Direct Charitable Activities 2011 - 2012

Background on these activities:
Beginning in 2003, the Foundation’s board of directors decided to invest more than just dollars into the four target counties in southern Oregon to support its regional Vision: Jackson, Josephine, Klamath and Curry counties are home to successful youth and individuals, thriving families and communities as demonstrated by: Community Specific Goals: Expenses to promote and carry out these goals are outside the cash grants allocated each year and are recorded and recognized as of the foundation’s administrative budget in 990 PF form as Direct Charitable Activities.

Activity One
In-kind support covering office space, utilities, offices machines, office supplies and conference room for three non-profit 501c3 tenants and their associated projects.

See webpages for specific goals/outcomes of the tenants:
Jackson County Literacy Council
Jefferson Regional Health Alliance
Choosing Options, Honoring Options
Medford Schools Foundation
Space Lease Support projected expense/value: $28,134

Activity Two
Community and leadership development provided by Foundation staff and/or consultants to convene, coach, facilitate, train, transcribe, act as thinking partner and leverage opportunities to positively impact youth, individuals, families, organizations and communities in alignment with foundation vision and goals in four counties.
Program Staffing Support cost/value: $111,411

Regional Collaboration Support Efforts

Jefferson e Funders Forum (JeFF)

A learning community of regional funding organizations that make grants outside of themselves for the purpose of:
  • ‣ Building leadership, resources and capacity to support the nonprofit sector.
  • ‣ Sharing information and perspectives on local philanthropy and the intersection with public funding streams.
  • ‣ Cooperatively exploring and developing comprehensive and effective approaches to funding viable community programs or projects.
  • ‣ Sharing experiences and leveraging impact on the communiies we represent and support.
  • ‣ Bringing together representation from all aspects of philanthropy for the purpose of communicating needs, and bringing about change and shared responsibility in and for our community.

Foundation Staff:

‣ Coordinate Annual Retreat and speakers with small planning committee; arrange all details for 30 participants; registrar & coordinate vendor reimbursement.
‣ Maintain regular email connection regarding educational opportunities or significant news regarding sector to list of 60.
‣ Convene 4 quarterly meetings, coordinates presenters, agenda and speakers for an average of 20 participants. Provide refreshments and minutes for each meeting.

Rogue Valley Food System Funders Sub Committee & Regional Planning Process

Foundation Staff:

‣ Support JeFF sub-committee with creation of funding matrix of financial support to from regional funders into Food System continuum through grants or other programs 2007-2011.
‣ Support Rogue Valley food system leaders as requested with Meyer Memorial Trust Food System Initiative application.
‣ Support regional partners in developing process tools for assessment and planning process: a logic model framework clarifying initial shared goals and outcomes, creation of MOU, Steering Committee description, coordinator job description, Rogue Valley Planning Process “story” for steering committee members, steering committee binders.
‣ Support project partners as requested in selection process for project coordinator position and draft job description in alignment with work plan and deliverables for grant.
‣ Support Jefferson Funders Ad Hoc Food System Committee to raise funds to support the regional project, specifically the non-profit partners overseeing the regional assessment & planning project.
‣ Support project coordinator in development of monthly steering committee agendas and template for minutes.
‣ Support partners as facilitator for Planning Process Steering Committee meetings throughout the assessment & planning year.
‣ Support project coordinator with creation of data collection formats to support community planning process, leadership and decision making. Set up format for data collection in order to transition to a database system in future.
‣ Support non-profit partners and project coordinator as requested throughout the first year of the assessment and planning process.

Jefferson Regional Health Alliance

Regional Health and Health System Improvement & Transformation.

Overview and Structure:
In 2004, a small number of interested collaborators and the Gordon Elwood Foundation convened over 60 key community and health care leaders from insurance companies, hospitals, county health departments, the local state university, corporations, school districts, nurses, and physicians, to talk with Peter Senge, MIT researcher and writer, well known for The Fifth Discipline and creating “Learning Organizations.” The immediate outcome from this health care leadership summit was the birth of a “health care think tank” in 2005. The small group named themselves the Jefferson Regional Health Alliance (JRHA) with the purpose to improve the health and healthcare resources of southern Oregonians.

Since then, JRHA has evolved incrementally into a small but mighty non-profit aimed at addressing systemic issues from a higher vantage point, as well as a facilitator/coordinator of regional health care system related initiatives. The Leadership Council meetings function as a vehicle for cultivating relationships among the Alliance members and their organizations that are key to the provision of health care services and necessary to “system re-thinking” in the region. JRHA is also a neutral place from which the community can begin to better coordinate and leverage resources to ensure access to care, improved health status, and a more effective health care delivery system in the region. Council members and sponsors are deeply invested in the health and health care services needed in this primarily rural region of Oregon and northern California.

Jefferson Regional Health Alliance is a collaboration of regional community leaders from all sectors acting in a leadership role to improve the health and health care resources of southern Oregonians.

JRHA leadership serves as a platform for collaboration in order to improve health and health care resources. In order to do this, JRHA has set up a series of short-term outcomes to strive for, which will eventually lead into long-term goals.

Desired Short and Long Range Outcomes:

‣ The organization facilitates relationships and leverages resources by creating a unique and sustainable system of support and interconnectedness between organizations and individuals to bring attention to community health issues and health care delivery system breakdowns in order to improve the health and health care systems of southern Oregonians.
‣ Community Health Indicators show improvement and need for care is reduced on the acute end of the continuum.
‣ Sustainable programs are created: JRHA identifies, incubates, and then releases projects in a sustainable form.
‣ End of Life Care: Conversations about end of life care are valued and respected in a community where 1) each person facing the final stages of life does so with the greatest possible dignity and comfort; and 2) health for our community is improved with the support of a cultural shift in the perspectives on end of life
‣ Mental Health and Primary Care Integration: A community standard is created to support patients and their providers in the appropriate management of chronic pain, narcotic use, and addictions
‣ Jefferson Health Information Exchange: JHIE is the secure, electronic exchange of health information authorized by stakeholders in the health care community – such as health care providers and public health agencies – to drive timely, efficient, and patient-centered care. This exchange of health care information improves patient care and reduces costs by fostering careful collaboration and lowering administrative burden. JHIE revolutionizes patient care, breaking down silos with information available to authorize providers when and where it is needed – quickly and securely
‣ Health Care Reform: Facilitated collaboration, supported dialogue and innovative timely action are the supports created for the transformation of healthcare systems during the evolution of healthcare reform. At the legislative, fiscal, and operational levels, JHRA exists to support stakeholders in creating necessary changes through collaborative dialogue and systems development,,

Long-Term Goals:

‣ Relationships and resources are leveraged to bring attention to health and health care systems in order to improve health for southern Oregonians.
‣ The organizations and individuals responsible for the health of the community are interconnected creating a unique and sustainable system of support for all members of the southern Oregonian region.
‣ Current systems are transformed, reducing economic, cultural and system barriers, to improve health and access to health care services while the cost of health care services are reduced.

These goals are facilitated through JRHA's activities, made possible by local resources.


‣ Coordinate Leadership Council meetings and networking to further mission.
‣ Sponsor conferences as identified by Council.
‣ Convene stakeholders & community around identified community health issues to surface critical questions, increasing efficiencies and outcomes.
‣ Coordinate essential resources toward collaborative goals and identified projects.
‣ Conceive, design, and put into practice new ways of interacting and organizing stakeholders and resources.
‣ Serve as high level network hub for health care reform at state & national levels to promote sustainable health practices in our community.
‣ Raise financial support annually from members and community to support coordination of collaboration efforts.
‣ Create charters and mission with the collaborative groups guiding the early formation of new projects.
‣ Beginning implementation of these identified projects supporting and guiding the creation of a purposeful infrastructure.

Resources Leveraged and Involved in Supporting JRHA and projects of JRHA:

‣ Leadership from Business, Health Care, Insurance, Public Health, Public sector, Workforce, Philanthropy, Higher Education, Veterans Administration, Nursing, Physicians, Technology.
‣ Financial and in-kind staff support: Asante, Ashland Community Hospital, Providence, RV Manor, Rogue Valley Council of Governments, OSU Extension, Gordon Elwood Foundation, Regence, La Clinica, Community Health Center, Jackson County HHS, Josephine County HHS, Siskiyou Community Health.
‣ Grant funding: Northwest Health Foundation; Oregon Community Foundation, Regence Foundation, Gordon Elwood Foundation.
‣ Financial Sponsorship: Pacific Source, Mid Rogue IPA, Prime Care IPA, So OR Friends of Hospice.
‣ In– kind Support with office space, supplies, management and bookkeeping: Gordon Elwood Foundation.
‣ Professional contractual assistance as needed for projects and facilitation/coordination.
‣ Advisory support from Communities Joined in Action; Southern Oregon University; Rogue Community College; Job Council.
‣ Over 150 Volunteers from over 25 organizations and the community at large.

Measures of performance achieved to impact the target region:
JRHA spearheaded several new projects and coordination duties, including:

‣ Identifying and prioritizing the critical components in providing integrated care to chronic pain patients and possible addictions.
‣ Developing protocols to support a community wide model for prescribing pain medication, and the care of chronic care patients with or without addictions.
‣ Meetings with Medical Director for Jackson County Dr. Jim Shames to discuss the problem of prescription narcotics in Jackson County, the Opioid Prescribers meetings and forum and the role of JRHA to support continued success and community wide dissemination.
‣ Participation in the Opioid Prescribers meetings and online forum which identified elevated and disseminated the best practices from all participating. This included protocols for pain medication management, effective work flow changes, and new models of care for pain.
‣ Changing the JRHA financial model in alignment with the new structure and project orientation in includes raising resources among members, engaging interested sponsors and approaching private and community philanthropies who are interested in the health of Oregonians. And seeking additional In-kind support to achieve ongoing progress for all projects.
‣ Participation in March 1 2011 Symposium for Regional Integrated Health in southern Oregon, Sponsored by Bob Nikkel, Jefferson Behavioral Health, creating the relationships with a wider community of care workers in the mental and behavioral health community.
‣ Participation in Prescription Medication Summit June 3rd, 2011 in southern Oregon: a diverse group of professionals, agencies, law enforcement and the public convened to connect our community, share concerns and expertise, in order to learn and address the growing crisis of prescription drug abuse among Oregonians.

JHRA's project of Choosing Options, Honoring Options (COHO) has successfully completed many new activities in the past year:

‣ Held a series of five presentations and workshops on End of Life issues.
‣ Developed an active Speakers Bureau.
‣ Continued development of the COHO website including 7 minute video.
‣ Received recognition through media in two local newspaper.
‣ Created a one hour interview on Rogue Valley Television that plays continuously.
‣ Interviewed on the Jefferson Exchange, a regional NPR affiliate.
‣ Published a monthly e-newsletter.
‣ Created 10,000 brochures for medical providers and the general public regarding end of life options and steps for POLST signup and distributed throughout region.

People served by collaborative action:
JRHA’s many activities and far reaching initiatives to affect the health and health care resources of the region has the opportunity to impact all of southern Oregon's and northern California's eight counties, which is home to approximately 515,000 people.

Foundation Staff:

‣ Support to leadership for activities related to five areas of focus: Oregon Health Care Reform; End of Life Community Education; Mental Health & Primary Care Integration - Chronic Pain Management Guideline Implementation.
‣ Provide direct support to executive committee and project consultants to organize quarterly board meetings
‣ Assist with fiscal sponsorship oversight and fund development for Alliance, as well as the individual projects & initiatives, e.g. Choosing Options, Honoring Options, a community “end of life” educational initiative that aligns with the specific JRHA end of life strategy.
‣ Coach and support Project Consultants and volunteers as requested or necessary.
‣ Meet with potential funders.
‣ Assist consultants with applications for funding, reports and acknowledgments.
‣ Transition duties of previous fiscal agent to and in-house book keeper.
‣ Contract a book keeper; Assist book keeper to develop financial statements that support the thinking of the board of directors.
‣ Assist Project Consultant with general office organization.
‣ Assist Project Consultant and book keeper with updating financial spreadsheets and providing information for board members.
‣ Set up Quickbooks, update JRHA organizational filing system, assist JRHA executive committee to track income and expenses for JRHA and the various projects.
‣ Provide additional financial resources as needed.
‣ Provide Secretary position on board for Jefferson Regional Health Alliance.
‣ Continue as Thinking Partner with Jackson County leaders regarding mental and crisis health services and crises among youth in southern Oregon.

Rogue Valley: A Preconception-24 Youth-Family-Workforce Success Initiative

Foundation staff:
Participate as thinking partner with multiple regional stakeholders in education, early learning, positive youth & family development, transition to workforce in early stages of collaboration and collective impact.

Non-Profit Organization, Leadership & Management Support Efforts

Foundation Staff provides as requested services of convening, coaching, facilitating, training, transcribing, and serving as a thinking partner to positively impact youth, individuals, families, organizations and communities in alignment with foundation vision and goals.

‣ FEMA Jackson County
‣ Job Council
‣ Rogue Valley Workforce Partnership
‣ Jackson County Youth Commission
‣ Kids Unlimited
‣ Southern Oregon Friends Of Hospice
‣ Living Opportunities
‣ Family Solutions
‣ Community Works
‣ WinterSpring
‣ SMART Rogue Valley
‣ Rural Development Institute
‣ Rogue Valley Senior & Disabled Services
‣ Mediation Works
‣ Josephine County Food Bank
‣ Wild Rivers Community Foundation
‣ Oregon Non-Profit Leaders Conference
‣ St. Mary’s School
‣ Rogue Gallery
‣ Southern Oregon Humane Society
‣ Rogue Valley- Beyond War
‣ Makena Children’s Foundation
‣ Jackson County Friends of the Library
‣ Sustainable Valley
‣ Jackson County Community Services Consortium
‣ Family Nurturing Center
‣ Roxy Ann Gem & Mineral Society
‣ Red Cross
‣ NetCorp
‣ Neighborhood Food Project
‣ Curry County CASA
‣ Living Opportunities
‣ Oregon Conservatory of the Performing Arts

Activity Three
Cash support for expenses related to organizations and projects listed in Activity 1 & 2: $2,298.01

Expenses Include:

‣ Supporting meeting expenses, with community leaders and groups of leaders; as well as speakers, educational and research fees.