Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by Food Bank of the Rockies. The information is drawn from a national study, Hunger in America 2010, conducted in 2009 for Feeding America (FA) (formerly America's Second Harvest), the nation's largest organization of emergency food providers. The national study is based on completed in-person interviews with more than 62,000 clients served by the FA national network, as well as on completed questionnaires from more than 37,000 FA agencies. The study summarized below focuses on emergency food providers and their clients who are supplied with food by food banks in the FA network.
The FA system served by Food Bank of the Rockies provides emergency food for an estimated 367,000 different people annually.42% of the members of households served by Food Bank of the Rockies are children under 18 years old (Table 5.3.2).43% of households include at least one employed adult (Table 5.7.1).Among households with children, 81% are food insecure and 35% are food insecure with very low food security (Table 184.108.40.206).49% of clients served by Food Bank of the Rockies report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1).36% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).25% of households served by Food Bank of the Rockies report having at least one household member in poor health (Table 8.1.1)Food Bank of the Rockies included approximately 540 agencies at the administration of this survey, of which 485 have responded to the agency survey. Of the responding agencies, 358 had at least one food pantry, soup kitchen, or shelter.73% of pantries, 68% of kitchens, and 50% of shelters are run by faith-based agencies affiliated with churches, mosques, synagogues, and other religious organizations (Table 10.6.1).Among programs that existed in 2006, 79% of pantries, 83% of kitchens, and 62% of shelters of Food Bank of the Rockies reported that there had been an increase since 2006 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 agencies with emergency food providers, accounting for 79% of the food distributed by pantries, 52% of the food distributed by kitchens, and 45% of the food distributed by shelters (Table 13.1.1).As many as 93% of pantries, 85% of kitchens, and 85% of shelters in Food Bank of the Rockies use volunteers (Table 13.2.1).
The case study presented is focused on the use of tradable and rentable water permits designed to maximise the efficiency of the use of water resources in Colorado (USA). The State of Colorado is divided into two distinct regions: the eastern, dry plains and the western areas that start with the Rocky Mountains and extend through rugged lands to the western border of the State. Rainfall and snow are heavy on the western side of the Rockies, while the eastern slopes of the mountains (the "East Slope") and the plains are semi-arid. In order to compensate this unequal distribution of the water resources, a complicated project of water transfer has been designed. The Colorado-Big Thompson Project is the largest transmountain water diversion project in Colorado. Built between 1938 and 1957, the C-BT Project provides supplemental water to 30 cities and towns and is used to provide supplemental irrigation to 693,000 acres of north-eastern. In order to efficiently manage the "foreign water provision" ensured by the CB-t project, it was founded the Northern Colorado Water Conservation District (NCWCD). It was established in 1937 to contract with the Federal Government to build the large trans-mountain water transfer project. NCWCD is responsible for the diversion works of the project and for the allocation of water on the eastern side of the mountains.
Rose Community Foundation;
In 2004, Chambers Family Fund and Rose Community Foundation published Then and Now (*PDF), a report describing a four year effort undertaken by a consortium of Colorado funders to stabilize a children's advocacy organization that fulfills a unique role in the state. The report chronicles the experience in two parts: that of the funders' collaborative and that of the advocacy organization, Colorado Children's Campaign. Together, the two accounts illustrate how this collaborative process resulted in an open exchange of ideas that allowed an advocacy organization to transform itself, while also allowing the funders hands-on experience in funding advocacy.