Search Through Grants for Museums in Nevada in the U.S.

What does this program do?

This program provides affordable funding to develop essential community facilities in rural areas. An essential community facility is defined as a facility that provides an essential service to the local community for the orderly development of the community in a primarily rural area, and does not include private, commercial or business undertakings.

What is an eligible area?

Rural areas including cities, villages, townships and towns including Federally Recognized Tribal Lands with no more than 20,000 residents according to the latest U.S. Census Data are eligible for this program.

How may funds be used?

Funds can be used to purchase, construct, and / or improve essential community facilities, purchase equipment and pay related project expenses.

Examples of essential community facilities include:

• Health care facilities such as hospitals, medical clinics, dental clinics, nursing homes or assisted living facilities.
• Public facilities such as town halls, courthouses, airport hangars or street improvements.
• Community support services such as child care centers, community centers, fairgrounds or transitional housing.
• Public safety services such as fire departments, police stations, prisons, police vehicles, fire trucks, public works vehicles or equipment.
• Educational services such as museums, libraries or private schools.
• Utility services such as telemedicine or distance learning equipment.
• Local food systems such as community gardens, food pantries, community kitchens, food banks, food hubs or greenhouses.

Grant Approval

Applicant must be eligible for grant assistance, which is provided on a graduated scale with smaller communities with the lowest median household income being eligible for projects with a higher proportion of grant funds. Grant assistance is limited to the following percentages of eligible project costs:

Maximum of 75 percent when the proposed project is:

• Located in a rural community having a population of 5,000 or fewer; and
• The median household income of the proposed service area is below the higher of the poverty line or 60 percent of the State nonmetropolitan median household income.

Maximum of 55 percent when the proposed project is:

• Located in a rural community having a population of 12,000 or fewer; and
• The median household income of the proposed service area is below the higher of the poverty line or 70 percent of the State nonmetropolitan median household income.

Maximum of 35 percent when the proposed project is:

• Located in a rural community having a population of 20,000 or fewer; and
• The median household income of the proposed service area is below the higher of the poverty line or 80 percent of the State nonmetropolitan median household income.

Maximum of 15 percent when the proposed project is:

• Located in a rural community having a population of 20,000 or fewer; and
• The median household income of the proposed service area is below the higher of the poverty line or 90 percent of the State nonmetropolitan median household income. The proposed project must meet both percentage criteria. Grants are further limited.

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.

Global Impact Cash Grants

Cisco welcomes applications for Global Impact Cash Grants from community partners around the world who share our vision and offer an innovative approach to a critical social challenge.

We identify, incubate, and develop innovative solutions with the most impact. Global Impact Cash Grants go to nonprofits and non-governmental organizations (NGOs) that address a significant social problem. We’re looking for programs that fit within our investment areas, serve the underserved, and leverage technology to improve the reach and efficiency of services. We accept applications year-round from eligible organizations. An initial information form is used to determine whether your organization will be invited to complete a full application.

Social Investment Areas

At Cisco, we make social investments in three areas where we believe our technology and our people can make the biggest impact—education, economic empowerment, and crisis response, the last of which incorporates shelter, water, food, and disaster relief. Together, these investment areas help people overcome barriers of poverty and inequality, and make a lasting difference by fostering strong global communities.

Education Investments

Our strategy is to inclusively invest in technology-based solutions that increase equitable access to education while improving student performance, engagement, and career exploration. We support K-12 solutions that emphasize science, technology, engineering, and math (STEM) as well as literacy. We also consider programs that teach environmental sustainability, eliminate barriers to accessing climate change education, and invite student engagement globally to positively affect the environment.

What we look for:

• Innovative early grade solutions using the internet and technology to bridge the barriers preventing access to education for underserved students globally.
• Solutions that positively affect student attendance, attitudes, and behavior while inspiring action by students to improve learning outcomes, whether they participate in person, online, or in blended learning environments. 
• Solutions with high potential to replicate and scale globally, thereby increasing the availability of evidence-based solutions that support student-centricity, teacher capacity in the classroom, and increased parental participation to help students learn and develop.

Economic Empowerment

Our strategy is to invest in early stage, tech-enabled solutions that provide equitable access to the knowledge, skills, and resources that people need to support themselves and their families toward resilience, independence, and economic security.

Our goal is to support solutions that benefit individuals and families, and that contribute to local community growth and economic development in a sustainable economy.

We target our support in three interconnected areas:

• Skills development to help job seekers secure dignified employment and long-term career pathways in technology or other sectors, including environmental sustainability/green jobs.
• Inclusive entrepreneurship with small businesses as engines of local growth as well as high growth potential start-ups as large-scale job creators nationally and internationally, in technology or other sectors, including environment sustainability/green businesses.
• Banking the unbanked through relevant and affordable financial products and capacity building services.

Cisco Crisis Response

We seek to help overcome the cycle of poverty and dependence and achieve a more sustainable future through strategic investments. We back organizations that successfully address critical needs of underserved communities, because those who have their basic needs met are better equipped to learn and thrive.

What we look for:

• Innovative solutions that increase the capacity of grantees to deliver their products and services more effectively and efficiently
• Design and implementation of web-based tools that increase the availability of, or improve access to, products and services that are necessary for people to survive and thrive
• Programs that increase access to clean water, food, shelter, or disaster relief and promote a more sustainable future for all
  • By policy, relief campaigns respond to significant natural disaster and humanitarian crises as opposed to those caused by human conflict. Also by policy, our investments in this area do not include healthcare solutions.

Climate Impact

Our strategy is to invest US$100 million in Cisco Foundation funds over the next decade to help reverse the impact of climate change, working toward a sustainable and regenerative future for all.

The commitment includes both grant and impact investment funding for early-stage climate innovation. Both categories of support will be focused on bold climate solutions, and the grants side will also concentrate on community education and activation. Grants will go to exceptionally aligned nonprofit organizations, while impact investments will go to highly promising for-profit solutions through the private sector and climate impact funds.

Funding comes from the Cisco Foundation and will focus on:

• Identifying bold and innovative solutions that:
  • Draw down the carbon already in the atmosphere
  • Regenerate depleted ecosystems and broadly support the transition to a regenerative future
• Developing curricular initiatives to spur community engagement that can lead to measurable behavioral change and collective action

We will prioritize organizations that can achieve, measure, and report outcomes such as:

• Reduction, capture, and/or sequestering of greenhouse gas and carbon emissions
• Increased energy efficiency and improved mapping and management of natural resources, such as ecosystem restoration, forest treatments, reforestation, and afforestation that also will help repair our water cycles
• Transition to inclusive, just, coliberatory, and regenerative operating models, ways of being, and ways of organizing economies
• Creation of, and increase in, access to green jobs and job training
• Changes in community and individual behavior that lead to carbon footprint reduction, community climate resilience, and localized roadmaps to a sustainable shared climate future for all

Community Grants

State Farm is committed to helping build safer, stronger and better-educated communities.

• ​​​​​​​​​​​​​​​​We are committed to auto and home safety programs and activities that help people manage the risks of everyday life.
• We invest in education, economic empowerment and community development projects, programs and services that help people realize their dreams.
• We help maintain the vibrancy of our communities by assisting nonprofits that support community revitalization.

Good Neighbor Citizenship company grants focus on safety, community development and education.

Focus Areas

Safety Grants

We strive to keep our customers and communities safe. That's why our funding is directed toward:

• Auto safety — improving driver, passenger, vehicle or roadway safety
• Home safety — shielding homes from fires, crime or natural disasters
• Disaster preparedness and mitigation
• Disaster recovery

Community Development

We support nonprofits that invest and develop stronger neighborhoods. That's why our funding is directed toward:

• Affordable housing — home construction and repair
• Commercial/small business development
• Job training
• Neighborhood revitalization
• Financial literacy
• Sustainable housing and transportation
• Food insecurity

Education

Our education funding is directed toward initiatives that support the following programs:

• Higher education
• K-12 academic performance
• K-12 STEM
• Pathways for college and career success

Las Vegas Centennial Commission Grant

The Las Vegas Centennial Commission (LVCC) was formed in 2003 to plan, organize, coordinate, and implement the activities, celebration and education associated with the City’s Centennial to commemorate the 1905 founding of the community of Las Vegas. Grants from the (LVCC) are intended to encourage preservation at the local level by providing funding to facilitate the education, commemoration, preservation and enhancement of historic resources in Las Vegas.

The Commission for the Las Vegas Centennial is a group of appointed citizens who oversee the distribution of centennial grants to generate community projects that promote and preserve Las Vegas history. The group receives funding through the Centennial license plate, a special commemorative plate still available through the Nevada Department of Motor Vehicles. Since 2005 the commission has awarded more than $21 million in grants.

Funding

If any expense exceeds fifty thousand dollars ($50,000.00) you must obtain three (3) competitive bids, or provide justification for a sole source procurement.   A Performance Bond or personal guaranty may be required for grant funding over $100,000.00.

Michael & Susan Dell Foundation Grants

The Michael & Susan Dell Foundation only accepts unsolicited proposals for specific areas within the education, family economic stability and childhood health sectors in select countries where we work, namely the United States, India and South Africa.

As a guideline, the foundation does not fund more than 25% of a project’s budget or more than 10% of an organization’s total annual operating expenses.

The Michael & Susan Dell Foundation has always recognized the power of providing grants to partner organizations that we knew were already working hard to improve the lives of urban children living in poverty. By aligning with organizations that are already making a difference, we continue to make an immediate impact on the lives of thousands of children.

Foundation priorities:

We fund social enterprises that directly serve or impact children or youth from urban low-income communities in the areas of education, health, and family economic stability (including livelihoods and financial inclusion). These social enterprises may be structured as for-profit or nonprofit entities.

Partnerships

We collaborate with a range of organizations focused on creating opportunities for children and families living in urban poverty, with a deep emphasis on measuring impact. Our funding advances projects already making an impact in education, health, and family economic stability. Through these enduring and long-standing partnerships, we create lasting change together.

Nevada Humanities

The mission of Nevada Humanities is to connect and transform communities by sharing and amplifying the stories, ideas, experiences, and traditions of the diverse people of Nevada.

In support of its mission, Nevada Humanities creates and supports public programs statewide that articulate the Nevada experience and facilitate the exploration of issues that matter to Nevadans and their communities. These programs help perpetuate and disseminate local culture and heritage, improve quality of life, enhance education, and enrich life and thought. In addition, Nevada Humanities contributes to the economic health of Nevada by producing and promoting activities that stimulate heritage tourism and attract new business to the state, aid in fostering a creative and well-educated population, and support a diverse and important nonprofit cultural industry throughout the state. Nevada Humanities is one of 56 independent, nonprofit state and territorial humanities councils that partner with the National Endowment for the Humanities.

Mini-Grants 

Nevada Humanities Mini-Grants are designed to respond to year-round, immediate programmatic needs of Nevada cultural organizations. They support innovative humanities projects created primarily for Nevada audiences, or designed to enhance national or international understanding of Nevada issues, culture, and heritage. We especially encourage projects that will engage diverse audiences and participants. 

Humanities projects are dynamic and may take many forms, including media programs and documentaries, exhibitions, forums and discussions, public dialogue and conversation, workshops, research projects with public components, publications, educational initiatives and programs, and digital productions. Whatever their form, such projects draw upon the humanities, address important issues, and enrich the state’s cultural life. They may explore topics as diverse as Nevada state and local history, traditional culture, civic engagement, oral history and community stories, jurisprudence, social justice, bridging cultures, Nevada’s landscape and built environment, sense of place, and contemporary issues of concern to Nevadans. 

Humanities projects are often produced by humanities organizations. A humanities organization has a mission explicitly connected to the humanities along with a track record of specifically working in the humanities, as opposed to a group that occasionally tackles or delves into humanities-based themes or activities. Humanities organizations include, but are not limited to, historical societies and heritage groups, historic homes and sites, archives, oral history programs, folklife organizations, cultural centers, museums, nonprofit libraries, literary, organizations, nonprofit educational organizations, historic preservation groups, nonprofit media groups that report on culture, other cultural nonprofits with core missions or activities that center on developing and implementing public humanities programming. 

Nevada Humanities also strongly encourages partnerships that use the humanities to bridge different fields of inquiry such as history and the sciences or medicine and literature. Nevada Humanities will consider applications for funding from organizations in other fields or endeavors that also have the humanities as central to the project proposed for funding. 

Humanities Scholars

The humanities must be central to any successful grant proposal and humanities scholars must actively participate in the planning and implementation of the project. Humanities scholars strengthen a project by providing specialized knowledge and skills that encourage and facilitate the exploration of ideas and community dialog. Humanities scholars often have either formal academic backgrounds and credentials grounded in humanities disciplines, or expertise developed through professional training, experience, or immersion in a particular cultural tradition. We recognize that knowledge may be acquired differently in various cultures and value such diversity of experience as consistent with our understanding of the humanities.

PNC Foundation

Strengthening and enriching the lives of our neighbors in communities where we live and work.

Vision & Mission

For decades, we have provided resources to seed ideas, foster development initiatives and encourage leadership in nonprofit organizations where imagination and determination are at work enhancing people's lives everyday.

The PNC Foundation's priority is to form partnerships with community-based nonprofit organizations in order to enhance educational opportunities, with an emphasis on early childhood education, and to promote the growth of communities through economic development initiatives.

Foundation Grant

The PNC Foundation supports a variety of nonprofit organizations with a special emphasis on those that work to achieve sustainability and touch a diverse population, in particular, those that support early childhood education and/or economic development.

Education

The PNC Foundation supports educational programs for children and youth, particularly early childhood education initiatives that meet the criteria established through PNC Grow Up Great. Specifically, PNC Grow Up Great grants must:

• Support early education initiatives that benefit children from birth to age five; and
• Serve a majority of children (>50%) from low- to moderate-income families; and
• Adhere to all other standard PNC Foundation guidelines, as outlined on the PNC Foundation website, applicant eligibility quiz, as well as the Foundation policies and procedures; and
• Include one or a combination of the following:
  • direct services/programs for children in their classroom or community;
  • professional development/workforce development for early childhood educators;
  • family and/or community engagement in children’s early learning
• Additional considerations:
  • The grant focus should include math, science, reading, vocabulary development, the arts, financial education, or social/emotional development.
  • The grant recipient, or collaborative partner, should have early childhood education as an area of focus. If the organization’s focus is beyond birth to age five, the specific grant must be earmarked for birth to age five.
  • Incorporate opportunities for PNC volunteers in classroom or non-classroom-based activities.

Economic Development

Economic development organizations, including those which enhance the quality of life through neighborhood revitalization, cultural enrichment and human services are given support. Priority is given to community development initiatives that strategically promote the growth of low-and moderate-income communities and/or provide services to these communities.

• Affordable Housing
  • The PNC Foundation understands the critical need for affordable housing for low-and moderate-income individuals.
  • We are committed to providing support to nonprofit organizations that:
    • give counseling and services to help these individuals maintain their housing stock;
    • offer transitional housing units and programs; and/or
    • offer credit counseling assistance to individuals, helping them to prepare for homeownership.
• Community Development
  • Because small businesses are often critical components of community growth and help foster business development, the PNC Foundation provides support to nonprofit organizations that
    • offer technical assistance to, or loan programs for, small businesses located in low-and moderate-income areas or
    • support small businesses that employ low-and moderate-income individuals.
• Community Services
  • Support is given to social services organizations that benefit the health, education, quality of life or provide essential services for low-and moderate-income individuals and families.
  • The PNC Foundation supports job training programs and organizations that provide essential services for their families.
• Arts & Culture
  • Support is given for cultural enrichment programs benefitting the community.
• Revitalization & Stabilization of Low-and Moderate-Income Areas
  • The PNC Foundation supports nonprofit organizations that serve low-and moderate-income neighborhoods by improving living and working conditions.
  • Support is given to organizations that help stabilize communities, eliminate blight and attract and retain businesses and residents to the community.

Philanthropy is our commitment to communities in which we operate and broader society. We focus our resources on a limited number of key projects that can deliver valuable benefits from our contributions and those of our partners. We give priority to innovative, high-quality projects that meet the following criteria:

• promote sustainable development
• offer an opportunity for Roche to use its expertise and logistics capabilities
• involve Roche actively at an early stage with local authorities and established partners
• engage Roche employees in cultural (focus on contemporary arts), educational and social activities
• managed by an accredited charity

Our four focus areas

Humanitarian and Social

We direct the majority of our philanthropic donations to humanitarian and social development projects.

Science and education

We are dedicated to programmes that promote scientific interest and provide educational opportunities for young people around the world.

Community and Environment

We are committed to building stronger communities and responding to natural disasters sustainably.

Arts and Culture

We support groundbreaking contemporary art, cultural projects and activities that explore the parallels between innovation in art and in science. 

Mission

Driven by a philanthropic calling to support marginalized communities throughout the world, the Semnani Family Foundation partners with on-the-ground organizations and leverages its resources in a cost-effective and efficient manner that delivers the maximum benefit.

History

Guided by his grandmother Maliheh’s example and teachings, Khosrow Semnani and his wife Ghazaleh established the Semnani Family Foundation in 1993. The foundation’s first grant was issued through CARE International to an orphanage in Romania that cared for newborns affected by HIV. Over the last few decades, the foundation has continued to build upon its mission to empower the disaffected, partnering with a variety of organizations in different countries who can make the greatest impact.

In addition to its global influence, the Semnani Family Foundation established roots within the state of Utah with the founding of Maliheh Free Clinic in 2005 to provide free healthcare to thousands of uninsured people in the Salt Lake City area.

Where We Work

The Semnani Family Foundation focuses primarily on promoting health, education, and disaster relief for marginalized communities all around the world. Driven by a clear mission to adapt and serve at the global level, we have leveraged our resources to make a meaningful impact in the following countries so far:

• Afghanistan
• Bosnia
• Colombia
• England
• Ethiopia
• Ghana
• Guatemala
• India
• Iran
• Kenya
• Madagascar
• Mali
• Mexico
• Pakistan
• Philippines
• Romania
• Somalia
• South Africa
• Tanzania
• Tonga
• Uganda
• United States
• Yemen

At the heart of the Foundation lies a fervent commitment to human welfare, always prioritizing health and the needs of society’s most vulnerable.

The Sidney Stern Memorial Trust is devoted solely to the funding of charitable, scientific, medical and educational organizations.

The Board endeavors to support soundly-managed charitable organizations that give service with a broad scope, have a substantial effect on their target populations, and contribute materially to the general welfare. The Board does not discriminate on the basis of ethnicity, race, gender, sexual orientation or religion.

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. 

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.

WESTAF’s TourWest Grant provides flexible funding for presenters/presenting organizations within the WESTAF region to support their regional touring program. WESTAF also encourages the inclusion of community/educational outreach as part of an organization’s presentation of touring artists. 

TourWest is a competitive grant program funded by the National Endowment for the Arts to provide subsidies to arts and community organizations in the 13-state WESTAF region and jurisdictions, including Guam, the Commonwealth of the Northern Mariana Islands, and American Samoa for the presentation of touring performers and literary artists. 

Through TourWest, WESTAF and the National Endowment for the Arts aim to encourage the presentation of performing arts programming to culturally diverse audiences and those that do not typically enjoy ready access to the performing arts. In order to understand local needs and interests, WESTAF advocates working directly with individuals and groups from the communities that your organization seeks to serve. Community engagement and participation are key components of a successful TourWest grant application. 

WESTAF defines regional touring as programming that presents out-of-state touring artists and/or in-state touring artists traveling at least 50 miles to your venue. Presenters/presenting organizations are defined as organizations that present or host guest artists for engagements in their communities. Presenters can include but are not limited to community cultural organizations, community centers, churches, schools/colleges/universities, libraries, museums, film festivals/series, and performing arts centers. Typically, producing organizations or performing arts groups are not considered presenters, and are encouraged to contact WESTAF to discuss eligibility.

TourWest seeks to support the engagement of new audiences as well as collaboration between the presenters, artists, agents, and communities. In addition to working collaboratively with the artist(s) and/or community partners in planning the project, WESTAF encourages presenters to take advantage of opportunities such as block booking, presenter networks, and booking conferences to reduce costs and make artistic opportunities available to a broader audience. Partnerships and collaborative efforts between presenters are considered in the panel’s evaluation of an application and project.

Program Overview

Creative West’s TourWest grant program, supported by the National Endowment for the Arts, provides funding to presenters and presenting organizations to bring touring performers and literary artists to communities throughout the Western region.

Regional touring is defined as:

Programming that brings out-of-state touring artists to your venue, or In-state artists traveling at least 50 miles from their home base TourWest focuses on expanding access to the performing arts, especially in underserved communities.

To support this goal:

• Creative West encourages working closely with local individuals and groups to understand and meet community needs.
• Applicants are urged to include community engagement or educational outreach activities in their projects.
• Collaboration with artists, agents, and community partners is highly encouraged, along with strategies like block booking and using presenter networks to reduce costs and maximize impact.

About the Foundation

Jesse W. Couch lived a life of zeal, honor, and dedication to the betterment of his community. The Couch family now humbly stewards the foundation he created to carry on his legacy of service for future generations. We believe that impact is best accomplished through partnerships with local organizations that know the people and communities they serve. We invest in and support efforts to protect the environment, further conservation and preservation initiatives, and save historical architecture that preserves community heritage. We also support initiatives that promote wellness and mental health and organizations seeking to provide and further education for all communities.

Annual Grant Focus

Each year, we seek to partner with and support non-profit organizations making an impact in the focus areas listed here.  The focus areas for 2025 are:

• Animal Wellbeing: We are dedicated to helping nonprofit organizations that nurture compassion and respect for all living animals. We must have animal-focused organizations that advocate for animal rights and provide humane treatment across all spectrums.
• Early Childhood Education: We are looking for schools that are providing young children with a creative and balanced approach to education. Things we love in early childhood curriculums:
  • Life Skills
  • Collaboration With Their Peers and Teachers   
  • Having Fun   
  • Montessori Teachings   
  • Project Based Teachings   
  • Diversity   
  • More Time Outside   
  • Less Screen Time
• Teachers: Teachers are essential to providing children with the best possible education. We must invest in their future and are always looking for teams that help them succeed in educating future generations.
• Get Outside: Being outside can improve memory, fight depression, lower blood pressure, and more! We support organizations that facilitate and encourage more outdoor activities that help create healthier communities. 

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.

Georgia-Pacific Foundation

Established in 1958, the Georgia-Pacific Foundation sets aside resources to improve life in the communities where we operate. We’ve worked with thousands of outstanding community-based programs, service projects and disaster relief efforts, focusing our investment in four areas we believe make the most impact:

• education,
• environment,
• enrichment and
• entrepreneurship.

Investment Priorities

• Aligns with GP’s mission and values
• Aligns with GP’s Four Focus Areas of giving: Education, Environment, Enrichment of Community and Entrepreneurship
• Serves communities where GP has manufacturing facilities
• Creates value by contributing to and positively impacting long term well-being and sustainability of GP communities

Max and Victoria Dreyfus Foundation Grant

The Foundation will consider requests to support museums, cultural and performing arts programs; schools and hospitals; educational, skills-training and other programs for youth, seniors, and persons with disabilities; environmental and wildlife protection activities; and other community-based organizations and programs.

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

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 The Memorial Trust

In 1975, two years after his death, The John Ben Snow Memorial Trust was established in New York. The four original trustees were a member of the Snow family, a lawyer, a publishing associate and a corporate trustee, the Irving Trust Company, now BNY Mellow N.A.. The current Trustees continue this legacy being well aware of the donor and his beliefs, values and ideals. The John Ben Snow Memorial Trust strategically focuses funding within specific geographic regions of the United States across a range of program areas. They meet once a year, usually in June.

The John Ben Snow Memorial Trust

The Memorial Trust strategically focuses funding within specific geographic regions of the United States across a range of program areas (prioritized below and visually depicted here) while responding to the ever-changing needs of various segments of the population, especially to the needs of youth and people who are disadvantaged economically, emotionally, or physically.

Dating back to the inception of the Trust in 1973, the primary and overarching grant making priority has been and continues to be programs that focus on education.

• Education: Targets funds to organizations that provide educational opportunities or academic assistance to individuals who demonstrate an intellectual aptitude and a financial need. Examples include scholarships, fellowships, academic tutoring or counseling, literacy, and journalism.

Secondarily, the Trust considers proposals within the areas of Arts and Culture, Community Initiatives, and Youth Programs. The Board’s objective is to extend the primary educational focus by providing funding support within these additional program areas.

• Community Initiatives: Provides funding for programs or services that directly improve the quality of life within the geographic focus areas that we serve. Examples include support for libraries, food pantries and shelters, and neighborhood revitalization. Generally, the Trust does not seek proposals for health care initiatives or animal welfare programs.
• Arts and Culture: Offers grants that promote arts education and appreciation, particularly for young adults, via the development of educational curriculum and professional instruction including visiting artists and performance support for targeted populations.
• Youth Initiatives: Offers grants that provide character education or enrichment opportunities via mentoring or after-school programming

As a third priority, the Trust does consider proposals in the areas of Disabilities and Universal Access, Environmental, and Historic Preservation. As these are not core focus areas, funding is often limited. Priority will be given to proposals with an educational focus.

• Disabilities and Universal Access: Offers grants to organizations in complying with ADA requirements within their facilities (e.g. elevator, handrails, automatic doors, and ramps) or offering services targeted for individuals with physical, mental, or emotional disabilities.
• Environmental: Provides funds for organizations that strive to protect strategic parcels of land and bodies of water as well as programs that educate the general public on key environmental issues such as conservation and water management.
• Historic Preservation: Provides funding for organizations that preserve historical artifacts (e.g. sites, structures, objects) and accounts (e.g. events), and educate the greater community on their significance. Examples include museums, historical societies and educational programming.

The Foundation is dedicated to providing financial assistance to organizations committed to improving our world. Solutions to the problems of today's world still lie in the values of innovation, practicality, hard work, and compassion.

The Foundation considers applications for grants in the following areas:

• Education
• Social Service
• Health care
• Civic and cultural
• Environmental

The categories above are not intended to limit the interest of the Foundation from considering other worthwhile projects. In general, the Foundation guidelines are broad to give us flexibility in providing grants.

The majority of our grants are made in the U.S. However, like Dr. Scholl, we recognize the need for a global outlook. Non-U.S. grants are given to organizations where directors have knowledge of the grantee.

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.

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.