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Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by the Community Food Bank. The information is drawn from a national study, Hunger in America 2006, conducted for America's Second Harvest (A2H), the nation's largest organization of emergency food providers. The national study is based on completed in-person interviews with more than 52,000 clients served by the A2H food bank network, as well as on completed questionnaires from more than 30,000 A2H agencies. The study summarized below focuses mainly on emergency food providers and their clients who are supplied with food by food banks in the A2H network.
Key Findings: The A2H system served by the Community Food Bank provides food for an estimated 169,400 different people annually.38% of the members of client households served by the Community Food Bank are children under 18 years old (Table 5.3.2).44% of client households include at least one employed adult (Table 5.7.1).Among client households with children, 91% are food insecure and 40% are experiencing hunger (Table 6.1.1).47% of clients served by the Community Food Bank report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1).26% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).38% of households served by the Community Food Bank report having at least one household member in poor health (Table 8.1.1)The Community Food Bank included approximately 163 agencies at the administration of this survey, of which 69 have responded to the agency survey. Of the responding agencies, 59 had at least one food pantry, soup kitchen, or shelter.65% of pantries, 76% of kitchens, and 36% of shelters are run by faith-based agencies affiliated with churches, mosques, synagogues, and other religious organizations (Table 10.6.1).67% of pantries, 63% of kitchens, and 50% of shelters of the Community Food Bank reported that there had been an increase since 2001 in the number of clients who come to their emergency food program sites (Table 10.8.1).Food banks are by far the single most important source of food for the agencies, accounting for 81% of the food used by pantries, 6% of kitchens' food, and 28% of shelters' food (Table 13.1.1).For the Community Food Bank, 98% of pantries, 81% of kitchens, and 100% of shelters use volunteers (Table 13.2.1).
Given the limited experience that programs have had with young fathers and the field's limited knowledge about the type of services that would engage and benefit them, P/PV determined that a test of various local service-delivery approaches was needed to provide comparative information for policymakers and the field. This interim report of our Young Unwed Fathers Pilot Program documents the struggles and achievements we had in implementing this program during the early 1990s in six sites across the nation: Cleveland, Racine, Fresno, St. Petersburg, Annapolis, and Philadelphia.
California HealthCare Foundation;
CHCF is updating a series of market studies in six areas: Fresno, Los Angeles, Riverside/San Bernardino, Sacramento, San Diego, and the San Francisco Bay Area. These regional market reports highlight variations in health care affordability, access, and quality of care across the state. The reports are published as part of the CHCF California Health Care Almanac, an online clearinghouse for key data and analysis examining California's medical system.
Key findings from the Fresno issue brief include:
Five providers give the majority of hospital care across the region, with one playing a pivotal safety-net role. Health maintenance organizations (HMOs) continue to have a weak presence, with preferred provider organizations (PPOs) as the dominant model. Fresno trails other areas in preparing for coverage expansions under health reform.
Most of the region's hospitals survived the poor economy, maintaining or improving operating margins. Still, they face mounting financial pressures from rising Medi-Cal enrollment and high rates of uninsured, which have strained provider capacity. Hospitals are increasing capacity of inpatient beds and services to compete aggressively for commercially insured patients.
Fresno hospitals face strong competition with federally qualified health centers (FQHCs) and hospital-operated rural health clinics (RHCs) for physicians, who remain rooted in independent practices and show little interest in alignment.
In the 1990s and early 2000s, the Department of Housing and Urban Development sponsored two major experiments to test whether housing choice vouchers propelled low-income households into greater economic security, the Moving to Opportunity for Fair Housing program (MTO) and the Welfare to Work Voucher program (WTW). Using data from these programs, this study examines differences in residential location and employment outcomes between voucher recipients with access to automobiles and those without. Overall, the findings underscore the positive role of automobiles in outcomes for housing voucher participants.
James Irvine Foundation, The;
Examines how Irvine's initiative to strengthen the management and organizational capacities of youth-serving nonprofits in Fresno and Los Angeles changed budgets, staff, numbers served, funding sources, and practices. Discusses the role of intermediaries.
James Irvine Foundation, The;
Provides an overview of Irvine's Communities Organizing Resources to Advance Learning program, a ten-year effort working with Pasadena, Long Beach, San Jose, Fresno, and Sacramento communities to support out-of-school educational programs for youth.