2008 Annual Report O U R M I S S I O N S Tat E M E N T : the John R

2008 ANNUAL REPORT O U R M I S S I O N S TATE M ENT: The John R. Oishei Foundation strives to be a catalyst for change to enhance the economic vitality and the quality of life for the Buffalo Niagara region. The magnitude of the changes that rippled through the country and the world in 2008 is impossible to summarize in this or any other report. A few things are obvious or becoming clearer. First, virtually no region or population in the developed or the developing world was unscathed. Second, whole industries and means of earning income have disappeared or been sharply curtailed, creating an expanding ripple effect that will take some time to subside. And third, nonprofits and philanthropy have much more work to do and much less to do it with. While it is also true that challenge begets opportunity, Education to an “issues” approach of giving on a cross- the complexity and depth of this ‘downturn’ will take sector basis to data-supported needs such as Stable much longer to simply understand, let alone respond to Neighborhoods, Economic Self-Sufficiency, and Leveraging appropriately. Thus, much of the actions and plans of Regional Assets. This was done in recognition of our direct philanthropy and the not-for-profit sector will of necessity experience that cross-sector work is more often the norm be in anticipation of shorter-term needs and pressures. than the exception, and more often achieves creative, Without doubt, many going enterprises, whether for-profit, lasting results. not-for-profit, or philanthropic will not survive this cycle. For the year ending December 31, 2008, total giving The positive thinking around this fact is to frame it as reached just under $18 million through 115 grants, which part of a process, necessary to the ultimate strength of is on par with our total giving in 2007, and sustains a trend the whole by absorbing or eliminating the parts that are weak or overgrown. We can hope and work toward making 2008 Grants Awarded by Category certain that this is what happens more often than not, Stable Neighborhoods $611,600 and see that the best of all our sectors survives. The risk, however, is real for all organizations. Self-Sufficiency $1,220,500 For the Foundation, 2008 was the first complete Academic Performance $1,207,000 calendar year in which our new strategic plan was deployed. Approved by the board of directors in May Healthier Residents $3,966,000 of 2007, we had been in a “quiet implementation” Regional Assets $2,843,460 since then, and had our true public launch at a “town hall meeting” in May of 2008 at the Historical Society, Medical Research $5,673,065 attended by over 150 people. The major change for our Special Initiatives $2,420,300 grantmaking was to move from the “silo” approach of giving to distinct sectors such as Arts, Healthcare, and TOTAL $17,941,925 www.oishei.org JR O F OUN DA TION 2008 ANNUAL REPORT 1 of annual increases in giving. Various charts and graphs and that was borne out. Organizations approaching us throughout this report break out the distribution of grants for support can expect more interaction than ever in the among the issue areas. The approach we have adopted is process. certainly more complex in terms of subcategories and levels Fortunately, and happily, the strategic plan anticipated of distinction, and while we are still working on refining the need for additional staff, and we were thus able this, we believe we have a better sense of how our grants to welcome to the Oishei ranks Larry Cook as our new are being targeted. As has been experienced by other Program Officer in September of 2008. Larry has spent a foundations that have moved to this kind of reporting, it large part of his career at the Arts Council in Buffalo and will take us some time to get it right. At the highest level of Erie County, most recently as the Deputy Director, and evaluating this approach, which is to ask whether issues- oversaw the Decentralization Grant program for many based funding is a more useful approach than silo-based years. In addition, he has excellent contacts in other funding, we concluded that it is. sectors and brings tremendous experience working directly Among the more notable trends in 2008 grantmaking with organizations of all sizes and levels. He has already is the increased amount of support that was provided proven to be a key asset, and we are certain organizations for organizational development activities as opposed to will find his skills and knowledge to be of great help. external program activities. Much of this support allowed We continued our collaboration with the organizations to do short- and long-term planning, board Community Foundation for Greater Buffalo, sharing development, infrastructure (IT) enhancements, and two staff members: Laura Quebral Fulton as feasibility studies for possible collaborations, alliances, Knowledge Management Officer, and Sally Crowley as or mergers with other organizations. These fell under Communications Director for both foundations. Part-time the category of core operations improvements and support staff was added for each of them in 2008, and represented a greater financial commitment than in any their combined efforts were most visible in the complete year since the Foundation adopted a more comprehensive redesign and retasking of the Oishei website – www. planning approach in 1998. oishei.org. It is truly at least four levels above where we Just as important, however, is the amount of staff time were in cyberspace, and we hope you’ll visit if you haven’t that was committed to working directly with organizations already. A tremendous amount of information is available to understand and address their organizational issues. about general not-for-profit issues, along with a great deal While the Oishei Foundation has always had a reputation of specific information (including visuals!) about Oishei for this kind of support, it was anticipated that the change projects and initiatives. in strategic direction and the complexities it evoked would Among other notable activities of the Foundation in 2008 mean that staff would need to spend even more time, was our continuing commitment to improving long-term care 2 JR O F OUN DA TION 2008 ANNUAL REPORT www.oishei.org in the WNY region. We provided support for Programs for All- Finally, on a related issue, the Foundation continued inclusive Care for the Elderly (PACE) programs in Olean and and deepened its initiatives in not-for-profit leadership Niagara Falls, bringing the total number to four, including the development. We added a second group of not-for-profit Weinberg Campus and the Our Lady of Victory (OLV) program. leaders to our “Oishei 20” project, and as in the first For those unfamiliar with the conversion of OLV Hospital group, they represent a cross-section of not-for-profit to the multiple-level-of-care facility it has become, we urge organizations in education, the arts, healthcare, and you to find out more. It has been a magnificent conversion. neighborhood and community development. More The Catholic Health System, and especially its point person information can be found on the Foundation website. We Aimee Gomlak, are to be commended for this work. also added a third group that we’re calling the “Next Up In addition to PACE support, the Foundation funded Leaders Group,” which represents 15 not-for-profit senior an outstanding 18-month-long effort undertaken by leaders who will be the ones on the front line to replace members of more than 75 long-term care facilities to those who will begin retiring in the near future. This was complete a strategic plan to begin bringing the “Welcome a somewhat different format which involved a longer Home” model of patient-centered care to the region. This sabbatical at the Chautauqua Institute, and which we are approach has been shown to have a number of critical, equally excited about. All three groups will be supported demonstrable improvements to the health and well-being for the next several years, and are free to set their own of these residences. Our congratulations to Bob Meiss agendas as groups. of Beechwood Nursing Homes and his staff for their The board of directors of the Foundation intends to tireless work to keep this moving and get it done. We also meet the current challenges by continuing to step up. Our congratulate all 75 organizations for their commitment to intention at this point is to keep grantmaking as close collaboration. to past years as possible, though we do anticipate some Perhaps the most significant potential economic level of downward adjustment. We also anticipate a shift development activity we helped to support has been the in our priorities within the basic human needs area and “Better by Degrees” program, which builds collaboration will seek the most creative and effective ideas for working among the 22 colleges and universities of the region and through this particularly difficult period. markets Western New York as a college town in order to attract, engage and retain students. Clearly, the higher Sincerely, education sector is a lynchpin of the regional economy, and by presenting a united front, we all believe its role can be greatly expanded in the long-term stability and growth James M. Wadsworth Robert D. Gioia of this outstanding region. Chair President www.oishei.org JR O F OUN DA TION 2008 ANNUAL REPORT 3 L E S S O N S L E ar NE D IN 2008: JR O F S Taff We still have a lot to learn, share and communicate.

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