Marketing Grants for Nonprofits in Minnesota
Marketing Grants for Nonprofits in Minnesota
Looking for marketing grants for nonprofits in Minnesota?
Read more about each grant below or start your 14-day free trial to see all marketing grants for nonprofits in Minnesota recommended for your specific programs.
Community Possible Grant Program: Play, Work, & Home Grants
U S Bancorp Foundation
NOTE: For nonprofit organizations new to U.S. Bank Foundation, a Letter of Interest is available. Community Affairs Managers will review Letter of Interest submissions periodically to learn about new and innovative programs and organizations in their regions and markets. After reviewing a Letter of Interest, a Community Affairs Manager may reach out with a request for a full application. You can access the Letter of Interest by clicking the “Submit a letter of interest” link at the bottom of this page. Letters of Interest may be submitted at any time during the year.
Community Possible Grant
Through U.S. Bank’s Community Possible® grant program, we invest in efforts to create stable jobs, safe homes and communities.
Within these general guidelines, we consider the following funding request types:
An operating grant is given to cover an organization’s day-to-day, ongoing expenses, such as salaries, utilities, office supplies and more. We consider operating support requests from organizations where the entire mission of the organization fits a Community Possible grant focus area.
Program or project grants
A program or project grant is given to support a specific, connected set of activities, with a beginning and an end, explicit objectives and a predetermined cost. We consider highly effective and innovative programs that meet our Community Possible grant focus areas.
A capital grant is given to finance fixed assets. The U.S. Bank Foundation considers a small number of requests for capital support from organizations that meet all other funding criteria, whose entire mission statement fits a Community Possible grant focus area, and with which the Foundation has a funding history. All organizations requesting capital funding must also have a U.S. Bank employee on the board of directors. U.S. Bank does not fund more than 1% of the non-endowment total capital campaign fundraising goal. All capital grant requests are reviewed and approved by the national U.S. Bank Foundation Board or by the U.S. Bank Foundation President.
Focus Area: PLAY
Creating vibrant communities through play.
Play brings joy, and it’s just as necessary for adults as it is for kids. But in low-income areas there are often limited spaces for play and fewer people attending arts and cultural events. That’s why we invest in community programming that supports ways for children and adults to play and create.
Access to artistic and cultural programming and arts education
Our investments ensure economic vitality and accessibility to the arts in local communities, as well as support for arts education. Examples of grant support include:
- Programs that provide access to cultural activities, visual and performing arts, zoos and aquariums and botanic gardens for individuals and families living in underserved communities
- Funding for local arts organizations that enhance the economic vitality of the community
- Programs that provide funding for arts-focused nonprofit organizations that bring visual and performing arts programming to low- and moderate-income K-12 schools and youth centers
Supporting learning through play.
Many young people across the country do not have the resources or access to enjoy the benefits of active play. Supporting active play-based programs and projects for K-12 students located in or serving low- and moderate-income communities fosters innovation, creativity, and collaboration and impacts the overall vitality of the communities we serve. Funding support includes:
- Support for organizations that build or expand access to active play spaces and places that help K-12 students learn through play and improves the health, safety and unification of neighborhoods in low- and moderate-income communities
- Programs that focus on using active play to help young people develop cognitive, social and emotional learning skills to become vibrant and productive citizens in low- and moderate-income communities
Focus Area: WORK
Supporting workforce education and prosperity.
We know that a strong small business environment and an educated workforce ensure the prosperity of our communities and reducing the expanding wealth gap for communities of color. We provide grant support to programs and organizations that help small businesses thrive, allow people to succeed in the workforce, provide pathways to higher education and gain greater financial literacy.
Investing in the workforce.
We fund organizations that provide training for small business development, as well as programs that support individuals across all skill and experience levels, to ensure they have the capability to gain employment that supports individuals and their families. Examples of grant support include:
Small business technical assistance programs
Job-skills, career readiness training programs with comprehensive placement services for low- and moderate-income individuals entering or reentering the labor force
Providing pathways for educational success.
To address the growing requirements for post-secondary education in securing competitive jobs in the workplace, we support:
- Organizations and programs that help low- and moderate-income and at-risk middle and high school students prepare for post-secondary education at a community college, university, trade or technical school and career readiness
- Programs and initiatives at post-secondary institutions that support access to career and educational opportunities for low- and moderate-income and diverse students
Teaching financial well-being for work and life.
Financial well-being is not only critical for financial stability, it’s crucial in helping individuals be successful in the workplace. Examples of grant support include programs that positively impact:
- K-12 and college student financial literacy
- Adult and workforce financial literacy
- Senior financial fraud prevention
- Military service member and veteran financial literacy
Focus Area: HOME
Working to revitalize communities one neighborhood at a time.
Children and families are better positioned to thrive and succeed in a home that is safe and permanent. Access to sustainable low-income housing is increasingly challenges for low-moderate income families. In response, our giving supports efforts that connect individuals and families with sustainable housing opportunities.
Access to safe, affordable housing
We provide financial support to assist people in developing stability in their lives through access to safe, sustainable and accessible homes. Examples of grant support include:
- Organizations that preserve, rehabilitate, renovate or construct affordable housing developments for low- and moderate-income families, individuals, seniors, veterans, and special-needs populations
- Organizations that provide transitional housing as a direct steppingstone to permanent housing
- Organizations that focus on Veterans housing and homeownership
- Construction of green homes for low- and moderate-income communities
- Energy retrofit programs for low- and moderate-income housing developments
Home ownership education
Owning and maintaining a home requires significant financial knowledge, tools, and resources. We support programs that assist low- and moderate-income homebuyers and existing homeowners. Examples of grant support include:
- Homebuyer education
- Pre- and post-purchase counseling and coaching
- Homeownership-retention programs designed to provide foreclosure counseling
Laird Norton Family Foundation Grant
Laird Norton Family Foundation
Note: If you have thoroughly reviewed the Foundation’s priorities and grantmaking activity on the website and you believe your organization is a good match for our mission, you can fill out an information form here. Please be aware that the Foundation does not accept unsolicited proposals or formal letters of inquiry and rarely makes grants to organizations that we first learn about through the information form—so we urge you to carefully review your fit with our organization’s priorities before investing time in filling out our information form. Full applications may be submitted by invitation only.
Laird Norton Family Foundation
The Laird Norton Family Foundation (LNFF) is a private family foundation in Seattle, Washington, with a mission to 1) honor and reflect the family’s shared values through giving and 2) engage the family in philanthropy as a platform for strengthening family connections.
The Laird Norton Family
The Laird and Norton families, related to each other from their pioneer origins in Pennsylvania, settled in Winona, Minnesota, in the mid-1850s. There, William Harris Laird and his cousins, Matthew G. Norton and James Laird Norton, formed the Laird Norton Company.
The pioneer logging and lumberyard operation was the first of several family-owned companies, first in the Midwest, later in the Pacific Northwest, and finally all over the West, including Alaska. Today, Laird Norton Company, LLC is still a privately owned and operated family business, committed to contributing value to its family and community.
A seventh-generation family, the Laird Norton family now includes approximately 500 living family members. Family members live throughout the world and occupy a wide array of professions. We come together every year to share skills and interests, and strengthen our connection to each other and our shared history.
Arts in Education
Goals and Strategies
The goal of the Arts in Education program is to increase arts education and to improve pre-K through grade 12 student learning through the arts. Funding will be directed toward programs that seek to enhance students’ educational outcomes rather than to simply increase participation in, or appreciation for, the arts.
The Arts in Education program will consider funding programs that:
Why Take This Approach?
There is clear evidence to suggest that arts-integrated curricula and/or arts-rich environments are beneficial to student learning. Although we value the arts as a stand-alone experience, programs are most successful when:
- They have the support of an entire district and in-school leadership
- Teacher professional development is included in the program
- Partnerships with high-quality arts organizations are created and nourished
- Arts lessons are aligned with other student learning goals, and
- Student progress is effectively monitored
With the above lessons in mind, we have established the following guiding principles.
- K-12 public schools (or pre-K programs that receive public funding) must already have traction in arts programs (i.e. some arts education has already been established in the school, policies are in place to support arts in education, principals want a more robust arts program, and schools have support from parent groups (PTAs) to strengthen their arts programs).
- Programs must focus on positively impacting students’ learning.
- Programs must focus on students “doing” art, as opposed to observing art. Programs should enhance comprehensive, sequential delivery of arts instruction and can include all arts: performing, music, visual, theater, literary (poetry & writing), folk, media, and emerging art fields.
- Applicants should be able to demonstrate their program has been designed and is managed with an understanding of cultural competencies appropriate to their student demographic.
Goals and Strategies
Climate change poses a significant global threat, one which we are addressing by striving to ensure an equitable, resilient, habitable, and enjoyable world for current and future generations. While our work is focused on climate change, we believe in the value of ecosystems services and in the stability and resiliency of healthy natural systems. We also believe it is essential that the cost of externalities be incorporated into lifestyle, policy, and business considerations.
As a small funder addressing an enormous issue, we aim to make grants that offer potential for leverage and scalability — as well as “opportunistic” grants where our ability to move quickly may positively impact a project’s outcome. We are particularly interested in policy and research work, demonstration projects, and finding ways to address critical gaps. We are also interested in expanding our own learning (we are not experts, nor do we aspire to be).
Why Take This Approach?
We believe in persistence and prefer to invest in ongoing work with a long-term focus. Although our grants operate on a one-year cycle, we take a partnership approach to our grantmaking and prefer to support organizations and projects that take a long-term view and can demonstrate progress toward goals each year. We are also interested in projects that have the potential to be self-sustaining in the long run.
Currently, our grantmaking is focused on efforts to hasten the demise of coal, and on work that increases the abilities of the forests, agricultural lands, and estuaries of the Pacific Northwest to sequester carbon. We are looking to support leverageable, measurable work focused on:
- Regenerative biological systems that influence the carbon cycle (“biocarbon”)
- Reducing dependency on fossil fuels, and promoting renewable energy and energy efficiency.
Goals and Strategies
The goal of the Human Services program is to support, empower, uplift, and create opportunities for long-term success and a brighter future for unaccompanied youth and young adults (age 12-24) who are in crisis, have experienced trauma, or are aging out of the foster care system. We want to support these youth and young adults in their journey from surviving to thriving.
We will consider funding organizations or programs that provide support for youth/young adults suffering from trauma, mental illness, or addiction, with priority given to homeless youth and those impacted by the foster care system. While the full spectrum of services for youth in crisis is essential, we expect to do the bulk of our grantmaking in two areas:
Why Take This Approach?
We believe treatment and support for mental health issues and trauma can help prevent homelessness and addiction later in life. We also believe supporting youth/young adults as they transition out of foster care and into independent living increases their odds for a positive future.
Organizations must meet at least one of the following criteria in order to be considered:
- Have leaders and/or staff that are representative of the community they serve. We believe that the best programs will have mentors and leaders that truly understand and can identify with those they serve (e.g., staff that have been homeless or in foster care or are open about their own mental health, trauma, or addiction struggles). We value organizations or programs that emphasize connection to and even emanate from the communities they seek to serve; those that embrace the mantra "nothing about us without us” in all aspects of their work.
- Organizations or programs that include or connect to wrap-around services for youth/young adults. For example: organizations that identify and connect youth to community resources, offer job/skills training and/or provide case management. We value organizations that partner with others in the community to ensure all of a young person’s needs are met.
Goals and Strategies
The Laird Norton family continually promotes the advancement of intellectual growth, business experience, and philanthropic focus in order to ensure the excellence of its youngest generations. Through the Sapling Fund, young Laird Norton family members (ages 14–21) come together to learn about grantmaking, the nonprofit sector, and family philanthropy. The Sapling Fund provides young family members a chance to identify and support causes that resonate with them, and endows future family leaders with a sense of fiscal and social responsibility.
Sapling Fund grants are guided by a “for kids, from kids” philosophy. Grants support programs and organizations that cater specifically to youth and specific priorities change each year as new cohorts of Sapling members collectively identify shared priorities for the year’s grantmaking.
Why Take This Approach?
Sapling Fund committee members gain valuable experience by organizing an annual campaign to raise money for their grantmaking activities through contributions from Laird Norton family members. The annual budget supports three to five grant awards each year and an all-family service project organized by members of the committee.
Goals and Strategies
Watersheds have social, ecological, and economic significance. The goal of the Watershed Stewardship program is to create enabling conditions for long-term social and ecological health and resilience in places of importance to the Laird Norton Family.
We take a long-term view on healthy watersheds and invest in organizational capacity with an eye to future resilience. We encourage our partners to focus not on single-species recovery or restoration to historical conditions as a primary end-goal, but to also consider the potential value of significantly altered — but functioning — ecosystems as we continue to face the impacts of climate change and other natural and human-caused changes into the future.
We seek to add value not just by making financial investments in organizations advancing place-based ecological and social outcomes, but also by building relationships in watershed communities, spending time listening and gaining experience in the watersheds in which we invest, and fostering partnerships, convenings, and additional investment from other funders.
Why Take This Approach?
We believe the wellbeing of the people who live in a place must be considered alongside ecological goals; understanding the diverse interests and values of a watershed’s human inhabitants is an important component of long-term success.
Organizations or programs we partner with should:
- Possess the organizational capacity and skills to be well-positioned to secure much more significant funding for projects than we would ever be able to provide.
- Be open to the Foundation removing barriers to entry for public funding and get projects to a shovel ready position.
- Provide us with opportunities to invest in their abilities to develop strong governance structures, collaborate, mediate, facilitate, tackle sticky challenges, get paperwork in order, maintain momentum on big projects, and otherwise lay the groundwork for success.
While we don’t specifically commit to a set term of investment in any watershed, we believe that investing in a place long enough to really understand the work is important, and we believe that sustained and flexible funding enables greater long-term success for our partners. Although we make grants on a one-year cycle, we take a partnership approach to our grantmaking and hold a long-term view on the work being done in the watersheds we prioritize, but we do move on when we no longer have a necessary role to play.
Old National Bank Foundation Sponsorships
Old National Bank Foundation
NOTE: If your event is less than 30 daysaway, it is unlikely itwill be funded.
The Old National Bank Foundation believes that social responsibility is essential to fostering vibrant, sustainable communities. We realize this belief through strategic partnerships with charitable organizations addressing defined community needs.
Old National Bank Foundation
The Old National Bank Foundation makes contributions to nonprofit organizations to fund widespread community impact programs and/or projects. The Foundation is part of Old National's overall charitable giving initiative, which enables us to support programs that improve quality of life in areas of Indiana, Illinois, Kentucky, Michigan, Minnesota and Wisconsin where our clients, associates and shareholders live and work.
Invested in our communities
Caring for our clients means being an active and dynamic partner in the cities and towns we serve. Through sponsorships, Old National helps organizations improve the quality of life in the areas where our clients, associates and shareholders live and work.
Old National Bank Foundation Sponsorships
Old National sponsorships provide monetary support for events or activities, while enabling us to partner with many community organizations. Typically such sponsorships are in exchange for advertising and/or publicity that directly benefits Old National. Our goal is to make meaningful contributions, measure the results of our sponsorships, and work closely with the organizations we support.
Here are examples of the types of activities we sponsor:
- One-time events
- Golf tournaments/scrambles
- Corporate tables at galas
- Sporting events
- Special events (telethons, marathons, races or benefits)
Pachel Foundation Grant
History of the Foundation
Fern Pachel formed the Pachel Foundation with the assistance of the Biga family in 2007. Fern and her sister Elsie lived together in the Twin Cities until Elsie’s death in 1977. They took good care of their parents who lived on 19th Avenue East in Duluth. They also traveled to many countries, including Cuba. Elsie wisely advised Fern to put a little money away every paycheck. They successfully invested in the stock market starting in the 1950’s. The interest income is used to support many nonprofits in the state of Minnesota and northwestern Wisconsin.
Twin Cities Fund: Career Pathway Program Grant
Best Buy Foundation
Twin Cities Fund
As a worldwide company headquartered in Minnesota, the Best Buy Foundation considers proposals from 501(c)(3) nonprofit organizations that serve the seven-county Twin Cities metro area. This grant opportunity supports Arts & Culture organizations add to the vibrancy of the Twin Cities area and organizations with Teens and Technology programs that provide teens from disinvested communities access to hands-on technology skills and training they need to be prepared for a successful career.
Career Pathway Program Grant
The Career Pathway program grant supports organizations that provide tech skills and workforce readiness to help teens achieve a degree or credential, achieve self-supporting wages or have opportunities for further education and career advancement.
Joyce Foundation: Education & Economic Mobility Grants
NOTE: The Joyce Foundation accepts grant inquiries online throughout the year. Proposals are considered at meetings of the Foundation’s Board of Directors in April, July, and December. Applicants are strongly encouraged to plan their application and proposal submission process for the April or July meetings, since most grant funds will be distributed at those times.
Through its grantmaking and other policy-focused efforts, the Foundation seeks to:
- Racial Equity: Incorporate the voices of, and achieve more equitable outcomes for, Black, Indigenous and people of color (BIPOC) communities in the Great Lakes region.
- Economic Mobility: Improve the ability of individuals in the Great Lakes region to move up the economic ladder within a lifetime or from one generation to the next.
- Next Generation: Incorporate the voices of, and improve outcomes for, the next generation of Great Lakes residents, defined as young people born after 2000.
Education & Economic Mobility Grants
The Education & Economic Mobility Program, through the focus areas below, works to increase the number of historically underserved young people who move up the economic ladder by ensuring equitable access to high-quality education and jobs. We invest in local, state and federal policies that ensure historically underserved young people have effective educators, graduate high school with academic and career momentum, and attain college credentials with economic value. We also support policies that help ensure low-wage workers achieve economic stability, dignity, and mobility. In the short term, we will invest in research, policy development, and advocacy to help the education systems recover from the COVID-19 pandemic.
Advance federal, state and district policies to ensure historically underserved students in the Great Lakes region have highly effective, diverse teachers and principals. Efforts include research, policy development, advocacy, and technical assistance to reform teacher preparation, diversify the educator pipeline, build strong pathways from high school into teaching, and overhaul school staffing models to support principals and spread the reach of great teachers. Our investments here are focused on Illinois, Indiana, and Minnesota and on national efforts.
College and Career Readiness
Support federal, state and school district policies that ensure historically underserved young people in the Great Lakes region graduate high school ready for college and career success. Efforts include research, policy development, and advocacy to reform dual-credit and remediation policies, expand access to quality work-based learning opportunities, and align K-12, post-secondary and workforce systems.
Support federal and state policies to close race- and family income-based gaps in college attainment. Efforts include scaling up proven student support models to improve community college outcomes; preserving access for students of color and rural students to affordable, high- quality public college options and to labor markets that require college degrees; seeking racial and family income representativeness at selective public universities; and supporting advocacy, litigation, and policy development to narrow gaps in post-graduate financial outcomes for students of color and low-income students.
Future of Work
Support state and federal policies to help low-wage workers achieve greater economic stability, dignity, and mobility, with a special focus on technology’s role in the workplace and labor market. Specifically, we will support state policy to ensure employees can access public benefits, refundable tax credit policies, and nascent policy development on issues of technology and the labor market.
Shavlik Family Foundation Grant
Shavlik Family Foundation
NOTE: If you are a Tribal government or an organization using a fiscal sponsor, please reach out to us before applying.
Summer Pilot only: organizations with an active grant from the Foundation are ineligible for the pilot. Summer pilot is a one-time application for grants that focus on innovative uses of data, we recommend discussing your proposal idea with Foundation staff before submitting.
The Shavlik Family Foundation mission is to remove barriers by providing access to technology needed to empower people and organizations to find their full potential. In helping nonprofits utilize technology to improve operations, program efficiency, collaboration, donor support, communication or service delivery we empower the futures of Minnesota nonprofits in a unique way – by supporting innovation through the implementation of technology.
Who We Fund
The Shavlik Family Foundation focuses on nonprofits or Tribal governments serving Minnesota, but we do not focus on the size or services provided by a nonprofit. We simply want to fund the best technology projects that will have the greatest impact on an organization or the community it serves.
While the Foundation encourages organizations to undertake a full planning process including working with consultants to determine the best solution, this stage is outside our funding focus. It would be premature to apply to us if you have not completed the vetting, budgeting, and implementation plans of the technology project for our consideration. Our focus in funding is on implementation of technology versus the planning stage.
We continue to be inspired every year with new and different ways technology can be applied to issues facing the Minnesota nonprofit community.
We focus on information and technology resources that can build capacity for nonprofits and their clients.
We encourage organizations to account for routine replacement of hardware and software and upgrades in their annual planning and operating budgets and not apply for grants to maintain the systems they are already using or upgrades to a technology already deployed. When proposing new systems make sure your approach is well planned out and show through expected outcomes how it will make positive change for the organization.
In looking at outcomes, we want to see projects that can show a clear impact or transformation on an organization's operations or capacity to meet its mission. Our financial investment should have clear measurable benefits greater than the cost.
As technology constantly evolves we are open to expanding what we fund and look forward to hearing about new ideas for technology projects that will solve issues nonprofits face in delivering on their unique mission.
Areas of Interest
The Shavlik Family Foundation focuses on the technology you want to implement first and foremost. We have funded projects that utilize databases, websites, mobile applications, text messaging services, smart devices, audio visual equipment, and other hardware and software systems to create better systems, data tracking, communication, access and services for their organizations.
In addition to our typical grant program open to all technology projects, we are opening a one-time application for grants that focus on innovative uses of data.
Social Enterprise Accelerator Cohort
Propel Nonprofits, with support from Otto Bremer Trust, is pleased to announce a new social enterprise accelerator program for Minnesota nonprofits that are developing an earned revenue stream to support the mission of their nonprofits. Propel is accepting applications from Minnesota nonprofits that have recently launched, or are on the brink of launching, a new social enterprise initiative and want to network with peers and coaches in a cohort setting to refine the business plan and implementation of their project.
Social Enterprise“A social enterprise is an organization or initiative that marries the social mission of a nonprofit … with the market-driven approach of a business.” – Social Enterprise AllianceNonprofits are becoming more entrepreneurial and are furthering their mission by developing social enterprises (or businesses) to generate earned revenue to add to their mix of revenue sources. It is often difficult for small and mid-sized nonprofits, particularly those led by and serving communities of color and immigrant communities, to expand services because of revenue constraints. This challenge provides a perfect opportunity to advocate for earned revenue as an alternative revenue source for community-based nonprofits.
Accelerator ProgramAccelerators are for those organizations that already have a concept or plan for a product or service that can earn revenue to support their nonprofit’s mission, but whose idea is just taking off and is ready to grow. The nonprofit should have a minimum viable product (MVP), which means that the nonprofit may already have a prototype of it, may have already done some piloting of the idea, and/or may have already identified some funding for the product or service.The goal of the Social Enterprise Accelerator Cohort program is to assist nonprofits in the successful launch or growth of a social enterprise, with the long-term goal of building the sustainability of nonprofits to further their missions. The program is designed to achieve this goal by addressing common challenges for social enterprises, and to foster learning that can be applied in the real world. The program combines developmental training, staff technical assistance, business plan support, and grants to support the social enterprise.
The Community Homeownership Impact Fund
Minnesota Housing Mission and Strategic Priorities
Housing is the foundation for success, so we collaborate with individuals, communities and partners to create, preserve and finance affordable housing.
Minnesota Housing’s strategic priorities are:
- Improve the Housing System
- Preserve and Create Housing Opportunities
- Make Homeownership More Accessible
- Support People Needing Services
- Strengthen Communities
Impact Fund Program Overview
The Community Homeownership Impact Fund (Impact Fund) Program is the umbrella name for a variety of Minnesota Housing’s limited funding resources for single family housing, including the Economic Development and Housing Challenge Fund (Challenge), Workforce and Affordable Homeownership Development Funds, Agency funds, and other resources when available.
The goal of the Impact Fund is to increase the supply of affordable, owner-occupied, single family housing, while maintaining the safety and habitability of existing owner-occupied, single family homes in communities throughout Minnesota.
Types of Funds Available
A short-term unsecured loan made to an Administrator to assist with acquiring, demolishing, rehabilitating or constructing owner-occupant homes. Interim loans may not be transferred to eligible homebuyers. An interim loan requires monthly interest payments, quarterly financial reporting and must be repaid.
A non-amortizing, zero percent interest loan made to a household or to an Administrator that must be repaid. Deferred loans made to a household are originated and closed by the Administrator then assigned to Minnesota Housing.
A grant to finance value gap (i.e., the difference between the total development cost and the after-improved appraised value of a home) and other eligible activities for which Minnesota Housing may not recapture loans without increasing housing costs beyond affordability to the eligible homebuyer. In deciding whether to award grant funds, Minnesota Housing will consider administrative ease and whether the award will expand and preserve affordable housing opportunities over time.
All funded housing activities must result in safe, habitable, affordable single family owner- occupied housing that conforms to the Minnesota State Building code and local codes and regulations. Applicants are encouraged to form working partnerships with one or more entities to achieve the objectives stated in their proposal.
The type, terms and conditions of assistance will vary depending on the needs outlined in each proposal and the availability of funding resources. Generally, if an activity may be addressed through a loan rather than a grant, a loan will be offered.
Awarded projects must be completed within 20 months from the effective date of the contract. Awarded interim loans may have a Repayment/Expenditure Date of up to 26 months; however, the Agency may adjust the loan terms based on a financial feasibility analysis by Agency staff or requirements and conditions of other funding sources. The determination of financial feasibility is based on whether all sources of funding are available and sufficient to cover the total development costs of the housing.
Greater Minnesota Housing Fund (GMHF) and the Metropolitan Council each have their own program requirements and guidelines. While applications are solicited through the Consolidated Single Family RFP, GMHF and the Metropolitan Council have funding timelines and approval processes separate from Minnesota Housing. Below is a summary of funding provided by the co-funders:
- GMHF provides funding for homebuyer affordability gap in the form of deferred, subordinate loans at 0% interest. The maximum loan amount per homebuyer is $8,500. GMHF will give preference to proposals which apply a racial and economic equity lens to promote economic inclusion in the benefits of homeownership among households of color, immigrant households, and households with disabled members, and that seek to leverage cross-sector health and housing partnerships to improve community and individual health through investments in affordable housing.
- The Metropolitan Council’s Local Housing Incentives Account (LHIA) funds are intended to assist Livable Communities Act (LCA) participating communities meet their negotiated affordable and lifecycle housing goals through the preservation or expansion of single family and multi-family Single Family affordable housing. Only LCA participating cities OR development authorities (i.e. County, port authority) serving those cities can receive LHIA funds. Grantees must match LHIA awards on a dollar- for-dollar basis with a source of funding that is either directly from or is designated by the participating city or development authority; sources include CDBG, HOME, TIF, Housing Trust Fund dollars, tax abatements, local housing revenue bonds, and the appraised value of donated land. For single family awards, development gap funds are limited to no more than half of the difference between the purchase price of the home and the total per-unit hard costs, unless a mechanism is in place to ensure a minimum affordability term of 15 years.
We encourage applicants to review each co-funder’s program information guides, which are posted on the Impact Fund webpage.
Workforce and Affordable Homeownership Development Program
Minnesota Housing will also provide funding to preserve and increase the supply of workforce and affordable housing throughout Minnesota. Priority will be given to smaller projects in Greater Minnesota and suburban communities within the seven-county Twin Cities metropolitan area, for communities with populations of less than 10,000 and new construction projects.