Best Grants for 501(c)(3)

The Ballyshannon Fund Grant supports educational initiatives that enhance public understanding of the economic significance of agricultural and forestry sectors in Central Virginia. To be eligible, organizations must possess 501(c)(3) status or be governmental entities, focusing on local projects. Notably, it does not fund capital campaigns, endowments, individuals, or physical infrastructure projects. First-time applicants should submit a Letter of Intent by February 15, while returning applicants must provide a full proposal.

Every Dream of Parenthood Deserves a Chance

Making dreams of parenthood a reality, one grant and one bundle of joy at a time.

Our Mission

The Samantha and Kyle Busch Bundle of Joy Fund is dedicated to advancing access to IVF care and coverage, increasing awareness and providing support so others don’t have to navigate infertility alone.

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Your Journey to Parenthood Begins Here

We distribute grant awards up to three times annually.

Please note that the number of grants and funding amounts fluctuate based on:

1) the unique needs of our applicants, and

2) the success of our fundraising efforts.

Our mission is to help as many people as possible.

The Big Sur Fund, established by the Community Foundation for Monterey County in 2020, focuses on supporting nonprofit organizations that enhance community resources in Big Sur. Priorities include health, safety, education, arts, culture, and community stewardship. Grants are awarded annually, targeting impactful projects such as educational programs, sustainable tourism, and community partnerships. Eligible applicants are 501(c)(3) nonprofits serving the Big Sur area, with a commitment to addressing local needs effectively.

The SCALE initiative aims to combat injury, violence, overdose, and suicide, the leading causes of morbidity and mortality among individuals aged 0-44. By enhancing implementation and outreach, this funding opportunity seeks to empower organizations to implement effective prevention strategies, especially in underserved communities, including tribal areas. The program encourages collaboration and continuous improvement to achieve sustainable reductions in these critical public health issues.

The RESTORE Colorado Grant Program, administered by the National Fish and Wildlife Foundation, aims to enhance wildlife habitats across Colorado. With an expected funding of $4.5 million in 2025, the program focuses on critical habitats such as wetlands, grasslands, and sagebrush rangelands. It encourages cross-jurisdictional projects for effective landscape-level conservation, benefiting both wildlife and local communities. This initiative exemplifies a collaborative approach to proactive management of Colorado's natural resources.

The Comis Foundation Grant aims to provide equitable opportunities for children to thrive through education and community engagement. It supports innovative programs that enhance educational outcomes, focusing on areas such as capacity building and pilot projects. With funding ranging from $5,000 to $75,000, the foundation prioritizes nonprofit organizations that foster inclusive environments. By emphasizing trust and collaboration, Comis Foundation strives to create lasting impacts in the communities it serves.

The United Way of St. Lucie & Okeechobee offers Community Impact Grants aimed at enhancing health, education, and financial stability in the community. Nonprofits serving these counties are encouraged to apply, provided they meet specific eligibility criteria, including being a 501(c)(3) organization and having operational experience of at least two years. This initiative focuses on addressing critical needs such as food security and housing assistance, fostering a sustainable and impactful community.

The Ally Charitable Foundation focuses on advancing economic mobility and reducing inequities through targeted grants. Their key areas include affordable housing, financial education, and workforce development, aiming to support nonprofit organizations that provide essential resources to underserved communities. Eligible organizations must be 501(c)(3) nonprofits based in the U.S., demonstrating compliance with various guidelines and attesting to a non-discrimination policy. This strategic approach fosters impactful collaborations to inspire social change.

Columbia Basin Trust

The Trust was created in 1995 to support efforts by the people of the Basin to create a legacy of social, economic and environmental well-being in the Canadian portion of the Columbia River Basin—the region most affected by the Columbia River Treaty.

Mission: The Trust supports efforts by the people of the Basin to create a legacy of social, economic and environmental well-being and to achieve greater self-sufficiency for present and future generations.

Non-profit SMART Grants

Non-Profit SMART Grants support Basin non-profits and First Nations to increase their energy efficiency, generate renewable energy, adapt to the impacts of climate change, and/or reduce their greenhouse gas emissions.

There are two streams for this grant: Stream One – Electric Vehicles and Charging Stations; and Stream Two – Renewable Energy and Improvements to Buildings

Stream One – Electric Vehicles and Charging Stations

This stream supports the purchase of one new electric or plug-in hybrid vehicle for use in Basin communities, and/or up to two charging stations.

Department of Education

The Idaho Department of Education is the state agency that supports and strengthens K-12 education in Idaho. By advocating for Idaho’s families, educators, and schools with funding and educational policy alignment, we support and lead academic achievement to ensure every student is prepared with the skills and job readiness to succeed.

21st Century Community Learning Centers

The program supports the creation of community learning centers that provide academic enrichment opportunities during non-school hours for children, primarily those who attend high-poverty and low-performing schools. The program helps students meet challenging state academic standards and local academic standards.

Grant Application

The Idaho Department of Education hosts a request for applications (RFA) for available funds under Title IV, Part B, 21st Century Community Learning Centers, to eligible entities on a competitive basis through a rigorous peer-review process. Competitions are made available as federal funding allows.

The Target Foundation's Hometown Racial Equity Grant aims to advance racial equity for underserved communities in the Twin Cities. With over a century of commitment to social responsibility, the Foundation addresses systemic barriers by investing in entrepreneurship, workforce development, housing, and asset building. By supporting BIPOC-led organizations, the Foundation seeks to create equitable economic opportunities, ensuring that all families can thrive and contribute to a vibrant community. Grants range from $25,000 to $200,000, focusing on sustainable impact.

The John's Island Foundation (JIF) offers Core Grants annually to support capital needs of nonprofit agencies in Indian River County. Eligible agencies must be tax-exempt 501(c)(3) organizations that demonstrate a commitment to serving individuals facing challenges related to food, shelter, health, and education. JIF focuses on tangible capital improvements, ensuring that funds are used to enhance community services. This initiative reflects JIF's dedication to fostering a sustainable impact for those in need within the local community.

The KCF Capital Grant provides funding for building renovations, new constructions, land acquisition, and equipment purchases for eligible organizations in Kalamazoo County. With an annual commitment of $500,000, KZCF aims to support three to five organizations with a minimum request of $100,000. This grant does not impact eligibility for other KZCF grants, allowing organizations to explore various funding opportunities to enhance community resources and infrastructure.

The Keith Haring Foundation offers grants primarily to support non-profit organizations that provide educational opportunities for underprivileged youth and those affected by HIV/AIDS. Established by the artist Keith Haring in 1989, the foundation focuses on initiatives that foster self-sufficiency among vulnerable populations in New York City and the Southeastern US. It invites applications from organizations dedicated to promoting Haring's legacy through arts and culture, ensuring impactful, evidence-based programming.

The KCF Annual Responsive Grant supports organizations in Kalamazoo County with projects that align with community impact priorities, such as wealth, housing, education, and vibrant neighborhoods. It is ideal for first-time applicants, new organizations, and ongoing partners who haven’t received multiyear awards. Grants range from $5,000 to $50,000, empowering organizations to enhance their operations and community connections.

The KCF Multiyear General Operations Grant, offered by the Kalamazoo Community Foundation, supports organizations in Kalamazoo County with a three-year funding commitment. Grants range from $25,000 to $175,000 annually, with an average of $50,000. This grant is ideal for organizations that have received KZCF funding within the past five years, enhancing community impact through support for wealth, housing, education, and vibrant neighborhoods.

The Carl C. Anderson Sr. & Marie Jo Anderson Foundation Grant supports organizations that assist low-income and vulnerable populations in New Mexico, Oklahoma, and Texas. The foundation emphasizes essential needs for children and youth, services for older adults, and enhancements for individuals with disabilities. They prioritize flexible, collaborative funding relationships and aim to improve community health and wellbeing. Please refer to their website for funding examples and additional guidelines.

Columbia Basin Trust

The Trust was created in 1995 to support efforts by the people of the Basin to create a legacy of social, economic and environmental well-being in the Canadian portion of the Columbia River Basin—the region most affected by the Columbia River Treaty.

Mission: The Trust supports efforts by the people of the Basin to create a legacy of social, economic and environmental well-being and to achieve greater self-sufficiency for present and future generations.

Non-profit SMART Grants

Non-Profit SMART Grants support Basin non-profits and First Nations to increase their energy efficiency, generate renewable energy, adapt to the impacts of climate change, and/or reduce their greenhouse gas emissions.

There are two streams for this grant: Stream One – Electric Vehicles and Charging Stations; and Stream Two – Renewable Energy and Improvements to Buildings

Stream Two – Renewable Energy and Improvements to Buildings

This stream supports solar photovoltaic arrays, energy efficiency retrofits or other building improvements to structures or property.

The Dombal-Vogel Foundation Grant supports children under 18 facing socio-economic challenges, offering funds for physical, mental, educational, adaptive, and legal needs. Established by Helen Dombal and Dolores Vogel in memory of their husbands, the foundation aids individuals and non-profits. Additionally, it provides financial assistance for young adults in health-related studies and those pursuing courses in hydrology, honoring Edward Dombal's legacy in water management.

The HOKC Good Works Program offers small grants for newer nonprofit organizations in Kentucky. Grants of up to $5,000 are available for those with 1-5 years of existence, while requests under $2,499 qualify as small grants. Since 1951, the program has distributed over $68 million to support various categories, including community enhancement, education, and health services, benefiting millions of individuals across the state.

The HOKC Good Works Program provides medium grants ranging from $2,500 to $9,999 to support Kentucky nonprofits. With over $2.5 million distributed annually, the program aims to enhance community services in areas such as education, health, and support for low-income individuals. Eligible organizations must be 501(c)(3) nonprofits operating for at least five years within Kentucky. Ineligible entities include religious organizations and most government bodies. This grant initiative has a strong history of impactful contributions to local communities.

The HOKC Good Works Program provides over $2.5 million annually in grants to Kentucky nonprofits, aiding over 3.9 million individuals. Established in 1951, it has distributed $68 million through more than 8,900 grants, relying on the support of over 30,000 active Colonels globally. Eligible nonprofits must be 501(c)(3) organizations based in Kentucky, operational for at least five years, and focused on tangible community benefits, aligning with the program's mission to foster community enhancement and support.

The Jacob and Hilda Blaustein Foundation focuses on promoting health and mental health, as well as strengthening public education in Baltimore. Through its health initiatives, the foundation seeks to enhance access to mental health services and advocate for systemic changes. In education, it supports efforts to improve leadership and teaching quality in public schools, aiming to create equitable opportunities for Baltimore youth. This foundation prioritizes innovative programs that engage communities in meaningful ways.

The McMillen Foundation Grants Program supports research in cardiology, lipids, and organ transplant, along with educational initiatives and social services in Washington and Alaska. With a single grant cycle annually, nonprofits certified under 501(c)(3) can apply for funding, preferably those benefiting children and promoting equity. The foundation emphasizes programs that leverage the arts to foster social change, impacting youth and disadvantaged communities. Applications must be submitted by July 31 to be considered for the current cycle.

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.

The Stratton Foundation Grant aims to improve the health and welfare of children and families in southern Vermont by funding sustainable programs that address poverty challenges. It focuses on four key areas: food and hunger, health and dental care, basic necessities, and education. Grants are awarded to 501(c)(3) organizations serving vulnerable communities, with no fixed amounts but varying reporting requirements based on the grant size. The foundation prioritizes initiatives that demonstrate sustainability and effective management.

The Basil O'Connor Starter Scholar Research Awards, offered by March of Dimes, support emerging researchers in maternal and child health. With a $150,000 grant over two years, the program prioritizes projects addressing preterm birth and health equity. Eligible applicants must be within four to nine years of completing their clinical training or terminal degree, holding a tenure-track position. This initiative aims to foster impactful research that enhances clinical treatments for serious maternal and newborn health conditions.