Direct Charitable Activities 2015 - 2016

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 for office space, utilities, office machines, supplies and conference room for three non-profit 501c3 tenants and their associated projects:

See webpages for specific goals/outcomes of the tenants:
Jefferson Regional Health Alliance
Choosing Options, Honoring Options
Oregon Pain Guidance
Space Lease Support projected expense/value: $32,060

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: $136,340

Community Initiatives and Program Support

Jefferson e Funders Forum

Affinity Group is of service to grant making organizations that grant 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.

GEF staff or contractors:

‣ Coordinated Annual Retreat and speakers with small planning committee; arrange all details for 30+ participants and presenters; registration & coordinate vendor reimbursement.
‣ Maintained regular email connection regarding educational opportunities or significant news regarding sector to list of 60.
‣ Convened 3 quarterly meetings, coordinates facilitators, agenda and speakers for an average of 15 participants and presenters. Provided refreshments and notes for each meeting.

Southern Oregon Success: A Preconception 0-24 Collective Impact Initiative

We envision flourishing children, youth and families prenatal to 24 in Jackson and Josephine Counties:

‣ All families receive the support to nurture their children.
‣ All children are ready for kindergarten.
‣ All youth succeed in school and life.
‣ We live in a thriving economy.

We weave together the talent, expertise and resources of the entire community to promote the well-being, academic success for our children, youth and families.

Our Strategies:
Understand & support our individual missions and goals; Identify & integrate best practices throughout the continuum; Create & promote a shared regional agenda with goals that are collaborative, measureable, and accountable.

GEF Staff and/or contractors:

‣ Support with executive time, office support and miscellaneous expenses the fifth year of a regional initiative as thinking and process partner, serve on the Stewardship and Steering Committee Team for a two county collaboration between public, private, community and voluntary organizations, including existing school districts, workforce development programs, educational service district, county services, other non-profit collaborative projects, coalitions and individuals.
‣ Support development of resources & hiring of staff to support initiative backbone responsibilities including collaborative coordination, meetings, regional communications and events.
‣ Support regional partners in developing communication tools, mapping capacity of existing programs throughout region, and developing a logic model framework clarifying initial shared goals and outcomes.
‣ Support Steering Committee member agreements & description, evolving the “story” which this year focused on Adverse Childhood Experiences Study and sharing it regionally to over 2000 people by summer.
‣ Support the individual organizations as they move forward with resource development that supports the concept and activities connected to the collaborative’s collective impact.
‣ Support staff in development of stewardship & steering committee agendas.
‣ Orient/Support/act as point person for SORs project consultants and transfer that work mid-year to first full time staff to continue movement forward on relationships statewide that will enable measurement and outcomes, relationships and coordination activities.
‣ Support as individual thinking partner a variety of non-profit partners and project consultants as requested throughout the fourth/fifth year of organizing.
‣ Support community learning events.

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 use of emergency room for primary care issues is reduced through improved access to care.
‣ Sustainable programs are created: JRHA identifies, incubates, and then releases projects in a sustainable form.
‣ End of Life Care: COHO initiated 2010. 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 The project was released due to the integration of this work into the clinical setting, but the website will be maintained and education resources provided as requested.
‣ 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
‣ 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, This project was released due to the integration of this work into the clinical setting, but a work group continues lead by the champion Dr. Shames.
‣ Jefferson Health Information Exchange: Initiated 2011 and became its own non-profit in 2013. 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 national and state healthcare reform. At the legislative, fiscal, and operational levels, JHRA exists to support stakeholders in creating necessary changes through collaborative dialogue and systems development. Three Coordinated Care Organizations serve the Oregon Health Plan eligible patients in the JRHA region as part of Oregon Health Reform:,,

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 community legislative & education 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, La Clinica, Rogue Health Center, Jackson County HHS, Josephine County HHS, Siskiyou Community Health Center, Pacific Source, HealthNet, Additions Recovery Center, AllCare, Jackson Care Connect, Jackson County Mental Health, Medford Fabrication, NW Health Foundation, OHSU School of Nursing, On Track, Options of Southern Oregon, PrimaryHealth of Josephine County, PrimeCare IPA, Providence Medford Medical Center Hospital & Palliative Care Program, Southern Oregon Friends of Hospice, VA Southern Oregon Rehabilitation Center & Clinics, Mid Rogue Independent Practice Association, and Gordon Elwood Foundation.
‣ In– kind Support with office space, supplies, staff coaching: Gordon Elwood Foundation.
The first managing staff was hired in 2015! Collaborative Manager to support the board, Ad Hoc committees and related health projects in the community.
‣ Advisory support from Communities Joined in Action; Southern Oregon University; Rogue Community College; Rogue Workforce Partnership.

Measures of performance achieved to impact the target region:
See Reports.

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.

GEF Staff /JRHA Staff

‣ Act as Secretary for JRHA board.
‣ Support new staff during first six months of orientation through direct support to executive committee, organizing quarterly board meetings; review bylaws, review fiscal policies, review personnel policies, budget, and support fund development for Alliance, as well as the assist staff in strategizing for individual projects & initiatives.
‣ Meet with potential funders as requested.
‣ Ongoing thinking partner with new collaborative manager and executive committee.

The Urban Medford Bear Creek Greenway Corridor Team

“A collaboration of individuals and organizations that promote a thriving
urban Medford Bear Creek Greenway corridor through the convergence of art,
environmental stewardship and recreation.”
Guiding Principles:

‣ Economic Revitalization
‣ Strengthen Community
‣ Diverse Collaboration
‣ Increase Safety
‣ Promote Environmental and Individual Health

Team Vision
We envision an ecologically healthy Bear Creek, a well-travelled Greenway and a fully appreciated Hawthorne Park with green spaces that make up the corridor from 10thStreet to McAndrews Road through the revitalization of the urban Medford Bear Creek Greenway corridor.

The health of Bear Creek is reliant on the removal of invasive vegetation and reestablishment of native plants along the bank which creates a more sustainable habitat for returning Salmon. A beautiful and safe Greenway trail offers easy access for all citizens and includes adequate lighting and inspiring artwork including an installation on the I-5 overpass pillars. The upgrades to Hawthorne Park will facilitate community festivals throughout the year. The revitalized corridor helps re-invigorate civic pride of place, generates new opportunities for downtown businesses and reestablishes habitat for the wildlife in and along Bear Creek.

When complete, the urban Medford Bear Creek Greenway Corridor will be vastly improved as a local and regional asset. It will encourage healthy activity in a restorative environment. It will be a place of pride for community members and an attraction for visitors. It will creatively unite our urban center with our distinctive natural environment.


1. Promote walkability, recreational use and safety of the urban Medford Bear Creek Greenway.
2. Promote use of Medford Parks and the Bear Creek Greenway trail to encourage healthy activity for Rogue Valley community and visitors.
3. Improve ecological habitat of Bear Creek including riparian corridor, water quality, fish, and wildlife.
4. Promote use of art to increase the vitality and livability of the downtown and urban Medford Bear Creek Greenway Corridor.


1. Engage diverse stakeholders in a collaboration demonstrating the value of private & public partnerships in accomplishing the mission and goals to reach vision.
2. Build upon the previous work of others to realize our vision for the corridor.
3. Engage residents to achieve our vision and maintain a healthy corridor for future generations.
4. Cultivate leadership & financial resources to carry forth the vision for the corridor.
5. Build community participation in the project.

Current Team Members:
Jenna Stanke, Jackson County.
Lee Mills, Bear Creek Greenway Foundation.
Amy Thuren, Consumer Credit Counseling Center.
Craig Tuss, Greg Stabach, Rogue Valley Council of Governments.
Molly Kreuzman, Coyote Trails.
Halle Riddlebarger, Medford Food Coop.
Brian Sjothun, Medford Park & Recreation.

2015 Fall & Spring 2016 Bear Creek Clean Up Project:
Convened meeting with Craig Tuss, RV Council of Governments. Foundation created web-based registration form through foundation’s website and webmaster; networking the event and provided financial support for the volunteer lunch.

Non-Profit Organization, Leadership & Management Support

Provide 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.

‣ Rogue Valley Council of Governments Senior Program
‣ Randall Theater
‣ Oregon Conservatory of the Performing ArtRandall Theater
‣ La Clinica
‣ Rogue Valley Food System Network
‣ College Dreams
‣ RVCOG SOLV Bear Creek Greenway Clean Up event
‣ Resolve (formerly Mediation Works)
‣ SO Friends of Hospice
‣ Neighborhood Food Project
‣ Consumer Credit Counseling Center
‣ KidTime!
‣ Family Nurturing Center
‣ Armadillo Technical Institute
‣ Mt Ashland Association
‣ Medford YMCA
‣ Ballet Folklorico
‣ Kairos
‣ ACE Interface

Regional Non-Profit Sector Partnerships/Relationships/Sponsorships for Sector & Community Development & Education:

‣ K-12 Student Engagement/Volunteerism
‣ Higher Education Student Engagement
‣ Financial Stewardship Conference November 2015:
‣ Oregon Non-Profit Leaders Conference 2016:
‣ Philanthropy North West
‣ Advanced Leadership Training-John Bowling PhD (supported 5 local scholarships)
‣ American Leadership Forum of Oregon
‣ Non-Profit Association of Oregon
‣ Meyer Memorial Trust
‣ Ford Family Foundation
‣ Ben B Cheney Foundation
‣ Carrico Family Foundation
‣ 2015 Regional Non-Profit Consultants Directory
‣ Rogue Valley Women’s Conference 2016

Activity Three
Cash support for expenses related to organizations and projects listed in Activity 1 & 2: $7,636

Expenses Include:

‣ Supporting meeting expenses, with community leaders and groups of leaders; as well as speakers, educational and research fees.
‣ Scholarships for selected grantees to attend trainings and seminars.