Marketing Grants for Nonprofits in Texas

The Educational Foundation of America (EFA) is a family foundation. It was established in 1959 to preserve the lifelong altruistic commitment of its founders, Richard Prentice Ettinger and his wife, Elsie P. Ettinger.

Today, decedents of the founder in generations three and four lead the Foundation. Together, they direct efforts to fund nonprofits working on efforts related to Creative Placemaking, Climate, Democracy, and Reproductive Health and Justice. Much of our work is focused in the Appalachian region of the United States, as well as the South and the Pacific Northwest. 

Our grants are typically for general operating support and for more than one year. EFA believes in building the capacity of our partners and will support efforts to do so. As active impact investors, EFA is also committed to activating our endowment to align with our grantmaking goals. 

Environment Program

EFA’s Environment Program seeks to reduce greenhouse gas emissions, with a focus on state-based organizations working to transition to a clean energy economy. The Program has major initiatives, described below.

Expanding Access to Clean Energy

Our Clean Energy Access initiative focuses on increasing distributed solar deployment in Texas and Florida--two states with huge solar potential and, combined, less installed solar than Massachusetts. Additional grantee partners are working to educate elected leaders about the benefits to clean energy

Carbon Pricing

Our Carbon Pricing Initiative works with partners in Massachusetts, New York, Oregon, Vermont, and Washington who are working to put a price on carbon emissions and ensure that polluters pay for the true cost of those emissions. Greenhouse gas emissions create externalities that are not fully accounted for in most business models. A price on carbon (along with other greenhouse gases, including methane) would correct this market failure.

Coal Ash

EFA's Coal Ash initiative, active from 2011-1017 and ramping down through 2019, supports grantee partners who seek to hold utilities responsible for their waste stream through litigation, advocacy, and policy work. The goal is to increase the cost of dirty energy by forcing utilities to internalize externalities and pay the true cost of burning coal. Coal ash is the toxic byproduct of burning coal for energy and, without proper regulation, ends up in our nation's waterways, sickening local residents and poisoning communities' drinking water supplies.

Submit an Idea to the Environment Program

EFA’s Environment Committee welcomes project and program ideas that will help to accelerate the transition to a clean energy economy, accessible to all. We are interested in innovative ideas that require collaboration, especially those that bridge climate and democracy.

Since its inception, the Foundation, which is still led by Lester T. Sunderland's descendants, has focused on supporting construction projects, awarding grants to nonprofits in the Kansas City region and other markets traditionally served by the Ash Grove Cement Company. 

 The Foundation prefers to make grants for construction and special interest projects rather than for annual operating expenses. 

Grants for planning, design, construction, renovation, repairs and restoration of facilities are considered. Areas of interest include higher education, youth serving agencies, health facilities, community buildings, museums, civic projects and energy efficient affordable housing projects sponsored by qualified tax-exempt organizations. 

Funding Areas

In recent grant cycles, the Board of Trustees has awarded the majority of grants in four broadly defined areas:

Health Care and Hospitals

A growing area of need in many of the communities the Foundation serves. In 2017, more than $2.9 million was awarded to hospitals and health-care groups to build and improve their facilities. 

Human Services

The Foundation awarded over $7 million to human service nonprofits in 2017, and the majority of grants in this area were awarded to groups that provide essential services to youth and families. Grantees included a range of youth-focused groups, including the Kansas 4-H Foundation, Kids TLC, Ronald McDonald House & Boys & Girls Clubs. 

Higher Education

In 2017, the Foundation awarded more than $10 million to over 45 educational organizations. Grantees included community colleges, private colleges, and public universities. 

Arts and Culture

Announcing Our New Grants Program

Independent Financial has had a steadfast commitment to building strong, healthy communities, and having a robust Grants program is one way we have honored that commitment. 2020 brought many challenges that prompted us to reflect on our program to ensure it best aligns with the dynamic needs of our communities.

For this reason, Independent Financial is pleased to announce our new Small Grants Program. We have made improvements that will allow us to make a greater impact in our communities each year.

Program Overview

Grant Cycles

Eligible nonprofits aligned with our program funding priorities may apply according to their geographic location during the spring or fall application cycle. Applications will only be accepted once a year per organization, per cycle as listed below.

Spring Cycle Timeline

Applications will be accepted from organizations in the following regions/counties:

• Austin – Travis & Williamson counties
• Colorado Springs – El Paso county
• Fort Worth – Hood, Johnson, Tarrant counties
• Sherman – Grayson & Cooke counties
• Waco – McLennan county

Fall Cycle

Funding Priorities

We recognize that COVID-19 has taken a significant toll on our community’s residents and nonprofits throughout our footprint in both Colorado and Texas. Recent winter storms in Texas have created another substantial critical need. As a response to our communities in crisis, we are focusing our Small Grants funding to nonprofits (who meet funding priorities) experiencing program challenges due to unforeseen emergencies or urgent needs created by these events.

To achieve the greatest impact, we direct funding priorities to three specific areas: 

• Community Development – workforce development, affordable housing, small business development and community revitalization;
• Education – early childhood development, technical and career training, after-school programs, financial literacy for children and/or adults, summer camps and college-preparedness; and
• Health & Wellness – community health services, preventative healthcare services, basic needs and behavioral therapy for children.

EQT Foundation

EQT is proud to be a part of the many communities where we operate, live and work. We believe strongly that giving back is a responsibility, and we’ve stayed true to that belief since the EQT Foundation was established in 2003 as a dedicated resource for financial, in-kind and volunteer support to communities touched by our business.

Since its inception, the EQT Foundation has awarded more than $60 million to nonprofits throughout the operational footprint of EQT Corporation. We are committed to supporting the education and training of children and adults; the development of diverse, livable communities; and preserving our natural environments.

The EQT Foundation believes in meaningful engagement with the communities it calls home and takes great pride in being a responsible and responsive corporate citizen. The EQT Foundation focuses its resources on areas that have a direct effect on the stability of communities and, in turn, contribute to the success of its business operations in those areas.

Funding Priorities

The EQT Foundation’s funding strategy endorses programs that directly impact the community and its residents, rather than fundraising initiatives designed to support general operating expenses. The Foundation supports projects that demonstrate positive, significant, measurable and sustainable impacts, preferring proposals grounded in solid research and analysis that demonstrate creative approaches to addressing critical issues. The EQT Foundation also seeks evidence of:

• Geographic setting that aligns with EQT Corporation’s business locations;
• Ability to manage available resources effectively; and
• Outreach that gains solid public recognition and support for the nonprofit, its programs and sponsors.

The Foundation’s funding priorities are:

Community Enrichment

Encourage the development of diverse, safe, healthy, and sustainable communities, which can help to retain residential, commercial and economic growth.

Examples: artistic programs, food banks, libraries, farmers markets, volunteer fire departments, community festivals.

Education & Workforce

Promote proficiency in STEM (science, technology, engineering, and math) topics for youth, as well as training programs to create a future skilled workforce.

Examples: In-school STEM-based curricula, computer and science camps, project-based learning, career planning and preparation

Environment

Support the preservation of natural resources, and educate children, residents, and businesses to employ conservation techniques to minimize adverse impacts on the environment.

Examples: community gardens, watershed conservation, environmental education, preservation and restoration of green spaces

NOTE: Before the proposal deadline submit a preliminary consultation; expect a response within 10 business days. The preliminary consultation will be scheduled if the request meets the BTF funding criteria. Submit the LOI any time following approval from the BTF Steering Committee Member who conducted your preliminary consultation and before the proposal is due. Expect a response ~5-7 business days after submitting the LOI.

Better Together Fund Grants

The Better Together Fund seeks to drive large-scale social change by supporting nonprofits that come together in a formal collaboration, for a common purpose, as a way to maximize impact.

In its first five years from inception in 2017, BTF awarded 102 grants worth over $6,000,000 to 64 unique collaborations, representing 250+ organizations. Approximately 40% of funded collaborations were mergers, and the remaining 60% of collaborations were other forms of formal collaboration such as shared serivces, shared space, or long-term joint programming or coordinated strategy. 

How We Define Formal Collaboration

We see formal collaboration as a relationship between one nonprofit and another nonprofit, corporation or governmental agency that:

• changes the way participating organizations do business for the long-term and cannot easily be undone,
• has board involvement and endorsement, and
• preserves, expands or improves efficiency or services to constituents.

Success for Us Looks Like

• Big ideas. Multiple organizations create significant impact doing together what they could not have done individually.
• Efficiency. The region’s nonprofit sector is strengthened by aligning complementary strengths and resources.
• Exploration only. We’re even excited by organizations that explore coming together formally and strategically elect not to. They’ll move on with a better understanding of the landscape and their unique roles.
• The new norm. Conversations become more routine at the board and leadership level about considering formal collaboration as a way to solve problems and have more impact.

Types of Support

Exploration

1) Feasibility Grant

• Grant purpose: Answer open questions about the feasibility of a proposed formal collaboration
• Grant size: Up to $15,000
  • Up to 20% can cover general operations/staff time for partnering organizations. A minimum of 80% must be used to pay external facilitators/consultants.
• Examples of Qualifying Expenses: One-time costs associated with technical assistance providers, travel, or meeting expenses.

2) Planning Grant

• Grant purpose: Assess, negotiate and design a formal implementation plan, timeline and business model for the collaboration. 
• Grant size: Up to $50,000
  • Up to 20% can cover general operations/staff time for partnering organizations. A minimum of 80% must be used to pay external facilitators/consultants.
• Examples of Qualifying Expenses: One-time costs associated with planning activities for collaboration including legal, accounting, strategy, branding, communications, program metrics, fundraising, HR, curriculim or program designers technology.

Implementation

3) Implementation Grant

• Grant purpose: Execute a formal collaboration between two or more organizations.
• Grant size:  Up to $65,000
  • Up to 10% can cover general operations/staff time for partnering organizations. A minimum of 90% must be used to pay for one-time expenses associated with implementing the collaboration.
• Examples of Qualifying Expenses: One-time costs associated with executing a formal collaboration including change management, legal, technology, marketing, severance, or compensation adjustments.

Grant types are designed to meet organizations wherever they are. Each funding request will be considered independently.

Texas Commission on the Arts (TCA) 

The mission of the Texas Commission on the Arts (TCA) is to advance our state economically and culturally by investing in a creative Texas. TCA supports a diverse and innovative arts community in Texas, throughout the nation and internationally by providing resources to enhance economic development, arts education, cultural tourism and artist sustainability initiatives.

Cultural Districts Designation Program

Intent: To designate special zones in cities and Texas communities that harness the power of cultural resources to stimulate economic development and community revitalization.

As authorized by H.B. 2208 of the 79th Legislature, the Texas Commission on the Arts (TCA) can designate cultural districts in cities across Texas. Cultural districts are special zones that harness the power of cultural resources to stimulate economic development and community revitalization. These districts can become focal points for generating businesses, attracting tourists, stimulating cultural development and fostering civic pride.

In this program, an organization by itself or representing a collaborative effort will file an application to recognize their cultural district. Applicants must schedule an orientation meeting and work closely with Commission staff in the development of their application. Interested applicants must submit a letter of intent by email that includes a one-page description of the plans for the cultural district. Successful applicants will have access to Arts Respond Projects and Arts Respond Cultural District Projects. This program does not offer funding but rather provides designation.

Goals of cultural districts

TCA recognizes that a thriving creative sector is a powerful economic development asset. Cultural district development is one strategy that helps a community boost their economies while realizing other cultural and civic benefits. The outcomes of cultural districts extend beyond the arts and benefit all members of a community. Goals may include:

• Attracting artists and cultural enterprises to the community. Artists, cultural institutions and creative enterprises all contribute to a community’s economic potential. Not only do they generate direct economic activity, but artists and creative entrepreneurs infuse communities with energy and innovation.
• Encouraging business and job development. Cultural districts can create a hub of economic activity that contributes to the community being an appealing place to live, visit and conduct business. A thriving cultural scene helps an area to prosper when consumers drawn to cultural attractions patronize other nearby businesses. This can result in the creation of new economic opportunities and jobs.
• Addressing specific needs of a community. Cultural districts are a highly adaptable economic development approach that allows a community to make use of unique conditions, assets and opportunities.
• Establishing tourism destinations. Cultural districts are marketable tourism assets that highlight the distinct identity of a community and encourage in-state, out of state, and international visitors.
• Preserving and reusing historic buildings. Some cultural districts are very involved in historic preservation. Adaptive reuse and rehabilitation of older buildings through preservation tax credits can result in structural and façade improvements. These rehabilitated buildings provide opportunities for affordable artist live/work space and new homes for cultural organizations.
• Enhancing property values. Successful districts combine improvements to public spaces (such as parks, waterfronts and pedestrian corridors) along with property development. The redevelopment of abandoned properties, historic sites, and recruiting businesses to occupy vacant spaces can contribute to reduced vacancy rates and enhanced property values.
• Fostering local cultural development. The establishment of a cultural district provides a focal point for celebrating and strengthening a community’s cultural identity. Cultural districts highlight existing cultural amenities and work to recruit and establish new artists, cultural industries and organizations.

With a funding contribution from Toyota in connection with the launch of the RAV4 Hybrid Woodland Edition, NEEF is seeking projects that will help make public lands more accessible and enjoyable for Americans of all abilities together with their families and friends. Through the Driving Mobility and Accessibility on Public Lands grant, NEEF aims to:

• Increase the capacity of local organizations to address mobility and accessibility considerations on public lands and waterways; and
• Improve the level of access, comfort, and enjoyment experienced by public lands visitors of all abilities together with their families and friends.

Announcing Our New Grants Program

Independent Financial has had a steadfast commitment to building strong, healthy communities, and having a robust Grants program is one way we have honored that commitment. 2020 brought many challenges that prompted us to reflect on our program to ensure it best aligns with the dynamic needs of our communities.

For this reason, Independent Financial is pleased to announce our new Small Grants Program. We have made improvements that will allow us to make a greater impact in our communities each year.

Program Overview

Grant Cycles

Eligible nonprofits aligned with our program funding priorities may apply according to their geographic location during the spring or fall application cycle. Applications will only be accepted once a year per organization, per cycle as listed below.

Spring Cycle

Fall Cycle Timeline

Applications will be accepted from organizations in the following regions/counties:

• Dallas – Collin, Dallas, Denton, Rockwall counties
• Houston – Harris, Montgomery, Fort Bend, Brazoria counties
• Boulder – Boulder county
• Denver – Adams, Arapahoe, Broomfield, Denver, Douglas, Jefferson counties
• Fort Collins – Larimer county
• Greeley – Weld county

Funding Priorities

We recognize that COVID-19 has taken a significant toll on our community’s residents and nonprofits throughout our footprint in both Colorado and Texas. Recent winter storms in Texas have created another substantial critical need. As a response to our communities in crisis, we are focusing our Small Grants funding to nonprofits (who meet funding priorities) experiencing program challenges due to unforeseen emergencies or urgent needs created by these events.

To achieve the greatest impact, we direct funding priorities to three specific areas: 

• Community Development – workforce development, affordable housing, small business development and community revitalization;
• Education – early childhood development, technical and career training, after-school programs, financial literacy for children and/or adults, summer camps and college-preparedness; and
• Health & Wellness – community health services, preventative healthcare services, basic needs and behavioral therapy for children.

CFT believes that investing in capacity building helps North Texas nonprofits strengthen their ability to serve their communities.

We are seeking applications from organizations with budgets less than $3 million that focus on one or more of the following areas:

• Financial assistance
• Housing support
• Case management
• Out-of-school time programs
• Job training and career support

This opportunity is intended to help nonprofit organizations build the competencies and skills needed to meet their missions efficiently and effectively. Nonprofits can apply for capacity-building programs in Fundraising, Leadership Development, Marketing, Organizational Effectiveness, Recruitment & Retention, and Technology.

Grants will range from $2,500-$15,000.

Selection Criteria

Proposals will be evaluated on the extent to which they:

• meet the grant eligibility requirements and CFT’s funding priorities
• clearly identify and define the capacity-building project
• state a compelling case that supports how and why the organization’s capacity-building project will help it meet its mission

Organizations may include up to three (3) capacity-building priorities in the application in any of the following categories with examples provided:

• Fundraising
  • Consulting for fundraising and/or grant writing
• Leadership Development
  • Board development and governance
  • ED/CEO development
  • Succession planning
  • Leadership training and development for staff
• Marketing
  • Marketing and social media planning and strategy
• Organizational Effectiveness
  • Financial supports including audits, budgeting, budget forecasting
  • HR and risk management
  • Program evaluation and data collection
  • Strategic plan update or development
  • Facilities improvement, ADA compliance, and capital planning
• Recruitment/Retention
  • Staff and/or volunteer training and wellness
• Technology
  • Purchasing equipment, technology, or software
  • Digital strategy

This is not an exhaustive list of the types of capacity-building projects CFT may fund. There are several different ways nonprofit organizations can build capacity and CFT intends to support a wide breadth of these activities.