the increased service demand. We have expanded our national reputation as a credible resource for industry training & certifications and maintained goodwill among our participants and the community at large. Lastly, we are most proud to have established an endowment for the maintenance of our facility, which builds our long-term sustainability.
Board Chair
Board Chair Mr. Brad Scroggin
Company Affiliation Community Volunteer
Term Jan 2015 to Dec 2020
Board Members
Mr Michael BanahanDarley AmericaVoting
Mr David Beck CPABrandstetter Carroll, IncVoting
Mr. Adam BowdenDiamond Creek FarmVoting
Dr. Stuart Brown DVMHagyard Equine Medical InstituteVoting
Ms Susan Bunning EsqEquine Equity Partners, LLCVoting
Mr. Adam CampbellBlue and Co., LLCVoting
Mr Charles (Tom) CreechCharles T Creech, IncVoting
Mr. John DouglasOld National BankVoting
Dr. Pete Hester MDLexington Clinic OrthopedicsVoting
Mr. Chris JohnsonKY League of CitiesVoting
Miss Elizabeth Leatherman CPABarr,Anderson & Roberts, PSCVoting
Dr Kristina Lu VMD, DACTHagyard Equine Medical InstituteVoting
Dr Peter Morressey BVS, MACVRood & Riddle Equine HospitalVoting
Ms. Martha Jane Mulholland JDMulholland Springs FarmVoting
Ms. Victoria MyersCommunity VolunteerVoting
Mr. Richard NunnellyStoll Keenon OgdenVoting
Ms Amy OwensKeeneland AssociationVoting
Mr Brad ScrogginCommunity VolunteerVoting
Ms Kari SimonBon Marche, LLCVoting
Board Demographics - Ethnicity. Add number
Asian American/Pacific Islander 1
Caucasian 18
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 12
Female 7
Unspecified 0
Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 68%
Written Board Selection Criteria? No
Written Conflict of Interest Policy? Yes
Percentage Making Monetary Contributions 100%
Percentage Making In-Kind Contributions 40%
Constituency Includes Client Representation No
Number of Full Board Meetings Annually 6
Board Co-Chair
Board CoChair Dr. Peter Morresey JD
Company Affiliation Rood & Riddle Equine Hospital
Term Jan 2015 to Dec 2020
Standing Committees
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Strategic Planning / Strategic Direction
CEO Comments
The Board has made significant effort in the past five years to bring more professionals onto its roster with less concentration from the equine industry. In 2016, the board hired MyGivingAdvisor to analyze current fundraising efforts and identify areas for improvement. The board is actively assisting staff in following those recommendations.
CEO/Executive Director
Executive Director Ms Patricia (Pat) T Kline
Term Start Mar 2004
Email pat@ckrh.org
Experience Pat Kline has been executive director of Central Kentucky Riding for Hope for more than thirteen years after a brief time as the development coordinator. Pat holds a Bachelor of Science in Elementary Education and a Master’s Degree in Personnel Services specializing in child guidance. She was employed as a teacher for 17 years in New Jersey, Ohio and Kentucky. Pat is a lifelong equine enthusiast having participated in hunter jumper shows as a child and later in the Thoroughbred racing industry. She feels blessed to have had a front row seat in the exciting development of CKRH from a seasonal program to a year-round nonprofit business with a secure, sustainable future.
Full Time Staff 9
Part Time Staff 1
Volunteers 325
Contractors 0
Retention Rate 66%
Management Reports to Board? Yes
Staff Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 10
Hispanic/Latino 0
Native American/American Indian 0
Staff Demographics - Gender
Male 1
Female 9
Unspecified 0
Former CEOs
Ms Nancy HerringJune 1990 - Feb 2001
Mr Mark PalmerFeb 2001 - Dec 2003
Senior Staff
Title Development Director

Jeannie Brewer is CKRH’s Development Director and returned to the organization in May 2019 after a five-year hiatus. Her professional career in fundraising and project management has found her working with non-profit organizations across central Kentucky whose industries have included micro-enterprise development, health care, historic preservation and the arts. She grew up learning to ride on a family farm and spent many weekends engaged in Pony Club activities, participating in local horse shows or three-day eventing at the lower level. She holds a BA in English from Hollins University and is a certified Project Management Professional (PMP.)

Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
NonManagement Formal Evaluation Yes
Non Management Formal Evaluation Frequency Annually

Therapeutic Riding (TR) are mounted activities including traditional riding disciplines or adaptive riding activities conducted by a PATH certified instructor. These sessions are taught in private or group lessons four days a week (Mon, Wed, Thurs and Sat) for approximately one hour. Mounted activities are designed to meet each participant’s individual needs and focus on development of fine/gross motor skills, balance, strength, coordination, tactile senses and basic social interaction.

Budget 214900
Category Health Care, General/Other Alternative Health Care
Population Served Other Health/Disability, Children and Youth (0 - 19 years), Adults
Equine Assistes Activities & Therapies (EAAT) is an umbrella term that includes TR and HPOT (as noted above) and these additional categories:

Equine Facilitated Learning (EFL): Non-mounted equine activities that pair individuals/smalls groups with a horse for ground activities such as grooming, obstacle courses or team-building exercises under the supervision of a certified instructor, educator or licensed therapist. Examples include Adult Day services with NeuroRestorative, or Special Education curriculum with Fayette/Woodford County Public Elementary Schools (Dixie and Huntertown Schools.)

Equine-Facilitated Mental Health (EFMH): Non-mounted equine activities that focus on mental health issues such a psychotherpy, family counseling and bereavement with partners such as KY National Guard (Combat Veteran's PTSD Resiliency Training), Bluegrass Rape Crisis Center (sexual trauma survivors), and Hospice of the Bluegrass (youth bereavement workshop)
Therapeutic Horsemanship (TH): mounted and non-mounted equine activities which develop skills in horse care, handling or riding. Partners include US Pony Club and Special Olympics. 
Budget 325617
Category Health Care, General/Other Alternative Health Care
Population Served Other Health/Disability, Children and Youth (0 - 19 years), Adults
Plans & Policies
Organization has a Fundraising Plan? Yes
Organization has a Strategic Plan? Yes
Years Strategic Plan Considers N/A
Management Succession Plan? No
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
Easter Seals/Cardinal Hill Rehabilitation Hospital
Kentucky National Guard
Fayette County Public Schools
EKU Health Sciences
Georgetown/Midway College Equine Scholars
Sayre Christian Village
Lexington Country Place
KVC/Behavioral Health Care KY
Dept. of Juvenile Justice 
Professional Association of Therapeutic Horsemanship2011
External Assessments and Accreditations
North American Riding for the Handicapped Association - Accreditation2010
Premier Accredited CenterPATH International1998
Industry Vision AwardKentucky Equine Education Project (KEEP)2017
Non-Profit of the YearCommerce Lexington2013
William T. Young Humanitarian AwardKY Thoroughbred Owners & Breeders2018
Government Licenses
Is your organization licensed by the Government? No
Revenue vs Expenses - All Years
Expense Breakdown - Recent Year
Fiscal Year
Fiscal Year Start Jan 01, 2019
Fiscal Year End Dec 31, 2019
Projected Revenue $815,860.00
Projected Expenses $801,900.00
Endowment Value $500,000.00
Spending Policy Percentage
Percentage 4%
Detailed Financials
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available). Revenue from foundations and corporations may be included in individual contributions when not itemized separately.
Fiscal Year201720162015
Foundation and
Corporation Contributions
Government Contributions$0$0$0
Individual Contributions$794,098$583,084$418,032
Investment Income, Net of Losses$192$172$206
Membership Dues$0--$0
Special Events$220,167$181,939$173,163
Revenue In-Kind$176,550--$159,817
Expense Allocation
Fiscal Year201720162015
Program Expense$580,712$672,013$693,713
Administration Expense$62,517$65,742$82,868
Fundraising Expense$69,817$76,242$82,867
Payments to Affiliates------
Total Revenue/Total Expenses1.711.200.90
Program Expense/Total Expenses81%83%81%
Fundraising Expense/Contributed Revenue------
Assets and Liabilities
Fiscal Year201720162015
Total Assets$5,482,058$4,978,242$4,881,108
Current Assets$735,672$179,130$111,269
Long-Term Liabilities$0--$70,449
Current Liabilities$2,106$5,195$2,124
Total Net Assets$5,479,952$4,073,047$4,808,535
Form 990s
2017 CKRH 900
2016 Form 990
2015 CKRH 990
2014 CKRH 990
2013 CKRH 990
2012 CKRH 990
2011 CKRH 990
2010 CKRH 990
2009 CKRH 990
2008 CKRH 990
2007 CKRH 990
Audit Documents
2013 2013 CKRH Audit Final
Capital Campaign
Currently in a Capital Campaign? No
Goal $0.00
Capital Campaign Anticipated in Next 5 Years? No
State Registration Yes
CEO Comments
Our three primary fundraising events provide 30 percent of annual revenue; 37 percent comes from contributions and grants; 18 percent from program fees; 11 percent from the annual fun and about 4 percent from miscellaneous sources. 
Revenue totaled a record-breaking $867,296 in 2018 due to the generosity of many donors. We proudly used 75 percent of our income towards programming.

Looking to the future, we plan to continue growing our fundraising efforts to further support our current participants and new clients to come.

Address P O Box 13155
Lexington, KY 40583
Primary Phone 859 231-7066
Contact Email pat@ckrh.org
CEO/Executive Director Ms Patricia (Pat) T Kline
Board Chair Mr. Brad Scroggin
Board Chair Company Affiliation Community Volunteer