Search Through Public Policy Grants in District of Columbia in the U.S.

Who We Are

The Creag Foundation is a private grant making foundation established in 2009 in Woodinville, Washington.

The founders of the Creag Foundation believe that meaningful change can only be achieved through hard work, creativity and passion. They also understand the practical mechanisms that allow charitable organizations to succeed and grow. As a group, Creag Foundation principals are dedicated to helping today’s most innovative programs improve the human condition in a wide variety of ways.

Our Focus

The broad purpose of the Foundation is to support the efforts of nonprofit organizations who are innovators in the field of human services. Our particular focus is on smaller organizations that are starting out or established organizations that are looking for funding to take their organization in a new direction.

What We Fund

/ What We Fund

The Creag Foundation is focused on innovation in the industry. We will consider proposals from 501(c)(3) organizations that are finding new ways to address societal issues facing the nonprofit community. Applicants must have held 501(c)(3) status for one year before submitting. If your organization has held 501(c)(3) status for over a year, and your believe that your organization has a new approach to an existing social problem or is addressing a previously unaddressed social issue, you are welcome to contact us and request that we consider your organization for a funding opportunity.

Background

Draper Richards Kaplan Foundation seeks to dramatically improve the lives of underserved communities across the globe by supporting scalable, innovative, and impact-first solutions that leverage existing systems and stakeholders. Our goal is to find social entrepreneurs with dynamic products or services that have a proven ability to positively impact the lives of underserved people, and nurture those organizations at the early stages by providing capacity, capital, and community.

Our application process is designed to be open and accessible, and we accept applications year round from across our priority geographies and sectors. Borrowing from our venture capital legacy, we find exceptional entrepreneurs and provide them with: 

Capacity

• The core of DRK’s model is deep and extensive operational and technical support for each portfolio organization, both through dedicated hands-on Board service and specialist capacity-building resources for fundraising, board and organizational development, leadership, financial support, and scaling strategy,

Capital

• DRK provides up to $300,000 USD in either unrestricted grant funding or investment capital over a three-year period, and

Community

• DRK convenes our portfolio and alumni annually, facilitating connections and community. 

What We Fund

DRK Foundation funds early-stage social impact organizations solving the world’s biggest social and environmental problems using bold, scalable approaches.

What stage of growth does DRK Foundation typically fund?

Early stage: Organizations who are early stage, which we define as post-pilot and pre-scale. This typically means: 

• Your program, product or service is already being used in the market or in the field, 
• You have early indication that your model is having its intended impact on the beneficiary populations,
• Your organization is relatively young (ideally between two and five years old, although we will consider both younger and older organizations).

Venture funding: In the case of for profits, we typically support Seed to Series A organizations, and never lead rounds; we also generally but not exclusively refrain from participating in financings exceeding a $15M USD post-money valuation.  

Mission

The mission of the Hearst Foundations is to identify and fund outstanding nonprofits to ensure that people of all backgrounds in the United States can build healthy, productive and satisfying lives. Through its grantmaking, the Hearst Foundations support well-established nonprofit organizations that address significant issues within their major areas of focus—culture, education, health and social service—and that primarily serve large demographic and/or geographic constituencies. In each area of funding, the Foundations seek to identify those organizations achieving truly differentiated results relative to other organizations making similar efforts for similar populations. The Foundations also look for evidence of sustainability beyond their support.

Whether providing a scholarship to a deserving student, supporting a rural health clinic or bringing artists into schools so children can see firsthand the beauty of the arts, the Foundations’ focus is consistent: to help those in need, those underserved and those underrepresented in society. Since the Foundations were formed in the 1940s, the scale and capabilities of the grant making have changed, but the mission has not.

Culture Grant

The Hearst Foundations fund cultural institutions that offer meaningful programs in the arts and sciences, prioritizing those that enable engagement by young people and create a lasting and measurable impact. The Foundations also fund select programs nurturing and developing artistic talent. Supported organizations include arts schools, ballets, museums, operas, performing arts centers, symphonies and theaters.

Funding Priorities in Culture

In the recent past, 25% of total funding has been allocated to Culture. Organizations with budgets over $10 million have received 60% of the funding in Culture.

The Hearst Foundations are only able to fund approximately 25% of all grant requests, of which about 80% is directed to prior grantees and about 20% is targeted toward new grantees.

Types of Support

Program, capital and, on a limited basis, general and endowment support

Michael & Susan Dell Foundation Grants

The Michael & Susan Dell Foundation only accepts unsolicited proposals for specific areas within the education, family economic stability and childhood health sectors in select countries where we work, namely the United States, India and South Africa.

As a guideline, the foundation does not fund more than 25% of a project’s budget or more than 10% of an organization’s total annual operating expenses.

The Michael & Susan Dell Foundation has always recognized the power of providing grants to partner organizations that we knew were already working hard to improve the lives of urban children living in poverty. By aligning with organizations that are already making a difference, we continue to make an immediate impact on the lives of thousands of children.

Foundation priorities:

We fund social enterprises that directly serve or impact children or youth from urban low-income communities in the areas of education, health, and family economic stability (including livelihoods and financial inclusion). These social enterprises may be structured as for-profit or nonprofit entities.

Partnerships

We collaborate with a range of organizations focused on creating opportunities for children and families living in urban poverty, with a deep emphasis on measuring impact. Our funding advances projects already making an impact in education, health, and family economic stability. Through these enduring and long-standing partnerships, we create lasting change together.

Philanthropy is our commitment to communities in which we operate and broader society. We focus our resources on a limited number of key projects that can deliver valuable benefits from our contributions and those of our partners. We give priority to innovative, high-quality projects that meet the following criteria:

• promote sustainable development
• offer an opportunity for Roche to use its expertise and logistics capabilities
• involve Roche actively at an early stage with local authorities and established partners
• engage Roche employees in cultural (focus on contemporary arts), educational and social activities
• managed by an accredited charity

Our four focus areas

Humanitarian and Social

We direct the majority of our philanthropic donations to humanitarian and social development projects.

Science and education

We are dedicated to programmes that promote scientific interest and provide educational opportunities for young people around the world.

Community and Environment

We are committed to building stronger communities and responding to natural disasters sustainably.

Arts and Culture

We support groundbreaking contemporary art, cultural projects and activities that explore the parallels between innovation in art and in science. 

Mission

Driven by a philanthropic calling to support marginalized communities throughout the world, the Semnani Family Foundation partners with on-the-ground organizations and leverages its resources in a cost-effective and efficient manner that delivers the maximum benefit.

History

Guided by his grandmother Maliheh’s example and teachings, Khosrow Semnani and his wife Ghazaleh established the Semnani Family Foundation in 1993. The foundation’s first grant was issued through CARE International to an orphanage in Romania that cared for newborns affected by HIV. Over the last few decades, the foundation has continued to build upon its mission to empower the disaffected, partnering with a variety of organizations in different countries who can make the greatest impact.

In addition to its global influence, the Semnani Family Foundation established roots within the state of Utah with the founding of Maliheh Free Clinic in 2005 to provide free healthcare to thousands of uninsured people in the Salt Lake City area.

Where We Work

The Semnani Family Foundation focuses primarily on promoting health, education, and disaster relief for marginalized communities all around the world. Driven by a clear mission to adapt and serve at the global level, we have leveraged our resources to make a meaningful impact in the following countries so far:

• Afghanistan
• Bosnia
• Colombia
• England
• Ethiopia
• Ghana
• Guatemala
• India
• Iran
• Kenya
• Madagascar
• Mali
• Mexico
• Pakistan
• Philippines
• Romania
• Somalia
• South Africa
• Tanzania
• Tonga
• Uganda
• United States
• Yemen

At the heart of the Foundation lies a fervent commitment to human welfare, always prioritizing health and the needs of society’s most vulnerable.

The Sidney Stern Memorial Trust is devoted solely to the funding of charitable, scientific, medical and educational organizations.

The Board endeavors to support soundly-managed charitable organizations that give service with a broad scope, have a substantial effect on their target populations, and contribute materially to the general welfare. The Board does not discriminate on the basis of ethnicity, race, gender, sexual orientation or religion.

About

The Audacious Project is a collaborative funding initiative catalyzing social impact on a grand scale. Every year we select and nurture a group of big, bold solutions to the world’s most urgent challenges, and with the support of an inspiring group of donors and supporters, come together to get them launched.

Housed at TED, the nonprofit with a long track record of surfacing ideas worth spreading, and with support from leading social impact advisor The Bridgespan Group, the funding collective is comprised of several respected organizations and individuals in philanthropy.

Our goal is to match bold ideas with catalytic resources.

• We encourage the world’s inspirational changemakers to dream bigger than ever before.
• Help shape their best ideas into viable multi-year plans.
• Present those solutions in a compelling way to potential supporters.

The Process

Every year, The Audacious Project works with proven change-makers to surface their best, boldest ideas for tackling global problems.

Sourcing & review

Projects are sourced from public applications and a global network of partners and donors. They are narrowed down to a group of finalists whose ideas are representative of a broad range of geographies and issue areas while elevating leaders with proximity to the communities they serve.

Idea shaping & investment support

Each finalist project goes through a rigorous ideation, due diligence, and investment support process, to ensure their proposal is achievable and compelling.

Funding & launch

Finalist projects are presented privately to groups of donors and are then publicly unveiled at TED. Funded projects then pursue their plans and share regular updates on key milestones reached with donors and the public.

Is Your Idea Audacious?

• Are you a changemaker with a bold vision?
• Are you a non-profit with an experienced team equipped to receive large scale philanthropic support?
• Is your idea a proven concept that aspires to create a better world?
• We look for ideas that cover a wide range of issues, from global health and climate change, to social justice and education.

What Makes An Idea Audacious?

Inspire

• Transformative vision
  • Your idea should capture a bold vision for tackling one of the world's most urgent topics.
• Creating a better world
  • It is your opportunity to take a giant leap forward; you may be tempted to think incrementally, but remember for it to be bold, your idea should offer significant, enduring impact.
  • This vision should bring us much closer to your version of an ideal world in a matter of years rather than generations.
• Innovative and original
  • There should be a unique aspect or creative element to your approach that challenges convention or status quo or changes the narrative for the greater good.

Convince

• Proven concept
  • There should be evidence that the idea will have impact based on a track record of past success, a demand from those that would be affected, and justified confidence that results can be sustained in the future.
• A bold vision that has clear outcomes
  • There should be a sense of where you will be at the end of a multi-year funding term and the strategy, resources and timeline required to achieve it. We want to hear about the changes that would take place because of your idea, not just the components that go into implementing it.

• Established support
  • You and your capable and confident team have the backing of a nonprofit, NGO, or institution (or is part of a collaboration between multiple such entities). This organization should be able to receive philanthropic funds and have the core infrastructure necessary to support the work. (Note: Past projects have had an annual operating budget of $1 million or more.)

Please refer to FAQ for additional guidelines.

Our Mission

The Tony Robbins Foundation is a nonprofit organization created to empower individuals and organizations to make a significant difference in the quality of life of people often forgotten.

We’re dedicated to creating positive changes in the lives of youth, seniors, the hungry, homeless and the imprisoned population, all who need a boost envisioning a happier and deeply satisfying way of life. Our passionate staff, generous donors and caring group of international volunteers provide the vision, inspiration, and resources needed to empower these important members of our society.

Grants

Dedicated to meeting challenges within the global community, creating solutions and taking action, The Tony Robbins Foundation provides monetary donations to various organizations around the world. Funding requests are evaluated on an ongoing basis. We look for organizations that align with our mission to empower individuals and organizations to make a significant difference in the quality of life of those often forgotten.

Helping Build Stronger Communities

Mission

The Mission Statement of Vulcan Materials Company states that Vulcan “will be a good corporate citizen in each community in which we operate. We will support and take an active part in public and charitable projects.” Vulcan established the Vulcan Materials Company Foundation in 1988 to assist in carrying out that mission. Because contributions made by the Foundation are corporate-based business dollars, it is essential that they be made in a planned and consistent manner that best serves the combined interests of Vulcan and the communities in which we operate.

Vision

Helping Build Stronger Communities

Support Priorities

The Foundation supports many types of worthwhile organizations that enhance the quality of life in Vulcan’s communities. The Vulcan Materials Foundation focuses on three areas in particular:

• Working with schools;
• Supporting environmental stewardship; and
• Encouraging employee involvement.

Education

A major focus of the Foundation is to play a part in maintaining or improving the quality of life and standard of living through the support of education.

The Foundation will consider proposals that provide public education programs and projects that enhance the quality of learning for all students. The Foundation works to support efforts to improve educational systems and individual schools in Vulcan’s communities by partnering with public schools located in its operating areas. Vulcan has adopted 230 schools in its communities through support from the Foundation. It is Vulcan’s goal to increase the number of its school partnerships every year.

The Foundation is also interested in efforts to encourage young people to develop an interest in math, science and business. The Foundation, therefore, gives consideration to proposals designed to help maintain students’ curiosity and excitement about the world of math and science and to explore the world of industry and business. The Foundation is particularly interested in helping young people and their teachers understand the relevance of math and science to society, and supports efforts to link these subjects to their application in the workplace. The Foundation also will consider programs designed to educate our students about the vital role of business and industry in society.

Higher education will play an increasingly critical role in helping the economy effectively compete in the global market. The Foundation recognizes the invaluable contributions made by institutions of higher learning in educating the nation’s future workforce.

The Foundation will consider proposals from those institutions located in states where the Company has facilities, particularly proposals that focus on science and engineering or improving public education. Although proposals for capital improvements will be considered, the Foundation prefers to fund projects that directly affect the outcome of the educational process, such as scholarships and science and technology programs.

Environmental Stewardship

The Foundation supports the philosophy that economic development and environmental stewardship have common goals. Responsible economic growth provides the resources necessary to be a good steward of the environment, while this stewardship helps to sustain growth.

There are important links between industry, the environment and technological innovation. A society that is better informed about environmental issues will be able to participate more effectively in public policy debates. Grantmaking will focus on organizations and programs that seek to develop an understanding of the connection between environmental stewardship and sustainable development. 

The Foundation will consider supporting those environmental organizations that adhere to fact-based, balanced environmental principles.

Employee Involvement

Vulcan has a history of encouraging its employees to participate in volunteer activities in their communities. We recognize that our workforce offers a unique resource to provide leadership in the communities where we operate. Thus, high priority will be given by the Foundation to proposals from those organizations in which company employees are actively involved, especially in our focus areas of education and environmental stewardship.

Geographic Funding Priorities

In addition to the corporate headquarters, located in Birmingham, Alabama, there are eight Construction Materials divisions. Further, Vulcan has 423* active aggregates facilities located in 22 states, the District of Columbia, U.S. Virgin Islands, Canada, and Honduras, Mexico and the Bahamas. Regarding proposals submitted to the Foundation, first consideration will be given to those organizations that will benefit the communities where Vulcan employees live and work. The Foundation’s giving program is decentralized to spread ownership of the program to a wider base. Because unit managers are directly involved with the communities where they do business, decentralization enables the Foundation to be more informed about, and to better address, local needs. Proposals submitted to the Foundation should be sent directly to the charitable contributions officer in the appropriate geographical area. 

* Updated after the acquisition of U.S. Concrete

Wells Fargo and the Wells Fargo Foundation collaborate with a wide range of nonprofit organizations that align with our strategic funding priorities. We prioritize our funding to activities and programs that have a broad reach and support the needs of underserved communities. We aspire to have a positive impact on the communities we serve by using our financial and volunteer resources and business expertise in collaboration with community organizations to help solve complex societal problems.

• Financial health
• Housing affordability
• Small business growth
• Sustainability

We may also support other local needs in eligible communities such as disaster relief, arts and culture, civic engagement, education, human and social services, and workforce development. However, opportunities are limited as our intent is to direct the majority of our giving within our major focus areas.

Gupta Family Foundation is a private, nonprofit foundation headquartered in Herndon, Virginia, USA. Our mission is to support organizations that provide focused intervention in the lives of people who have been disadvantaged in some way to help them become self-reliant. We take a very broad view of “disadvantage” to include anything that holds a person back from realizing their potential, such as poverty, physical or mental disability, social alienation, etc. The foundation also supports relief agencies that serve people affected by emergencies such as natural disasters.

The foundation evaluates and awards annual and multi-year grants ranging from $5,000 to over $250,000 (USD). Our focus is on funding smaller organizations all around the world that are led by individuals with a deep personal commitment to their missions. 

Our selection criteria include:

• Mission alignment
• The organization is run by the founder or, if not, by a successor who embodies the original inspiration, passion and commitment of the founder.
• At least 90% of grant monies reaches the intended beneficiaries.
• The organization is non-sectarian, i.e.,
  • It does not, directly or indirectly, support or condone the proselytization of any religion,
  • It is not supported by or affiliated to a religious organization.

About the Foundation

Jesse W. Couch lived a life of zeal, honor, and dedication to the betterment of his community. The Couch family now humbly stewards the foundation he created to carry on his legacy of service for future generations. We believe that impact is best accomplished through partnerships with local organizations that know the people and communities they serve. We invest in and support efforts to protect the environment, further conservation and preservation initiatives, and save historical architecture that preserves community heritage. We also support initiatives that promote wellness and mental health and organizations seeking to provide and further education for all communities.

Annual Grant Focus

Each year, we seek to partner with and support non-profit organizations making an impact in the focus areas listed here.  The focus areas for 2025 are:

• Animal Wellbeing: We are dedicated to helping nonprofit organizations that nurture compassion and respect for all living animals. We must have animal-focused organizations that advocate for animal rights and provide humane treatment across all spectrums.
• Early Childhood Education: We are looking for schools that are providing young children with a creative and balanced approach to education. Things we love in early childhood curriculums:
  • Life Skills
  • Collaboration With Their Peers and Teachers   
  • Having Fun   
  • Montessori Teachings   
  • Project Based Teachings   
  • Diversity   
  • More Time Outside   
  • Less Screen Time
• Teachers: Teachers are essential to providing children with the best possible education. We must invest in their future and are always looking for teams that help them succeed in educating future generations.
• Get Outside: Being outside can improve memory, fight depression, lower blood pressure, and more! We support organizations that facilitate and encourage more outdoor activities that help create healthier communities. 

The Dudley T. Dougherty Foundation Vision

The Dudley T. Dougherty Foundation, "A Foundation for All", was established in 2002. It was begun in order to give a clear voice for those who wish to be a part of the many, worthy, forces for change in our world.

We are a foundation whose purpose is to look ahead towards the future, giving the past its due by remembering where we came from, and how much we can all accomplish together. We aim to make the critical difference on our planet by recognizing and having respect for our ever changing world. We respect all Life, the Environment, and all People, no matter who they are.

About

The Developmental Disabilities Council of the District of Columbia (DD Council) is soliciting applications for Grants for the next two Fiscal Years. These grants shall provide leadership and advocacy training for people with developmental disabilities (DD) and their families, technical assistance and capacity building to expand practices in competitive integrated employment (CIE), and support educational programs for people with DD and their families on health, education, and community living. The DD Council supports creative ideas to build inclusive communities where people with and without disabilities from all cultural and linguistic backgrounds thrive together.

The mission of the DD Council is to strengthen the voice and presence of people with developmental disabilities and their families in DC in support of greater independence, inclusion, empowerment, and the pursuit of life as they choose. We strive to create change that eliminates discrimination and removes barriers to achieve full inclusion, diversity, and equity through our advocacy.

Focus Areas

The DD Council’s current Five-Year State Plan focuses on self-determination, advocacy, and leadership; employment; and community living.

• Goal 1: Self-Determination, Advocacy, and Leadership
  • Peer-to-peer training of people with DD in advocacy and leadership.
  • Training in advocacy and ongoing support groups in Spanish for Latinx families.
  • Peer-to-peer training of families of people with DD in advocacy and leadership, including policy advocacy and systems change.
• Goal 2: Employment
  • Provide technical assistance to direct support professionals and providers in building capacity and expanding the use of evidence-based practices in competitive integrated employment (CIE).
  • Pilot an employment-focused mentorship program to support people with DD to obtain competitive jobs.
• Goal 3: Community Living
  • Educational programs for people with DD and their families to have healthy and safe relationships; to recognize abuse, bullying, neglect, sexual or financial exploitation, and violation of legal or human rights; and develop skills to create personal safety plans to live well in their community.
  • Engage with an underserved cultural and linguistic community to increase knowledge about disability rights, advocacy, and disability and mental health services and support in the community.
  • Training to develop skills and knowledge in navigating and advocating in the education and disability service system for a successful transition from school to adulthood.
  • Develop a parent-to-parent support network.

The DD Council funding is available for projects focusing on the State Plan Activities. Projects may focus on one or multiple activities.

Funding

The DD Council anticipates awarding 3 to 5 grants in this cycle. The total amount available for the two Fiscal Year period is approximately $125,000. Individual awards shall not exceed $50,000.

Community Grant Program

About

Each year Mayor Muriel Bowser’s administration distributes $7 million dollars in funding to qualified community-based organizations (CBOs) in the District of Columbia through the outreach offices of the Mayor’s Office on Community Affairs (MOCA). These outreach offices manage community grant programs and work with grantees to implement programs focused on Mayor Muriel Bowser’s Priorities for District residents:

Downtown Comeback

Empowering the District of Columbia to remain a city for people of all ages and at all stages of life, means fighting to protect the middle class. When Washingtonians across all eight wards have access to job opportunities and can afford to build a better life for themselves and their loved ones in the District, our residents and communities are stronger.

Public Safety

Public safety serves as a foundation for living a healthy and happy life. We want to create significant, lasting change and not just to reverse these rising trends, but to reduce any type of violence, including gun violence, and ultimately end it. Continuing to support our residents through investments in education, housing, and economic development will improve the quality of life of residents.

Education

Schools are the heartbeat of our communities, and every community deserves a great school. Every child should have the opportunity to reach their full potential and to pursue their dreams. This starts with the basics, such as reading and math. Recreational activities such as sports, art, civic engagement, and youth engagement, will impact the health and well-being of our residents and students.

Black LGBTQIA+ History Preservation Grant

Background Information

The D.C. Mayor’s Office of Lesbian, Gay, Bisexual, Transgender, and Questioning Affairs (MOLGBTQA) is soliciting grant applications for its Fiscal Year 2025 (FY25) Black Lesbian, Gay, Bisexual, Transgender, Queer or Questioning, Intersex, Asexual, and other identities (LGBTQIA+) History Preservation Grant (BHPG) from qualified for-profit and Community-Based Organizations (CBOs) providing direct services to the District’s LGBTQIA+ community. The mission of the MOLGBTQA is to create a Washington, DC, where all LGBTQIA+ residents are empowered to live authentically and thrive, have equitable access to opportunities, and are supported by an inclusive, welcoming community that actively celebrates and nurtures diversity across every neighborhood. MOLGBTQA fosters civic engagement and promotes understanding of the LGBTQIA+ community through grants, partnerships, and educational initiatives.

The Black LGBTQIA+ History Preservation Establishment Act of 2024, effective June 12, 2024, D.C. Law 25-176, 71 DCR 5021, provides that MOLGBTQA shall research and produce a report on Black LGBTQIA+ history in the District. An Advisory Committee established under the Act will assist in this effort by providing guidance, feedback, and recommendations on the report’s content. The BHPG grantee(s) will support these efforts, as outlined in the funding priorities below. 

Funding Priorities

To qualify for the FY25 Black LGBTQIA+ History Preservation Grant (BHPG), applicants must provide services in at least one of the two funding priorities listed below:

• Policy and Report - This priority focuses on research, comprehensive documentation, and developing actionable policy recommendations to foster systemic change. Grantees will collaborate with MOLGBTQA to create comprehensive historical analyses and policy strategies that promote equity and inclusion.
  • Research and Documentation - Develop detailed research on the Black Pride Movement, Black Trans activism, and the impact of the AIDS crisis on DC’s Black LGBTQIA+ community.
  • Education and Curriculum Development - Work with the Office of the State Superintendent of Education (OSSE) to create curriculum recommendations for integrating Black LGBTQIA+ history into DC Public Schools.
  • Policy Recommendations - Transform research findings into actionable recommendations for public dissemination and long-term preservation.
  • Legacy of Equity Initiative – Leverage historical research to address racial inequities through innovative policy and systems-level strategies that promote equity and justice.
• Community Engagement - This priority focuses on public-facing efforts to raise awareness, foster dialogue, and drive collective action. Grantees will collaborate to engage diverse audiences and promote the report’s findings in innovative and impactful strategies.
  • Public Engagement and Awareness - Plan public events (e.g., exhibitions, panels, and performances) to showcase research findings and celebrate Black LGBTQIA+ history. Facilitate public feedback on report drafts through meetings and comments.
  • Legacy of Equity Initiative - Develop and implement community-driven programs to improve key areas such as housing, education, economic wellbeing, health, and safety. Bridge research and community engagement to address ongoing racial inequities.

Community Access Innovations

The mission of DC Health is to promote and protect the health, safety, and quality of life of residents, visitors, and those doing business in the District of Columbia. The agency is responsible for identifying health risks; educating the public; preventing and controlling diseases, injuries, and exposure to environmental hazards; promoting effective community collaborations; and optimizing equitable access to community resources.

The Community Health Administration (CHA) within DC Health promotes healthy behaviors and healthy environments to improve health outcomes and reduce disparities in the leading causes of morbidity and mortality in the District. CHA focuses on population health strategies to prevent and control cancer, chronic disease, and vaccine preventable diseases; promote nutrition and physical fitness; ensure access to quality health care services; and support the health and well-being of families across the lifespan. CHA’s approach targets the behavioral, clinical, and social determinants of health through evidence-based programs, policy, and systems change.

The Family Health Bureau works to protect, promote and improve the health of families through screening and surveillance, education, community-clinical linkages, family strengthening programs, preventive services, and positive youth development.

To achieve health equity, or the highest level of health for all District residents, we must be intentional about addressing social and structural determinants of health and eliminating health disparities.

The District of Columbia, Department of Health’s (DC Health), Community Health Administration (CHA) is requesting proposals from qualified applicants to implement innovative and evidence-based strategies to provide healthcare access in the District of Columbia. The development and installation of community healthcare access hubs will aim to reduce barriers to establishing access to consistent care.

Purpose

The purpose of this funding is to pilot healthcare access hubs in the community and assess their impact on preventing and reducing inequities in maternal morbidity and mortality.

MAP Assessment Types MAP offers five assessments. Aspects common to all assessments:

• Grounded in the Core Standards
• Include Diversity, Equity, Access, and Inclusion (DEAI) issues as they relate to the assessment focus
• Help museums look at both functional and strategic aspects of their operations
• Use an online platform to move through modules with narrated presentations, resources, and required activities
• Require an internal MAP team to lead the museum and be responsible for the bulk of the online work, required activities, site visit organization and action plans.

Organizational Assessment

This basic strategic and holistic assessment helps a museum look at its operations primarily from the perspective of how well activities, resources, and mission align with each other, and with professional ethics, practices, and standards.

To help a museum have a solid foundation to build on for long-term health and impact, this assessment places significant emphasis on thinking, acting, and planning strategically; organizational alignment, capacity; leadership and organizational structure; risk management; and organizational culture. This assessment assists museums define key areas of operations or functions that need to be strengthened.

Collections Stewardship Assessment

This assessment focuses on practical, ethical, and strategic collections issues and activities related to the care and management of a museum’s collections per professional practices and standards. It also looks at the collections within the context of the museum’s total operations, plans, and resource allocation.

The results will help the museum—governing authority and staff—increase its knowledge, recognize and mitigate risk, take action, prioritize long-term collections stewardship issues, gain physical and intellectual control of the collections, and write polices and plans.

Education & Interpretation Assessment

This assessment helps a museum evaluate how well it is carrying out its educational role and mission, meeting core standards for education and interpretation. In addition to looking at the museum’s current content delivery vehicles such as its exhibitions, tours, and programs, the Education Assessment considers these in context with the museum’s community, audiences, and other aspects of operations so the museum can be responsive, relevant, and trusted source of learning and educational partner in its larger education ecosystem.

The assessment also looks at the museum’s educational content creation and delivery from the perspective of diversity, equity, accessibility, and inclusion.

Community & Audience Engagement Assessment

This assessment focuses on the museum’s awareness and understanding of, and relationship with, its various communities and audiences; and their perception of, and experience with, the museum. It looks at what roles the museum plays in its community and vice versa. And it helps the museum look at its culture and actions when it comes to diversity, equity, accessibility, and inclusion—all of which impact its long-term financial sustainability.

A Community & Audience Engagement assessment helps museums gather better input from their constituents, develop a more nuanced view about the community’s and audiences’ demographics and needs, respond to the changing nature of its audiences, and incorporate these findings into planning and operational decisions.

Board Leadership Assessment

This advanced assessment is for private non-profit museums with policy-making boards and paid staff which are looking for guidance on how to strengthen their institution and ensure its long-term success through more effective leadership-oriented governance.

The assessment looks at the board from three perspectives—people, work, culture—and helps them identify opportunities to move the museum beyond surviving to thriving. It also helps strengthen the board’s understanding of museum ethics and standards. (Note: Advisory boards are not eligible to participate in this Assessment.)

What you get

MAP includes the following services, valued at approximately $4,000-$6,000.

• The time, expertise, and travel expenses for one peer museum professional to visit your museum for 1-3 days and offer guidance and consultation
• A written report of the Peer Reviewer’s findings and recommendations, with prioritized next steps and resources MAP
• Self-Study Materials: a detailed workbook with questions and activities
• 3 live webinars to help you through each step of the MAP experience
• AAM’s recorded Museum Essentials Webinar Series
• An essential set of books from the Alliance Bookstore targeted to your assessment type
• Access to extensive resources, sample documents and customized reference services through our Information Center
• MAP staff guidance and feedback
• A certificate of completion

Your museum’s MAP participation is IMLS funded, but is not a grant. AAM does not disperse any money to your museum. AAM receives grant funding from IMLS to deliver this comprehensive program and service to your museum.

Collections Assessment for Preservation Program (CAP) Grant

Program Overview

The Collections Assessment for Conservation (CAP) program is designed to help small and mid-sized museums better care for their collections.

A CAP assessment is a study of an institution’s collections, buildings, and building systems, as well as its collections care policies and procedures. The assessment involves a site visit by collections and building assessors, who spend two days touring the museum and interviewing staff and governing officials. The assessors then prepare a comprehensive report that outlines recommendations for improving collections care.

A CAP assessment may assist small and mid-sized museums by:

• Providing recommendations and priorities for collections care specific to your collections
• Facilitating the development of a long-range preservation plan
• Serving as a fundraising tool for future collections projects

The Foundation is dedicated to providing financial assistance to organizations committed to improving our world. Solutions to the problems of today's world still lie in the values of innovation, practicality, hard work, and compassion.

The Foundation considers applications for grants in the following areas:

• Education
• Social Service
• Health care
• Civic and cultural
• Environmental

The categories above are not intended to limit the interest of the Foundation from considering other worthwhile projects. In general, the Foundation guidelines are broad to give us flexibility in providing grants.

The majority of our grants are made in the U.S. However, like Dr. Scholl, we recognize the need for a global outlook. Non-U.S. grants are given to organizations where directors have knowledge of the grantee.

Background

Truth Initiative is a national public health organization dedicated to achieving a culture where all young people reject smoking, vaping and nicotine and a future where tobacco and nicotine addiction are a thing of the past.

Since 2015, Truth Initiative has awarded funding to more than 200 colleges and universities to advocate for, adopt and implement a 100% tobacco/vape-free policy.

Grants

To keep the momentum going, the Truth Initiative Tobacco/Vape-Free College Program is offering grants of up to $20,000 to colleges and universities to support the adoption and implementation of a 100% tobacco/vape-free policy.

To combat the vaping epidemic, Truth Initiative is also offering grants of up to $10,000 to colleges and universities to strengthen their 100% smoke-free or tobacco-free policies by adding e-cigarettes.

Grant activities must engage and mobilize the student population and create support among faculty, staff and administration for the policy.

Project Work Plan - Required Elements

The proposal must clearly address all five core project elements:

• Taskforce
  • Form a college taskforce with broad representation of the campus including students, staff, faculty and administration.
  • The purpose of the taskforce is to spearhead the tobacco/vape-free campus project and carry out project activities including policy development.
  • Students must be represented on the taskforce.
• Assess
  • Assess tobacco-related issues including behavior, attitudes and support among students, faculty and staff.
  • Understanding the nature of the problem is the first step in any policy process. Please note that Truth Initiative will provide a survey with core questions to be conducted at your college.
• Educate and Engage
  • Educate and engage students, faculty, and staff about the need for and benefits of a 100% tobacco/vape-free campus.
  • This must be done in two ways: a) student engagement and b) education and engagement of adult staff, faculty, and decision- makers.
    • Student Engagement
      • The goal of the student engagement component is to inspire youth and young adults to use their creativity and social influence to spread the truth about tobacco and vaping, thereby driving policy change on campus
      • All applicants are required to incorporate student engagement into their grant proposal and allocate at least 15% of the total budget to student engagement events and activities.
      • Your work plan must incorporate these two student engagement activities:
        • Recruitment
          • Partner with Truth Initiative to recruit two students for the position of “College Leader.”
        • Engage, Mobilize and Advocate
• Tobacco Treatment
  • Identify a plan to address tobacco treatment for those students, faculty, and staff who are interested in quitting.
• Policy Recommendation
  • Develop a policy recommendation for a 100% tobacco/vape-free policy to present to key decision makers and finalize adoption.
  • The policy must be college-wide, affecting all campuses.

About

The Preservation Leadership Forum of the National Trust for Historic Preservation is a network of preservation leaders — professionals, students, volunteers, activists, experts — who share the latest ideas, information, and advice, and have access to in-depth preservation resources and training.

Henry A. Jordan, M.D., Preservation Excellence Fund - Mid-Atlantic States

The National Trust for Historic Preservation's Henry A. Jordan, M.D., Preservation Excellence Fund provides funding to deserving organizations demonstrating commitment to the protection of natural and cultural resources in the Mid-Atlantic region.

The Jordan Preservation Excellence Fund was established in November 1996 in recognition of Dr. Jordan’s distinguished service to the National Trust and his visionary leadership of the national preservation movement. Applicants can apply for up to $5,000.

The fund awards programs and activities that:

• Facilitate positive dialogues between the diverse interests of historic preservation, land conservation, business development, transportation, and government in a search for common ground in protecting the environment
• Stimulate the development of local and state policies that protect the cultural landscape and its resources
• Heighten public awareness of or increase involvement in issues relating to the livability and sustainability of communities
• Encourage innovative partnerships and approaches to open space conservation and historic preservation

About DMPSJ

The Office of the Deputy Mayor for Public Safety and Justice (DMPSJ) was reconstituted in 2011 to provide guidance, support and coordination of public safety and justice agencies of the District of Columbia. The role of the agency was expanded to include oversight of service programs that previously operated as independent agencies. DMPSJ provides agency oversight and support for citywide public safety and justice related policies, activities and initiatives under its jurisdiction including:

• Developing and supporting policies and programs to improve the delivery of services by government agencies and contracted providers;
• Coordinating interagency activities and initiatives;
• Identifying opportunities for reducing redundancies, leveraging resources, creating economies of scale, and improving outcomes;
• Ensuring compliance with local and federal mandates; and
• Collecting and disseminating performance data for agency activities and initiatives.

Each year the Mayor's administration distributes $7 million dollars in funding to qualified community-based organizations (CBOs) in the District of Columbia through the outreach offices of the Mayor’s Office on Community Affairs (MOCA). These outreach offices manage community grant programs and work with grantees to implement programs focused on the Mayor’s priorities for District residents.

Safe Commercial Corridors Grant Program

The Safe Commercial Corridors Grant Program is designed to promote public safety and health through evidence-based activities for residents, workers, and visitors within the area served by the organization and the surrounding area (“commercial district”). The program will fund the following activities:

• Relationship-building with residents, workers, businesses, and regular visitors;
• Connecting residents, workers, visitors, and businesses with resources available through District government agencies and direct service providers;
• Providing safe passage for individuals who request accompaniment walking to transit or their vehicles;
• Assisting businesses with improvements to their security and safety systems and protocols;
• Responding to individuals with substance use disorders and implementing harm-reduction strategies;
• Implementing de-escalation techniques;
• Deterring crime and public safety violations;
• Liaising with residents, workers, businesses, visitors, District public safety and health agencies, direct service providers in the community, and others as appropriate;
• Providing culturally competent services and programming; and
• Implementing other innovative strategies to promote public safety.

1.2 OVERVIEW

The mission of DC Health is to promote and protect the health, safety, and quality of life of residents, visitors, and those doing business in the District of Columbia. The agency is responsible for identifying health risks; educating the public; preventing and controlling diseases, injuries, and exposure to environmental hazards; promoting effective community collaborations; and optimizing equitable access to community resources.

The Community Health Administration (CHA) within DC Health works to prevent the leading causes of death, protect and promote the health of mothers and children and eliminate racial and ethnic health disparities in health. CHA’s approach targets multiple factors that influence health through evidence-based programs, policies and systems change. Within CHA, the Health Promotion and Disease Prevention Bureau aims to build and empower healthy communities. Bureau strategies focus on:

promoting safe, healthy behaviors

improving access to care and early detection of disease

supporting optimal disease management to avoid disease complications. Programs and initiatives center on improving data and surveillance capabilities, building healthy environments across communities, improving delivery and use of quality clinical services, and facilitating community-clinical linkages.

1.3 PURPOSE

The purpose of this funding is to prevent youth tobacco use through peer-led tobacco control programs focused on skills development and youth engagement. Organizations will host, sponsor, and facilitate NextGen Action teams that empower youth as partners and leaders to change social acceptance and reduce initiation and prevalence of tobacco use in the District.

Fiscal Year 2026 Whole Child and Educator Wellness Grant 

The Office of the State Superintendent of Education (OSSE), Division of Health and Wellness (HW) is soliciting grant proposals for the fiscal year 2026 (FY26) Whole Child and Educator Wellness (WCEW) Grant. This grant is funded by local funds authorized by the Fiscal Year 2026 Local Budget Act of 2025 (effective when enacted).

The purpose of the WCEW grant is to build the capacity of early childhood education (ECE) facilities and public and public charter schools in the District of Columbia (DC) to implement policies, processes, and practices that integrate health and wellness into the ECE facility or school to create and sustain healthy learning environments and foster positive student and/or educator outcomes. The WCEW grant aims to support ECE facilities and schools in implementing programs that meet or exceed DC requirements and/or standards for health and wellness programming. Aligned with the Centers for Disease Control and Prevention’s (CDC’s) Whole School, Whole Community, Whole Child (WSCC) model, the WCEW grant supports high-quality program implementation with a focus on coordinating policy, process, and practice to improve health and learning.

Community-based organizations (CBOs) will partner with ECE facilities and schools to provide capacity-building supports using a technical assistance (TA) model, focused on these potential areas: health education, physical education (PE), physical activity, environmental education, garden-based education, farm to ECE or school programs, and educator wellness (as determined by and subject to OSSE’s local budget appropriation). As a result of the WCEW grant, ECE facility and school teams should be well-positioned – through increased individual and organization capacity – to sustain and expand health and wellness programming beyond the grant award period.