Best Grants for Computers for Nonprofits

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 Allianz Life Insurance Company of North America offers the Financial Sustainability Grant to support nonprofit organizations that promote economic inclusion and financial stability. Grants range from $50,000 to $75,000 for one-year commitments, focusing on workforce success through education, job training, and entrepreneurial support. Eligible organizations must be tax-exempt under IRS 501(c)(3) and primarily serve low- to moderate-income families in the Twin Cities metro area.

The Opportunity on the Plains Grant, provided by the United Way of the Plains, is a competitive funding initiative aimed at supporting health and human service programs in areas such as health, education, financial stability, and basic needs. By aligning with the social determinants of a strong community, this grant seeks to address pressing local needs. Eligible applicants must be 501(c)(3) organizations operating within specific counties and adhere to non-discrimination policies.

The Agricultural Conservation Easement Program (ACEP) helps landowners, land trusts, and other entities protect, restore, and enhance wetlands or protect working farms and ranches through conservation easements.

The Agricultural Conservation Easement Program (ACEP) protects the agricultural viability and related conservation values of eligible land by limiting nonagricultural uses which negatively affect agricultural uses and conservation values, protect grazing uses and related conservation values by restoring or conserving eligible grazing land, and protecting and restoring and enhancing wetlands on eligible land.

ACEP has two components:

• Agricultural Land Easements (ALE) help private and tribal landowners, land trusts, and other entities such as state and local governments protect croplands and grasslands on working farms and ranches by limiting non-agricultural uses of the land through conservation easements.

• Wetland Reserve Easements (WRE) help private and tribal landowners protect, restore and enhance wetlands which have been previously degraded due to agricultural uses.

Additionally, through ACEP, USDA offers the Wetland Reserve Enhancement Partnership (WREP), a voluntary program through which NRCS enters into agreements with eligible partners to leverage resources to carry out high priority wetland protection, restoration, and enhancement and to improve wildlife habitat.

The Greater Milwaukee Foundation's GMF: Cycle 2 - General Operating Support grant focuses on enhancing early childhood education, mental health services, and workforce development. It aims to promote equitable access to quality education and mental health resources, addressing systemic disparities in the Milwaukee area. Organizations seeking funding for innovative projects are encouraged to apply for grants up to $50,000 per year for three years, emphasizing racial equity and community impact.

The Music Therapy Impact Fund Grant offers funding for music interventions aimed at addressing the spiritual, developmental, and physical needs of individuals in Butte County. This grant operates on a first-come, first-served basis, ensuring that anyone who submits a request form can receive support, as long as funds are available. The program focuses on assisting individuals with Parkinson’s disease, hospice and palliative care, and at-promise youth, striving to maintain low or no costs for participants.

The Connecticut Department of Energy and Environmental Protection offers grants to combat aquatic invasive species, which threaten local ecosystems and economies. Funded by the Connecticut Lakes, Rivers, and Ponds Preservation Account, eligible applicants include state agencies, municipalities, and non-profits. Projects can focus on restoration, research, and public education regarding invasive species management. This initiative promotes the protection of Connecticut's natural water resources and biodiversity, ensuring sustainable environmental practices.

Native Forward awards are allocated based on the financial aid information provided by the institution’s Financial Aid Office. Awards can vary, ranging from $100 to $30,000 per academic year.

Native Forward Scholars Fund members of federally and state-recognized Tribes as well as first and second-generation descendants. However, Native Forward Scholars Fund scholarship opportunities have different Tribal eligibility requirements and can be determined by submitting a Tribal Eligibility Certificate.

Hillman Barnett Adkins Endowed Fund Scholarship

The Hillman Barnett Adkins Endowed Fund is provided in honor of members of the Hillman, Barnett, and Adkins families. The purpose of the Hillman Barnett Adkins Endowed Fund is to provide financial assistance to eligible American Indian and Alaska Native vocational, undergraduate, and graduate students enrolled at an accredited not-for-profit college/university, vocational school, or Tribally controlled college or university (TCU) and pursuing degrees with a focus in Fine Arts (studio arts), Performing Arts (music, drama, musical theater, dance), Creative Writing, Art History, Visual Communication, Photography, Culinary Arts, Film (Cinematography, Screenwriting), or Fashion Design & Jewelry Design.

This opportunity is a merit-based award.

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.

The Natural Areas Research Grant - Allison Cusick and Daniel Rice Research Grant Program, managed by the Ohio Department of Natural Resources, aims to support research that enhances understanding and conservation of Ohio’s biological resources, including plants, animals, and fungi. Named after key contributors to Ohio's ecological knowledge, this program funds projects that align with its mission to preserve natural heritage. Grants of up to $5,000 are available for eligible individuals and organizations.

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.

The Michael R. Priddy Music Scholarship, offered by the Central Kentucky Community Foundation, aims to support graduating high school seniors from Hardin County Schools, specifically Elizabethtown and LaRue County High Schools. This scholarship is intended for students who have demonstrated involvement in classical orchestra or music performance, or who plan to pursue music studies, thereby fostering musical education in the community.

Indigo Hope Foundation: Addiction Recovery Programs Grant

Funding programs that offer treatment, counseling, recovery support services, and harm reduction for individuals battling addiction.

Key Focus Areas:

• Treatment Services
• Recovery Support
• Harm Reduction
• Family Programs

Example Programs We Fund:

• Outpatient counseling programs
• Peer recovery support
• Addiction Recovery Residential Programs
• Family therapy services

The Iowa Farm Bureau offers sponsorships to support events and fundraisers across Iowa, focusing on agriculture, rural communities, and education. Their priorities include promoting health and wellness, fostering youth leadership, and enhancing the viability of farm families. Eligible applicants must be nonprofit organizations with 501(c)(3) status. However, they do not fund projects outside Iowa, political entities, or construction projects. This initiative aims to strengthen community ties and nurture future agricultural leaders.

Mission

The mission of the Mississippi Wildlife, Fisheries, Parks and Marine Foundation is to provide financial support to the Mississippi Department of Wildlife, Fisheries and Parks and to the Mississippi Department of Marine Resources. This support is provided to assist these two agencies in regard to their efforts involved with the conservation and protection of Mississippi’s natural resources and provide supplemental financial assistance as available and necessary.Focus Areas

• Wildlife,
• Fisheries,
• Parks,
• Conservation,
• Natural Resources, and
• related fields

The McConnell Fund, established in 2001 by the Community Foundation of the North State, aims to enhance communities in Shasta, Siskiyou, Tehama, Trinity, and Modoc counties through grants up to $50,000. It focuses on funding projects in areas such as arts, recreation, and social services, while prioritizing nonprofits and public entities. Eligible applicants can seek financial support for equipment and building-related initiatives, reinforcing the foundation's commitment to community development and philanthropy.

About

Community Foundation of Greenville bridges philanthropy and purpose in Greenville County, helping people make their charitable giving simpler and more powerful for 70 years. We strategically match diverse needs and opportunities in Greenville County with philanthropic resources.

Vision:

Community Foundation of Greenville will be the leading catalyst for developing assets and unlocking potential to meet the needs of an inclusive and equitable community.

Mission:

Community Foundation of Greenville improves the lives of Greenville County residents through strategic philanthropy, community investment, and collaborative leadership.

New Leaf Fund

Community Foundation of Greenville administers grants to preserve parks, open spaces, and historical and cultural assets through the New Leaf Fund.

The New Leaf Fund was established in 2025 by a Greenville native with a passion for conservation.

Established 501c(3) organizations and local municipalities are invited by the New Leaf Fund Committee to apply online through Community Foundation’s website during the spring, summer, and/or winter grant cycles.

The Foundation encourages grant requests that include the protection of land and waterfront areas, increased tree cover and access to green spaces, and the protection and restoration of historical properties, in the City of Greenville, in Greenville County, and, to a lesser degree, in the Upstate.

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.

Bates Philanthropic Initiative

Mission Statement

The Bates Philanthropic Initiative (BPI) is committed to making a positive impact on our community by ensuring that high school students in Colorado experiencing financial hardship have access to quality post-secondary education and career opportunities with a particular focus on career and technical education (CTE).

We provide scholarships to graduating high school seniors with a financial need who are pursuing post-secondary certifications, associate degrees, and apprenticeships in skills-based fields.

In addition to scholarships, BPI provides grants to nonprofit partners that deliver critical wrap-around services like transportation, childcare, language support, and mentoring to these financially disadvantaged young adults.

Nonprofit Partner Grants

We provide grants to registered Colorado nonprofit partners who deliver critical support services to in-need students and eliminate the barriers to their education. From providing solutions for transportation, child-care, course, certification, and materials fees, and apprenticeship opportunities, nonprofits are at the forefront of making CTE more accessible to our under-served young adults. We are seeking to support nonprofits in expanding their impact.

Who does BPI focus its grants on, and how does this align with its mission?

At BPI, we focus our grants on empowering financially disadvantaged young adults aged 17 to 19 as they transition from high school to adulthood. While we support nonprofit partners serving broader communities, our grants are dedicated to programs that directly benefit this vulnerable group. By concentrating our efforts here, we aim to transform lives and create meaningful opportunities during this critical phase of personal and professional growth.

Environmental Stewardship: Community Grants

FAO, through its Environmental Stewardship Pillar of Prosperity Fund, offers funding opportunities to advance conservation, environmental stewardship and the greater well-being of Appalachian Ohio.

To support locally driven projects that preserve and enhance our natural environment.

Community grants empower local communities to preserve and enhance our natural environment.

We know relatively modest projects can make an outsized difference when they promote environmental stewardship and engage whole communities in conservation. More details about these grants and how to apply can be found on page 5. At least $50,000 is available to support community grants.

Our Mission

The Horner Foundation is a family-based charity dedicated to partnering with community-based organizations that provide youth, aged 10-19, hands-on experiential learning opportunities through Out of School Time (OST) to foster positive youth development.

We work in 4 geographic regions, determined by where family members live, their specific interests and needs identified by the community.

Our Vision

• All youth will be empowered to realize their full potential and become active participants in their communities.
• All youth will have ample opportunities both inside and outside the classroom to experience a diversity of quality learning styles and frameworks.
• All youth will be healthy, strong, and well-prepared for the 21st Century.

Organizational Funding Statement

The Horner Foundation strives to be responsive and meet organizations where they are. This means that we may provide multi-year funding and ongoing support to nonprofits who may be launching a pilot project or going through a transition. However, we also believe in the value of diverse funding sources. The Horner Foundation typically funds organizations for 1-2 funding cycles (2-4 years). In rare cases, we may fund an organizations for 3 funding cycles (6 years).

Grants

The Foundation awards two-year grants dedicated to project funding. We fund in four geographic regions, each with its own funding priorities.

Towns of Corby & Kettering, Northamptonshire, England: Healthy Youth Northamptonshire / Sexual Health and Education & Health, Education and Social Supports for Young Mums    

Strategy

The intention of the Foundation’s work in Northamptonshire is to focus on the Towns of Corby and Kettering in order to improve outcomes for young people and young mums. Existing programs and services already working in these towns, as well as other organizations looking to expand their reach into these under-resourced regions are encouraged to apply. Projects should be well rooted in community need, with an emphasis on service user feedback informing and refining the service models. Through this strategic funding, it is our hope that Corby & Kettering will be models of sexual health & antenatal education as well as early parenting support deeply rooted in the community. 

Two Funding Focuses

• Sexual Health & Education for Young People
• Health, Education & Social Supports for Young Mums

Example projects may include, but are not limited to:

• Prevention: Pregnancy education, sexual education
• Support: Antenatal and parenting education
• Education: Sexual and reproductive health workshops to help individuals make the best choices for sexual wellness
• Gender Equity and Education: with a focus on people of all genders, orientations, identities and abilities

The New Jersey Department of Health is launching the 'Rapid Referral for Medications for Opioid Use Disorder: Telehealth' initiative to enhance access to emergency assessments and treatment via telemedicine. This grant aims to support a telehealth provider in delivering Medication for Opioid Use Disorder (MOUD) to patients, as part of a broader strategy to combat the opioid crisis and improve substance use disorder care throughout the state.

The 2026 Alaska Marine Education and Training Mini-Grant Program seeks to enhance workforce development in marine-related professions and improve seafood safety and management. This initiative encourages projects that foster technological innovations in fishing practices and promote outreach on sustainability and quality of seafood. By strengthening partnerships among industry, researchers, and communities, the program aims to build a competitive and sustainable marine community in Alaska, with all projects required to be conducted within the state.

About Us

Making a Difference, Together

The Community Foundation of Monroe County (CFMC) builds a thriving, inclusive community through the power of philanthropy. By connecting generous donors with local causes, we help ensure Monroe County remains a place where everyone can thrive. Since our founding, we’ve been a trusted steward of community resources, fostering impactful collaborations and sustainable solutions to address challenges in education, health, poverty, and community development.

Skilled Trades Scholarship

The Greater Milan Area Community Fund is proud to support students pursuing skilled trades and hands-on career pathways that build practical skills, open doors to stable employment, and strengthen our local community.

Scholarship awards are typically paid directly to the accredited trade program or educational institution and are generally non-taxable.

Applications are evaluated two times each year for awarding in the six months after application and selection.

Native Seed growing Program (NV)

The State of Nevada, Department of Agriculture is seeking proposals from qualified vendors to provide native seed growing services as described in the scope of work and attachments. The State intends to award up to six (6) contracts in conjunction with this solicitation, as determined in the best interests of the State. The Department of Agriculture shall administer contract(s) resulting from this solicitation. The resulting contract(s) are expected to be for a contract term of four years, subject to Board of Examiner’s approval.

This project is a subset of a larger, partnership-driven project that aims to target 4 main objectives:

• Native seed collection;
• Native seed cleaning and storage;
• Native seed production; and
• Creation of a native seed equipment network.

This particular project addresses one primary objective: enhancing native seed production in Nevada. We intend to achieve this through both a physical increase in the total supply of a diverse cache of native species and increasing the technical knowledge and experience of growing native species for Nevada-based producers. The achievement of this objective is entirely reliant upon the ability of local landowners and agricultural producers to plant seed stock that will enable restoration practitioners to have access to desirable, locally adapted speciesfor re-seeding projects.

 Project managers will be tasked with the goal of obtaining the appropriate starter seed and providing those species to eligible producers for increase, while simultaneously selecting seed that is genetically appropriate for replanting within the Great Basin region. Eligible producers will be provided with technicalsupport and the best possible plant materials throughout the project period. It is the intent of this project to fund production efforts for increase by way of state contracting and to obtain an increase in materials used for public restoration projects statewide. Seed yields from increase efforts will be re-admitted to the funding agency and ultimately will be re-allocated to federal and state agencies for use on restoration projects throughout the Great Basin. Funding for production will vary based upon species selected and is limited to 3 overarching categories:

• $4,000.00/acre, 
• $5,000.00/acre,
• $6,000.00/acre

The total amount of funding available to support this initiative is $316,445.00. 

About Us

advancing the science of water ®

Who We Are

The Water Research Foundation (WRF) is the leading research organization advancing the science of all water to meet the evolving needs of its subscribers and the water sector. WRF is a 501(c)(3) nonprofit, educational organization that funds, manages, and publishes research on the technology, operation, and management of drinking water, wastewater, reuse, and stormwater systems—all in pursuit of ensuring water quality and improving water services to the public.

5412 - Determinants of Workforce Retention in Public-Sector Water Utilities

Grant Information

• Quantify the relative influence of compensation, pension stability, mission alignment, schedule flexibility, leadership support, career development opportunities, and other factors on employee retention in public-sector water utilities.
• Identify and analyze key impediments to retaining talent, including structural, cultural, compensation-related, and organizational barriers.
• Identify and benchmark retention best practices from sectors outside the water industry to assess transferability and develop case studies of high-retention organizations to distill replicable strategies and measurable success factors.

The Baiardi Family Foundation (BFF) awards grants primarily in Michigan, focusing on the Detroit Metropolitan Area and Emmet County. Their mission is to foster positive change through various giving categories, including healthcare, education, the arts, and environmental stewardship. They emphasize the importance of Catholic and Judeo-Christian values in their grant-making process. Note that they do not provide grants to individuals, and all requests are evaluated based on merit to align with their guiding principles.