Best Addiction and Substance Abuse Grants

Department for Local Government

​​​​​​​​​​​​​​​​​​​The Department for Local Government (DLG), under the Office of the Governor, provides financial help in the way of grant and loan assistance, as well as advising local governments in matters of budget, personnel and other issues relevant to those entities.​

Community Development Block Grant (CDBG) Program

The Department for Local Government (DLG) administers approximately $26 million annually from the U.S. Housing and Urban Development’s (HUD) Community Development Block Grant (CDBG) program.

The CDBG program provides assistance to communities for use in revitalizing neighborhoods, expanding affordable housing and economic opportunities, providing infrastructure and/or improving community facilities and services. With the participation of their citizens, communities can devote these funds to a wide range of activities that best serve their own particular development priorities.

All project activities must meet at least one of three national objectives:

• Benefit to low and moderate income persons
• Prevention or elimination of slums or blight
• Meeting particularly urgent community development needs​

Funds are designated for various program areas including Community Projects, Community Emergency Relief Fund, Economic Development, Housing, Public Facilities, and Public Services (Recovery Kentucky).​

Public Services (Recovery Kentucky)

​​​​​CDBG Public Services funds, in the form of operational costs to support the Recovery Kentucky Program, will be made available in 2026 to existing Recovery Kentucky Substance Abuse Centers. These centers serve individuals who have a history of substance abuse, with an emphasis on the homeless, those at risk of becoming homeless and those referred by the judicial system.

About Alaska DOT&PF

The Alaska Department of Transportation and Public Facilities designs, constructs, operates and maintains the state’s transportation infrastructure systems, buildings, and other facilities used by Alaskans and visitors.

Alaska Community Transit

We support Alaska's communities—urban and rural—by ensuring safe, efficient, and accessible transit services for everyone, including transit-dependent populations.

Human Service Transportation Grant 

Purpose

The purpose of the Human Service Transportation Grant is to provide transportation services that meet the special needs of seniors and individuals with disabilities and Alaska Mental Health Trust Beneficiaries for whom public transportation services are unavailable, insufficient, or inappropriate. The Alaska Department of Transportation & Public Facilities, Community Transit Office (ACT) uses a combination of federal Section 5310 and Alaska Mental Health Trust funds to provide awards to nonprofit organizations or public bodies that certify that no nonprofit organization or association is readily available in an area to provide service.

Request for Applications

Modification of Existing Clinical Facilities for Mental Health Crisis

The Nebraska Department of Health and Human Services (DHHS), Division of Behavioral Health (DBH) is issuing this Request for Applications (RFA) for the purposes of entering into a grant agreement and awarding federal funds through the Rural Health Transformation Program (RHTP) 5.3, to provide funding for equipment and enhancements to hospitals and behavioral health providers to expand crisis response, stabilization, and substance use withdrawal services in rural areas. Through this RFA, eligible and qualified rural entities will receive funding for equipment and minor building alterations and renovation projects in an existing building or facility.

Objective

DHHS is seeking interested providers who can support the RHTP Nebraska Behavioral Health initiative through creating a sustainable, community-based emergency behavioral health system that improves outcomes, reduces costs, and strengthens the State’s behavioral health continuum of care. Potential grantees would look to increase crisis stabilization, crisis response and substance use withdrawal management capacity by retrofitting existing areas or purchasing needed equipment in rural hospitals, community health centers, rural emergency hospitals (REHs), and tribal health facilities.

Through minor facility modifications and equipment enhancements, existing clinical spaces will be adapted to serve individuals experiencing behavioral health or substance use crises.

DHHS is making the full amount of $5,500,000 available for grants under this RFA. A total award of funds requested by the applicant is not guaranteed but is subject to the number of applications received, the actual money appropriated to DHHS, and at DHHS’ discretion.

Mississippi Department of Mental Health

The Mississippi Department of Mental Health is committed to making available a comprehensive system of services and supports so all Mississippians have access to the least restrictive and most appropriate level of services and supports that will meet their needs. Our system is person-centered and is built on the strengths of individuals and families while meeting their needs for special services. Services should be provided on a continuum of where the person is at that time and what their needs are.Inspiring hope, helping individuals on their road to recovery, and improving resiliency are key factors to the success of the people we serve.

Pregnant and Parenting Women and Men with Dependent Children (PPWMDC) Childcare Specialist Program

The Mississippi Department of Mental Health (MSDMH), Division of Alcohol and Drug Addiction Treatment Services (DADATS) is continuing a temporary pilot program to address the childcare needs of the Pregnant and Parenting Women and Men with Dependent Children (PPWMDC) Program.

One specific need is the educational and developmental needs of children of the clients who are in treatment. This grant continuation is designed to enhance the PPWMDC programs that may need assistance in this area. Each PPWMDC program will need to hire an Early Childhood Development childcare specialist for children (ages 2-5 years) of the mothers and or fathers who are in treatment. The temporary program is designed to allow the child to receive structured instruction, learning, and nurturing, while housed in a controlled and inviting setting. Being in this type of setting will enhance the child’s development and/or growth, which will alleviate idle time and the notion of baby-sitting the child or children.

The hired childcare specialist should have a minimum of 4 years of experience in the field of Early Childhood Development. 

The funding associated with this grant opportunity is meant to defray a proportion of operational costs for the service. 

RFP: Improve Access to Medication for Opioid Use Disorder (MOUD)

The Minnesota Department of Human Services, through its Behavioral Health Administration (STATE), is seeking Proposals from qualified Responders to improve access to medication for opioid use disorder (MOUD) services throughout Minnesota. 

STATE received a State Opioid Response (SOR) grant from the Substance Abuse and Mental Health Administration (SAMHSA). The purpose of the SOR grant is to address the public health crisis caused by escalating opioid and stimulant use, Opioid Use Disorder (OUD), Stimulant Use Disorder, and opioid and stimulant-related morbidity and mortality across the nation. Minnesota has been awarded SOR funds since the grant program’s inception by SAMHSA in 2018. Multiple organizations and projects have been funded to support a continuum of care including prevention programming, treatment, MOUD, naloxone distribution, and recovery support services

Summary

The Connecticut Department of Mental Health & Addiction Services (DMHAS) is the primary funding entity for Supported Education (SEd) services for adults with mental health disorders, or co-occurring mental health and substance use disorders. DMHAS seeks to continue providing a highquality statewide network of SEd services. The goals of SEd are to increase integrated educational support for the target population described above.

Purpose

To continue to provide a statewide network of SEd services to assist adults with mental health disorders or co-occurring mental health and substance use disorders to pursue educational goals

Montana Board of Crime Control 

Montana Board of Crime Control (MBCC) was created in 1968 as a planning and research agency under the authority of 2-15-2006, MCA whose goal was, and still is to promote public safety. The MBCC is a 18-member quasi-judicial board appointed by the Governor. MBCC provides financial support, technical assistance, and supportive services to state and local criminal justice agencies. The board provides funding to local, regional, and statewide projects with the central goal of making Montana a safer state.

Justice Assistance Grant (JAG) Multi-Jurisdictional Drug Task Forces (MJDTF)

Description

The Montana Board of Crime Control (MBCC) is soliciting proposals for Justice Assistance Grant (JAG) – Multi-Jurisdictional Drug Task Force (MJDTF) programs to be funded by the U.S Department of Justice, Office of Justice Programs, Bureau of Justice Assistance.

The application process is competitive. A 30% hard cash local match of the total cost of each MJDTF project (JAG grant funds plus local match) is required for each JAG-funded project. Applicants may not declare a match of more than 30%. Match must be derived from non-federal sources.

Department of Mental Health and Addiction Services

The Department of Mental Health and Addiction Services (DMHAS) promotes and administers comprehensive, recovery-oriented services in the areas of mental health treatment and substance abuse prevention and treatment throughout Connecticut.

While the Department's prevention services serve all Connecticut citizens, its mandate is to serve adults (over 18 years of age) with psychiatric or substance use disorders, or both, who lack the financial means to obtain such services on their own. DMHAS also provides collaborative programs for individuals with special needs, such as persons with HIV/AIDS infection, people in the criminal justice system, those with problem gambling disorders, substance abusing pregnant women, persons with traumatic brain injury or hearing impairment, those with co-occurring substance abuse and mental illness, and special populations transitioning out of the Department of Children and Families.

Building Resilient Youth and Communities with Prevention (BRYCWP)

RFP Purpose

DMHAS seeks to fund up to ten (10) eligible proposers to implement evidence-based prevention strategies aimed at reducing underage drinking / alcohol use and an optional second prevention priority among youth ages 12-20 in communities. Funded organizations will be required to apply the SPF to guide their work, with a focus on reducing risk factors, strengthening protective factors, and achieving sustainable, community-level impact.

Contracts may be awarded for a term of up to five (5) years, and applicants must demonstrate the capacity to lead local prevention coalitions, implement effective strategies, and evaluate outcomes using measurable indicators.

Substance Abuse Prevention and Treatment Block Grant

The Alabama Department of Mental Health is the Single State Agency responsible for receipt and expenditure of the Substance Abuse Block Grant (SABG) in accordance with Federal Regulations promulgated by the Substance Abuse and Mental Health Services Administration (SAMHSA). The SABG is a major source of funding for substance abuse prevention, treatment, and recovery support services provided throughout the state by agencies under contract with ADMH. SAMHSA requires each state to maintain an up-to-date plan for the expenditure of SABG funds and to submit an annual report of activities conducted specifically to these expenditures. In addition, SAMHSA oversees the implementation of the Synar Amendment, which requires states to have laws prohibiting the sale and distribution of tobacco products to minors. ADMH provides an ongoing opportunity for the public to review and submit comments on the development and implementation of Alabama’s SABG annual plan and report, as well as the annual SYNAR report.

The Court Alcohol & Drug Scholarship Program, managed by the Indiana Judicial Branch, aims to enhance the professional skills of judges and staff involved in court-administered treatment programs. By funding up to 80% of eligible expenses for seminars and training not covered by standard budgets, this initiative supports the effective delivery of alcohol and drug services. With a maximum award of $1,000, the program seeks to improve knowledge and efficiency within Indiana's judicial framework.

Alabama Department of Economic and Community Affairs

The Alabama Department of Economic and Community Affairs works every day to positively impact Alabama communities through partnerships, grant programs, and services to spur community and economic development and enhance quality of life.

ADECA is a state agency that partners with leaders at the local level to positively impact and enhance the quality of life in Alabama communities through dozens of federal and state grant programs, surplus property, and water resource management.

ADECA’s grant programs support and fund local initiatives that communities often would not be able to afford on their own and improve many facets of life through community and economic development. Our programs help address critical infrastructure needs like water, sewer, and broadband; provide law enforcement equipment and support for victims of crime; build new trails and recreational features; and assist with energy efficiency that lowers energy costs.

Residential Substance Abuse Treatment for State Prisoners Program

The Residential Substance Abuse Treatment (RSAT) for State Prisoners Program assists states, local, and tribal governments in the development and implementation of substance abuse treatment programs in state, local, and tribal correctional and detention facilities.

The Alabama Department of Economic and Community Affairs (ADECA) Law Enforcement and Traffic Safety Division (LETS) is the agency designated to administer the Bureau of Justice Assistance (BJA) Residential Substance Abuse Treatment for State Prisoners Program as authorized by statute 34 U.S.C. § 104222.

The purpose of the RSAT Program is to increase access to treatment for individuals with substance use or co-occurring substance use and mental health disorders during detention or incarceration and to improve the continuity of care during and after reentry by delivering community-based treatment and other after-care services.

Project Focus Areas

The LETS Division is accepting applications for existing or new projects for the following priority areas: 1) Jail-based pretrial substance use disorder (SUD) treatment programs; 2) Jail-based residential SUD treatment programs.

We are seeking established programs currently providing these services that have a proven track record; existing evidence-based programs that could expand to include these services; or new programs implemented by organizations that have the proper training and resources to effectively sustain such a program beyond limited-term grant funding.

 Jail-based Residential SUD Treatment Program

Jail-based residential SUD treatment programs must meet the following criteria:

• Engage individuals with SUD or co-occurring substance use and mental health disorders for at least thre months.
• Require periodic and random drug testing of individuals while they are in the program and under community supervision.
• Make every effort to establish a therapeutic community (i.e., program participants are set apart from the general population).
• Provide aftercare services.

Alabama Department of Economic and Community Affairs

The Alabama Department of Economic and Community Affairs works every day to positively impact Alabama communities through partnerships, grant programs, and services to spur community and economic development and enhance quality of life.

ADECA is a state agency that partners with leaders at the local level to positively impact and enhance the quality of life in Alabama communities through dozens of federal and state grant programs, surplus property, and water resource management.

ADECA’s grant programs support and fund local initiatives that communities often would not be able to afford on their own and improve many facets of life through community and economic development. Our programs help address critical infrastructure needs like water, sewer, and broadband; provide law enforcement equipment and support for victims of crime; build new trails and recreational features; and assist with energy efficiency that lowers energy costs.

Residential Substance Abuse Treatment for State Prisoners Program

The Residential Substance Abuse Treatment (RSAT) for State Prisoners Program assists states, local, and tribal governments in the development and implementation of substance abuse treatment programs in state, local, and tribal correctional and detention facilities.

The Alabama Department of Economic and Community Affairs (ADECA) Law Enforcement and Traffic Safety Division (LETS) is the agency designated to administer the Bureau of Justice Assistance (BJA) Residential Substance Abuse Treatment for State Prisoners Program as authorized by statute 34 U.S.C. § 104222.

The purpose of the RSAT Program is to increase access to treatment for individuals with substance use or co-occurring substance use and mental health disorders during detention or incarceration and to improve the continuity of care during and after reentry by delivering community-based treatment and other after-care services.

Project Focus Areas

The LETS Division is accepting applications for existing or new projects for the following priority areas: 1) Jail-based pretrial substance use disorder (SUD) treatment programs; 2) Jail-based residential SUD treatment programs.

We are seeking established programs currently providing these services that have a proven track record; existing evidence-based programs that could expand to include these services; or new programs implemented by organizations that have the proper training and resources to effectively sustain such a program beyond limited-term grant funding.

Jail-based Pretrial Substance Use Disorder (SUD) Treatment Program

The LETS Division is accepting applications for existing or new projects that initiate or continue evidence-based SUD treatment programs, including medication-assisted treatment, in pretrial populations during their confinement and/or foster connections to SUD treatment in the community upon pretrial release. Programs supporting pre-trial populations do not need to meet criteria for jail-based residential SUD treatment programs.

New York State Office of Cannabis Management

The New York State Office of Cannabis Management (OCM) was established upon passage of the Marijuana Regulation and Taxation Act (MRTA) in March 2021 to implement a regulatory framework for medical and adult-use cannabis and hemp in the state of New York. This includes, but is not limited to production, licensing, packaging, marketing and the sale of cannabis.

Community Grants Reinvestment Fund

Purpose

The Community Grants Reinvestment Fund (“CGRF”) was established under New York’s Cannabis Law to reinvest in communities disproportionately affected by past federal and state drug policies. Decades of criminalization, disproportionate enforcement, and incarceration have left lasting impacts on the social, economic, and health outcomes of individuals, families, and communities across the state.

Through the Community Reinvestment Program, the Office of Cannabis Management (“OCM”) and the Cannabis Advisory Board (“CAB”) aim to promote restorative justice, strengthen community institutions, and invest in organizations that have supported resilience and healing despite the challenges of past drug laws.

For the 2025-2026 Fiscal Year grant cycle, the CAB will award grants to 501(c)(3) communitybased organizations serving youth, defined as individuals aged 0–24, in communities disproportionally affected by prior drug policies. This year’s funding focuses on five (5) program areas:

• Mental Health
• Harm Reduction
• Substance Use Disorder
• Housing
• Workforce Development

The goal is to create equitable, positive, and lasting impacts by investing in community-based programs that offer youth-focused initiatives and wraparound services tailored to local needs in communities disproportionally harmed by prior federal and state drug policies.

Funding 

The applicant pool for the Community Grants Reinvestment Fund will be bifurcated into two tiers: Tier 1 Organizations and Tier 2 Organizations. Tier 1 and Tier 2 Organizations will be determined by the applicant organization’s total expenditures as reflected on their most current IRS tax filing.

• Tier 1: Organizations with total expenditures between $50,000 and $2,499,999.99.
• Tier 2: Organizations with total expenditures equal to or greater than $2,500,000. 

Tier 2 Organizations

For Tier 2 Organizations, award amounts will be $200,000. Tier 2 Applicants must submit a budget request exactly equal to $200,000. 

FY27 CSI Intact Family Recovery

Description 

This grant award will have an initial period of performance starting in FY27 (07/01/2026 (or upon execution of the agreement) through 06/30/2029). A budget should be submitted for FY27 only.

Program Description

The Provider, in partnership with the Alcohol and Other Drug Abuse (AODA) Agency, will deliver services to families in three phases, with a different intensity of service provided during each phase. The Provider will provide the majority of home visits, with the aim of assuring child safety, while improving family functioning. This intervention model provides coordinated child welfare and substance abuse treatment supports to the intact family geared toward preventing the need for progression to substitute care placement. The child welfare agency will also be responsible for meeting all DCFS and project specific data and reporting requirements. Reports will be based on the child welfare worker's own observations as well as information gained from the AODA provider, during the period when the caretaker is in AODA treatment.

Aside from arranging for substance abuse treatment, funded through the DHS - DCFS Family Recovery Partnership, Medicaid, and DHS grant monies, the AODA provider, through subcontract, provided to this Agreement, will provide transportation, parenting services, enhanced outreach, early childhood and family life education, home visits to families, extended case management during treatment, and extended aftercare services. The AODA provider will also submit written reports on IFR clients as necessary.

Either the Provider or AODA Agency will have the ability to provide family therapy, psychological and psychiatric assessments (either through community linkages, internally, or through sub-contracts), and brief therapy when indicated by the needs of a particular family or client.

Early intervention for age-appropriate children and family planning information will also be provided, either through community linkages or by one of the entities in the partnership.

The Intact Family Recovery model is designed to deliver full case responsibility casework services, including AOD treatment and child welfare services to those families, reported to the Department for the birth of a substance-exposed infant or risk due to ongoing substance abuse, where the decision has been made that the family can safely remain intact.

Time frames and phases of the program are based on the individual family’s needs. However, program experience and best practice indicate that the time periods and program phases will be the expected time frames for most program families. IFR staff will document a parent’s movement through the program phases (in both directions) on the IFR form established to track the parent’s current phase of services. These completed forms shall be placed in the case file.

Who is OCJS

The Ohio Office of Criminal Justice Services (OCJS) is a division of the Ohio Department of Public Safety. By statute, OCJS is the lead justice planning and assistance office for Ohio, administering millions of dollars in state and federal criminal justice funding every year. OCJS also evaluates programs and products, develops training, resources, and best practices for criminal justice professionals and communities. OCJS has been designated by Governor Mike DeWine to administer the FY 2025, Residential Substance Abuse Treatment Program for State Prisoners (RSAT). The RSAT funds are used to support treatment services in addition to the services the prison or jail is already required to provide.

Residential Substance Use Disorder Treatment Grant Program Request For Proposals

The goal of the RSAT Program is to prepare individuals for reintegration into communities by delivering community-based treatment and other broad-based aftercare services. RSAT assists states and units of local government in developing and implementing residential substance abuse treatment programs within state correctional facilities, local correctional, detention facilities, and juvenile detention centers where inmates are incarcerated for a period of time sufficient to permit substance abuse treatment. OCJS recommends applicants target high-risk offenders as program participants. RSAT funds may be used to implement four types of programs: residential, jail-based, aftercare, and jail-based pretrial SUD treatment programs. A minimum of 10 percent of Ohio’s RSAT allocation must be available for local correctional and detention facilities for any of the three following program areas:

Residential Substance Use Disorder Treatment

• Engage participants for a period between six (6) and 12 months.
• Establish a therapeutic community (i.e., program participants are set apart from the general population). Therapeutic Communities are residential treatment facilities that are set apart from the general correctional population in either a separate facility or a dedicated housing unit that is used exclusively for RSAT and/or other SUD treatment programs.
• Focus on the inmate’s substance use diagnosis and addiction-related needs.
• Develop the inmate’s cognitive, behavioral, social, vocational, and other skills necessary to solve the substance use and related problems.
• Require urinalysis and/or other proven reliable forms of drug and alcohol testing for program participants, including both periodic and random testing, and for former participants while they remain in the custody of the state or local government.
• Prepare participants for successful community reintegration, including post-release referral to appropriate
• evidence-based aftercare treatment and service providers that support the use of medication-assisted treatment.

Jail-Based Substance Use Disorder Treatment

• Engage participants for at least three (3) months.
• Focus on inmate’s substance use diagnosis and addiction-related needs.
• Develop the inmate’s cognitive, behavioral, social, vocational, and other skills to solve the substance use and related problems.
• Require urinalysis and/or other proven reliable forms of drug and alcohol testing for program participants, including both periodic and random testing, and for former participants while they remain in the custody of the state or local government.
• Prepare participants for successful community reintegration, including post-release referral to appropriate evidence-based aftercare treatment and service providers that support the use of medication-assisted treatment.
• Jails that do not have the capacity to establish a therapeutic community are encouraged to group RSAT program participants within the general correction setting.

Aftercare

• Projects must provide aftercare services. These services must involve coordination between the correctional treatment program and other social service and rehabilitation programs, such as education and job training, parole supervision, halfway houses, self-help, and peer group programs. To qualify as an aftercare program, the head of the substance abuse treatment program must work in conjunction with state and local authorities and organizations involved in substance abuse treatment to assist in the placement of program participants into community substance abuse treatment facilities on release
• Jail-based pretrial SUD treatment programs
• Projects that initiate or continue evidence-based SUD treatment programs, including medication-assisted treatment, in pretrial populations during their confinement and/or foster connections to SUD treatment in the community upon pretrial release. Programs supporting pre-trial populations do not need to meet above criteria for jail-based residential SUD treatment programs.

About Us

At DECD, we are more than two dozen experts whose broad mission is to help communities and businesses prosper through a variety of programs providing everything from targeted tax relief to community block grants to tourism marketing. Whether your business wants to make a film here, bring a Maine-made product to market, expand an aquaculture project, or explore financing when moving a business to our state, our experienced staff can help.

CDBG Public Service Grant Program

The Public Service Grant (PSG) Program addresses community and business resource needs by providing funding for operating expenses, equipment, and program materials for activities which will benefit low/moderate income (LMI) persons.

Project Benefit: Eligible PSG projects must provide benefits to one of the groups of persons listed below and be in support of an identified business or non-profit entity:

Participants in a program where 51% or greater of the persons receiving benefit from PSG activities are determined to be LMI.

Persons who are members of the following groups that are currently presumed by HUD to meet benefit requirements. The presumption may be challenged if there is substantial evidence the group served by the project is most likely not comprised of principally LMI persons;

Abused Children (Does not include “at-risk” youth) • Battered Spouses (Does not include all victims of domestic violence) • Elderly Persons (62 years +, or 55 years + for housing) • Severely Disabled Adults • Homeless Persons • Illiterate Adults • Migrant Farm Workers • Persons Living with AIDS

All communities applying for PSG funds must certify that: The activity represents a new service to the community; or a quantifiable increase in the level of an existing service;

Maximum PSG Amount: $50,000

Community Change Grants

We understand that many issues can be best addressed when communities work together, pooling resources and expertise, and developing collaborative and creative solutions. By funding cross-organizational initiatives, we can help organizations broaden their outlook and their reach.

Through its Community Change funding, the Peter & Elizabeth Tower Foundation seeks to forge equitable relationships and more just power dynamics among different constituencies relating to young people and their families affected by intellectual disabilities, learning disabilities, mental health challenges, and/or substance use disorders.

Community Change projects must be aligned with the Tower Foundation’s goals and involve multiple, diverse stakeholders – especially those most directly harmed by existing conditions and practices – working together towards common ends.

Such work can include (but is not limited to) initiatives that:

• challenge existing beliefs, assumptions, and entrenched practices involving these populations;
• supplement, coordinate, or more effectively resource relevant continuums of care;
• employ creative approaches to workforce recruitment and development that enhance the availability of and access to high-quality, culturally relevant services;
• support coalitions and networks built on community assets; and/or
• employ innovative approaches to creating equitable relationships and practices among elements within and across systems.

The strongest projects will incorporate most, if not all, elements of the Foundation’s values.

What Does the Foundation Want to Accomplish?

For each of the populations it supports, the Foundation has identified a set of grantmaking goals. Community Change grants should promote one or more of these goals:

• Intellectual Disabilities
• Children with intellectual disabilities are identified early and receive services that meet their evolving needs.
• Young people with intellectual disabilities are engaged in meaningful social, vocational, and educational pursuits.
• Families understand intellectual disabilities and secure needed supports.
• Communities embrace persons with intellectual disabilities and provide them with a full-range of supports and opportunities to engage in community life.
• Learning Disabilities
• Children with learning disabilities are identified early, diagnosed and connected to services that meet their on-going individual needs.
• Youth with learning disabilities understand how they learn and pursue resources that support them accordingly.
• Young adults are confident and do not view their learning disability as a liability.
• Young adults with learning disabilities are ready for work and/or educational pursuits.
• Families are informed about learning disabilities and are able to identify and navigate available services.
• Communities value persons with learning disabilities and accommodate their needs.
• Mental Health
• Stigma related to mental illness is eliminated.
• Children with social, emotional, and behavioral challenges are identified early and connected to appropriate services.
• Young people with mental health challenges understand and manage their conditions and behaviors.
• Families understand mental health challenges and help members live productive lives.
• Communities offer meaningful opportunities and appropriate support to young people with mental health challenges and their families.
• Substance Use Disorders
• Community members understand the prevalence and harmful effects of alcohol and drugs, and work to address them.
• Resources for substance abuse prevention, treatment, and recovery are readily available.
• Families provide safe environments that support healthy choices about alcohol and drugs.
• Young people make healthy choices about alcohol and drugs.

Strengthen Systems of Health

Goal 1: Strengthen systems of health by catalyzing health systems to be accessible, equitable, and deliver health not just health care.

Outcome 1: Resource allocation and system reform in the health sector reflect the goal of health, not just healthcare.

Strategy 1:Dollar & Sense- Support change in healthcare financing to incent investment in improving community health.

EHF desires to work with institutions that are willing to look at new ways of paying for improved health outcomes. We invite proposals that address innovative programs to pilot, transition, and scale approaches that change the way in which positive health outcomes are financially rewarded.

Examples of this kind of work include but are not limited to:

• Pay for Success initiatives: piloting models that incent spending on prevention by inviting private sector investors to bear up-front costs as well as risk of failure
• Value-based care contracts: supporting community-based clinics in undertaking contracts with payers that reward measurable improvement in health outcomes, as opposed to reimbursing for quantity of services delivered
• Incenting investment in social determinants of health: working with Texas Medicaid, local governments, and managed care organizations to align value-based payment program incentives and other payment structures with interventions that address social determinants of health
• Accountable Communities of Health: supporting the development of the ACH model within EHF’s service area that addresses the critical gap between clinical care and community services by systematically identifying and addressing the health-related social needs of patients through screening, referral and community navigation services.
• Clinic-centric organizational leadership and partnership development: implementing formal and informal network structures (Accountable Care Organizations (ACO), Independent Practice Associations (IPA), and Management Services Organizations (MCO)) to leverage emerging models of care delivery and reimbursement.
• Clinic financial and operational analysis, management, and strategy: building capacity to evaluate likely financial outcomes associated with at-risk financial compensation terms, engaging with MCOs to explore and define partnerships, including developing and implementing risk-based contracts, and establishing and managing performance-based incentives.

Strategy 2: Working Upstream- Support community-based clinics in addressing the social determinants of health.

EHF is interested in incenting clinics to target upstream factors that influence population health, beyond what the healthcare system has historically been able to address on its own. In the spirit of population health management, we envision grant investments that focus on equipping clinics to serve as the trusted community partner capable of connecting and addressing both medical and non-medical needs.

Social determinants are broadly defined as “the conditions in which people are born, grow, live work and age” and may include economic stability, neighborhood and physical environment, education, food, community and social context, and the healthcare system. Although it is known that the social determinants of health have a larger influence on health outcomes than healthcare alone, there are few structured ways for community-based clinics to identify and address non-medical social needs experienced by patients seen in a clinic setting.

EHF supports community-based clinics to collect, analyze, and act on data and information on the social determinants of health that impact their patients. Understanding that clinics may serve as the coordinator – and not necessarily provider – of necessary social services, we support collaborative approaches that place the clinic as the broker of these relationships with local partners. We also recognize that clinics are embedded in the fabric of their communities in unique ways and support clinics in providing leadership for community prevention efforts, especially those that integrate the community as a co-creator of the work. In proposing approaches that address social determinants of health, special attention should be paid to attaining organizational buy-in and internal culture change conducive for this work’s long-term success; this focus includes ensuring that social determinant efforts are financially sustainable.

EHF is particularly interested in innovative approaches to integrating medical and non-medical factors into clinical workflows and we are focused on proposals that move beyond just screening to closed-loop referrals to services that address social determinant needs. Examples of this clinic-based work include but are not limited to:

• Social determinants of health: developing and implementing systems and structures to assess, address, and refer to services for social determinant needs; this work may include providing and/or developing navigation services including service linkage and follow-up on referrals to external resources
• Community prevention: applying innovative practices to reduce rates of preventable illness and injury and better align resources to address the factors that shape health and safety outcomes; this work includes involvement of the community in the planning, development, and/or implementation of programs and strategies

EHF’s Community Centered Health Homes Initiative:

In service of this goal and strategy, we will continue our Community Centered Health Home (CCHH) initiative which provides clinics with coaching, technical assistance, a learning community, and grant funding to enable them to build leadership in the space of community prevention. In consultation with EHF, we invite current CCHH grantees to apply for continued support of this work.

Outcome 2: Low-income and vulnerable populations access comprehensive care in communities

Strategy 3: Comprehensive Clinics- Support community-based clinics to provide comprehensive services, continuity of care, inclusivity, and efficiency in delivery of care.

This strategy reflects our commitment to support clinics to provide the full spectrum of comprehensive primary care as a foundational step in moving toward healthcare which takes a broader, more holistic approach to health problems. To this end, we are committed to partnering with clinics in their journeys to become financially sustainable pillars of their communities, dedicated to improving the overall health of the community which they serve. EHF supports clinics in their work by funding financial, operational, and clinical capacity building to deliver care that is responsive to community needs, leverages the value produced by preventive care, and achieves positive health outcomes.

We define comprehensive community-based clinics as those that provide a full complement of services, including preventive care, primary care, oral health services, and behavioral health services (see the ‘Behavioral Health’ section below for more on EHF’s interest in this area as a key piece of comprehensive care). These clinics offer the full array of services including immunization and women’s reproductive health services, charge patients according to a sliding scale, participate in reimbursement systems, and seek out a variety of sources of funding for sustainability. Please see Expectations of Primary Care Providers under EHF’s General Grant Guidelines and Information.

EHF prioritizes building the capacity of community-based clinics in key infrastructure and care processes that will develop and/or enhance their delivery systems, embed care coordination and management, provide access to specialty care services, and support use of health information technology/data analytics. Elements of this work may require consultation with subject matter experts; we encourage clinics wishing to delve into this work to consider whether their request would benefit from inclusion of technical assistance and/or consulting resources. For additional information, please refer to “Use of Funds” at the end of this guidance.

Examples of this clinic-based work include but are not limited to:

• Access and continuity: increasing access to the primary care team through expanded hours or other alternatives to traditional office visits that help patients get the right care, at the right time, and in the right place; this includes ensuring access to a full range of contraceptive options for women across their reproductive years as well as timely prenatal care.
• Care management: improving individualized care, most often for high-risk, high-need patients, by practicing risk stratification, empanelment, and transition from acute to preventive care and by doing intensive case management where indicated for chronic disease management and serious mental illness.
• Comprehensiveness and coordination: strengthening a clinic’s ability to provide population health management by addressing their patient population’s medical, behavioral, and health-related social needs; this includes focusing on the depth and breadth of services offered including specialty care referral systems and networks in service to lower overall utilization and costs, reduce fragmented care, and achieve better health outcomes.
• Patient and family caregiver engagement: increasing patient engagement in the design and improvement of their own care and incorporating patient input to structure responsive services; this includes providing client-centered reproductive health counseling/
• Change management, practice transformation and clinical integration: strengthening the elements necessary for population health management, including practice operations transformation, patient empanelment, team-based care, optimizing staffing and budgeting for successful new delivery models, and developing and implementing health risk assessments (HRAs) to aid in patient risk stratification.
• Use of data and information: enhancing data analytics capabilities and infrastructure necessary to track client and service information to inform payment and service delivery model enhancements; this includes optimizing health information technology (HIT) to ensure interoperability, allowing for clinical decision support, using automation tools that facilitate case management, and analyzing claims data.
• Patient attribution and activation: integrating key data management processes and reporting functions necessary to successfully implement patient attribution and activation efforts; develop risk attribution methodologies to enhance empanelment of patients and for better care coordination and care management.
• Clinical care team transformation strategies: evolving the practice setting in order to implement new clinical management strategies, including high risk case management, emergency department/inpatient follow-up and/or creating and using disease/preventive care registries.

Behavioral Health

EHF is committed to community-based approaches that reconsider the traditional separation between primary care and behavioral health providers. We want to help communities take action to reduce the impact of mental illness and substance use disorders (SUD) and to collaborate to increase access to behavioral healthcare. This transformation will take time to fully realize, and we look forward to working with providers, partners, and communities that share our commitment.

We are especially interested in approaches that leverage and/or build the resources of community-based health clinics, recognizing the high rate of mental and physical health comorbidity.

Our priority in behavioral health is to support the expansion of integrated behavioral health services. To that end, we invite applications for funding necessary to plan and implement behavioral health integration that brings behavioral health services into a primary care setting, brings primary care services into a behavioral health setting, or brings SUD services into either a primary care or a mental health setting.

The SAMHSA (Substance Abuse and Mental Health Services Administration) Center for Integrated Health Solutions has developed a framework to help primary and behavioral healthcare provider organizations improve outcomes by helping them understand where they are on the integration continuum. Applicants interested in applying for this priority should review this website when developing their proposals, as they will be asked to rank their current level of integration according to SAMHSA’s framework in their application.

We are most interested in funding approaches that move beyond simply meeting unmet needs and are innovative in the ways in which they holistically assess and address patients’ health needs. In urban areas, our resources primarily support organizations devoted to fully integrated physical and behavioral health services. We encourage community-based clinics to think creatively about what they need to build capacity within their organizations to provide integrated care, and to develop a plan to achieve proficiency in these skills. We are most interested in helping organizations achieve the culture change necessary for seamless communication between providers – both in-person and electronically – in order to develop care plans that are responsive to a patient’s physical and behavioral health needs.

Strategy 4: Rural Health- Expand and strengthen community-based clinics in rural areas 

EHF understands that rural areas may lack basic preventive, primary, behavioral, and oral health services. This strategy is aimed at increasing the availability of these basic services to those living in smaller towns and rural areas. We seek to work with communities to help them optimize healthcare infrastructure, including communities that have depended on rural hospitals whose futures may be in jeopardy. EHF is particularly interested in work that leverages – and is connected to – the broader community and health system.

Examples of this work include but are not limited to:

• Offering technical assistance or operating support for rural health clinics to provide outpatient primary care services.
• Developing approaches to recruit and/or retain provider staff including nurse practitioners and other mid-level providers.
• Enhancing use of information technology and data analytics.
• Supporting other practices that improve the sustainability and function of rural health clinics.
• As noted above, our priority in the area of behavioral health is to support the expansion of integrated behavioral health services. In smaller towns and rural areas, EHF will support grants for behavioral health services in non-integrated settings because we recognize the relative lack of behavioral health services in these locations.

Examples of this work include but are not limited to:

• The provision of effective and efficient evidence-based behavioral health implemented in clinic settings.
• Forging new bonds between community-based organizations to locate behavioral health services in accessible settings.
• Changing a clinic’s administrative practices to offer services on evenings, weekends, and/or a walk-in basis.
• Technical assistance to allow for successful participation in payment reform efforts, including developing capacity in the six core areas defined under the Certified Community Behavioral Health Clinic (CCBHC) requirements: staffing, availability and accessibility of services, care coordination, scope of service, quality and other reporting, and organizational authority, governance and accreditation.

Strategy 5: Health Coverage and Benefits: Improve health coverage for low income and  vulnerable populations.

EHF will fund clinics and community-based organizations to help low-income populations gain access to care through enrollment in health insurance and other health-related programs, including those offered by federal, state, and local governments. Funds will support dual approaches that expand health insurance coverage and improve enrollment of eligible beneficiaries, and advocacy efforts to increase health insurance coverage in Texas including the expansion of Medicaid.

EHF is particularly interested in:

• Proposals that use innovative approaches to track newly-enrolled beneficiaries through their first use of those benefits, most commonly through a visit with a medical provider or utilization of closed loop referral processes.
• Strategic partnerships that expand the enrollment ecosystem with key community partners such as schools, to find children and family members who could be eligible for health insurance coverage and other community benefits.
• Community engagement strategies to enhance consumer understanding of health benefits, identify health issues, develop local priorities and expand enrollment to new service areas such as rural communities.
• Innovative uses of strategic outreach, field navigators and partnership engagement specialists as part of the enrollment team to increase the ability to perform field enrollments and expand engagement to uninsured eligible individuals.

Organizations may also consider efforts that strengthen the enrollment eco-system by including advocacy supports that increase health insurance coverage in Texas, technical assistance supports that build the capacity of enrollment assisters, and efforts that maximize the impact and strengthen the work of enrollment-based coalitions.

Funding Overview

Our responsive grants program is designed for you to propose your best ideas to achieve impact within one or more of our focus areas. The program is intended to respond to an urgent community need; address emerging opportunities; test innovative approaches or breakthrough ideas; or implement proven programs. At each funding deadline (Feb. 15, June 15, Oct. 15), we will identify specific objectives for our responsive grants program, which may change from deadline to deadline. Grant funding is highly competitive across all objectives open for the responsive grants program in a funding cycle. Organizations that apply for funding in the responsive grants program for this funding cycle will have to compete across the following objectives: Adult Recovery Supports, Caregiver Resources, Food Program Efficiency, Food Program Participation and Housing Financial Assistance.

Adult Recovery

Focus Area: Advance Health and Well-Being

The Colorado Health Foundation believes recovery is possible for those experiencing mental health and substance use issues.

We envision a Colorado where adults on their recovery journeys can access culturally responsive and linguistically appropriate recovery services close to their homes.

Why It Matters

The Substance Abuse and Mental Health Services Administration (SAMHSA) defines recovery as “a process of change through which individuals improve their health and wellness, live a self-directed life, and strive to reach their full potential.”

Additional services beyond clinical treatments and traditional substance use interventions are useful for beginning and maintaining the process of recovery. Nonclinical, evidence-based supports and tools, including peer-support groups, employment services and more, help bring recovery closer. These services are most effective when they align with a person’s background, culture and values.

Mental and behavioral health conditions affect Coloradans across socioeconomic levels and ethnicities. However, barriers to accessing recovery-related services persist for certain groups of Coloradans. Obstacles include a shortage of available services, especially those tailored to Coloradans of color, concerns about affordability, and stigma associated with mental health services.

The Unifour Foundation Endowment Fund, established in 1998, supports qualified charitable organizations in Alexander, Burke, Caldwell, and Catawba counties. With over $3 million awarded since 1991, grants typically range from $5,000 to $10,000. The fund prioritizes projects addressing early childhood education, mental health, and community needs like housing and food insecurity. Eligible organizations include 501(c)(3) charities and local government units, with applications open to those serving the designated areas.

The CNS Y-12 Community Investment Fund, established by Consolidated Nuclear Security, LLC, supports local communities in Oak Ridge, TN and Amarillo, TX. Since its inception in 2015, it has awarded over 205 grants to more than 120 nonprofits. With grants ranging from $2,000 to $15,000 for one-year terms, organizations are encouraged to address funding priorities such as mental health support and early learning. The fund reflects a commitment to enhancing community welfare through strategic resource allocation.

The Vermont Community Foundation's Spark Connecting Community Grant supports grassroots projects that enhance social capital and community connections in Vermont. With grants ranging from $500 to $5,000, it prioritizes initiatives from under-represented counties, fostering collaboration among local champions. The program seeks innovative projects that promote civic engagement, health, and resilience, while encouraging first-time grant seekers and organizations with smaller budgets to apply for funding.

The Najim Family Foundation Grant aims to support 501(c)(3) organizations serving children in the Greater San Antonio area. Grants focus on vital areas such as food, shelter, clothing, education, and mental health. First-time applicants must consult with the Grant Manager and meet specific eligibility criteria. The Foundation prioritizes organizations with a proven operational history of at least three years and restricts funding for various purposes, ensuring support is directed to the most pressing needs of children.

The Staten Island Foundation Grant aims to enhance the educational, health, and community service sectors in Staten Island. This grant prioritizes projects that show measurable benefits for the community, particularly for the least advantaged. Applicants must align their proposals with one of the Foundation's target outcomes and demonstrate a commitment to diversity, equity, and sustainability. For detailed guidelines and eligibility criteria, visit the Foundation's website.

The SHF Responsive Grant Program, offered by Sisters Health Foundation, supports projects aimed at enhancing healthy eating, active living, thriving neighborhoods, and mental health in the Mid-Ohio Valley. Eligible applicants include 501(c)(3) nonprofits and public institutions targeting specific counties in West Virginia and Ohio. The program prioritizes evidence-based strategies to promote health and well-being, foster community resources, and improve access to essential services, making it a vital resource for local organizations seeking funding.

The Medica Foundation Grant for MN Behavioral Health supports proposals that address mental illness and substance use disorders in Minnesota. With a focus on community-driven initiatives, the grant aims to improve health outcomes and reduce disparities through innovative programs. Eligible organizations include 501(c)(3) nonprofits and governmental agencies. Grants of up to $50,000 are available, with priority given to collaborative projects that utilize trauma-sensitive practices and demonstrate measurable success.

The CRCF Youth Grants support initiatives that benefit teens aged 12-18 in Clinton, Eaton, and Ingham Counties, Michigan. With a focus on pressing issues like substance abuse, mental wellness, and violence, the grants are awarded through the Youth Advisory Council, consisting of local high school students. Eligible organizations include 501(c)(3) nonprofits, schools, and governmental entities. This program aims to empower youth and address critical challenges they face in today's society.