Best Medical Equipment Grants

Strengthen Systems of Health

Goal 1: Strengthen systems of health by catalyzing health systems to be accessible, equitable, and deliver health not just health care.

Outcome 1: Resource allocation and system reform in the health sector reflect the goal of health, not just healthcare.

Strategy 1:Dollar & Sense- Support change in healthcare financing to incent investment in improving community health.

EHF desires to work with institutions that are willing to look at new ways of paying for improved health outcomes. We invite proposals that address innovative programs to pilot, transition, and scale approaches that change the way in which positive health outcomes are financially rewarded.

Examples of this kind of work include but are not limited to:

• Pay for Success initiatives: piloting models that incent spending on prevention by inviting private sector investors to bear up-front costs as well as risk of failure
• Value-based care contracts: supporting community-based clinics in undertaking contracts with payers that reward measurable improvement in health outcomes, as opposed to reimbursing for quantity of services delivered
• Incenting investment in social determinants of health: working with Texas Medicaid, local governments, and managed care organizations to align value-based payment program incentives and other payment structures with interventions that address social determinants of health
• Accountable Communities of Health: supporting the development of the ACH model within EHF’s service area that addresses the critical gap between clinical care and community services by systematically identifying and addressing the health-related social needs of patients through screening, referral and community navigation services.
• Clinic-centric organizational leadership and partnership development: implementing formal and informal network structures (Accountable Care Organizations (ACO), Independent Practice Associations (IPA), and Management Services Organizations (MCO)) to leverage emerging models of care delivery and reimbursement.
• Clinic financial and operational analysis, management, and strategy: building capacity to evaluate likely financial outcomes associated with at-risk financial compensation terms, engaging with MCOs to explore and define partnerships, including developing and implementing risk-based contracts, and establishing and managing performance-based incentives.

Strategy 2: Working Upstream- Support community-based clinics in addressing the social determinants of health.

EHF is interested in incenting clinics to target upstream factors that influence population health, beyond what the healthcare system has historically been able to address on its own. In the spirit of population health management, we envision grant investments that focus on equipping clinics to serve as the trusted community partner capable of connecting and addressing both medical and non-medical needs.

Social determinants are broadly defined as “the conditions in which people are born, grow, live work and age” and may include economic stability, neighborhood and physical environment, education, food, community and social context, and the healthcare system. Although it is known that the social determinants of health have a larger influence on health outcomes than healthcare alone, there are few structured ways for community-based clinics to identify and address non-medical social needs experienced by patients seen in a clinic setting.

EHF supports community-based clinics to collect, analyze, and act on data and information on the social determinants of health that impact their patients. Understanding that clinics may serve as the coordinator – and not necessarily provider – of necessary social services, we support collaborative approaches that place the clinic as the broker of these relationships with local partners. We also recognize that clinics are embedded in the fabric of their communities in unique ways and support clinics in providing leadership for community prevention efforts, especially those that integrate the community as a co-creator of the work. In proposing approaches that address social determinants of health, special attention should be paid to attaining organizational buy-in and internal culture change conducive for this work’s long-term success; this focus includes ensuring that social determinant efforts are financially sustainable.

EHF is particularly interested in innovative approaches to integrating medical and non-medical factors into clinical workflows and we are focused on proposals that move beyond just screening to closed-loop referrals to services that address social determinant needs. Examples of this clinic-based work include but are not limited to:

• Social determinants of health: developing and implementing systems and structures to assess, address, and refer to services for social determinant needs; this work may include providing and/or developing navigation services including service linkage and follow-up on referrals to external resources
• Community prevention: applying innovative practices to reduce rates of preventable illness and injury and better align resources to address the factors that shape health and safety outcomes; this work includes involvement of the community in the planning, development, and/or implementation of programs and strategies

EHF’s Community Centered Health Homes Initiative:

In service of this goal and strategy, we will continue our Community Centered Health Home (CCHH) initiative which provides clinics with coaching, technical assistance, a learning community, and grant funding to enable them to build leadership in the space of community prevention. In consultation with EHF, we invite current CCHH grantees to apply for continued support of this work.

Outcome 2: Low-income and vulnerable populations access comprehensive care in communities

Strategy 3: Comprehensive Clinics- Support community-based clinics to provide comprehensive services, continuity of care, inclusivity, and efficiency in delivery of care.

This strategy reflects our commitment to support clinics to provide the full spectrum of comprehensive primary care as a foundational step in moving toward healthcare which takes a broader, more holistic approach to health problems. To this end, we are committed to partnering with clinics in their journeys to become financially sustainable pillars of their communities, dedicated to improving the overall health of the community which they serve. EHF supports clinics in their work by funding financial, operational, and clinical capacity building to deliver care that is responsive to community needs, leverages the value produced by preventive care, and achieves positive health outcomes.

We define comprehensive community-based clinics as those that provide a full complement of services, including preventive care, primary care, oral health services, and behavioral health services (see the ‘Behavioral Health’ section below for more on EHF’s interest in this area as a key piece of comprehensive care). These clinics offer the full array of services including immunization and women’s reproductive health services, charge patients according to a sliding scale, participate in reimbursement systems, and seek out a variety of sources of funding for sustainability. Please see Expectations of Primary Care Providers under EHF’s General Grant Guidelines and Information.

EHF prioritizes building the capacity of community-based clinics in key infrastructure and care processes that will develop and/or enhance their delivery systems, embed care coordination and management, provide access to specialty care services, and support use of health information technology/data analytics. Elements of this work may require consultation with subject matter experts; we encourage clinics wishing to delve into this work to consider whether their request would benefit from inclusion of technical assistance and/or consulting resources. For additional information, please refer to “Use of Funds” at the end of this guidance.

Examples of this clinic-based work include but are not limited to:

• Access and continuity: increasing access to the primary care team through expanded hours or other alternatives to traditional office visits that help patients get the right care, at the right time, and in the right place; this includes ensuring access to a full range of contraceptive options for women across their reproductive years as well as timely prenatal care.
• Care management: improving individualized care, most often for high-risk, high-need patients, by practicing risk stratification, empanelment, and transition from acute to preventive care and by doing intensive case management where indicated for chronic disease management and serious mental illness.
• Comprehensiveness and coordination: strengthening a clinic’s ability to provide population health management by addressing their patient population’s medical, behavioral, and health-related social needs; this includes focusing on the depth and breadth of services offered including specialty care referral systems and networks in service to lower overall utilization and costs, reduce fragmented care, and achieve better health outcomes.
• Patient and family caregiver engagement: increasing patient engagement in the design and improvement of their own care and incorporating patient input to structure responsive services; this includes providing client-centered reproductive health counseling/
• Change management, practice transformation and clinical integration: strengthening the elements necessary for population health management, including practice operations transformation, patient empanelment, team-based care, optimizing staffing and budgeting for successful new delivery models, and developing and implementing health risk assessments (HRAs) to aid in patient risk stratification.
• Use of data and information: enhancing data analytics capabilities and infrastructure necessary to track client and service information to inform payment and service delivery model enhancements; this includes optimizing health information technology (HIT) to ensure interoperability, allowing for clinical decision support, using automation tools that facilitate case management, and analyzing claims data.
• Patient attribution and activation: integrating key data management processes and reporting functions necessary to successfully implement patient attribution and activation efforts; develop risk attribution methodologies to enhance empanelment of patients and for better care coordination and care management.
• Clinical care team transformation strategies: evolving the practice setting in order to implement new clinical management strategies, including high risk case management, emergency department/inpatient follow-up and/or creating and using disease/preventive care registries.

Behavioral Health

EHF is committed to community-based approaches that reconsider the traditional separation between primary care and behavioral health providers. We want to help communities take action to reduce the impact of mental illness and substance use disorders (SUD) and to collaborate to increase access to behavioral healthcare. This transformation will take time to fully realize, and we look forward to working with providers, partners, and communities that share our commitment.

We are especially interested in approaches that leverage and/or build the resources of community-based health clinics, recognizing the high rate of mental and physical health comorbidity.

Our priority in behavioral health is to support the expansion of integrated behavioral health services. To that end, we invite applications for funding necessary to plan and implement behavioral health integration that brings behavioral health services into a primary care setting, brings primary care services into a behavioral health setting, or brings SUD services into either a primary care or a mental health setting.

The SAMHSA (Substance Abuse and Mental Health Services Administration) Center for Integrated Health Solutions has developed a framework to help primary and behavioral healthcare provider organizations improve outcomes by helping them understand where they are on the integration continuum. Applicants interested in applying for this priority should review this website when developing their proposals, as they will be asked to rank their current level of integration according to SAMHSA’s framework in their application.

We are most interested in funding approaches that move beyond simply meeting unmet needs and are innovative in the ways in which they holistically assess and address patients’ health needs. In urban areas, our resources primarily support organizations devoted to fully integrated physical and behavioral health services. We encourage community-based clinics to think creatively about what they need to build capacity within their organizations to provide integrated care, and to develop a plan to achieve proficiency in these skills. We are most interested in helping organizations achieve the culture change necessary for seamless communication between providers – both in-person and electronically – in order to develop care plans that are responsive to a patient’s physical and behavioral health needs.

Strategy 4: Rural Health- Expand and strengthen community-based clinics in rural areas 

EHF understands that rural areas may lack basic preventive, primary, behavioral, and oral health services. This strategy is aimed at increasing the availability of these basic services to those living in smaller towns and rural areas. We seek to work with communities to help them optimize healthcare infrastructure, including communities that have depended on rural hospitals whose futures may be in jeopardy. EHF is particularly interested in work that leverages – and is connected to – the broader community and health system.

Examples of this work include but are not limited to:

• Offering technical assistance or operating support for rural health clinics to provide outpatient primary care services.
• Developing approaches to recruit and/or retain provider staff including nurse practitioners and other mid-level providers.
• Enhancing use of information technology and data analytics.
• Supporting other practices that improve the sustainability and function of rural health clinics.
• As noted above, our priority in the area of behavioral health is to support the expansion of integrated behavioral health services. In smaller towns and rural areas, EHF will support grants for behavioral health services in non-integrated settings because we recognize the relative lack of behavioral health services in these locations.

Examples of this work include but are not limited to:

• The provision of effective and efficient evidence-based behavioral health implemented in clinic settings.
• Forging new bonds between community-based organizations to locate behavioral health services in accessible settings.
• Changing a clinic’s administrative practices to offer services on evenings, weekends, and/or a walk-in basis.
• Technical assistance to allow for successful participation in payment reform efforts, including developing capacity in the six core areas defined under the Certified Community Behavioral Health Clinic (CCBHC) requirements: staffing, availability and accessibility of services, care coordination, scope of service, quality and other reporting, and organizational authority, governance and accreditation.

Strategy 5: Health Coverage and Benefits: Improve health coverage for low income and  vulnerable populations.

EHF will fund clinics and community-based organizations to help low-income populations gain access to care through enrollment in health insurance and other health-related programs, including those offered by federal, state, and local governments. Funds will support dual approaches that expand health insurance coverage and improve enrollment of eligible beneficiaries, and advocacy efforts to increase health insurance coverage in Texas including the expansion of Medicaid.

EHF is particularly interested in:

• Proposals that use innovative approaches to track newly-enrolled beneficiaries through their first use of those benefits, most commonly through a visit with a medical provider or utilization of closed loop referral processes.
• Strategic partnerships that expand the enrollment ecosystem with key community partners such as schools, to find children and family members who could be eligible for health insurance coverage and other community benefits.
• Community engagement strategies to enhance consumer understanding of health benefits, identify health issues, develop local priorities and expand enrollment to new service areas such as rural communities.
• Innovative uses of strategic outreach, field navigators and partnership engagement specialists as part of the enrollment team to increase the ability to perform field enrollments and expand engagement to uninsured eligible individuals.

Organizations may also consider efforts that strengthen the enrollment eco-system by including advocacy supports that increase health insurance coverage in Texas, technical assistance supports that build the capacity of enrollment assisters, and efforts that maximize the impact and strengthen the work of enrollment-based coalitions.

The La Crescent Community Foundation, established in 1995, aims to enhance the quality of life in the La Crescent area through targeted grants. It supports various community projects, including park improvements and educational initiatives, while prioritizing organizations that uphold non-discrimination policies. The Foundation's grants focus on local needs, with a preference for applications from schools and local government agencies. Recent efforts include funding for a new event center, demonstrating a commitment to community development.

The Cushman Foundation Grant aims to support community and humanitarian efforts in San Diego County. The foundation focuses on areas such as aid to seniors, arts and culture, education, and health and well-being. Eligible applicants include current 501(c)(3) organizations located in the region. The foundation is committed to giving back to the community it has served for generations, fostering positive change and promoting human welfare through its initiatives.

The Crail-Johnson Foundation focuses on enhancing the well-being of children and families in Los Angeles through grants aimed at Health, Human Services, and Education. It supports non-profit organizations that provide essential services, prioritizing communities such as San Pedro and Watts. The Foundation emphasizes mental health, access to care, and innovative programs for disadvantaged youth. Grants are typically one-year, with a focus on systemic change and proven approaches to community health and education.

West Pharmaceutical Services, Inc. offers the WPS Community Support Grants & Sponsorships, emphasizing a culture of giving and community involvement. The program supports 501(c)3 organizations that address healthcare challenges and focus on children, disabled individuals, and STEM education. Through financial support and volunteerism, West aims to foster healthier communities where its employees live and work, reinforcing its commitment to philanthropy and social responsibility.

The White Family Foundation provides grants to enhance education, healthcare, and religious initiatives in Florida. With a focus on the Tampa Bay area, the Foundation supports organizations that foster self-reliance and personal responsibility, offering funding up to $25,000 per year. Priority is given to those with operating budgets under $5 million. By partnering with local entities, they aim to make a lasting positive impact on individuals and families in the community.

The VHCF Health Access Grants aim to enhance healthcare access for uninsured Virginians and those in underserved areas. This funding supports initiatives to expand care capacity, establish broader services, and address the mental health crisis exacerbated by the COVID-19 pandemic. Eligible organizations include public agencies and 501(c)(3) nonprofits. The program prioritizes projects that create coordinated systems of care to improve health outcomes for vulnerable populations.

The Cooper Foundation Grant Program aims to enhance the quality of life in Waco, Texas, by providing funding to 501(c)(3) nonprofit organizations. Potential applicants are encouraged to submit a Grant Inquiry and consult with Foundation staff to ensure their proposals align with funding priorities. The Foundation supports projects in education, health, arts, culture, and social services, emphasizing community impact and collaboration.

The Santa Ynez Band of Chumash Indians Foundation, established in 2005, aims to enhance community well-being through grants focusing on five key areas: Community Enhancement, Culture, Education, Health, and Native American Interests. Its competitive grant process supports organizations that benefit Santa Barbara, Ventura, and San Luis Obispo Counties. The Foundation prioritizes projects that promote environmental preservation, cultural appreciation, educational access, health services, and Native American culture, ensuring no discrimination in its funding practices.

The Price Foundation Grant Program aims to enhance education, health, and historic preservation in Clark and Cowlitz Counties, Washington. The foundation supports 501(c)(3) organizations by providing need-based scholarships, grants for medical care, and funding for the preservation of historic sites. The mission aligns with the vision of promoting community well-being and valuing historical lessons. By addressing unfulfilled needs, the foundation plays a pivotal role in improving the quality of life in the region.

The Nunnally Foundation Grant supports various charitable activities in the Greater Richmond, Virginia area, with funding typically ranging from $5,000 to $50,000. Established in 1970, the foundation primarily assists organizations that qualify as 501(c)(3) entities. Preference is often given to initiatives related to healthcare, education, human services, religion, and arts and culture, highlighting the foundation's commitment to enhancing community welfare and quality of life.

Sanofi Philanthropic Donations support non-profit organizations aligned with Health Equity, STEM Education Equity, and Local Communities. Applications are accepted year-round, with a review process of 8 to 16 weeks. The initiative focuses on improving healthcare access, fostering innovation, and addressing social determinants of health. Sanofi emphasizes collaboration and sustainable solutions, advocating for equal opportunities in health and education, and nurturing future talent to tackle medical challenges.

The William H. Hannon Foundation provides grants primarily to non-profit organizations that enhance education and health care within the greater Los Angeles area. Grant requests must be submitted in letter format, adhering to specific guidelines outlined on their website. The Foundation focuses on advancing the welfare of disadvantaged groups and supports endeavors that align with Mr. Hannon's philanthropic values. Notably, individual requests and certain funding types are excluded from consideration.

The Ueberroth Family Foundation, established in 1984, focuses on empowering community organizations in Orange County, CA. With a mission to foster sustainable growth, the foundation supports youth education, health, and human services. It prioritizes grants for local initiatives, emphasizing personal involvement. Organizations that align with its values and demonstrate potential for impactful change are encouraged to apply, particularly those aiming for self-sufficiency and community betterment.

The Claude Worthington Benedum Foundation aims to foster human development in West Virginia and Southwestern Pennsylvania by strategically distributing charitable resources. Guided by principles of collaboration and innovation, the Foundation supports community development and health initiatives. Their focus includes enhancing health care accessibility, promoting leadership, and addressing social determinants of health. They prioritize projects that engage diverse community members and encourage cross-sector collaboration to maximize impact and sustainability in these regions.

The Jeannette F. Schlobach Grant Program provides essential support to nonprofit organizations serving residents of Dutchess County, NY, affected by poverty. It focuses on enhancing economic stability, health, and educational opportunities through effective programs such as case management, housing services, and health access. Eligible organizations include 501(c)(3) nonprofits and faith-based groups. The grant encourages innovative solutions while supporting existing programs, ensuring a lasting impact on the community.

The Fall Field of Interest Grants from the Grand Traverse Regional Community Foundation aim to enhance the health of youth and seniors in Michigan. Established under the Tobacco Settlement Partnership, these grants support programs focusing on nutrition, counseling, and wellness for individuals aged 0-18 and 55 and older. Eligible applicants include nonprofits and governmental entities serving specified counties. With over $65.7 million awarded, the foundation continues its commitment to community health and well-being.

The Campbell Endowment offers various fall grant opportunities aimed at supporting programs that enhance self-sufficiency in Antrim, Benzie, Grand Traverse, Kalkaska, and Leelanau counties. Established in 1996, this fund focuses on key areas including food, health care, housing, and childcare. Eligible applicants include 501(c)3 nonprofits, educational institutions, and governmental entities. Preference is given to initiatives that create a transformative impact on community needs.

The Fall Grant Opportunities from the Northwest Michigan Osteopathic Endowment aim to support educational programs and innovative health initiatives in Antrim, Benzie, Grand Traverse, Kalkaska, and Leelanau counties. Eligible applicants include nonprofit organizations, educational institutions, and governmental entities that address community health needs. This initiative promotes collaboration among local entities to enhance healthcare education and services, thereby improving overall community health outcomes.

The Help Our Neighbors Grant Program, initiated by the Community Foundation of Anne Arundel County, provides vital emergency assistance to individuals and families in need. Grants range from $500 to $1,000, aimed at covering essential expenses like rent, utilities, and food. To qualify, organizations must operate in Anne Arundel County and possess a 501(c)(3) designation. The program emphasizes addressing urgent financial needs to help maintain independence.

The 1829 Legacy Fund Grants, managed by the Rhode Island Community Foundation, support nonprofit organizations in Rhode Island focusing on human services, education, arts, and journalism. Established in 2012, the fund continues a legacy of philanthropy dating back to 1956. Organizations can apply annually, with decisions made within three months. This initiative aims to mobilize community generosity and drive impactful change across the state.

The Eau Claire Community Foundation (ECCF) offers the ECCF Community Grant focusing on various areas including arts, education, environment, and social services. This grant aims to support programs that enhance community life, provide educational opportunities, and address essential needs for residents. Organizations located in the Eau Claire area or those demonstrating significant impact are encouraged to apply. The foundation prioritizes innovative proposals that foster collaboration and effectively respond to local needs.

The SHF Responsive Grant Program, offered by Sisters Health Foundation, supports projects aimed at enhancing healthy eating, active living, thriving neighborhoods, and mental health in the Mid-Ohio Valley. Eligible applicants include 501(c)(3) nonprofits and public institutions targeting specific counties in West Virginia and Ohio. The program prioritizes evidence-based strategies to promote health and well-being, foster community resources, and improve access to essential services, making it a vital resource for local organizations seeking funding.

The Page/Lake Powell, Tuba City, and Williams Community Funds, part of the Arizona Community Foundation, aim to enhance local philanthropy. These funds, dedicated to specific communities, support local initiatives through grants derived from endowed funds. Community members engage in identifying needs and guiding funding decisions. By collaborating with local organizations, the foundation ensures that resources are allocated effectively, fostering sustainable growth and addressing pressing community issues for the benefit of residents in these areas.

The Beaches Community Fund Grant supports nonprofit organizations serving the Beaches communities from Mayport to Guana. Priority is given to initiatives addressing basic needs, educational support for K-12 students, early learning opportunities for low-income families, and transportation needs for residents. This grant aims to uplift the community by targeting essential services and enhancing the quality of life for those in need.

The Utah Medical Association Grant provides financial support for projects that enhance education for healthcare professionals, improve treatment facilities, and promote public health initiatives aimed at disease prevention in Utah. Examples of funded projects include health education programs, immunization campaigns, and community health clinics. This grant is available exclusively to 501(c)(3) organizations with a focus on detailed proposals for specific projects that benefit Utah residents.

The Booth Ferris Foundation, established in 1957, offers grants through its Strengthening NYC Grant Program. This initiative aims to support organizations that promote equity and build vibrant communities in New York City. Eligible entities must demonstrate a strong track record and focus on capacity building to address systemic inequities. The Foundation provides funding for projects that enhance nonprofit infrastructure and sustainability, helping organizations achieve long-term impact in their communities.