Search Through Grants for International Development in Nevada in the U.S.

Charitable Contributions

Costco Wholesale’s primary charitable efforts specifically focus on programs supporting children, education, and health and human services in the communities where we do business. Throughout the year we receive a large number of requests from nonprofit organizations striving to make a positive impact, and we are thankful to be able to provide support to a variety of organizations and causes. While we would like to respond favorably to all requests, understandably, the needs are far greater than our allocated resources and we are unable to accommodate them all.

Warehouse Donations:

Warehouse donations are handled at the warehouse level - please consult your local warehouse for up-to-date information regarding their donations contacts and review process.

Grant Applications

If the request is under consideration, you may be contacted by staff for any additional information needed. Applications are reviewed within 4-6 weeks, and decisions are made based on several factors, including: type of program; identified community need not otherwise available; indication that evidenced based data will establish measurable results of intended outcomes; community collaboration; broad base of financial support; project budget and operating expenses.

Who We Are

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

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

Our Focus

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

What We Fund

/ What We Fund

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

Background

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

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

Capacity

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

Capital

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

Community

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

What We Fund

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

What stage of growth does DRK Foundation typically fund?

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

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

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

Mission Statement

The mission of the Dunn Family Foundation is to support programs that utilize education to build a better society and employ innovative approaches to the use of testing and support materials for educational initiatives. 

Values

The work of the Dunn Family Foundation expresses the values of its founders Lloyd & Leota Dunn and that of Dr. Douglas Dunn, who was passionate in his own pursuit of and support for life long learning. Our founders believed that education is a prime vehicle for the betterment of society. Their belief was that excellence in testing allows educational assets and resources to be employed more efficiently and that materials developed to support teachers in their educational environments is a necessary part of the educational process. 

Areas of Interest

At this time, the Dunn Family Foundation has three main areas of interest: 

• The development and implementation of educational testing materials for children and adults.
• The development and implementation of educational support materials for use by teachers in the education of society's children and adults.
• The innovative use of education to build a better society.

Types of Grants

Initial grants will be given for project funding only. After an initial grant is made, the Foundation may make general operating grants to continue supporting the organization. 

Capital funding is only available for projects connected to previous Foundation support. No endowment funds will be granted.

For reference, the average grant size generally ranges from $5,000 to $25,000. 

Dunn Family Foundation Policy on F&A Costs

The Dunn Family Foundation recognizes that organizations often require Facilities and Administrative (F&A) costs (a.k.a. indirect costs) be added to all grant requests. While we recognize that F&A costs are real, we work to focus our funding on direct costs and trust the sponsoring organizations will "keep the lights on" as part of their support for funded research. 

Extraordinary circumstances, when indirect costs exceed 10%, may be considered on a case by case basis. 

Nevada Arts Council (NAC)

Mission

To ensure that arts and creativity will continue to grow and play an ever-increasing part in the economic vitality, cultural development, quality of life, and educational experience of the residents of the State of Nevada.

Vision

A Nevada in which arts and creativity are understood for how they enrich the lives of all residents, enhance the livability of our communities, and contribute to the state’s economic vitality.

Goals

• Arts Education – conduct workshops, mentorships, professional development opportunities, regional and statewide convenings, and funding for contemporary and traditional artists, non-profit and cultural organizations, and public institutions. In addition, increasing arts education and arts integration into the curriculum of Nevada’s Pre-K-12 schools and promoting lifelong learning through use of arts and creativity in the social development, health, and healing for all Nevada citizens.
• Economic Vitality – addressing Nevadans access to arts and creativity through the recovery and sustainability of artists and arts organizations by creating funding opportunities, promoting cultural tourism, collaborating with government and business, improving creative infrastructure, developing financial viable creative districts, and supporting cultural awareness, understanding, and preservation.
• Healthy Communities – collaborating with partners to increase the understanding, use, and financial support of arts and creativity to aid in the healing, wellbeing, quality of life initiatives, and aging of Nevada’s residents.

Folklife Community Grant

The Fiscal Year 2026 (FY26) Folklife Community Grant (FLC) supports programs with folk artists and culture bearers presented by small community organizations. Eligible projects focus on the transmission or presentation of folk arts or traditions that are practiced, valued, and shared within culturally specific communities in Nevada. Eligible projects include, but are not limited to festivals, cultural events, concerts, and gatherings that bring traditional artists, cultural specialists, and communities together.

Global Impact Cash Grants

Identifying and incubating innovative early-stage solutions. We identify, incubate, and develop innovative early-stage solutions with the highest potential for impact. Global Impact Cash Grants go to nonprofit organizations (NPOs) and nongovernmental organizations (NGOs) that address a significant social problem. We're looking for programs that fit within our investment sectors, focus on the underserved, and use technology to improve the reach and efficiency of services.

We accept applications year-round from eligible organizations. A brief Letter of Inquiry (LOI) is used to determine whether your organization will be invited to complete a full application. Please expand and carefully review each of the three sections below to learn more

Our priority social impact sectors

We focus on investing in innovative, tech-enabled solutions to the challenges and opportunities that matter most to communities in need, prioritizing four social impact sectors:

Cisco Crisis Response

Mobilizing to provide essentials to communities in need and those in crisis, including food, housing, secure connectivity, and disaster relief

By leveraging Cisco’s people, technology, financial resources, and strategic partnerships, we help strengthen community resilience and drive long-term recovery from crises.

Education

Supporting students, teachers, and schools by increasing engagement, building skills, promoting subject mastery, and expanding their capacity to thrive

Cisco is committed to inclusive access to digital skills training and supporting those who use technology to educate. Through programs like Cisco Networking Academy and social investments in education, we create new opportunities for individuals to thrive.

Economic Empowerment

Transforming communities through skill development, long-term career opportunities, entrepreneurship, and access to financial products and services

Strategic grants that unlock economic prosperity and growth for individuals and communities.

Climate Regeneration

Building an inclusive, regenerative, and resilient climate future through education, regenerative agriculture, conservation, protection, and clean energy solutions

Our efforts began in 2021, when the Cisco Foundation committed US$100 million over 10 years to fund nonprofit grants and impact investing in climate solutions. 

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. 

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.

The Dudley T. Dougherty Foundation Vision

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

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

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.

Centene Charitable Foundation

Successful corporate citizenship happens when companies invest in the local organizations that know their communities best. The Centene Foundation works with our local partners on initiatives that focus on inclusion, the whole person and community development.

Vision

Centene’s purpose is transforming the health of the community, one person at a time. The Centene Foundation is an essential part of how we pursue this purpose. We achieve measurable impact for the communities we serve through partnerships and philanthropy efforts that invest in initiatives with holistic approaches to dismantling barriers to health.

Areas of Focus

Reflecting Centene’s commitment to the needs of those who rely on government-sponsored health care and to addressing social determinants of health and health equity, preference will be given to initiatives in three distinct areas of focus.

• Healthcare Access
• Social Services
• Education

Community Grant Program

The Junior League of Las Vegas appreciates your commitment to the Las Vegas community and taking the time to share your vision for the community. For nearly 80 years, the Junior League of Las Vegas has been instrumental in founding numerous nonprofits and improving the community through the thousands of volunteer hours contributed by our members.

Philanthropy is at the heart of the Junior League of Las Vegas, and our commitment to giving back through volunteerism and financial support has been essential in driving positive change and fostering a sense of unity and purpose within our community. By supporting philanthropic efforts, we can address immediate needs and invest in our city’s long-term well-being and development.

JLLV intends to fund organizations that are actively working to make our community safer and stronger for everyone. This year, JLLV will award Community Grants to new and/or pilot programs aimed at filling gaps in education, professional development, and/or financial development in our community. Preference will be given to applicants presenting creative and data-driven solutions to unmet and/or under-met community needs. This is open to all community nonprofits who meet the criteria listed above.

• Infrastructure investments include (but are not limited to) facility improvements, software implementations, and/or additional staff.
• Program growth necessitating this capital investment may come in the form of serving a larger population, serving a new population, and/or adding a new service that meets the additional needs of their existing client population.

Submissions selected will illustrate a long-lasting impact on the communities in which we live and operate.

Funding

The Junior League of Las Vegas is proud to support community projects and initiatives in the Las Vegas Valley, with funding available up to $100,000. The maximum grant amount varies yearly and will be noted on the grant.

Ameriprise Financial Grantmaking

At Ameriprise Financial, giving back is deeply rooted in our culture. We’ve initiated positive change in the communities where we live and work for more than 120 years. We believe our community involvement enables us to actively live our values. Through grant making, volunteerism and employee and financial advisor gift matching programs, we support a diverse group of over 6,000 nonprofits across the country.

Focus Areas

Awarding grant dollars to nonprofits is one way we strengthen our communities and help individuals on a path to financial independence. To ensure we're meeting the needs of our communities and making an even greater collective impact, we focus on three key giving areas when awarding grants.

Volunteer engagement is a priority across all focus areas:

The engagement of Ameriprise employees and financial advisors is a critical component of our philanthropy. Whether it’s serving on a nonprofit board, engaging friends, clients and community members in volunteering or providing skills-based support, our relationships with nonprofits go deep. For this reason, we give priority across all focus areas to applications where there is active volunteer engagement of Ameriprise advisors and employees. 

Meeting Basic Needs

At Ameriprise Financial, we help clients achieve financial security and peace of mind. That’s satisfying, meaningful work. We also help the people in our neighborhoods who struggle to meet basic needs such as where their next meal comes from, where they’ll sleep tonight or how they’ll find a higher wage job. We’re here to help them through the three platforms of our Meeting Basic Needs focus area.

Consideration is given to applications addressing the following: 

• Hunger
• Food banks, food shelves and food pantries, daily meal programs or meal services for the homebound
• Hunger-relief programs targeted to meet the special needs of children, ethnic populations or veterans
• Food programs run by nonprofits where hunger is not their sole focus, for example a youth meal program at the YWCA or a backpack program run by a Boys & Girls Club
• Shelter
• Emergency shelter, including youth homelessness
• Transitional housing, permanent supportive housing and efforts to end chronic homelessness
• Housing-first models (programs quickly providing housing and then addressing needed services)
• Achieving and maintaining home ownership, repair and maintenance efforts helping keep seniors, veterans and other populations in their homes 
• Adult Self-Sufficiency: Programs serving adults age 21 and older that help address the following areas:
• Basic hard and soft skills that help adults achieve economic and family stability
• Basic financial and budgeting skills
• Increase employability and wages, including work readiness and job transitions
• Employment of disabled adults

Supporting Community Vitality

We believe communities should be strong, healthy and resilient. We want livable places for all, where neighbors look out for one another, cultural events are well-attended and people pull together in times of crisis and joy. We work to create economic vitality and cultural enrichment through the following areas of focus.

Consideration is given to applications addressing the following: 

• Community Development
• Neighborhood revitalization
• Economic development
• Strengthening and supporting small businesses and nonprofits through technical expertise
• Cultural Enrichment
• Arts education
• Access for underserved populations
• Diverse artists and performances that spark topical community conversations 

Volunteer Driven Causes: Ameriprise employees and financial advisors are outstanding volunteers who serve in teams and also as individuals bringing personal skill-sets to nonprofits. Volunteering is part of the culture at Ameriprise and we are proud to support communities through contributions of both service and financial resources. 

Funding for Volunteer-Driven Causes is determined by current Ameriprise volunteerism. In general, funding is in proportion to the size of the Ameriprise volunteer team supporting a nonprofit. A team may include employees, financial advisors and/or staff or a combination of any Ameriprise volunteers. 

Background

The Library Services and Technology Act (LSTA) (20 U.S.C. § 9121) Grants to States (20 U.S.C. § 9141) program is the only federal program exclusively for libraries. Using a population based formula, the Institute of Museum and Library Services (IMLS) distributes LSTA funds to State Library Administrative Agencies to support LSTA’s Purposes and Priorities.  In Nevada, the Nevada State Library, Archives and Public Records (NSLAPR) uses LSTA funds to advance Nevada’s LSTA 5 year Plan Goals.

Nevada LSTA Goals

• Planning and Assessment:
  • Strengthen Nevada libraries’ ability to identify and respond to community needs through planning and assessment. 
• Capacity, Training, and Sustainability:
  • Build capacity of libraries to ensure robust and sustainable operations. 
• Partnerships and Sharing:    
  • Encourage Nevada libraries to develop and use partnerships and collaboration with other libraries to maximize user access to resources and services throughout the state. 
• Services and Resources: 
  • Nevada libraries will provide mission-focused and accessible resources and environments.

Mini-Grants

Applicants may request up to $10,000 per funding cycle. A 10% match is required.

Funding Priorities

• Capacity and Sustainability
• Outreach and Partnerships
• Programs and Services

What projects will be considered?

• New projects:
  • LSTA funds are intended to be used as seed money for new (to you) sustainable projects, not for ongoing operational costs; Libraries are encouraged to envision projects that will support new/improved programs or services that will solve a specific problem or meet an identified need of the library’s current or potential users.
• Innovative projects:
  • Innovation is encouraged
• LSTA Plan alignment:
  • Projects must align with and advance at least one of the goals from Nevada’s LSTA 5-year plan, which has been approved by the U.S. Institute of Museum and Library Services and directly relates to the purposes and priorities of the Library Services and Technology Act (LSTA) (20 U.S.C. § 9121).

ABOUT LSTA

The Library Services and Technology Act (LSTA) (20 U.S.C. § 9121) Grants to States (20 U.S.C. § 9141) program is the only federal program exclusively for libraries. Using a population based formula, the Institute of Museum and Library Services (IMLS) distributes LSTA funds to State Library Administrative Agencies to support LSTA's Purposes and Priorities.

FEDERAL LSTA PURPOSES AND PRIORITIES (20 U.S.C. § 9121)

1. Enhance coordination among Federal programs that relate to library, education, and information services.

2. Promote continuous improvement in library services in all types of libraries in order to better serve the people of the United States.

3. Facilitate access to resources in all types of libraries for the purpose of cultivating an educated and informed citizenry.

4. Encourage resource sharing among all types of libraries for the purpose of achieving economical and efficient delivery of library services to the public.

5. Promote literacy, education, and lifelong learning, including by building learning partnerships with school libraries in our Nation's schools, including tribal schools, and developing resources, capabilities, and programs in support of State, tribal, and local efforts to offer a well-rounded educational experience to all students.

6. Enable libraries to develop services that meet the needs of communities throughout the Nation, including people of diverse geographic, cultural, and socioeconomic backgrounds, individuals with disabilities, residents of rural and urban areas, Native Americans, military families, veterans, and caregivers.

7. Enable libraries to serve as anchor institutions to support community revitalization through enhancing and expanding the services and resources provided by libraries, including those services and resources relating to workforce development, economic and business development, critical thinking skills, health information, digital literacy skills, financial literacy and other types of literacy skills, and new and emerging technology.

8. Enhance the skills of the current library workforce and recruit future professionals, including those from diverse and underrepresented backgrounds, to the field of library and information services.

9. Ensure the preservation of knowledge and library collections in all formats and enable libraries to serve their communities during disasters.

10. Enhance the role of libraries within the information infrastructure of the United States in order to support research, education, and innovation.

11. Promote library services that provide users with access to information through national, State, local, regional, and international collaborations and networks.

12. Encourage, support, and disseminate model programs of library and museum collaboration.

GRANTS TO STATES PURPOSES AND PRIORITIES (20 U.S.C. § 9141)

1. Expand services for learning and access to information and educational resources in a variety of formats (including new and emerging technology), in all types of libraries, for individuals of all ages in order to support such individuals' needs for education, lifelong learning, workforce development, economic and business development, health information, critical thinking skills, digital literacy skills, and financial literacy and other types of literacy skills.

2. Establish or enhance electronic and other linkages and improved coordination among and between libraries and entities, as described in 20 U.S.C. § 9134(b)(6), for the purpose of improving the quality of and access to library and information services.

3. (A) Provide training and professional development, including continuing education, to enhance the skills of the current library workforce and leadership, and advance the delivery of library and information services; and

(B) Enhance efforts to recruit future professionals, including those from diverse and underrepresented backgrounds, to the field of library and information services.

4. Develop public and private partnerships with other agencies, tribes, and community-based organizations.

5. Target library services to individuals of diverse geographic, cultural, and socioeconomic backgrounds, to individuals with disabilities, and to individuals with limited functional literacy or information skills.

6. Target library and information services to persons having difficulty using a library and to underserved urban and rural communities, including children (from birth through age 17) from families with incomes below the poverty line (as defined by the Office of Management and Budget and revised annually in accordance with section 9902(2) of title 42) applicable to a family of the size involved.

7. Develop library services that provide all users access to information through local, State, regional, national, and international collaborations and networks.

8. Carry out other activities consistent with the purposes set forth in 20 U.S.C. § 9121, as described in the State library administrative agency's plan.

2023-2027 Goals

Goal 1: Planning and Assessment

Strengthen Nevada libraries' ability to identify and respond to community needs through planning and assessment.

Goal 2: Capacity, Training, and Sustainability

Build capacity of libraries to ensure robust and sustainable operations.

Goal 3: Partnerships and Sharing

Encourage Nevada libraries to develop and use partnerships and collaboration with other libraries to maximize user access to resources and services throughout the state.

Goal 4: Services and Resources

Nevada libraries will provide mission-focused and accessible resources and environments.

ABOUT LSTA

The Library Services and Technology Act (LSTA) (20 U.S.C. § 9121) Grants to States (20 U.S.C. § 9141) program is the only federal program exclusively for libraries. Using a population based formula, the Institute of Museum and Library Services (IMLS) distributes LSTA funds to State Library Administrative Agencies to support LSTA's Purposes and Priorities.

FEDERAL LSTA PURPOSES AND PRIORITIES (20 U.S.C. § 9121)

1. Enhance coordination among Federal programs that relate to library, education, and information services.

2. Promote continuous improvement in library services in all types of libraries in order to better serve the people of the United States.

3. Facilitate access to resources in all types of libraries for the purpose of cultivating an educated and informed citizenry.

4. Encourage resource sharing among all types of libraries for the purpose of achieving economical and efficient delivery of library services to the public.

5. Promote literacy, education, and lifelong learning, including by building learning partnerships with school libraries in our Nation's schools, including tribal schools, and developing resources, capabilities, and programs in support of State, tribal, and local efforts to offer a well-rounded educational experience to all students.

6. Enable libraries to develop services that meet the needs of communities throughout the Nation, including people of diverse geographic, cultural, and socioeconomic backgrounds, individuals with disabilities, residents of rural and urban areas, Native Americans, military families, veterans, and caregivers.

7. Enable libraries to serve as anchor institutions to support community revitalization through enhancing and expanding the services and resources provided by libraries, including those services and resources relating to workforce development, economic and business development, critical thinking skills, health information, digital literacy skills, financial literacy and other types of literacy skills, and new and emerging technology.

8. Enhance the skills of the current library workforce and recruit future professionals, including those from diverse and underrepresented backgrounds, to the field of library and information services.

9. Ensure the preservation of knowledge and library collections in all formats and enable libraries to serve their communities during disasters.

10. Enhance the role of libraries within the information infrastructure of the United States in order to support research, education, and innovation.

11. Promote library services that provide users with access to information through national, State, local, regional, and international collaborations and networks.

12. Encourage, support, and disseminate model programs of library and museum collaboration.

GRANTS TO STATES PURPOSES AND PRIORITIES (20 U.S.C. § 9141)

1. Expand services for learning and access to information and educational resources in a variety of formats (including new and emerging technology), in all types of libraries, for individuals of all ages in order to support such individuals' needs for education, lifelong learning, workforce development, economic and business development, health information, critical thinking skills, digital literacy skills, and financial literacy and other types of literacy skills.

2. Establish or enhance electronic and other linkages and improved coordination among and between libraries and entities, as described in 20 U.S.C. § 9134(b)(6), for the purpose of improving the quality of and access to library and information services.

3. (A) Provide training and professional development, including continuing education, to enhance the skills of the current library workforce and leadership, and advance the delivery of library and information services; and

(B) Enhance efforts to recruit future professionals, including those from diverse and underrepresented backgrounds, to the field of library and information services.

4. Develop public and private partnerships with other agencies, tribes, and community-based organizations.

5. Target library services to individuals of diverse geographic, cultural, and socioeconomic backgrounds, to individuals with disabilities, and to individuals with limited functional literacy or information skills.

6. Target library and information services to persons having difficulty using a library and to underserved urban and rural communities, including children (from birth through age 17) from families with incomes below the poverty line (as defined by the Office of Management and Budget and revised annually in accordance with section 9902(2) of title 42) applicable to a family of the size involved.

7. Develop library services that provide all users access to information through local, State, regional, national, and international collaborations and networks.

8. Carry out other activities consistent with the purposes set forth in 20 U.S.C. § 9121, as described in the State library administrative agency's plan.

2023-2027 Projects

Projects Aligned to Goal 1: Planning and Assessment

Strengthen Nevada libraries’ ability to identify and respond to community needs through planning and assessment.

• Audience may include but is not limited to: Library staff, library boards.
• Purpose: To provide software and related services for facilitating the capture of library data.
• Activities may include but are not limited to: Procure library data software such as wifi counting and survey software; assist libraries in the set up and use of software; provide on-going guidance, technical assistance, and vendor liaison support; provide statewide coordination; compile and publish relevant statistics; tracking and assessment of program activities and outputs.
• Funding allocations may include but are not limited to: Staff salary and benefits, procured software, vendor services, travel.
• Timeline: Activities conducted regularly throughout the 5-year plan period, annual assessments.
• Outcomes: Library staff will have access to relevant data that can be applied to make informed decisions on library activities and expenditures and articulate the effectiveness of library services. 

• Audience may include but is not limited to: Library staff.
• Purpose: To develop a collection of resources to include items such as templates, best practice guides, and related materials to assist libraries in planning and assessment activities.
• Activities may include but are not limited to: Develop materials, procure materials, crowdsource existing materials from libraries and partners, develop a repository for resources, notify libraries of methods to access materials, tracking and assessment of program activities and outputs.
• Funding allocations may include but are not limited to: Staff salary and benefits, procured resources, repository, travel.
• Timeline: Activities conducted regularly throughout the 5-year plan period with annual assessments.
• Outcomes: Access to materials will support library staff in developing effective strategic plans, programs/projects, informative needs assessments, and accurate analysis of library data.

• Audience may include but is not limited to: Library staff.
• Purpose: To subaward LSTA funds to libraries for planning and assessment activities such as strategic planning, needs assessments, and program/project development and assessments.
• Activities may include but are not limited to: Develop subaward program criteria, documents, application processes, and management processes; award grants; monitor grantees; annual closeout activities; assessment of grant program activities and outputs.
• Funding allocations may include but are not limited to: Staff salary and benefits, grant management software, subaward-funded planning and assessment activities.
• Timeline: Activities conducted throughout the 5-year plan period with annual assessments.
• Outcomes: Libraries will be equipped to direct resources and engage in programs and activities that are well-designed, achievable, strategic, and meet the needs of the communities they serve.

About Teichert

We are a construction company operating in California since 1887. Over the years, Teichert has grown into a diverse mix of businesses, most notably Teichert Construction and Teichert Materials. With our commitment to our family of employees, high quality of work, strong customer satisfaction, and giving back to the community, Teichert will continue to flourish in the 21st century and beyond.

Teichert Foundation

Teichert Foundation expresses the company’s commitment to build and preserve a healthy and prosperous region.

We make grants to organizations that create beauty, foster culture, nurture children, provide access to food and housing for those in need, preserve nature, increase awareness of our environment, build an educated citizenry and a well-prepared workforce, and strive to provide better health for all.

Teichert Foundation will consider grant requests in the following categories:

• Civic improvement and historical restoration
• Community and social services
• Culture and the arts
• Education and workforce development
• Environmental sustainability
• Rehabilitation and health service
• Youth and elderly

The Foundation directors may also, from time to time, identify areas for special emphasis when emerging needs require extraordinary attention.

While deciding how much to grant to whom, the Foundation will give careful consideration to:

• The number of people that will benefit from the project
• The number of local volunteers supporting the organization and the project
• The extent to which the applicant complements the services of other community organizations
• The extent to which the program addresses underlying causes, rather than just symptoms of specific problems
• The outcomes of monitoring and evaluating the organizations projects
• The commitment and composition of the organization’s Board of Directors or Board of Trustees
• The current budget and the prior year actuals to show the organization’s fiscal responsibility and management qualifications; and
• The ability of the organization to provide ongoing funding after the term of the grant

Grants are generally made for one year only.

Nevada Arts Council (NAC)

Mission

To enrich the cultural life of the state through leadership that preserves, supports, strengthens, and makes excellence in the arts accessible to all Nevadans.

Vision

A Nevada in which arts and creativity are understood for how they enrich the lives of all residents, enhance the livability of our communities, and contribute to the state’s economic vitality.

Goals

• Arts Education – conduct workshops, mentorships, professional development opportunities, regional and statewide convenings, and funding for contemporary and traditional artists, non-profit and cultural organizations, and public institutions. In addition, increasing arts education and arts integration into the curriculum of Nevada’s Pre-K-12 schools and promoting lifelong learning through use of arts and creativity in the social development, health, and healing for all Nevada citizens.
• Economic Vitality – addressing Nevadans access to arts and creativity through the recovery and sustainability of artists and arts organizations by creating funding opportunities, promoting cultural tourism, collaborating with government and business, improving creative infrastructure, developing financial viable creative districts, and supporting cultural awareness, understanding, and preservation.
• Healthy Communities – collaborating with partners to increase the understanding, use, and financial support of arts and creativity to aid in the healing, wellbeing, quality of life initiatives, and aging of Nevada’s residents.

Project Grant for Organizations

Supporting arts and cultural projects with community impact

How the Program Works

The Fiscal Year 2025 (FY25) Project Grant for Organizations (PGO) supports the arts and cultural activities of organizations and public institutions. Funds may be used to support the execution of one arts and culture project or a series of related activities. Examples of eligible projects include art exhibitions, performances, readings, and festivals.

About

Impact Las Vegas awards large grants to local nonprofits funding projects or programs benefitting Southern Nevadans and thereby providing these community organizations with the resources to accomplish extraordinary things.

Focus Areas

Impact Las Vegas accepts grant applications for the following focus areas:

• Culture: 
  • Initiatives, projects or programs that cultivate, develop and enhance the cultural and/or artistic climate in Southern Nevada.
• Education: 
  • Initiatives, projects, or programs that further the educational process or improve access to education for children and/or adult residents of Southern Nevada.
• Environment: 
  • Initiatives, projects or programs that aim to preserve or improve natural resources, encourage conservation, and/or that restore, preserve, revitalize or enhance historical facilities or surroundings of the Southern Nevada area.
• Family: 
  • Initiatives, projects or programs that strengthen and enhance the lives of children and families in the Southern Nevada area.
• Health & Wellness: 
  • Initiatives, projects or programs that improve the mental and/or physical well-being of people living in Southern Nevada.

Funding

All grant requests must be in the amount of the grant amount defined as available by Impact Las Vegas. We announce the exact amount of money available in the funding year in early January after the December 15th membership deadline.

About the Foundation

The John Krakauer Charitable Trust was established in 2012 to fulfill the donor’s philanthropic vision of supporting programs that have a measurable impact on people’s lives. His philanthropy was guided by charitable organizations that exemplify one or more of the following core values:

• Mission-Centered - Nonprofits that live their mission daily, visibly and consistently. The mission is more than a statement on a piece of paper, rather it is visible everywhere in the organization. 
• Innovation - Nonprofits that think boldly and look beyond how things have always been done to imagine effective solutions to the unique challenges of those they serve.
• Entrepreneurial Spirit - A nonprofit's spirit of taking informed, responsible risk to identify or create an opportunity and take action aimed at realizing it.
• Impact - Nonprofits that achieve ambitious, measurable results in pursuit of their vision.
• Passion - Nonprofits with board and staff leadership that have a passion and unwavering commitment for their mission.
• Collaboration - Nonprofits that embrace sharing knowledge and taking collective action to strengthen all parties and effectively leverage resources to achieve common objectives and amplify desired impact.

Mission

To support programs of 501(c)(3) public charities that have a measurable impact on people's lives, with a focus on education, health, and human services in the Southern Nevada region or the San Diego area.

Program areas 

• Education  
• Health
• Human services

Types of support 

Program support, capacity building, scholarship programs.

Capacity building is not general operating support. Capacity building is defined as the ability of nonprofits to fulfill their missions in an effective manner. Capacity building grants may include but are not limited to technology or equipment purchases, professional development, technical assistance, etc.

Grant Guidelines

Grants from the John Krakauer Charitable Trust are guided by the donor’s philanthropic vision to support programs that have a measurable impact on people’s lives, with a focus on education, health, and human services in the Southern Nevada region and/or the San Diego area. Charitable organizations that are mission-centered, innovative, entrepreneurial, impactful, passionate, and collaborative exemplify the core values of the donor’s philanthropy.

Average giving

Average grant size for the first time grantee: $10,000.00 

Larger grants may be awarded to repeat grantees based on the impact made by the prior funding.

Community Grant Fund

Grant decisions will be made by our employee Community Grant Councils (CGC) based in each of the regions in which MGM Resorts International operates domestically. Each CGC meets and evaluates grant proposals from nonprofit agencies in its respective region to determine how the community grant funds will be allocated.

Funding Areas

The Program will give priority to funding for agencies/projects/programs that provide services in the following focus areas:

• Affordable Housing
• Economic Opportunity/ Workforce Development
• Education K-12
• Family Services
• Food Insecurity
• Health and Wellness
• Homelessness
• Services for Seniors
• Services for Veterans and Military Families

MGM Resorts Foundation grants are for a one-year period and do not automatically renew.

About Nevada State Bank

Nevada State Bank's mission is simple. We will continue to build on the strength of our heritage by creating financial products and services for Nevada's families and businesses through client-focused activities, technology and great teamwork.

Community Involvement

Nevada State Bank has a long history supporting the communities we serve. This includes supporting financial literacy programs, economic development efforts, and engaging in numerous causes that lead to stronger Nevada communities.

Our Philosophy

Nevada State Bank donates more than a million dollars annually as part of its mission to support the communities where we do business. These contributions benefit a wide variety of organizations in the areas of education, community development, arts, diversity, health and human services, affordable housing, economic development and city livability.

Beyond the dollars, Nevada State Bank colleagues organize internal bank-wide campaigns each year, encouraging employee participation through volunteer and fundraising activities which raise funding and awareness for a variety of causes and organization in the community.

Grant Requests

All grants from Nevada State Bank will be made to community organizations whose primary purpose is “community development” and whose services benefit areas or individuals within the Bank’s CRA Assessment Areas. Community Development is defined as activities that promote economic development; that support permanent job creation, retention, and/or improvement for low and moderate-income (LMI) individuals; activities that revitalize or stabilize LMI geographies; activities that promote community services targeted to LMI individuals including shelter, food, education, health or social services.

Low income is defined as income that is less than 50% of the area median income. Moderate income is defined as income that is between 50%-80% of the area median income.

The following documents may be requested later when submitting a grant request:

• Completed and signed Form W-9 http://www.irs.gov/pub/irs-pdf/fw9.pdf

• Copy of 501c3 letter from the IRS

• Current IRS 990 filing (pages 1-12 ONLY)

Your contacts for this grant application:

Drew.Zidzik@nsbank.com Senior Vice President

Deanna.Simpson@nsbank.com CRA Program Administrator 

Nevada Arts Council (NAC)

Mission

To ensure that arts and creativity will continue to grow and play an ever-increasing part in the economic vitality, cultural development, quality of life, and educational experience of the residents of the State of Nevada.

Vision

A Nevada in which arts and creativity are understood for how they enrich the lives of all residents, enhance the livability of our communities, and contribute to the state’s economic vitality.

Goals

• Arts Education – conduct workshops, mentorships, professional development opportunities, regional and statewide convenings, and funding for contemporary and traditional artists, non-profit and cultural organizations, and public institutions. In addition, increasing arts education and arts integration into the curriculum of Nevada’s Pre-K-12 schools and promoting lifelong learning through use of arts and creativity in the social development, health, and healing for all Nevada citizens.
• Economic Vitality – addressing Nevadans access to arts and creativity through the recovery and sustainability of artists and arts organizations by creating funding opportunities, promoting cultural tourism, collaborating with government and business, improving creative infrastructure, developing financial viable creative districts, and supporting cultural awareness, understanding, and preservation.
• Healthy Communities – collaborating with partners to increase the understanding, use, and financial support of arts and creativity to aid in the healing, wellbeing, quality of life initiatives, and aging of Nevada’s residents.

Arts Learning Project Grants

The Fiscal Year 2026 (FY26) Arts Learning Project Grant (ALP) is a grant designed to support arts learning programming, teaching artists residencies, and teacher/teaching artists training. These arts learning activities provide unique opportunities for students and people of all ages to work with practicing artists. Funds must be used for conducting group lessons/workshops (in-person or online/virtual) and/or educational performances at schools or community facilities. Funds may be used to support the execution of one activity/project or a series of related activities. Some components of the project, including planning, may occur outside of the FY26 grant cycle (July 1, 2025-June 30, 2026), however, the portion(s) of the project being paid for with ALP grant funds must occur completely within the grant cycle.

Community Ties Giving Program

As part of the Community Ties Giving Program, Local Grants help us achieve our mission by providing small and medium-sized grants within our priority cause areas to local organizations spread widely across Union Pacific's footprint.

Funding Priorities & Objectives

Throughout its existence, the success of Union Pacific's business has been inextricably linked to the economic and community wellbeing of cities and towns across the nation. We take pride in the role we have played in helping communities thrive and believe the impact we can have on local communities is greatest when it is authentic to our history and reflective of the diverse company we are today.

As such, we have carefully aligned our Local Grants cause areas to our company's unique heritage, strengths, and assets. Specifically, we prioritize funding for direct services and efforts that build the capacity of organizations focused on the following causes within our local operating communities. Within each focus area, we aim to support programs and organizations working to advance the diversity, equity and inclusion of underrepresented populations within the local context and issue areas addressed. Find more information about our commitment to DEI in our FAQs.

Safety

In order for communities to thrive, all residents must feel safe. Just as the safety of our employees and community members is paramount to how we operate, Union Pacific is committed to helping communities prevent and prepare for incidents and emergencies, and helping residents get home safely at the end of each day. As such, we prioritize funding for projects and programs that seek to: 

• Encourage safe behaviors and prevent incidents through education and awareness, particularly projects which focus on rail, driver, bike, and pedestrian safety, and ensure outreach efforts reach underserved populations.
• Eliminate risks and improve safe and equitable access to community spaces through infrastructure improvements, such as signage, proper lighting, and public trail improvements.
• Prepare and equip residents and emergency responders* to effectively respond to incidents and emergencies if or when they occur.
  • *Union Pacific supports publicly funded emergency responders through a variety of corporate programs; only independent nonprofit, 501(c)(3) emergency response organizations, such as volunteer departments, are eligible for funding through this grant program
• Prevent crime and violent incidents and support survivors of domestic violence through efforts that address the root causes of these issues and seek to mitigate their occurrence.
• Build the capacity of safety-focused organizations to integrate practices that improve upon the diversity, equity, and inclusion efforts of the organization. This can take the form of internal capacity building or the creation/expansion of culturally relevant programming and services that seek to impact a broad and diverse audience. 

Workforce Development

For more than 160 years, Union Pacific has helped stimulate economic growth in cities and towns throughout the nation by training and providing employment to millions of workers. More than ever, we are committed to helping underrepresented residents in our communities achieve family-supporting careers like those offered by Union Pacific. As such, we prioritize funding for programs that seek to:

• Put youth on the right track by creating awareness of and pathways toward employment opportunities; building foundational skills, especially in Science, Technology, Engineering, and Mathematics (STEM); establishing necessary technical skills and life skills; and providing mentorship and positive role models for the future.
• Raise awareness of, educate and prepare young adults for middle skills jobs like those Union Pacific offers, for instance through community colleges, vocational and career training programs, workforce readiness initiatives, and programs that assist with job placement and/or on-the-job experience.
  • Programs that develop proficiency in areas relevant to Union Pacific operations such as welding, electrical work, machine operations, and civil and electrical engineering are given priority.
• "Up-skill" the existing workforce by providing training and resources that enable them to reach the next level of their career.
  • Programs that develop proficiency in areas of relevance to Union Pacific operations are given priority.
• Resolve barriers to employment such as transportation, childcare, acquiring necessary equipment for work, and second chance employment programs.
• Build the capacity of workforce development-focused organizations to integrate practices that improve upon the diversity, equity, and inclusion efforts of the organization. This can take the form of internal capacity building or the creation/expansion of culturally relevant programming and services that seek to impact a broad and diverse audience. 

Community Vitality

Union Pacific Railroad is committed to establishing vibrant, healthy and inclusive communities for employees, customers and residents to work, visit and call home. Just as the railroad opened avenues for economic development and opportunity more than 160 years ago, we maintain this tradition by cultivating unique cultural and recreational experiences and equipping community members with opportunities to live healthy, vital lives. As such, we prioritize funding for projects and programs that seek to:

• Create, sustain or expand artistic and cultural experiences offered to a broad and diverse audience (e.g., museums, theaters, zoos, cultural and local heritage, visual and performing arts, etc.)
• Provide recreational opportunities that foster wellbeing, enrichment and/or an appreciation for our natural environment (e.g., parks, libraries, senior centers, recreation centers, learning centers, etc.).
• Revive neighborhoods and main street areas, especially in historically underinvested neighborhoods, to improve livability, promote commerce and attract more residents, businesses and visitors to town.
• Ensure residents’ basic needs are met and barriers are overcome (e.g., safe shelter and homelessness prevention, hunger relief, mental health and community health needs, etc.).
• Offer youth development and educational opportunities to ensure young people can thrive into healthy and productive community members (e.g., mentoring, leadership development, tutoring, services for youth in foster care, etc.).
• Build the capacity of community vitality-focused organizations to integrate practices that improve upon the diversity, equity, and inclusion efforts of the organization. This can take the form of internal capacity building or the creation/expansion of culturally relevant programming and services that seek to impact a broad and diverse audience. 

Environmental Sustainability

The future of our business, communities and planet depends on bold, collective action to reduce and slow the impacts of climate change while building a more sustainable economy for the next generation. Union Pacific is taking deliberate steps to reduce our environmental impact and helping our partners improve their own. Extending this commitment to our community investments, we seek to support leading environmental nonprofits and community-based organizations to advance the health of our environment. As such, we prioritize funding for projects and programs that seek to:

• Preserve and restore nature, including programs focused on natural habitats, ecosystems, and biodiversity.
• Protect and enhance water, soil and air quality through innovative and proactive solutions such as water conservation, carbon sequestration and emission reduction programs.
• Reduce waste through initiatives focused on promoting recycling and circularity throughout the community, including recycling and composting programs and other efforts that reduce waste.
• Develop environmental stewards through youth programs focused on fostering environmental appreciation, responsibility, and leadership.
• Advance a sustainable economy by helping communities accelerate their transition to environmental jobs and renewable energy, as well as helping nonprofits and small businesses build their own capacity to operate more sustainably.
• Promote environmental justice through initiatives that ensure access to clean air, water, and land and protect underserved populations from disproportionate and adverse environmental effects.
• Build the capacity of sustainability-focused organizations to integrate practices that improve upon the diversity, equity, and inclusion efforts of the organization. This can take the form of internal capacity building or the creation/expansion of culturally relevant programming and services that seek to impact a broad and diverse audience.

Calling to Serve

Since its inception in 2016, the Robinson Foundation has sought to demonstrate God’s love through sharing the gifts we have received. We understand the often unspoken hardships and struggles that people in and outside of our community face everyday. As such, our contributions are focused on relieving these hardships for the betterment of our world.

As a family-operated foundation, we pray that our small efforts will not only create immediate change in the lives of our neighbors, but will help set those lives on a course for success in the future. We are thankful for each and every day we have on this earth to use what God has granted us to make a difference.

Areas of Interest

• Animal Welfare
• Children & Families
• Disaster Relief
• Education
• Medical Assistance
• Nature & Wildlife Conservation
• Poverty Relief
• Religious & Spiritual Endeavors
• Veterans' Issues

Grant Considerations

We take many different aspects of applications into account when making grant issuing decisions, however these are some of the high-level questions we ask ourselves during the process:

• How does the organization serve their key audience goals?
• Is the organization fiscally responsible?
• Will a grant have a tangible, meaningful impact?
• Will we see direct results from this grant?
• Does the organization have other financial contributors?

Community Partnership Award

The Mutual of America Foundation Community Partnership Award recognizes outstanding nonprofit organizations in the United States that have shown exemplary leadership by facilitating partnerships with public, private or social sector leaders who are working together as equal partners, not as donors and recipients, to build a cohesive community that serves as a model for collaborating with others for the greater good.

Each year, the Mutual of America Foundation sponsors a national competition in which hundreds of organizations demonstrate the value of their partnership to the communities they serve, their ability to be replicated by others and their capacity to stimulate new approaches to addressing significant social issues.

Six organizations are selected by an independent committee to receive the Community Partnership Award.

• The Thomas J. Moran Award is given to the national award-winning program and includes $100,000 and a documentary video about the program.
• The Frances R. Hesselbein Award is given to a partnership that is addressing social challenges in more than one community, or which demonstrates the potential to be replicated in other communities. This recipient receives $75,000.
• Four other organizations are named Honorable Mention recipients for their programs, and each receives $50,000.

Since its inception in 1996, the Community Partnership Award has recognized 262 partnerships from cities and towns across America. Like so many of our clients working in the nonprofit community, Mutual of America is dedicated to having a direct, positive impact on society.

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.