Best Grants for Global Health

The FY 2026 - 2028 Broad Agency Announcement (BAA) from NOAA invites proposals addressing significant natural and cultural resource challenges through collaborative efforts. This initiative supports the Cooperative Ecosystem Studies Unit (CESU) program, connecting federal agencies with universities and partners for effective solutions. Applicants should review the organizational structure of NOAA's Line and Staff Offices for guidance and coordination on their applications.

The Drinking Water State Revolving Fund (DWSRF) program, managed by the California State Water Resources Control Board, provides essential financial assistance for public water systems. It supports the planning and execution of drinking water infrastructure projects to ensure compliance with Safe Drinking Water Act requirements. Eligible costs cover planning documents, engineering specifications, environmental reviews, and more, facilitating access to safe drinking water and promoting the human right to water.

The MN AWWA Advanced Degree Scholarship offers up to three $3,500 scholarships annually to students enrolled in water-related Bachelor's or Graduate degree programs. Applicants must be juniors or seniors at accredited institutions and submit necessary documentation, including transcripts. The scholarship is awarded directly to the educational institution, and winners are recognized at the MN AWWA Annual Conference, typically held in Duluth, MN each September.

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.

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.

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.

Executive Summary

The New Jersey Department of Health (NJDOH), Division of Health Promotion – Community Health and Wellness Unit (CHWU) addresses leading causes of death and disability from chronic disease and illness. The core mission of the CHWU is to prevent premature death and disability from chronic disease, to understand the risk factors of chronic disease, and to promote healthy behaviors through leadership efforts that address evidence-based policies, systems, and environmental change. To achieve this mission, the CHWU has cultivated a robust group of partners – clinicians, academicians, community advocates, patients, consumer representatives, business leaders and government agencies – across the state of New Jersey to reach high burden populations and communities and complete funded work. Improved quality of life and extended years of healthy living for New Jersey residents are the overall outcomes for all activities undertaken through CHWU programs and services.

The Community Health and Wellness Unit’s – Colorectal Cancer Screening and Prevention Program announces the availability of State Fiscal Year (SFY) 2026 funding and technical assistance for primary care clinics operating in Cumberland, Cape May, Gloucester, Monmouth, Hunterdon, Somerset and Essex counties whose colorectal cancer (CRC) screening prevalence is between 25% and 55%, to implement evidence-based interventions (EBIs) and quality improvement (QI) processes to increase CRC screening in eligible and priority populations. This RFA seeks to increase CRC screening among populations aged 45 to 75 years that have lower colorectal cancer screening prevalence. The NJDOH-CCSPP is seeking up to four (4) primary care clinics to adopt strategies that utilize multi-component EBIs to increase CRC screening and to partner with NJDOH-CCSPP by accepting technical assistance, and support for data collection and evaluation activities.

Funded entities must demonstrate capacity and readiness to implement the program by completing the following:

• Engage in a formal readiness assessment of funded entities’ capacity to implement EBIs. This assessment will be used to select EBIs that will support improved CRC screening.
• Implement multicomponent interventions that combine a minimum of three (3) evidence-based interventions (EBI), as recommended in The Community Guide. These EBIs must focus on different areas of the clinical system (which will increase demand, access, and delivery of screening recommendations). The EBIs of priority for this work includes patient reminders, provider reminders and feedback, reducing structural barriers, and patient navigation.
• Provide high-quality, clinic-level data, including baseline and annual CRC screening prevalence, aggregate data on stool-based tests provided to and returned by patients, and aggregate data on follow-up colonoscopies. Emphasis will be on the capacity to collect data and track the entire CRC screening process patients undergo.
• Support completion of stool tests and colonoscopies, including tracking and follow-up of colonoscopies for positive stool tests

In addition to funding and technical assistance, each awardee will have the opportunity to utilize a free patient navigation service supported by NJDOH. The navigators will be deployed to the awardees primary care clinics site and will provide direct patient referrals and outreach via electronic health records (EHR). Leveraging innovative tools, including a patient chat text concierge, the patient navigators will enhance patient engagement, reduce barriers, and empower informed decision-making. Navigators will also coordinate care, track outcomes, schedule screenings, and ensure timely follow-up to promote comprehensive, equitable colorectal cancer prevention and care.

The BH UWC Consolidated Grant Program aims to enhance environmental equity by funding high-impact projects that address climate resilience and improve access to recreational spaces for disadvantaged communities. It aligns with the Cutting Green Tape initiative, focusing on strategic investments in conservation and community access. The program prioritizes projects that directly benefit vulnerable populations, ensuring equitable distribution of resources and measurable community benefits, thereby fostering sustainable development throughout California.

The Colorado Plateau Foundation offers the CPF Rapid Response Grant to support Native-led organizations addressing urgent needs in the Colorado Plateau region. Grants of up to $10,000 are available at any time, separate from the annual grant cycle. The foundation focuses on four priority areas: water protection, sacred place preservation, language preservation, and sustainable agriculture. Since 2012, it has invested over $1.2 million in more than 60 initiatives to empower Native communities.

The Greater Green Bay Community Foundation offers grants aimed at enhancing community life through diverse funding priorities, including arts, education, health, and environmental conservation. These grants support non-profits and governmental bodies serving Brown, Kewaunee, and Oconto counties, focusing on innovative solutions to pressing local needs. Eligible applicants must be 501(c)(3) organizations and are encouraged to address issues such as poverty, youth development, and community improvement. Notably, grants do not support religious activities or fundraising events.

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 Bloom-Hays Ecological Research Grant and Zembal Wetland Research Grant support ecological research in Southern California, focusing on avian species and coastal wetland habitats. Grants ranging from $250 to $2,500 are awarded to graduate and outstanding undergraduate students, promoting innovative research that benefits native species and habitats. Preference is given to projects directly related to local ecology, ensuring that funding addresses critical habitat issues in the region.

IMPACT 100 of Northwest Florida offers grants to nonprofit organizations in Okaloosa and Walton Counties, aiming to fund high-impact projects that transform lives. Grants start at $100,000, with specific focus areas including education, environment, family, health & recreation, and arts & culture. Eligible organizations must be tax-exempt and serve local communities. The grant process encourages collaboration among nonprofits, fostering innovative solutions for community needs.

The Colorado Plateau Foundation (CPF) provides capacity-building grants ranging from $1,000 to $25,000 to Native-led organizations on the Colorado Plateau. Their mission is to enhance the work of these organizations by addressing key issues such as water protection, sacred landscape preservation, language revitalization, and sustainable agriculture. Since its founding in 2012, CPF has allocated over $1.2 million to support more than 60 initiatives, fostering community resilience and cultural preservation.

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.

The Japan International Award for Young Agricultural Researchers encourages young talent in agriculture, forestry, and fisheries in developing regions. Since its inception in 2007, this award recognizes up to three researchers under 40 who demonstrate exceptional research and innovation potential. Awardees are invited to Japan for a ceremony and receive $5,000 each. This initiative, supported by the Japan International Research Center for Agricultural Sciences, aims to foster future advancements and motivate emerging leaders in agricultural research.

The HEAL Initiative aims to combat the opioid crisis through action-oriented research that enhances the translation of addiction epidemiology, prevention, treatment, and recovery services into practice. It prioritizes scalable, evidence-based approaches targeting various levels, including individual and community. The initiative supports a range of methods for research deployment, emphasizing collaboration between researchers and decision-makers to improve outcomes for those affected by addiction and related chronic pain.

The Connie Dwyer Breast Cancer Foundation Grant offers crucial funding to support breast health services for underserved women in New Jersey. With a budget of $50,000, the foundation prioritizes projects that enhance screening, treatment, and education on breast health. Open to public charities, the grant aims to empower vulnerable communities by providing essential resources and support, ensuring that every woman has access to quality care regardless of her financial situation.

The Fund for Change Grants support organizations advocating for social change, focusing on underserved communities. With an average grant size of $10,000-25,000, it funds initiatives in housing, behavioral health, criminal justice reform, and environmental justice. Eligible organizations can apply annually, but multi-year commitments are not available. The fund does not support capital campaigns, indirect costs, endowments, or individual scholarships, ensuring that funds are directed towards direct program expenses.

The Arts Projects – Organisations Grants program, funded by the Australia Council for the Arts, supports diverse activities that enhance the arts sector and engage communities. With grants ranging from $20,000 to $100,000, eligible organizations can propose various initiatives including professional development, creative collaborations, and community engagement projects. Applications are open to organizations that benefit practicing Australian artists and audiences, fostering artistic innovation and cultural exchange.

Ohio Environmental Protection Agency

The Ohio Environmental Protection Agency is a state agency whose goal is to protect the environment and public health by ensuring compliance with environmental laws. Those laws and related rules outline Ohio EPA's authority and what things we can consider when making decisions about regulated activities.

Ohio EPA was created on Oct. 23, 1972. It combined environmental programs that previously had been scattered throughout several state departments. 

Community and Litter Grants

Local governments and nonprofits can receive funding to purchase equipment for collecting and processing recyclables and construction and demolition debris. These organizations can also receive funding to implement litter collection events, outreach, and education. Tire amnesty programs, with a minimum $0.50/tire collection fee, are an eligible activity. Grantees have 24 months to complete their projects, but they may choose to close out the grant earlier than the specified deadlines with no penalty, provided it aligns with the grant timeline.

Combination Grant Requests

A single application may include a combination of grantrequests. For example, a litter collection event, drop-off containers, and outreach and education may be included in one application. Combination grant requests will be evaluated as a single application, not by the individual activities. A combination grant request is eligible if:

• the requested total amount equals $100,000 or less
• KAB certification and KAB renewal may not be requested together

The Samara Fund Grants, offered by the Vermont Community Foundation, focus on supporting LGBTQ+ led initiatives in Vermont. With awards typically ranging from $750 to $1,000, the fund prioritizes projects that promote empowerment, health, and safety for the LGBTQ+ community. Core values include anti-racism, transparency, and accessibility. The fund is committed to funding ideas that engage diverse groups, including BIPOC and trans individuals, ultimately fostering positive change across the state.

Impact 100 Richmond aims to transform lives in the Richmond area by empowering women through philanthropy. With a focus on granting $100,000 to local nonprofits, this initiative targets projects in Arts & Culture, Education, Environment, Family, and Health & Wellness. Eligible organizations must be 501(c)(3) nonprofits with a budget of at least $250,000 and a minimum of 36 months of operation. Preference is given to projects benefitting women and children.

Grantmaking

Funding Rooted in Relationships

Our grantmaking supports the work that helps people, families, and neighborhoods build healthy, equitable communities, across generations. It is strategic, relationship-centered, grounded in trust, and shaped by ongoing learning with our community partners.

We focus on work that addresses root causes, strengthens community-led solutions, and builds long-term capacity in Kalamazoo County.

Strategic Pillars

Our strategic pillars are based on what we’ve learned from community, nonprofit and elected leaders. We all share the vision for a Kalamazoo County that includes:

The Sponsorship Grant Program by the Chesapeake Bay Trust aims to enhance public awareness of environmental issues related to the Chesapeake Bay and Maryland watersheds. It supports events like conferences and festivals, fostering community engagement. Grants typically award up to $500 for programmatic and marketing support. Applications are accepted on a rolling basis until funds are exhausted, encouraging diverse organizations to apply, especially those traditionally underrepresented in environmental initiatives.

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.