Impact & Measurement
Accountability & Finance
Culture & Community
Leadership & Adaptability
UpRoot Colorado
PO BOX 1952
Carbondale CO 81623
Mail donations to:
PO BOX 1952
PO BOX 1952
Carbondale CO 81623
Carbondale CO | IRS ruling year: 2020 | EIN: 82-1407915 
An EIN is a unique nine-digit number that identifies a business for tax purposes.
An EIN is a unique nine-digit number that identifies a business for tax purposes.Organization Mission
We increase the nutrition security of Coloradans by harvesting and redistributing surplus, nutrient-dense foods while supporting the resilience of farmers.Rating Information
Not currently rated
Ratings are calculated from one or more beacon scores. Currently, we require either an Accountability & Finance beacon or an Impact & Measurement beacon to be eligible for a Charity Navigator rating. Note: The absence of a rating does not indicate a positive or negative assessment; it only indicates that we have not yet evaluated this organization.
See rating report below to learn why this organization is not currently eligible.
Historical Ratings 
Historical Ratings 
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Measurement. The historic rating mainly reflects a version of today’s Accountability and Finance score. More information on our previous rating methodologies can be found on our rating methodology page.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
Rating Report
Accountability & Finance
Not Currently Scored
Unknown Reason
Charity Navigator is unable to evaluate this nonprofit at this time. Please see our Encompass Rating methodology for more information.
Additional Information
Total Revenue and Expenses - No Data Available
Total Revenue and Expenses - No Data Available
No Data Available
Revenue and expense data is not available for this organization. This data is only available if this organization has at least one year of electronically-filed Form 990 data filed within the last $six years.
Salary of Key Persons - No Data Available
Salary of Key Persons - No Data Available
No Data Available
Salary of Key Persons data is currently unavailable for this organization. This data is only available if this charity has at least one year of electronically-filed Form 990 data filed within the last 3 years. In some cases, there may be an electronically-filed 990 on file but the nonprofit may have not included the information and therefore we cannot post it.
IRS Published Data (Business Master File) - Data Available
IRS Published Data (Business Master File) - Data Available
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
Data Sources (IRS Forms 990) - Data Available
Data Sources (IRS Forms 990) - Data Available
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage accountability and finance data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (UpRoot Colorado) or EIN (821407915) in the 'Search Term' field.
Impact & Measurement
Not Currently Scored
UpRoot Colorado cannot currently be evaluated by our Impact & Measurement methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Culture & Community
Score
86
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Metrics
Full Credit
Partial Credit
No CreditConstituent Feedback - Data Available100/100 points
Constituent Feedback - Data Available100/100 points
33.33% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. The methodology leveraged for Constituent Feedback is based on The Core Principles of Constituent Feedback, which describes listening and responding well to feedback. Charity Navigator participates in a consortium with other feedback experts and leading nonprofit infrastructure platforms to drive Constituent Feedback's advancement, promotion, and data collection.
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
What challenges does your organization face in collecting feedback from the people you serve?
Other means
Equity Practices - Data Available79/100 points
Equity Practices - Data Available79/100 points
66.67% of beacon score
This organization's score of 79 is a passing score. The organization reported that it is implementing 4 Equity Practices.
The Equity Strategies Checklist, developed by Equity in the Center, consists of practices and policies that promote racial equity in operations and programs. This data is collected in partnership with Candid.
| Equity Practices (1/7) | |
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization. | |
| Equity Policies and Procedures (3/7) | |
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
We have community representation at the board level, either on the board itself or through a community advisory board. | |
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. | |
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization. | |
Leadership & Adaptability
Score
100
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
- Strategic Partnerships
- Networks of Collective Impact Efforts
- Thought Leadership
- Raising Awareness
- Community Building
- Policy Advocacy
Metrics
Full CreditPartial CreditNo CreditMission 10/10 points
Mission 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Note: The organization did not respond to this question.
Vision 10/10 points
Vision 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Note: The organization did not respond to this question.
Source: Nonprofit submitted responses
Goals 20/20 points
Goals 20/20 points
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Food equity for all Coloradans.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Economic equity for smallholder and family farms.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Increase cultural food wisdom in Colorado.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development 15/15 points
Leadership Development 15/15 points
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
We have engaged in online trainings via the Colorado Nonprofit Association as well as by joining collaborative food-systems working groups within Colorado (e.g., Food Bill Action Team; Colorado Blueprint to End Hunger; Social Venture Partners Denver: Theory of Change cohort).
We also attend food-systems-based conferences to connect, learn and share with colleagues and activists working to establish a more just and equitable food system.
Mobilizing for Mission 15/15 points
Mobilizing for Mission 15/15 points
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
This organization mobilizes for mission in the following ways:
What are this organization’s external mobilizaton efforts?
In 2021, UpRoot held a one-day professionally facilitated staff and Board retreat at the Alliance Center in Denver to begin work on a long-term strategic plan. At this meeting, it was decided that the cadence of Board meetings increase from quarterly to monthly.
This meeting also resulted in UpRoot’s co-directors applying for, and participating in, a Theory of Change (ToC) cohort offered by Social Venture Partners (SVP) Denver. The ToC document produced from this cohort now serves as a foundation for the development of longer-term organizational strategy.
We partner with Colorado producers (e.g., farmers), hunger-relief agencies, local companies, universities, foundations, and leverage volunteer engagement and experiential education to increase community participation and food wisdom (which, we believe, will reduce household food waste).
We also connect with state legislators in Colorado, and in other states, to learn about current and proposed food-systems legislation.
Adaptability Story 30/30 points
Adaptability Story 30/30 points
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
In 2021, UpRoot experienced significant change. Ciara Low, one of the organization’s co-founders and its co-director positioned along Colorado’s Western Slope, needed to step away from her role for personal reasons. Ciara’s stepping away began the hiring process for a new co-director, a process which took approximately four months to complete. Rita Mary Hennigan was hired as UpRoot’s new co-director starting on June 1, 2021.
In addition, all three of UpRoot’s part-time Gleaning & Food-Systems Coordinators in 2020 stepped aside from their roles in early 2021 for various reasons (i.e., to attend graduate school; to start a new business; to enjoy more free time) and, so, our on-farm work in 2021 did not begin in earnest until mid summer.
Another challenge we faced was in hiring a Latina/o/x Gleaning & Food-Systems Coordinator to shepherd our gleaning and outreach initiative in Garfield County. UpRoot sought to hire a Latina/o/x coordinator who would lead the effort to harvest and redistribute surplus, nutrient-dense foods in Garfield County while also using her/his/their cultural background to connect with and serve underserved and diverse members of our community.
The challenge we faced was in receiving local applicants; ultimately, UpRoot received one application for the position from an individual who lived out-of-state (it was, and still is, important to us that we hire someone who is a member of the Latina/o community in Garfield County).
We now plan to re-envision the coordinator position in Garfield County, and we hope to secure the funding needed to support a full-time coordinator role in 2022.
Throughout the growing and harvesting season, we persisted through these challenges, fueled by the elixir that has propelled us forward since we began our work in late 2016—the desire for food and social justice, determination and a belief that resilient change is always possible.