Direct Charitable Activities (Community Building Strategic Activities) 2020 - 2021
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:
- ‣ Leverage resources to bring attention to community health & vitalization opportunities.
- ‣ Create opportunities for new thinking and innovative approaches on community issues.
- ‣ Partner with public and private funders for learning and achieving greater impact on community and regional issues.
- ‣ Act as a convener to surface underlying cause of community issues and the opportunity for creative resolution.
Activity OneIn-kind support covering office space, utilities, offices machines, office supplies and conference room for two non-profit 501c3 tenants and their associated projects:
See webpages for specific goals/outcomes of the tenants:
Jefferson Regional Health Alliance www.jeffersonregionalhealthalliance.org
Space Lease Support projected expense/value: $37,557
Activity TwoCommunity and leadership development provided by Foundation staff and/or consultants and volunteers 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 Support cost/value: $221,540.19
The Fundraising School Certification in Principles and Techniques of Fundraising:
Foundation recruited, coordinated, and financed 25 nonprofit leaders from four southern Oregon counties, 21 different community based organizations to attend March 2020 four day intensive by Indiana University’s Fundraising School. Training carried out in person October 2020.
Regional Leadership Development:
Foundation invested in Adaptive Community Leadership cohort to continue practice sessions using the tools and strategies from the 2017 training based on schedules in-person & online.
Continued scholarships to individual leaders identified from foundation service region from community-based organizations for a year-long Advanced Leadership Program with Sustainable Leadership Institute & Centerpoint.
Specific Community Initiatives
Jefferson e Funders Forum (JeFF)www.jeffersonfundersforum.org
Jefferson Funders Forum brings together public and private philanthropic leadership to share information, perspectives and experiences; cooperatively explore and leverage resources to positively impact communities in southern Oregon.
September 2020 Wildfires subsequent to COVID response related meetings, pivoted this learning community in November to meet with an expanded number of participants including State program leadership and FEMA disaster leadership joined funders in learning how to respond and how to begin rebuilding communities hit by fall wildfires that displaced over 6,000 people from 2,600 housing units and additional businesses in the Rogue Valley.
Southern Oregon Success: A Preconception - 24 Years Collective Impact Initiativewww.southernoregonsuccess.org
Weaves together the talent, expertise and resources of the entire community to promote the well-being, academic success for our children, youth and families.
Foundation continues as interested stakeholder and thought partner in this collaborative project.
Jefferson Regional Health Alliancewww.jeffersonregionalhealthalliance.org
JRHA’s many activities and far-reaching initiatives promote improvements in the health and health care resources for southern Oregon's and northern California's eight counties, which is home to approximately 515,000 people.
2020-21 continues movement in how to best integrate the goals and objectives of the CHIP across two counties and multiple organizations. COVID education and response continued throughout the year with vaccine education and workforce mandates impacting all health organizations. Collaborative Manager posted her resignation initiating a five-month transition process. Issues of workforce loom largest particularly in behavioral health and mental health service delivery. Bilingual workforce becomes critical post Almeda fire in an effort to house people displaced from private low rent mobile home housing.
The Urban Medford Bear Creek Greenway Corridor Teamwww.bearcreekstewards.org
Continued to expand community involvement in the fall & spring voluntary Bear Creek Cleanup events. Fall and Spring continue the cleanup
Rogue Valley Food System Networkhttps://rvfoodsystem.org
Reimagining and Rebuilding Rogue Valleyhttps://rthreev.org
Initiated to involve multiple sectors interested in rebuilding better. January 2021 kicked off the weekly convening of upwards of 50 people. Mission adopted in March for first 90 days:
‣ Reimagine & Recover the regional economy post COVID & Fire Disasters in a way that we have a valley that works for everyone
‣ Reimagine & Rebuild the education pathways preK-16
‣ Reimagine & Rebuild Public infrastructure
‣ Build a more equitable and inclusive community recognizing the diversity of backgrounds & perspectives
‣ Reimagine & Rebuild local and regional businesses post COVID & Fire disasters
‣ Reimagine & Rebuild better affordable workforce & low income housing that provides an array of options to build family stability
Activity ThreeCash support for expenses related to organizations and projects listed in Activity 1 & 2
Expenses include: Supporting meeting expenses with community leaders and groups of leaders; as well as speakers, educational, technology and research fees. Provide scholarships for selected project leaders or grantees to attend trainings and seminars.
Support cost/value: $18,417.14