Executive Summary, SWCRT:
The Sunny Wolf Community Response Team experienced a real “learning” year as we began to seriously focus on evaluating administrative staffing needs in relation to community process and program and project administration. Participation in community meetings fluctuated in relation to how “hot” the topic(s) on the agenda. Board turnover stabilized, however several youth board member positions remained unfilled. Office staff was reduced to mostly volunteer staff members, to cut costs and make the most of community members’ skills and expertise.

The Strategic Plan and Benchmarks were updated and the SWCRT led the community non-profit organizations in participation in the state’s Needs and Issues identification process.

A volunteer Executive Director was trained and facilitated several major projects. The construction of a new public library on donated land was completed. The community (North Valley) fire plan was initiated and educational materials and workshops were provided to residents regarding fire prevention on private land. A Small Diameter Timber Resource Development Feasibility Study was begun. The Teen Center continued to operate 5 days/eves/weekends per week and participation by local youth ages 8-20 increased by 20%. The SWCRT office facility was upgraded to comply with the newest ADA criteria for wheelchair ramps and access. The Oregon Parent Center (which spun off as an independent non-profit in 2000) continues to operate, it’s facility being rented from the SWCRT. A health clinic, preschool programming, a summer program for children, parenting education, and a children’s garden were priority services in 2003. Community transportation demand decreased and revenues were not high enough to support the program. The program was reduced to serve only medical rides.

Participation in annual community events such as the Easter Parade and Egg Hunt, Trashathon, Pride Inside community Clean-up, Christmas dinner, etc. and regular daily programs such as manning the fire station in Sunny Valley, and regular quarterly services such as publishing and providing Big News community newsletter, etc. was at an all-time high. Volunteers provided approximately 22, 519 hours of service to the community.

For every dollar in SSBG funds spent by the SWCRT in 2003, the community was able to leverage $ 11 in additional funding and in-kind contributions.

Executive Summary, IVCRT:

After a second successful season, the award of a ten-year contract to manage the concession at the Oregon Caves National Monument constitutes a significant milestone in implementing its sustainability plan. In addition to being a significant source of revenue, the concession opens other entrepreneurial opportunities for our suppliers and other tourism businesses as well as for the CRT itself. The IV Airport Industrial Park is completed, while another critical infrastructure project – providing drinking water to Kerby – is well underway with the formation of a water district and considerable progress in obtaining a CDBG and USDA RUS funding. A ‘Small Diameter Demand Creation’ grant has resulted in the formation of the Southern Oregon Guild to promote and market wood and other fine craft products. The CRT was awarded a $250,000 National Fire Plan grant to conduct fuels reduction, which in turn has resulted in the CRT being selected to administer a similar county-wide $1.5 million program. This natural resource management programming will be complemented by a Weyerhauser Foundation grant to pilot a restoration stewardship project in areas burned by the Biscuit Fire. The IVCRT built a coalition of non-profits from throughout the County to apply for a USDA Rural Community Development Initiative grant, which is already providing better collaboration and synergy among the partners. Other applications under development include a RBEG for a business incubator, an entrepreneurial mentor program through the EDA, and an expansion of the IV Senior Center.

With assistance from an organization development consultant funded by a Ford Family Foundation grant, the IVCRT Board has been re-engineering itself in preparation for post EC existence. The challenge has been to maintain and strengthen ties to the community, while reorganizing to better fulfill responsibilities as a social entrepreneur and self-financing entity.

*Disclaimer Notice

Josephine County EC Summary Page    Josephine County EC Funding Page 

Main Map    EZ/EC Home Page