MEMBERSHIP 2016-2018 - rvymca.org

1 NON-PROFIT ORGANIZATION POSTAGE PAID MEDFORD, OR PERMIT NO. 508 Rogue Valley Family YMCA 522 West Sixth Street Medford, OR 97501 RETURNED SERVICE REQUESTED LEADERSHIP Over 500 volunteers plus 200 seasonal and part-time staff are supported by the following: professional Staff Brad Russell, CEO/Executive Director * Jeni Beck Simone Kaiser * John Cerini Rhiannon Oropallo Holly Hawley Bethany Pitts Kris Henning Gary Taylor Michele Hunt Board of Directors Chuck Whiteley, CVO/Board Chair * Russ Batzer Brian Murphy * Fily Bencomo Seong Oh Joe Davis Bob Olseiwski * Linda Duffy Rich Scholes * Tamara Falls * Jerry Sessions Dale Gramley Dana Shumate Kerri Hecox Tricia Smith Sue Kohler Eric Stark * Strategic planning committee members MEMBERSHIP There are over 4,000 members and 15,000 program participants.

2 The Y reflects the community: 57% Youth, 43% Adults 56% Female, 44% Male 84% Caucasian, 13% Hispanic, 1% Asian, 1% Native American and 1% African American Ages range from infants to 98 years old ROGUE VALLEY FAMILY YMCA 522 West 6th Street, Medford, OR 97501 (541) 772-6295 Proud member of the Serving Medford, Jacksonville, Phoenix, Central Point and Eagle Point YMCA Strategic Plan 2016 - 2018 MISSION To put Christian principles into practice through programs that build healthy spirit, mind and body for all Cause To strengthen communities by focusing on youth development, healthy living and social responsibility Values Caring, honesty, respect and responsibility Voice Nurturing, genuine, hopeful, determined and welcoming 2008-2012 1.

3 MEMBERSHIP grew by 20% from 2008 to 2011. 2. Reduced debt by 50%, obtained the best credit score, refinanced the mortgage and improved fundraising by 40%. 3. Completed infrastructure studies, safety improvements, program area upgrades and new equipment totaling over a half million dollars. 4. Made technology upgrades including a new server, phone system and website. 5. Provided more staff training, doubled the amount of volunteers and strengthened the board of directors. 6. Doubled the amount of partnerships and joined many collaborations plus expanded programs into Central Point. 7. Improved public image by sharing monthly messages about people and programs. HISTORY The Rogue Valley Family YMCA was founded in 1944 with the current facility being dedicated by the Governor in 1949.

4 In the 1950s, the Y also operated Camp Elliott at Diamond Lake. In the 60s and 70s, a capital campaign and expansion added the youth center, child watch, kitchen and preschool classrooms. In the 80s, the Y managed the White City pool and began a partnership with the Medford School District. In the 90s, a capital campaign and expansion added the aquatic center and locker rooms plus the Y operated Camp Apserkaha at Howard Prairie Lake. RECENT ACCOMPLISHMENTS 2013-2015 1. A comprehensive survey by SEER Analytics provided valuable input from members, child care parents and program participants. 2. MEMBERSHIP grew again due to partnerships with the coordinated care organizations assisting over 1,800 health seekers.

5 3. A $600,000 remodeling campaign led to facility improvements of the gym, youth center, climbing gym, racquetball courts, child watch, bathrooms, lobby, board room, hvac units and locker rooms. 4. Safety upgrades included a new roof, fire monitoring system and surveillance cameras. 5. Strengthened existing partnerships and expanded programs into Eagle Point. 6. The YMCA organizes the entire Pear Blossom Run that provides thousands of dollars in finan-cial assistance scholarships to kids and families. 2016 - 2018 PLAN SUMMARY The Rogue Valley Family YMCA has a rich history of improving the lives of youth, families and older adults. We are completing a deliberate effort of remodeling the facility and strengthening our partnerships.

6 We now enter a creative phase of expanding our youth development programs, improving health outcomes for our members, continuing our facility improvements and becoming known for changing people s lives with measurable results. 2016 - 2018 STRATEGIC PLAN DETAILS Staff & Volunteer Development 1. Recruit additional volunteers to help fundraising, programming and special events. Develop meaningful incentives and invest in a dedicated volunteer coordinator. 2. Provide additional benefits for part-time employees including paid sick time in accordance with new labor laws. 3. Give annual increases as recommended by the YMCA of the USA Human Resources Task Force and invest in training for front-line staff members.

7 4. Celebrate and recognize staff teams by having individual board members become a champion of a specific program area. Program Growth & Capacity 1. Youth development: strengthen partnerships with schools and churches for additional space in response to the recent closures of local providers. 2. Wellness: strengthen partnerships with coordinated care organizations and other agencies for additional space and programming. 3. Aquatics: focus on developing our existing programs as we participate but not lead a regional solution to the lack of swimming pools in our area. 4. Improve data collection to better measure impact in each program area especially the youth development and wellness programs.

8 Population Health Management 1. Secure additional funding to continue programs with groups of members to improve health outcomes. We aim to move individuals from clinic to community. 2. Expand partnerships and agreements with doctor groups, hospitals, clinics, physical therapy offices and insurance companies. 3. Continue to be open and available to inquires by universities, research groups, health departments and other YMCAs. Facility Improvements 1. Continue remodeling the YMCA facility including the kitchen, aerobics studio, mind-body room, basement rec room and driveway. We will refresh the outside of the facility and continue to make energy efficiency upgrades (lights & windows). 2. Expand programming and facilities in Eagle Point together with the city and school district to involve the Upper Rogue region.

9 3. Conduct a feasibility study and make a long-term facility plan then launch a multi-million dollar capital campaign to acquire neighboring buildings, replace the Hoffbuhr House and create a new entrance with a lobby overlooking the pool. 4. Grow the facility and operating reserve to $125,000 by 2018 .