Search Through Grants for Emergency Services in Oregon 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.

Statement of Objectives

Idaho Power Company (IPC) does not believe that its responsibility ends with the delivery of reliable, affordable, and clean energy to its customers. As a corporate citizen, IPC believes that its responsibility extends to supporting and participating in activities and organizations that help maintain and improve the quality of life within the communities we serve. Serving those who depend on us is at the center of everything we do. We all prosper by committing to the needs, safety, and success of our customers, communities, employees, and shareholders.

IPC’s contributions of financial and non-financial or “in-kind” support are investments in the economic and social viability of the communities we serve. But the benefits to the community and IPC are not always measurable, and subjectivity is a part of every contribution decision. It is the intent of IPC that its contributions strike a reasonable balance between the need to be accountable and responsible to our shareowners and customers and the desire to contribute to the economic and social needs within communities we serve. 

At IPC, we continually strive to lead with our values and beliefs. Idaho Power is committed to creating a diverse and inclusive environment. Our community comes from all walks of life and so do we. All contribution decisions will be made without regard to race, color, religion, gender, gender identity or expression, sexual orientation, national origin, genetics, disability, or age. 

 Community Contributions

Community contributions range from support for capital fund drives to sponsorship of nonprofit fundraising events to non-cash donations like awarding retired company vehicles to emergency-response organizations.

IPC has established five general categories of contributions.

These categories are:

• Health and Human Services:
• To assure the availability of adequate health care and human service support for employees and other members of the public and to promote the development of new, workable responses to health and human services needs, this category includes:
  • Support of organizations dedicated to this cause, and other federated campaigns.
  • Hospitals and other health care facilities.
  • Agencies for senior citizens and the elderly.
  • Youth agencies.
  • Local health and human service organizations.
• Agencies receiving primary funding from federated drives (e.g., Unites Way) to which IPC separately contributes are generally not eligible for additional health and human services operating funds. Exceptions may exist in the case of capital fund drives.

• Education:
  • Priority is given to education to ensure the continued availability of highly skilled, educated men and women to enrich local communities and from among whom IPC may draw employees, to encourage continuing research and development in academic areas relevant to IPC, and to promote standards of educational excellence.
• Culture and Arts:
  • Contributions made in this area are intended to encourage high standards of excellence and provide a pool of creative resources in the visual and performing arts for the enrichment of our employees and the community. This category includes support to orchestras, museums, theaters, performing arts programs, cultural arts programs, public radio and television, and non-academic libraries.
• Civic and Community:
  • Support for organizations and/or programs addressing civic and community needs demonstrates our commitment to increasing citizen awareness and participation in the management of community life. This commitment extends to supporting organizations that provide services for adequate housing and neighborhood improvements, local civic and community projects, conservation activities, and the support of groups desiring to develop workable solutions to community issues.
• Environment and Recreation:
  • This category provides contributions to organizations and projects that support environmental stewardship, including clean and renewable energy. It also supports the expansion and preservation of recreation opportunities.
• Other:
  • This category includes support for organizations not included in the four preceding categories, but which have a benevolent or philanthropic purpose relevant to IPC and its communities. 

IPC intends to respond to requests for contributions in a timely manner, and generally not more than 60 days following submission of the completed application.

The mission of the Network of the National Library of Medicine (NNLM) is to advance the progress of medicine and improve public health by providing U.S. health professionals with equal access to biomedical information and improving individuals' access to information to enable them to make informed decisions about their health.

Established in 1965, the NNLM is the field force of the National Library of Medicine (NLM). We provide health information resources, educational training, and project funding for member organizations. We work with libraries and community-based organizations to support health literacy, advance health equity, improve engagement with research and data, expand professional knowledge, and promote awareness of NLM resources within local communities.

NNLM operations are coordinated through seven Regional Medical Libraries (RMLs) which, in collaboration with funded member organizations, carry out regional and national programs such as training events and outreach activities.

Professional Development Award, Year 5

Description of Award

The Network of the National Library of Medicine (NNLM) Region 5, under cooperative agreement with the U.S. National Library of Medicine (NLM), announces the availability of funding through Professional Development Awards to increase knowledge, skills and competencies of NNLM network members on areas related to NLM priorities.

Specifically, the NNLM Region 5 Professional Development Award seeks to enable individuals at member institutions to expand professional knowledge through continuing education to increase knowledge, skills and competencies that enhance services to healthcare providers and/or consumers seeking health information.

Meetings, conferences, workshops, classes, or other trainings are eligible when focusing on topics of health literacy, outreach and engagement, citizen science, data science, public health, emergency preparedness, evidence-based medicine, and organizational effectiveness.

Background/Purpose

The University of Washington Health Sciences Library (HSL) in Seattle, Washington is the designated Regional Medical Library (RML) for NNLM Region 5 serving Alaska, California, Hawaii, Nevada, Oregon, Washington and U.S. Territories and Freely Associated States in the Pacific.

The mission of the NNLM is to provide U.S. researchers, health professionals, public health workforce, educators, and the public with equal access to biomedical and health information resources and data.

Potential Project Ideas

• Professional development opportunities such as classes, conferences or workshops for individual NNLM members. This can include:
  • Introduce students to the health sciences, trusted National Library of Medicine (NLM) resources, and develop their professional skills.
  • Prepare individuals for a leadership position in a hospital or academic health sciences library.
  • Host a reading club with learning outcomes focusing on health information access issues that can be used to improve library programming.
• Costs associated with arranging for an expert speaker to give a talk, workshop, class or lecture.

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.

We have strong partnerships with nonprofit organizations across the country that are working to advance economic mobility and social progress in low- and moderate-income communities. Our focus areas include basic needs like food and housing, workforce development and education, and community development. In addition to our philanthropic investments, we also encourage our employees to make a difference by offering robust employee giving and volunteering programs, including the opportunity to direct funds to organizations they support through volunteer efforts, and a matching gifts program that doubles their individual giving to causes they care about. Last year, we invested $350 million in the communities we serve, and employees contributed more than 1 million volunteer hours and directed $65 million through individual giving and matching gifts to support nonprofits.Through our regional U.S. sponsorships, we support the economic, social and cultural life of the places we live and work. We provide an extensive program of arts and sports sponsorships to help maintain vibrant, healthy communities.Sponsorships supporting communitiesBank of America welcomes your sponsorship proposal for opportunities that make our communities a better place to live and work. We are particularly interested in providing support to address needs vital to the health of our communities through a focus on:

• preserving neighborhoods;
• educating the workforce for 21st century jobs;
• addressing critical needs such as hunger and emergency shelter;
• arts and culture;
• the environment; and
• diversity and inclusion programs.

Grants are made at the Foundation’s discretion based on our current funding strategies focused on housing, jobs and hunger. 

Grant Funding Priorities

We aspire to a future where all  rural families provide childcare with a nurturing, safe, and stable foundation for life. A child’s early years are the most critical time for setting a positive trajectory for life. Research shows that trusted relationships with caring adults make all the difference. We want to help families access the supports they need.

What we prioritize:

• Parent and caregiver supports build nurturing and healthy attachments that allow children to thrive. Our communities have identified a need for programs that better match the demographics of families and the emotional needs of children. We prioritize home visiting, parenting education, early childhood mental health and other community supports for parents and caregivers.
• Family financial stability helps parents access programs that exist to assist low-income families, such as the Earned Income Tax Credit. We also offer educational scholarships for parents.
• Child abuse prevention protects children and improves outcomes for future generations. We fund and partner with local organizations and regional and statewide networks to prevent abuse and neglect, build awareness and strengthen systems that bring stability and safety to the most vulnerable among us.Grants aligned with our Education impact area aim to ensure that rural children have the supports and opportunities they need to succeed in their education. Our emphasis is on early childhood education, helping children start strong in their early grades, and preparing students for the transition from high school to postsecondary education or a career.

We envision a future in which all rural young people experience educational success. Education has always been at the top of The Ford Family Foundation’s priorities. We invest in high-quality, affordable early childhood education all the way to our scholarship programs, which have helped thousands of aspiring college students achieve their dreams.

Our emphasis is on ensuring that children and their families benefit from targeted support across two key transitions — from the early years to the schoolroom, and from K-12 to educational and career opportunities after high school.

What we prioritize: 

• Early childhood education allows children to develop the habits, skills and healthy brains that will help them succeed academically as they enter their K-12 school pathway.
• P-3 alignment helps children and families transition from early childhood education settings to more structured classrooms. This ensures children can read independently, problem solve and manage their social-emotional needs.
• Supports and pathways build K-12 students’ knowledge, skills and awareness to plan for life after high school and to improve their long-term economic opportunities.
• Postsecondary completion for students, especially those who are the first in their families to attend and complete college, improves economic and social outcomes for them and their families.

We commit to a future where rural communities are vibrant places that provide opportunities for everyone to thrive.  The Ford Family Foundation is a community building organization. We support rural residents as they work together to develop a shared vision for their community’s future and implement plans that enable them to attract and retain a diverse population, especially working-age families.

What we prioritize:

• Community building catalyzes efforts by rural residents to address needs and improve their communities. Community building fosters leadership, relationships, capacity and collective action to create well-being for all, especially children and families. From scholarship alumni to business leaders, community builders are everywhere. Learn more about the rural Community Building Approach.
• Community economic development builds a vibrant rural economy, improves the economic well-being of families and makes the community a place where people choose to live. Rural business retention and expansion is at the heart of our work in this area.
• Organizational capacity building across the region supports a range of stable and effective organizations that contribute to more resilient rural communities. Nonprofits are the backbone of providing essential services to rural families.

Good Neighbor grants

They’re called Good Neighbor grants for a reason. Good neighbors help each other, learn from each other and lift each other up.

Good Neighbor grants are designed to support the initiatives that matter in your community in a way that works for your organization, including unforeseen emergencies that interrupt programming or services. We fund both program and capital requests.

For Good Neighbor Grants, applicants should note the following:

• 25% committed before applying (in-kind can play a role but strongest requests have other funding at the table)
• Can request up to 1/3 for programs/operations and up to 50% for capital
• Clearly need to see the community at the table where services will be provided
• We also look for a clear plan in place for sustainability
• You will typically hear back from us in six to 10 weeks

Grant amount: Up to $25,000

Grant examples

• Emergency repairs to essential equipment at a food bank, library, fire hall or other community service provider
• Updates to facilities at a beloved community gathering place, including ADA accessibility and technology
• Community events such as celebrations, clean-ups or summer festivals (Events and celebrations must be free to the public and multi-day or annual, such as a music or art series.)
• New or special programs for the children and families in your communities
• Studies or research on a community need
• Playgrounds or recreational facilities
• Translation of materials or outreach to special populations
• Basic needs for vulnerable children and families
• Feasibility studies for economic development projects (e.g., business incubator, makerspace, commercial kitchen)

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.

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.

Grant Opportunities

Communities need nonprofits to thrive

We believe in transformational ideas that help individuals, families and communities flourish—and since 1975, the Murdock Trust has invested more than $1.4 billion into nonprofit organizations that share our commitment to thinking bigger, challenging problems and making a true difference.

Strategic Project Grants

Capacity-building awards for mission-focused projects and infrastructure investment

Capital Grants

Is capital growth or expansion important to your nonprofit’s vision for long-term growth and success? The Murdock Trust regularly makes grants that support construction, renovation, land purchase and other capital projects. In most cases, we prefer to receive requests for these types of projects once your organization has raised a portion of the needed funds.

Grant Opportunities

Communities need nonprofits to thrive

We believe in transformational ideas that help individuals, families and communities flourish—and since 1975, the Murdock Trust has invested more than $1.4 billion into nonprofit organizations that share our commitment to thinking bigger, challenging problems and making a true difference.

Strategic Project Grants

Capacity-building awards for mission-focused projects and infrastructure investment

Program & Staff

Expanding programs and adding staff are important markers of nonprofit success. Murdock Trust grants help fund both new programs and the expansion of existing programs and may be used to cover start-up costs and/or related staff member additions. Typically, we fund program and staff grants on a declining basis over three years (100/67/33%). 

Background

The Confederated Tribes of the Umatilla Indian Reservation (CTUIR) is a modern Tribal Government representing the Cayuse, Umatilla and Walla Walla people, who have lived in this region for thousands of years. Traditional games of skill and games of chance have always been part of their tribal culture.

In 1988 the United States Congress passed the Indian Gaming Regulatory Act (IGRA), which provided a basis for Indian Tribes in the US to enter into modern forms of gaming for the purpose of supplementing revenue for tribal nations. IGRA requires tribes to negotiate with states on the types of games to be played and how it will be regulated, while ensuring that tribal governments are the sole owners and primary beneficiaries of gaming, and legislatively recognizing tribal gaming as a way of promoting economic development for tribes. In March, 1995 the CTUIR opened the Wildhorse Resort & Casino for this purpose (a temporary casino facility was opened by CTUIR in November, 1994).

Under the IGRA, tribes use their gaming revenue:

• To fund tribal government operations or programs – examples include Tribal Court, child welfare, building inspection, natural resources protection, police, fire and ambulance. 
• To provide for the general welfare of the Tribe and its members – activities dealing with the long-term security and enhancement of assets of the Tribe and its members, such as investments, scholarships, burial expense assistance, elders group, land acquisition, housing improvements, native language program, summer youth employment, emergency housing assistance, and many others.
• To promote tribal economic development – development of new and expanded economic development projects such as resort management, Tamastslikt Cultural Institute, Business Service Center, Coyote Business Park and Indian Lake.
• To share earnings in the form of dividends (paid to each Tribal Member) – the dividends are based on actual earnings, but the amounts have varied from around $500 per year in the first few years the casino opened to around $1,700 in recent years.
• To donate to charitable organizations — The CTUIR is committed to honoring our tribal traditions of sharing and giving back to the communities in which we live and work. The formation of Wildhorse Foundation in 2001 was for the purpose of formalizing the charitable giving on behalf of the CTUIR and its Wildhorse Casino.

The Tribes of the Umatilla Indian Reservation are the Cayuse, Umatilla and Walla Walla. Our homeland is the area now known as northeastern Oregon and southeastern Washington.

Focus Areas

Today, the Wildhorse Foundation donates over $1,000,000 every year to local programs and services that benefit our giving area. We fund projects in the areas of:

• Arts; 
• Cultural Activities;
• Education;
• Environmental Protection;
• Gambling Addiction Prevention Education and Treatment;
• Historic Preservation;
• Public Health;
• Public Safety;
• Salmon Restoration.

Who is Metro

The Metro Council consists of a president, elected regionwide, and six councilors who are elected by district every four years in nonpartisan races. The Metro Auditor, elected regionwide, is responsible for oversight of Metro's annual financial statements and for conducting performance audits. The council appoints a chief operating officer to carry out council policies and manage Metro operations. The chief operating officer oversees a diverse workforce of more than 1,600 employees including park rangers, economists, teachers, scientists, designers, planners, animal keepers, stagehands and cartographers. Hundreds of volunteers lend a hand at Metro's parks, cemeteries, natural areas, offices and visitor venues.

Background

The Wilsonville-Metro Community Enhancement Committee oversees local implementation of the Wilsonville-Metro Community Enhancement Program. The program is funded by a per-ton fee charged by Metro regional government on solid-waste transfer stations located in communities throughout the greater Portland region. 

The Committee in essence reviews “community enhancement” projects or programs nominated by the public and members of City boards and commissions that are first assessed by City staff, and decides which projects or programs, if any, to advance with the Community Enhancement Program funds.

The Metro Council extended effective July 1, 2015, the Metro Solid Waste Community-Enhancement Program to apply uniformly to all communities that host putrescible (biodegradable) solid-waste transfer facilities, including the Willamette Resources, Inc., (WRI) transfer facility operated by Republic Services in Wilsonville. Metro’s program started in 1988 after the Oregon Legislature allowed the assessment of fees to support communities hosting facilities that accept garbage and other waste discarded from homes and businesses. While offering value to the region as a whole, these facilities generate traffic, odors and other inconveniences to residents in adjacent host communities.

Funds collected under the Metro Community Enhancement Program are dedicated and used for “enhancing the host community of the facility from which the fees have been collected” as determined by the local government or administering committee. These funds may be used for extensive community purposes that “rehabilitate and enhance the area within the City limits.” 

FY2025-26 Community enhancement program (CEP)

CEP project nominations will be accepted from November 12, 2025 through January 9, 2026, with project selection anticipated in spring 2026 after City vetting and cost-estimating. Anyone may nominate a project for consideration that could benefit the community, including organizations that may seek to undertake a sponsored project. Potential sponsors of a community enhancement project are encouraged to contact the CEP administrator in advance to review prospective fit of a project for the program. Projects, which must be located within city limits, are funded to start on or after July 1, 2026, and must be completed within one year.

CEP Project Criteria

• Improve the appearance or environmental quality of the community.
• Reduce the amount or toxicity of waste.
• Increase reuse and recycling opportunities.
• Result in rehabilitation or upgrade of real or personal property owned or operated by a nonprofit organization.
• Result in the preservation or enhancement of wildlife, riparian zones, wetlands, forest lands and marine areas, and/or improve the public awareness and the opportunities to enjoy them.
• Result in improvement to, or an increase in, recreational areas and programs.
• Result in improvement in safety and community emergency preparedness.
• Benefit youth, seniors, low income persons or underserved populations
• Foster and enhance community enrichment through educational programming, arts and cultural projects.

Seismic Rehabilitation Grant Program (OR)

The Seismic Rehabilitation Grant Program (SRGP) is a state of Oregon competitive grant program that provides funding for the seismic rehabilitation of critical public buildings, particularly public schools and emergency services facilities. 

Funding

Buildings with a mix of eligible and ineligible uses can be considered if an entity pays for the ineligible portion of the project. Eligible projects can apply for as much as $2.5 million through the SRGP.​

The Anna May Family Foundation was established in 1999 to support tax-exempt organizations in southern Oregon, whose programs enhance the well being of economically disadvantaged and vulnerable people, emphasizing children, women, elders and minorities.

Our Mission

Our mission is to help those most in need who are less able to help themselves. We are less concerned with making many grants than with making grants in response to the greatest need at any given time.

Resilient Food Systems Infrastructure Program

The Oregon Department of Agriculture (ODA) is administering grant funding from the United States Department of Agriculture (USDA) Agricultural Marketing Services (AMS) Resilient Food​ Systems Infrastructure Program (RFSI). ​

The purpose of the Resilient Food Systems Infrastructure Program (RFSI) is to assist U.S. states and territories to build resilience in the middle of the supply chain and strengthen local and regional food systems by creating new revenue streams for their state's producers.  An emphasis will be made to fund projects that benefit small and emerging farms and food businesses from historically disadvantaged groups.

The program also aims to:

• Support development of value-added products available to consumers;
• Support proposals that provide fair prices, fair wages and new and safe job opportunities that keep profits in rural communities; and
• Increase diversity in processing options in terms of business model approaches, geography, and availability to underserved communities.

Funds will support expanded capacity and infrastructure for the aggregation, processing, manufacturing, storing, transporting, wholesaling, and distribution of locally and regionally produced food products including specialty crops, dairy, grains for human consumption, aquaculture, and other food products, excluding meat and poultry.

Simplified Equipment-Only Grants

The Simplified Equipment-Only option is a Fixed Price Grant, meaning it will fund only equipment purchases (not associated facility upgrades, staffing, or other costs), and the amount awarded will be equal to the cost of the equipment up to $100,000.

No match is required for this grant type.

Equipment project activities may include, but are not limited to:​

• Modernize processing and manufacturing equipment;
• Develop, customize, or install equipment that reduces greenhouse gas emissions, increases efficiency in water use, improves air and/or water quality, and/or meets one or more of USDA’s climate action goals;
• Enhance worker safety through adoption of new technologies or investment in equipment improvements; and
• Improve the capacity of entities to comply with federal, state, and local food safety requirements.

Reed and Carolee Walker Fund

A permanent endowment with earnings to be used exclusively to support programs for the needy, especially children, in Jackson County.

This fund was established in 2003 by a generous bequest from Ashland residents Reed and Carolee Walker. It was their that the Walker Fund be used to help low-income people, particularly children. Reed Walker’s will said in part: “Preference shall be given to organizations that provide food, shelter, emergency needs services and other services to the poor and needy in Jackson County and that provide an opportunity for those living in poverty be become more self-sufficient … In addition, preference shall be given to organizations and elementary schools that provide health, clothing, nutrition services, emergency needs, enhancement programs and field trips for children living in poverty.”

About the Fund

The Reed and Carolee Walker Fund was established at The Oregon Community Foundation (OCF) in 2003 by a generous bequest from Ashland residents Reed and Carolee Walker. The Fund is a permanent endowment, with earnings to be used for general charitable purposes in Jackson County, Oregon. The Fund distributes approximately $2 million in grants annually.

Funding Priorities

This fund was established in 2003 by a generous bequest from Ashland residents Reed and Carolee Walker.

After assessing community needs and the donors’ intent, OCF established the following funding priorities for the Walker Fund:

• To support people living on low incomes in Jackson County through:
• Mental health services for children
• Food, shelter, and other emergency assistance for children and families
• Substance use treatment for pregnant people and/or children and families
• Programming for children
• Food, shelter, and other emergency assistance for individuals
• Dental health services for children
• Otherwise address the focus of the Walker Fund

About our Grant Making

Ninety-nine girlfriends makes annual grants, called Impact Awards, in the Portland Metro/SW Washington region from a pool of money contributed by our members. Impact awards range from $50,000-$100,000 each year, depending on that year’s pool.

We fund equally in four focus areas, selecting nonprofits whose work is aligned with our vision of a more equitable future for all and our values of strength in diversity, collective action, and community impact.

Letters of Interest are due in early April. Then, we use our internal processes to select the ones that are most aligned with our vision and values. These organizations are invited to submit applications. During this time, our member-volunteer teams are learning about implicit bias, equity and inclusion, Trust-Based Philanthropy, and consensus building. 

Guiding Principles

In addition to our eligibility criteria, we apply the following principles and trust-based philanthropy to guide decision-making on grant applications.

Equity - Grant making must be grounded in equity.

Trust - We believe the organizations that apply for our grants are the experts in their field. We will lead with trust, respect, humility and curiosity.

Learning - At our heart, we are a learning organization. We value new approaches as much as experience, we recognize our missteps as learning opportunities, and we learn best together. 

Responsiveness and Transformative Impact - We fund organizations that respond to a critical need and/or are working to address the root causes of systemic issues.

Initiative and risk-taking - We believe that taking risks and exploring new ideas can lead to innovative solutions to complex societal problems.  

We engage women in a collaborative learning environment of inclusiveness and mutual respect, incorporating our collective voices, perspectives, talents, and skills. We educate ourselves about implicit bias, equitable grant making, and consensus-building, and we are embedding racial equity in our work. Each year is a new year of grantmaking at ninety-nine girlfriends. Community context changes as do our members, our grant review teams, and our annual Funding Priority. In the end, what we fund is determined by the votes of our members. 

Focus Areas

Diversity, equity, and inclusion are central to our work. Our vision is a more equitable community for all, therefore we prioritize funding that supports communities that are historically and/or currently underserved with respect to socioeconomic status, race, identity, or ability.

We seek to fund organizations working to improve educational equity, opportunity, or education-related services for children and youth from pre-K through high school in the areas of:

• Early childhood education and development
• Out-of-school time and summer learning
• Programs that work to close achievement and opportunity gaps
• Career and/or college readiness tools and skills for high school students
• Arts education, cultural education, and creative expression

We seek to fund organizations working to ensure everyone has equal access to resources and safe spaces, across environmental issues in the areas of:

• Access to environmental resources - healthy food, homes, water and green space
• Countering environmental burdens - pollution in air, water, and land
• Providing educational resources around sustainability and climate change preparedness
• Advancing participation in the green workforce
• Promoting systems change that includes meaningful and inclusive participation in the environmental decision-making process, that promotes environmental justice and equitable environmental policies

We seek to fund organizations delivering trauma-informed services that focus on housing solutions and home stability for families, youth, and adults in the areas of:

• Prevention of homelessness and helping people stabilize and keep their housing
• Emergency, temporary, and transitional housing and shelters
• Housing placement
• Resources and support that help prevent adverse childhood experiences or provide healing resources for families experiencing housing/home instability
• Wrap-around services that strengthen housing/home stability including mental and physical health services, recovery support, and domestic violence advocacy

We seek to fund organizations that advance the economic security and financial well-being of women by removing barriers to work in the areas of:

• Job readiness - including skills training, trades, and education
• Adult literacy and language proficiency
• Financial literacy
• College and post-secondary success
• Accessibility to affordable and reliable childcare
• Accessibility to safe and affordable healthcare including physical, mental, dental, and reproductive health

Ninety-nine girlfriends recognizes the complexities of gender identity and gender expression, and welcome cisgender women, transgender women, and gender non-binary, gender non-conforming, or gender queer persons.

Use of Funds

Funds may be used for general operating or project support to advance your mission. Awardees may choose to have funds disbursed in one payment in 2024, or in two payments: one in 2024 and one in 2025. 

The Herbert A. Templeton Foundation is an Oregon charitable corporation founded in 1955 by Herbert A. Templeton (1883 - 1969).

The principal activity of The Herbert A. Templeton Foundation is the making of grants to tax-exempt organizations in the areas of education, social services, and the cultural arts and humanities. The Foundation endeavors to remain responsive to changing conditions, and perceptive to emerging and critical needs. Overall, the trustees feel a strong commitment to strengthening the quality of life for the total community with special emphasis on giving support to youth.

The Foundation processes grant requests in two cycles each calendar year. There are two submission deadlines in March for the Spring cycle and October for the Fall cycle. 

The Lawrence Foundation is a private family foundation focused on making grants to support environmental, human services and other causes.

The Lawrence Foundation was established in mid-2000. We make both program and operating grants and do not have any geographical restrictions on our grants. Nonprofit organizations that qualify for public charity status under section 501(c)(3) of the Internal Revenue Code or other similar organizations are eligible for grants from The Lawrence Foundation.  

Grant Amount and Types

Grants typically range between $5,000 - $10,000. In some limited cases we may make larger grants, but that is typically after we have gotten to know your organization over a period of time. We also generally don’t make multi-year grants, although we may fund the same organization on a year by year basis over a period of years.

General operating or program/project grant requests within our areas of interests are accepted. In general, regardless of whether a grant request is for general operating or program/project expenses, all of our grants will be issued as unrestricted grants.

Safe Drinking Water Revolving Loan Fund

The Safe Drinking Water Revolving Loan Fund (SDWRLF), known nationally as the Drinking Water State Revolving Fund (DWSRF), is a federal-state partnership program jointly implemented by Business Oregon and the Oregon Health Authority (OHA) and is funded by The U.S. Environmental Protection Agency (EPA). This program offers low-cost financing to assist public water systems with planning, design, and construction of drinking water facility improvements.

Emerging Contaminants (EC) Program (OR)

Eligible projects submitted to this program may be considered for the Bipartisan Infrastructure Law – Emerging Contaminants funding, as well as Emerging Contaminants (EC) in Small or Disadvantaged Communities Grant (SDC) funding. 

Through 2026, federal Bipartisan Infrastructure Law (BIL) funding will be awarded to communities through the state’s existing Safe Drinking Water Revolving Loan Fund (SDWRLF) program, implemented jointly by Business Oregon (BIZOR) and Oregon Heath Authority (OHA) Drinking Water Services. The BIL authorizes states to award 100% forgivable loan funding (i.e., principal forgiveness or subsidy) to address emerging contaminants (EC) in drinking water with a focus on perfluoroalkyl and polyfluoroalkyl substances (PFAS).

Funding for the program is dependent on availability of two separate sources of funding from the U.S. Environmental Protection Agency that the state will be annually applying for through 2026 to award to water systems:

• BIL Emerging Contaminant Funding (BIL-EC): Funding under BIL-EC is for water systems eligible under the SDWRLF program and requires that at least 25% of the funds be used to assist disadvantaged communities orpublic watersystems serving fewer than 25,000people.
• Emerging Contaminants in Small or Disadvantaged Communities Funding (EC-SDC): Funding requirements underEC-SDC require thatfunds be used to assist disadvantaged communities.

For a project to be considered under the Emerging Contaminants (EC) program, the primary purpose of the project must be to address and/or mitigate people’s exposure to confirmed EC in drinking water and the project activities proposed must be eligible under the SDWRLF program. Public water systems must provide documentation to Oregon Drinking Water Services (OHA-DWS) confirming detection of the emerging contaminant identified in the submitted funding application.

What We Fund

To maximize the impact of our financial support, the Foster Foundation cultivates long-term partnerships with organizations whose work aligns with our priority funding issues. By identifying well run nonprofit programs with the vision and capacity to get things done, we continue to make sound investments in the people, communities and future of the Pacific Northwest.

Priority Areas

Building strong communities benefits all of us. Improving community life encompasses not only meeting critical needs such as food, housing, healthcare, education and employment, but also enriching community spirt and well-being through the support of artistic expression, cultural programs and sports/recreational opportunities.

We seek to identify and fund under-resourced opportunities to make a difference in these four areas:

Social Services/ Human Welfare

We fund emergency and critical human services that support people and families in need. This includes food, emergency/transitional housing, job/life's skills training, counseling and other resources and opportunities that build economic self-reliance.

Education

We support innovative programs that improve literacy, learning and academic success for all ages. Training, tutoring, mentoring and enrichment programs are examples of our outreach in this area.

Medical Research, Treatment & Care

We provide funding for promising medical research to aid in the understanding, treatment and prevention of diseases. The Foundation also supports hospice care as well as HIV/AIDs research and education.

Community Engagement

We nurture the spirt and well-being of Northwest communities by supporting cultural, artistic and recreational activities that engage all ages and populations. Foundation grants help sustain arts organizations and programs that express and grow the creative imagination. We also support community sports/recreational programs, centers and activities that promote health, well-being and teamwork.

Geographic Reach

With both family and business roots in the Pacific Northwest, The Foster Foundation takes a regional approach to giving. We target our funding to assist nonprofits engaged in our priority funding concerns within Washington, Oregon, Idaho, Montana and Alaska.

In addressing the founders' original intent, the Foundation will expand our philanthropy into smaller, more diverse communities within this five state area over the coming years. We will continue to support existing grantees. But, we desire to learn about and fund other pioneering initiatives and nonprofit programs that address the underserved and disadvantaged segments of this population―especially children, women and seniors.

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.

The ATV Grant Program provides funding statewide for off-highway vehicle (OHV) recreation. Grant funds come from ATV user permit sales and a percentage of gasoline tax money. 

Eligible projects include:

Operation and maintenance

Operating and maintaining OHV trails and facilities. Operating projects include employees, trail patrols, camp hosts or trail volunteers. Maintenance projects include services and projects for keeping up OHV trails and facilities.

Law Enforcement

Law enforcement projects include providing patrols and equipment in OHV riding areas.

Emergency Medical Services

Providing emergency medical attention to OHV users in riding areas, such as paying for medical equipment, services and supplies.

Planning

Planning for OHV recreation, including environmental studies, feasibility studies and appraisals.

Development

Developing public OHV recreation areas, including final design, engineering, site surveys, new trails and facilities and major rehabilitation of existing trails and facilities.

Safety and Education

Development of curriculum, media, and personnel to reach the public on environmental issues, riding ethics, safety, regulations, guides/maps, safety training and signage.

Acquisition

Acquiring land for public OHV recreation.

LIFE Center Fund

The LIFE Center Fund of Oregon Community Foundation was established in 2005 to continue the legacy of the Low Income Family Emergency (LIFE) Center, which closed in 2005. Rather than simply distributing basic need items, the LIFE Center also honored each individual’s dignity by providing opportunities for self-improvement and personal empowerment.

Grant Program 

The LIFE Center Fund awards two-year grants to provide food, clothing, household items, prescription and hygiene assistance, and school supplies to people in critical need in North, Northeast, and Southeast Portland. Up to $10,000 is available per year for two years. Please review our Please review our Request for Proposals for more information.

In-N-Out Burger created the Slave 2 Nothing Foundation to help those who are enslaved by any person or substance, by empowering them to live free!

The Slave 2 Nothing Foundation’s mission is to free people from being enslaved to any person or substance. We fulfill our mission by providing financial support to organizations in our communities that:

• Create, educate and assist in solutions to eliminate human trafficking
• Assist individuals and their families to gain freedom and healing from substance abuse

Requirements

The Slave 2 Nothing Foundation supports two types of nonprofit organizations:

• Substance Abuse organizations that assist individuals and their families to gain freedom and healing in the following ways:
  • Detox, inpatient (residential) treatment, outpatient treatment, transitional /sober living facility, support services, and prevention
• Anti-Human Trafficking organizations that create, educate and assist with solutions to eliminate human trafficking in the following ways:
  • Drop-in center, emergency safe home, Long-term residential programs, support services, and prevention

Funding Availability

The Slave 2 Nothing Foundation is able to fund only a limited number of the total requests we receive. If a particular request meets funding criteria but does not receive support, one should not interpret this as an indication of the Slave 2 Nothing Foundation’s lack of appreciation for the merit and worthiness of either the request or the organization seeking support. We welcome the opportunity to discuss possible future funding by invitation. While there is no guarantee of ongoing support, there is no limitation on how many times an organization can apply. Each request is reviewed on its individual merit, and decisions are not based on prior year submittals. Therefore, an organization can reapply each year.

On occasion, an organization that receives a grant asks to recognize Slave 2 Nothing and/or In-N-Out Burger for such contributions. While we are always honored by the request, we do not encourage or recommend any such recognition. Part of our company’s mission statement is to “assist all communities in our marketplace”, and so we are pleased to support your efforts.

Background

The Roundhouse Foundation seeks to expand access to professional development and technical assistance opportunities that strengthen the skills, talents, and capacity of our partners in the nonprofit sector. We understand that while opportunities for skill development and strategic investments are highly valuable, they can often be difficult to pay for. This pilot program is designed to gather insights and improve future offerings.

We want to support the organizational investment you most need and what is of most value to enhance your work.

Examples of aligned projects might include:

• Paying for staff or board members to attend a conference or training
• Hiring a consultant to develop a strategic plan, succession plan or fundraising plan
• Purchasing a highly specialized piece of equipment or software specific to your work

This pilot program is a competitive process and we won’t be able to fund every worthy request. We have limited available funding for this grant opportunity, and we can consider only one request from your organization, up to a maximum of $5,000.

Oregon Sea Grant (OSG) directs resources to the most pressing problems of Oregon’s coastal communities, often identified by local community members. Current topics include environmental literacy and workforce development; coastal ecosystem function, biodiversity, and services; wildcaught fisheries and local aquaculture; and resilience strategies to address coastal and marine hazards, stressors, and their impacts. The results of this research are developed and shared with interested parties through various pathways, often via OSG’s integrated engagement, extension, and outreach program, which brings together the collective expertise of on-the-ground extension agents, educators, and communications specialists. Oregon Sea Grant is committed to “engaged research”, with a goal to ensure that research is developed with and/or in response to the needs of those impacted, and that vital research results are shared with people who need it most and in ways that are timely, relevant, and meaningful. 

Every two years, competitive research grants are available, assuming Congressional authorization and appropriation.

Research Objectives for 2026-28 Competitive Projects

• Understand and assess the knowledge, perceptions, and priorities of coastal residents, visitors, and communities with ties to the coastal zone. Preference given to projects focused on:
  • the new blue economy (see definition in OSG’s strategic plan)
  • marine renewable energy, including integration into larger energy systems and resilience of coastal communities
  • issues impacting underserved communities
  • integration of traditional, indigenous, and local knowledge research approaches.
• Collaborate with interested parties to co-develop knowledge about the functioning and resilience of coastal, coastal watershed, and marine ecosystems. Preference given to projects focused on:
  • improved stewardship and community science
  • priorities that reflect the interests of a diversity of coastal communities
  • effectiveness and tradeoffs of existing and new strategies for promoting resilience and health of coastal ecosystems
  • integration of traditional, indigenous, and local knowledge research approaches.
• Understand the ecological status and socio-economic value of Oregon’s commercially, recreationally, and culturally important coastal and marine species. Preference given to projects that address:
  • emerging fisheries, industries, or techniques
  • challenges and needs of underserved community members, including communities of interest and of place
  • sustainable or restorative coastal aquaculture
  • natural, social, and economic ramifications of competing ocean and coastal space and use pressures
  • community benefits of local and sustainable seafood production and consumption
  • integration of traditional, indigenous, and local knowledge research approaches.
• Within coastal, coastal watershed, and marine ecosystems, understand the causes and impacts of acute and chronic hazards and stressors and develop, implement, and assess community resilience and adaptation strategies. Hazards and stressors may include, but are not limited to acute hazards, such as earthquake or tsunami, or chronic stressors, such as changing ocean conditions or sea level rise. Preference given to projects focused on:
  • local resilience needs that use or adapt culturally responsive tools
  • identifying and reducing disproportionate impacts on vulnerable communities
  • integration of traditional, indigenous, and local knowledge research approaches.