Employment Labor and Training Grants

The Connection, Health, & Equity through Food (CHEF) Grant Program is a collaborative initiative across Maine, New Hampshire, Vermont, Eastern Massachusetts, and Upstate New York, administered by the Maine Council on Aging. The program's core mission is to increase older adults’ equitable access to healthy food and social connection, aligning with a broader goal of addressing systemic issues like food insecurity and social isolation. This grant program seeks to support older adults by fostering programmatic infrastructure, expanding existing programs, and launching innovative new initiatives that cater to their food and social connection needs. The target beneficiaries of the CHEF Grant Program are primarily older adults, with a specific focus on underserved and marginalized populations. These include BIPOC (Black, Indigenous, People of Color), LGBTQ+, women, veterans, people living with disabilities, and individuals residing in rural communities. The program's impact goals are centered on enhancing the quality of life for these older adults by improving their access to nutritious food and opportunities for social engagement. Projects that serve diverse older people, veterans, and older people living with disabilities are given priority. The CHEF program prioritizes finding solutions to the root causes of food insecurity and social isolation. These root causes include poverty, transportation barriers, rurality, and language barriers. While the grant does not explicitly detail the foundation's strategic priorities or a formal theory of change, the emphasis on equitable access, addressing systemic issues, and supporting vulnerable populations suggests a strategy focused on community-based interventions and empowerment. The program's design indicates a theory that by investing in local organizations and initiatives, significant improvements can be made in the well-being of older adults. Expected outcomes include increased access to healthy food for older adults, enhanced social connections within communities, and a reduction in the prevalence of food insecurity and social isolation among the target populations. While specific measurable results are not explicitly outlined, the program's focus on data for older people served (50.1% of the overall population served) suggests an intent to track the reach and impact on the primary beneficiary group. The grant duration is not mentioned, but the anticipated grant size of $2,000 – $10,000 for most grants indicates support for projects with tangible, localized impacts.

The Seeds of Sustainability Grant Program, offered by the Western New York Foundation, aims to bolster nonprofit organizations working within the food system. This program aligns with the foundation's mission by supporting efforts to improve organizational capacity and drive transformative work. Through this initiative, the foundation seeks to empower nonprofits to achieve their objectives and contribute to a more sustainable and resilient food system in the region. The target beneficiaries of this grant program are small to mid-size nonprofit organizations with budgets between $100,000 and $6,000,000, operating within Allegany, Cattaraugus, Chautauqua, Erie, Genesee, Niagara, and Wyoming counties in New York. The program's impact goals center on enhancing the operational effectiveness and sustainable growth of these organizations. It seeks to equip them with the necessary skills, knowledge, and resources to amplify their impact on local and regional food systems. The program prioritizes several key areas to achieve its objectives. These include supporting strategic leadership development, fostering collaboration among community stakeholders, strengthening communication efforts to raise awareness and attract resources, expanding resources to stabilize financials, promoting programming excellence, and enhancing overall operational effectiveness. These focuses are designed to address the multifaceted needs of nonprofits and build a robust foundation for long-term success. Expected outcomes and measurable results include improved board and staff leadership, stronger community engagement and expanded services through collaborative efforts, increased awareness and resource attraction due to enhanced communications, greater financial stability and long-term sustainability, more effective program delivery and evaluation, and improved day-to-day operational productivity in areas such as administration, grant management, finance, human resources, technology, and facility management. The foundation's strategic priorities and theory of change are evident in its commitment to capacity building, believing that by strengthening the internal capabilities of nonprofits, they can more effectively drive transformative change in the food system. To be eligible, applicants must be 501(c)(3) tax-exempt nonprofit organizations, demonstrate a commitment to transformative change in the food system, and have three years of 990 filings. The program's detailed approach, from leadership support to operational enhancements, reflects the Western New York Foundation's comprehensive strategy for fostering sustainable growth and impactful work within the vital food sector of the region.

The POISE Foundation's Community Impact Grants are designed to support the Black community in achieving self-sustaining practices through strategic leadership, collective giving, grantmaking, and advocacy. This aligns directly with the foundation's mission to empower and uplift the Black community. The program offers small grants, typically between $1,000-$5,000, to nonprofit organizations in the Pittsburgh Region. These grants are generally for one-year durations and are specifically targeted at Black-led, Black-serving organizations. The target beneficiaries of these grants are nonprofit organizations serving the Black community in the Pittsburgh Region, with a focus on programs that lead to empowerment and self-sufficiency. The impact goals are broad, aiming to foster pathways from poverty to prosperity, advance educational achievement, create and develop Black businesses, support the well-being of young ladies, and strengthen Black families. This is achieved by investing in programs that build capacity, engage in civic participation, make decisions, and advocate for the well-being of Black communities and residents. The program prioritizes several key areas: Community & Economic Development, Education, Entrepreneurial Activities, Young Ladies, and Strengthening Black Families. Within these areas, there's a strong focus on community engagement, understanding issues, and promoting economic, social, environmental, political, and psychological well-being. For Strengthening Black Families, specific priorities include being family-driven, building family development, increasing family interaction, being culturally responsive, assisting with support networks, providing advocacy tools, and promoting family healing and wellness. Expected outcomes include increased civic participation, improved educational achievement for Black youth, growth in Black businesses and cooperatives, enhanced well-being for young ladies, and the restoration of the Black family as a core, thriving institution in Pittsburgh. While specific measurable results are not explicitly detailed in terms of quantifiable metrics, the foundation's theory of change is evident in its investment in programs that provide direct services and seek to bring about change that leads to empowerment and self-sufficiency within the Black community. The preference for Black-led organizations further demonstrates their strategic priority of empowering community-driven solutions.

The Richardton Area Community Foundation, an affiliate of the North Dakota Community Foundation, is currently accepting applications for grants to support projects or nonprofit organizations within the Richardton area. Established in 1981, the foundation's core mission is to address the lack of funding for local organizations and foster community development. This grant program is a direct extension of that mission, aiming to provide financial assistance to initiatives that positively impact the residents of the Richardton–Taylor area. The primary target beneficiaries for this grant program are 501(c)(3) nonprofit tax-exempt groups, government agencies, and organizations operating within the Richardton–Taylor area. Groups without 501(c)(3) designation can apply with a fiscal sponsor. Religious organizations are eligible, provided their activities are non-denominational and serve the entire community. The overarching impact goal is to fund projects that offer broad community benefit, addressing various needs and improving the quality of life for a greater number of residents. The foundation prioritizes projects or programs that benefit a greater number of residents and those that demonstrate the applicant will seek or has secured other funding sources. This indicates a strategic focus on initiatives with widespread community reach and a commitment to leveraging diverse funding streams for sustainability. Conversely, low priority is given to requests for multiple-year funding and those for operating funds or day-to-day expenses, suggesting a preference for project-specific funding with clear objectives and a defined timeline. Expected outcomes include the successful implementation of community-benefiting projects and the strengthening of local nonprofit organizations and government agencies. While specific measurable results are not explicitly detailed in the provided information, the emphasis on projects benefiting a "greater number of residents" implies that successful applications will demonstrate a quantifiable positive impact on the community. The Advisory Committee retains discretion over funding decisions and extensions, allowing for flexibility and ensuring alignment with the foundation's strategic priorities. The foundation does not fund grants or scholarships for individuals.

The Western New York Foundation’s Impact Capacity Assessment Program Core (iCAP Core) is a tailored program specifically designed for emerging and smaller nonprofits in the region. Its primary objective is to provide a comprehensive understanding of capacity building and its influence on both internal and external facets of these organizations. This aligns directly with the foundation's mission to foster effective organizations, which are defined as those that fulfill their mission through sound management, strong governance, and a persistent rededication to assessing and achieving results. The iCAP Core program is a 6-month initiative aimed at addressing the complexities of capacity-related opportunities and challenges, reflecting the foundation's strategic priority to invest in organizational development. The target beneficiaries of the iCAP Core program are non-profit organizations that have obtained tax-exempt status under Section 501(c)(3) or are fiscally sponsored, have been in operation for at least two years with at least $50,000 in annual revenue, and are specifically food system, arts and culture, or rural organizations. These organizations must be headquartered within the seven counties of Western New York: Allegany, Cattaraugus, Chautauqua, Erie, Genesee, Niagara, and Wyoming. The impact goals are to strengthen leadership, enhance board effectiveness, improve overall organizational development, and create a sustainable capacity-building plan. The program prioritizes several key elements. A significant focus is placed on leadership, specifically the relationship between the Executive Director and Board Chair, providing one-on-one consultation and coaching to strengthen their skills and vision. Board training is another core priority, equipping members with knowledge for effective governance, strategic decision-making, and resource mobilization. Comprehensive organizational development covers a wide array of areas including leadership structure, financial management, fundraising, communications, marketing, and IT systems. Expected outcomes include enhanced leadership skills, a more informed and skilled board, improved organizational infrastructure across various functions, and the creation of a detailed 1 to 2-year organizational capacity-building plan with actionable goals and progress measurements. Measurable results will be derived from the implementation and assessment of this capacity-building plan, which will also inform future foundation investment in the organizations' capacity development. A $10,000 stipend is provided to offset administrative expenses during iCAP, further supporting the participating nonprofits in achieving these outcomes.

The Piper Fellows program, funded by the Virginia G. Piper Charitable Trust, is designed to support and revitalize nonprofit leaders. This initiative directly aligns with the foundation's mission by acknowledging the demanding nature of nonprofit leadership and offering opportunities for professional development. The program provides up to six fellowship awards annually, each offering up to $30,000 for professional development to outstanding leaders of nonprofit 501(c)(3) organizations. This direct investment in leadership aims to strengthen the nonprofit sector within Maricopa County, Arizona, which is a key strategic priority for the Piper Charitable Trust. The primary target beneficiaries are experienced leaders of nonprofit organizations serving Maricopa County, specifically those that have been operating for a minimum of 10 years in critical sectors such as human services, health, education, arts and culture, or religious organizations. The impact goal is to enhance the professional capabilities of these leaders, thereby strengthening their organizations and ultimately improving the quality and reach of services provided to the community. By fostering individual growth, the program seeks to create a ripple effect that benefits the wider community served by these organizations. The program prioritizes a personalized approach to professional development, encouraging Fellows to design their own plans that can include educational programs, visits to model sites, and meetings with leaders across the nation. This focus on tailored development ensures that the learning is relevant and impactful for each individual and their organization. Additionally, the fellowship includes a $10,000 grant for staff and board development within the Fellow's organization, and eligibility for an Organizational Enhancement Award of up to $50,000 after fellowship completion. These additional grants underscore the foundation's commitment to holistic organizational improvement alongside individual leadership development. Expected outcomes include enhanced leadership skills, improved organizational management, and increased capacity for innovation within participating nonprofits. Measurable results would be reflected in the successful completion of professional development plans, the effective utilization of staff and board development grants, and the successful application and implementation of Organizational Enhancement Awards. The foundation's theory of change posits that by investing in the professional growth and organizational capacity of established nonprofit leaders, they can foster more resilient, effective, and impactful organizations that better address the needs of Maricopa County residents. The program emphasizes that continued employment of the Fellow is crucial for the grant-related awards, ensuring the investment benefits the organization long-term.

The van Ameringen Foundation focuses on improving mental health services, particularly for those with limited financial means, within New York City and Philadelphia, and through national advocacy. Its mission is to increase accessibility to mental health services, offer preventive and early-intervention strategies, and advocate for systemic change. The foundation offers both general support and project-specific grants, aligning its funding directly with its core mission of fostering a more equitable and effective mental healthcare system for underserved populations. The primary beneficiaries of these grants are individuals and communities confronting significant mental illness, particularly those with limited financial means and opportunities. This includes people needing direct services like case management, counseling, psychotherapy, and psychiatric care, as well as those who benefit from systemic changes in law, public policy, and public perception. The impact goals are to enhance the mental health safety net, improve access to services, and create lasting, positive changes in mental healthcare delivery and perceptions. The foundation's priorities and focuses are clearly delineated into two main categories: Direct Service Grants and Non-Direct Service Grants. Direct Service Grants support programs that provide immediate and tangible assistance to individuals, such as housing, jobs, and various forms of mental health treatment. Non-Direct Service Grants encompass advocacy efforts to change policies, media/dissemination projects to share best practices and research, and training initiatives for mental health providers, advocates, and community members. The foundation explicitly does not fund programs for intellectual or physical disabilities, direct grants to individuals, endowment campaigns, capital projects, annual fundraising drives, or international activities. Expected outcomes include increased accessibility of mental health services, successful implementation of preventive and early-intervention strategies, and significant systemic changes with local or national impact. Measurable results could include the number of individuals served, improvements in patient outcomes, policy changes enacted, increased public awareness, and the number of mental health professionals trained. The foundation encourages innovative and practical proposals that demonstrate a clear path to achieving these outcomes. The foundation's strategic priorities are centered on fostering innovation and practical solutions within the mental health sector. Its theory of change posits that by investing in direct services, advocating for policy reforms, disseminating knowledge, and building capacity through training, it can effectively address disparities in mental healthcare access and quality. This multi-pronged approach aims to create both immediate relief for individuals and long-term structural improvements in the mental health landscape, primarily within its specified geographic areas and at a national advocacy level.

The purpose of this program is to increase representation of American Indian and Alaska Native (AI/AN) people in science, technology, engineering, and mathematic (STEM) fields by increasing visibility and awareness of lesser-known STEM applied public health occupational and student opportunities as well as the benefits of these opportunities. Sanitation and engineering fields are often overlooked as applied public health STEM fields even though their work is the foundation of public health through providing and maintaining sanitary facilities and environments for homes and health care facilities. For example, the primary STEM occupational opportunities within the OEHE include civil and environmental (sanitation) engineering, general (health facility) engineering, and environmental health (sanitarian) professions (herein after collectively referred to as sanitation and engineering).The American Indian Science and Engineering Society (AISES) is identified as a single (sole) source for this cooperative agreement. The AISES is a 501(c)(3) nonprofit public charity and leader in STEM opportunity in Indian Country with both a membership base and Board of Directors that is 100 percent American Indian. Its current membership is over 7,000 individual student and professional members, 248 pre-college chapters, 199 college chapters, 20 professional chapters, and 3 Tribal chapters.

The Thomas Jefferson Scholarship Program (TJSP) will offer talented Tunisian students full scholarships for an academic year of non-degree study at accredited four-year colleges and universities in the United States. The program will provide students from across Tunisia a deeper understanding of the United States and American culture and values, as well as leadership and other soft skills and knowledge to help them contribute to Tunisias economic growth and development.

This grant provides funding to nonprofit organizations in Kansas City, Missouri, that focus on promoting total abstinence from alcohol, supporting the elderly, caring for underprivileged children, and advancing education and social services.

The Veridian Credit Union’s Successful Financial Future Grants, administered in partnership with the Community Foundation of Northeast Iowa, aim to support nonprofit organizations that are crucial in fostering successful financial futures within Veridian Credit Union’s service areas in Iowa and Nebraska. This initiative aligns with the foundation's broader mission of strengthening communities by addressing fundamental barriers to financial stability. These grants specifically target individuals in Iowa and selected Nebraska counties (Cass, Douglas, Lancaster, Sarpy, Saunders, and Washington) who face challenges to financial stability. The primary impact goal is to empower these individuals through enhanced financial literacy and/or employment readiness. The program seeks to support organizations that are fully engaged in this work, rather than funding individual projects or programs. Priority funding will be given to applicants demonstrating a proven track record of success in improving financial literacy and increasing employability. Organizations that utilize evidence-based approaches and data-driven decisions in their work are also favored, along with those demonstrating financial and organizational strength, a commitment to diversity, equity, and inclusion, and a collaborative approach. The expected outcomes include individuals achieving greater financial stability and increased employability within the communities served. While specific measurable results are not explicitly detailed beyond the general operating grant structure of up to $5,000, the emphasis on evidence-based approaches suggests a commitment to tracking the effectiveness of the funded organizations' work in these areas. The foundation's strategic priorities are clearly centered on supporting nonprofits that actively work to reduce barriers to financial stability. This grant program embodies a theory of change that posits by investing in organizations focused on financial literacy and employment readiness, individuals will be better equipped to achieve financial independence, thereby contributing to stronger, more stable communities.

The Proposition 47 Grant Program Proposal Package submission is available through an online portal submission process. Applicants must submit proposals through the BSCC Submittable portal by 5:00 P.M. (PDT) on June 10, 2024 Any technical questions concerning the RFP, the proposal process or programmatic issues must be submitted by email to: Prop47Cohort4@bscc.ca.gov A virtual grant information session will be held on Tuesday, April 30th, 2024 at 10:00 A.M. to provide clarity on RFP instructions and answer technical questions from prospective applicants. See the BSCC website for more information. GUIDING PRINCIPLES FOR BSCC’s PROPOSITION 47 GRANT•Incorporate community partnerships and collaborations.•Encourage culturally competent services and approaches that foster the principles of restorative justice.•Define target populations, especially those populations that are:-traditionally underserved or inappropriately served through mental health and substance use disorder service providers, or-overrepresented within the criminal justice system, or-experiencing or at risk for homelessness•Expand access to culturally congruent quality mental health and substance use disorder services, including services for co-occurring mental health and substance use disorder needs and the use of evidence-based or community defined practices.•Identify and address known barriers to serving target populations, such as:-lack of jobs, housing, or employment•Prioritize client-focused/client-centered holistic programs and approaches, including healing strategies and trauma-informed care.•Expand and improve on efforts to divert individuals away from criminal justice involvement through increased diversion programs and improved behavioral health services or community supports.•Include community-based organizations with diverse staffing, including those who are system-impacted individuals, or who have varying educational levels and life experiences.•Demonstrate capacity building for service providers at every level.•Be mindful of regional equity and geographic diversity, including smaller and rural counties.•Collect program data and measure/evaluate outcomes and publish and share information.•Encourage community engagement, where members of the community participate in the identifying, informing, and shaping of policies, goals, services, and solutions. Services and programs proposed in response to this RFP must be designed to serve people who have been arrested, charged with, or convicted of a criminal offense and have a history of mental health or substance use disorders. Eligible applicants are public agencies located in the State of California.  To be eligible, a Lead Agency must subcontract with one or more non-governmental, community-based organization(s) for a minimum of 50 percent of the total grant award to demonstrate a shared partnership rooted in community engagement and economic equity. Small scope applicants can apply for up to $2M and large scope candidates can apply for $2-8M. The grant period is 10/1/24-6/30/28, the last 3 months to be used to finalize and submit the required Local Evaluation Report and program-specific compliance audit.

In accordance with the Federal Fire Prevention and Control Act of 1974, the Superintendent of the National Fire Academy (NFA) delivers training in cooperation with the State fire service training agencies. This cooperation includes the State Fire Training Systems Grant (SFTSG) program providing grants to pay for: the direct delivery of government-funded coursed in the states; the distribution and sharing of Student Manuals, Instructor Guides, and other course materials; and funding to the states to help supplement and tailor their training delivery needs using NFA courses and programs. Applicants can submit applications for this funding opportunity through FEMA Grants Outcomes (GO). Access the system at https://go.fema.gov/

The Women Working Wonders Fund (WWWF), an endowed fund of the Greater Lowell Community Foundation (GLCF), is currently accepting proposals to empower women and girls to effect positive change in the community. The GLCF's mission, through the WWWF, is to advance the contributions of women and girls, fostering their development and impact within the Greater Lowell area. This grant program directly aligns with the foundation's broader goal of supporting community-led initiatives and enhancing the quality of life for all residents. The primary beneficiaries of the WWWF grants are women and girls within the community. The fund aims to achieve several impact goals, including assisting women in transition, providing leadership development opportunities for women and girls, and contributing to environmental beautification efforts that specifically benefit women and girls. These goals are designed to address key areas of need and opportunity for this demographic, fostering self-sufficiency, leadership skills, and an improved living environment. The WWWF focuses on programs and projects that directly empower women and girls. Specific priorities include initiatives that offer support during transitional periods, such as career changes or life events, and programs that cultivate leadership abilities from a young age. Additionally, the fund supports projects that enhance the local environment, with a particular emphasis on creating spaces that are beneficial and safe for women and girls. This strategic focus ensures that the grants create tangible and lasting positive changes. Expected outcomes for funded programs include measurable improvements in the lives of women and girls, such as increased access to resources for those in transition, enhanced leadership skills among participants, and visible improvements in community spaces benefiting women and girls. The WWWF will award five grants of up to $10,000 each, aiming to support diverse projects that align with its mission. The foundation's theory of change posits that by investing in programs that directly address the needs and potential of women and girls, a stronger, more equitable, and thriving community will emerge. Non-profit organizations are eligible to apply, and further information is available through the GLCF.

The Employment Development Department (EDD), in coordination with the California Labor and Workforce Development Agency (LWDA), announces the availability of up to $1 million in California State General Funds for the Evaluation and Technical Assistance (ETA) for the Displaced Oil and Gas Worker Fund (DOGWF). The DOGWF ETA PY 23-24 awardee will be responsible for providing evaluation and technical assistance for DOGWF PY 23-24 program awardees as they pioneer initiatives that guide displaced oil and gas workers into new jobs and career trajectories by extending beyond singular sectors, committed to securing stable, well-compensated, and gratifying roles for these workers across diverse industries. The DOGWF ETA PY 23-24 grant aims to enhance the effectiveness and sustainability of DOGWF projects. The initiative seeks to fund an organization with expertise in assessing program and operational capacity, facilitating Communities of Practice (CoPs), conducting a developmental evaluation for continuous learning and improvement, and addressing the needs of displaced workers impacted by energy sector shifts for future policy and program planning. In addition, the ETA awardee will support program grantees with developing and implementing strategies for partnership development, participant assessment, skills transfer, career navigation, administering training stipends, providing wrap-around support, identifying relevant career pathways and training programs, and guidance on participant tracking and performance outcomes reporting. Applicants for the DOGWF ETA must be organizations with the capacity, relationships, and expertise to deliver ETA to grantees across the state. Proposals from non-profit or for-profit consulting, technical assistance, evaluation, capacity-building organizations, labor organizations, community colleges, adult education providers, workforce boards, and education and training providers will be accepted. Proposals must be received by 3 p.m. PST on July 22, 2024. An informational webinar will be held on June 25, 2024, at 1:30 p.m. PST.  Pre-registration is required for all attendees. Please register through the following link by June 24, 2024 by 9 a.m. PST: https://us02web.zoom.us/webinar/register/WN_EOwky4VSQ06lWDMieX-9bA The EDD encourages applicants to submit a Notice of Intent to apply by July 1, 2024, at noon to WSBSFP1@edd.ca.gov. To view this SFP, visit the EDD Workforce Development Solicitations for Proposals webpage

The Bureau of Near Eastern Affairs Office of Assistance Coordination (NEA/AC) and Embassy Tunis Assistance Unit seek proposals to address the social and economic hurdles facing repatriated Tunisian migrants voluntarily or forcibly returning to their home country. The proposals should focus on women and youth who encounter barriers to education, social support systems, and employment.

The Bitsie Clark Fund for Artists (The Bitsie Fund), housed at the Community Foundation for Greater New Haven, aims to support individual artists in pursuing new work and achieving specific creative and career goals. This aligns with the Foundation's broader mission to foster a thriving community by supporting local talent and development. The fund's focus is on individual artist development, rather than community development, signifying a strategic priority to invest directly in the artistic growth of residents within the Foundation's service area in Greater New Haven. In 2024, The Bitsie Fund will award two $5,000 grants, one specifically for a Black artist and another open to all eligible artists. This targeting reflects a commitment to equitable support within the artistic community and addresses potential disparities. The grant's impact goals are centered on enabling artists to tackle major artistic development goals, take risks on new directions in their work, or advance their careers. The expected outcomes include a more vibrant artistic community with empowered individual artists. The fund prioritizes individual artists at a significant point in their personal development, encouraging both established artists with a substantial body of recent work and those emerging in their field to apply. This inclusive approach to eligibility ensures a broad reach within the artist community. The focus is on supporting a wide array of creative disciplines including dance, music, theater, visual arts, design, craft, literary arts, voice, poetry, playwriting, composition, and film. Measurable results would be evidenced by artists successfully utilizing the funds for approved uses such as purchasing materials, compensating for time spent developing projects, hiring others, covering performance or touring costs, travel for proposals, renting studio space, and production expenses. Ultimately, the Bitsie Fund's theory of change posits that by directly supporting individual artists in these ways, it will contribute to their personal and professional growth, thereby enriching the cultural landscape of Greater New Haven.

The Public Diplomacy (PD) Section of the U.S. Office of Palestinian Affairs (OPA) invites Palestinian and American not-for-profit non-governmental organizations (NGOs), associations, non-profit higher education institutions, or non-profit social enterprises based in the West Bank, East Jerusalem, or Gaza to submit proposals to design and implement a program to bridge the frequently-noted skills gap of Palestinian new college graduates, by fostering partnerships between universities, faculty advisors, syndicates, professional associations, and other private and public sectors institutions to team up in creating and implementing a viable strategy to prepare the workforce of the future by developing a sustainable capability and educational institutions for continuous upskilling and modernize selected universities to support their desire to become world-class institutions.. This program must be designed to implement activities that advance the applicants goals and the U.S. OPA-PD mission, including but not limited to:1) Building Palestinian institutions, both governmental and non-governmental, that effectively address the needs and aspirations of the Palestinian people;2) Building a prosperous Palestinian economy, led by a thriving private sector, that provides equitable and inclusive economic opportunities and improves daily life for Palestinians. Education systems around the world are united in their awareness to the need to adapt and update their education programs to better prepare students for the future of work. Worldwide, there is a vital need to ensure young people at schools, universities and vocational education and training institutions are equipped with the skills and competences necessary to support the drive towards more sustainable, and inclusive economies. In the Palestinian territories and East Jerusalem, there are many additional factors that make preparing the students for a successful transition to work, even more challenging. High unemployment rates and general economic stagnancy contribute to political and social existing instability. According to the Palestinian Central Bureau of Statistics - even before the most recent escalation in conflict decimated the Gazan economy and severely slowed the West Bank and Jerusalem economies - 27.3% of all Palestinians were unemployed. The proportion was higher among women (47%), Gazans (50%), and youth (45%). The investment climate does notattract foreign investors or encourage local private sector initiatives. Startups and small businessesare a successful driver of economic growth and job creation worldwide, but a thriving smallbusiness sector requires a better regulatory enabling environment, and a lobar forced with skillsthat match market needs. Youth are not finishing school, or university, with the skills andknowledge they need to be successful in the market. Culturally, families push their children towarduniversity and specifically, scientific subjects; however, the market cannot support the numbers ofgraduates that Palestinian universities are graduating. Vocational training is underutilized. Theresult is significant underemployment at the beginning of many peoples careers. Overviewplanning for labor market requirements is not provided on a national scale, and neither thegovernment nor the universities are engaging with students and families to encourage studyingnon-saturated fields. At the opposite end of the spectrum, difficult economic situation is oftendriving young people to take a low wage, non-skilled jobs in order to support their families, ratherthan enroll in even a short-term training course that could provide better long-term opportunities.On the other hand, innovation ecosystem is emerging but fragmented and disconnected. Whilemost universities have labs, makerspaces, incubation centers, entrepreneurship centers, theirinterconnectedness and connection with the private sector and investors, which forms the actualinnovation ecosystem, has not yet coalesced, and higher education research and developmentprograms are very limited. Without additional support, it is difficult for universities and othervarious players to successfully build the national innovation capacity and propel entrepreneurstowards greater success.Both the public and private sectors see the critical need to strengthen and build a workforce capableof working in a space filled with the crucial components of the countrys journey to self-reliance.In addition, workforce training needs are changing rapidly, and are in response to the emergingFourth Industrial Revolution and overall worldwide conversion to a digital landscape.Accordingly, the purpose of this program is to improve university curriculum and learningprocesses through well established and sustained partnerships with the private sector, consequentlycreating ways to ensure the workforce is trained and prepared for the new and evolvingtechnologies and modern markets needs.Applications should provide a detailed manifest of activities the implementing organization willconduct under the grant. The proposed program must include substantive engagement withAmerican people, institutions, ideas, and/or ideals in order to improve American-Palestinianrelations and create greater opportunities for mutually beneficial partnership and cooperation.As the activity name implies, a core principle is to seek, identify, develop and support partnershipsto achieve the program objectives. OPA encourages applicants to strategically engage with a widerange of partners from the public and private sectors who can support, advance, expand oraccelerate the programPriority Region: West Bank, Gaza, and East Jerusalem.Program Objectives: Working primarily at the local level and using an evidence-based approach, all proposed projects must aim to advance the OPA-PD mission goals stated above, contain a substantive American element, and achieve at least two of the following specific objectives:1. Universities develop and begin to implement a strategic plan to upgrade their education models to better prepare students for the labor market as evidenced by a new co-curricular program, designed by faculty to facilitate better access to employment for their students.2. Palestinian faculty and staff gain new knowledge, skills, and resources to design and implement curricular and co-curricular programs that better support their students' future employment and labor market needs.3. Development and implementation of integrated courses and academic programs; identify, develop, and implement appropriate and affordable technology platforms; and improve curriculum and pedagogy through universal design for learning.4. Improved research and innovation capacity: development and implementation of comprehensive university plans to improve faculty and student research and innovation which may include strategic partnerships with U.S. higher education institutions. This objective should also explore and support opportunities for the selected universities to generate and apply research to address local and national challenges. For any of the above objectives to be achieved, the Applicant must engage the private sector and facilitate effective collaboration among multiple stakeholders.

The Vermont Community Foundation's grant program seeks proposals from Vermont villages, towns, and cities to close the opportunity gap by fostering inclusion and belonging for people of all races and backgrounds. This initiative aligns with the Foundation's mission to support local governments in removing structural barriers and building a more inclusive and diverse state. Developed in collaboration with the Vermont League of Cities and Towns and Vermont’s Office of Racial Equity, the program primarily supports communities participating in the IDEAL (Inclusion, Diversity, Equity, Action, and Leadership) Vermont program, though limited grants are also available for non-participating communities. The target beneficiaries of this program are all people within Vermont communities, particularly those who may feel excluded, discriminated against, or fear visiting, living, or conducting business due to a reputation for exclusion, intolerance, or bias. The program specifically aims to benefit Black, Indigenous, and People of Color (BIPOC) individuals by ensuring they feel safe and supported, thereby enabling their recruitment and leadership in businesses and local governing bodies. The overall impact goal is to cultivate communities where all residents feel connected and safe, regardless of their background or how long they have resided there. The program prioritizes a range of activities designed to meet locally defined community needs. These include funding for consultant-led work, such as introductory and implicit bias trainings, equity assessments, planning efforts, and reviews of hiring practices. Additionally, the program focuses on supporting community-wide conversations, the creation and work of municipal equity committees, and providing stipends for community members to ensure their involvement is appropriately compensated (e.g., for time off work, childcare, or transportation). This flexible approach acknowledges that communities are at different stages in their equity journey and require varied support. Expected outcomes include a reduction in feelings of fear or exclusion within communities, increased recruitment and leadership of BIPOC individuals in local businesses and governance, and enhanced capacity for educators, students, local leaders, and families to address discrimination and bias effectively. Measurable results will stem from the progress municipalities make in their learning and actions related to equity and inclusion. While not explicitly detailing a 'theory of change,' the Foundation's strategic priority is clearly to empower local governments as leaders in fostering a more equitable and inclusive Vermont by providing resources that facilitate ongoing progress rather than expecting a single project to resolve all challenges.

The Bunbury Fund, supported by the Princeton Area Community Foundation, aims to bolster the capacity of non-profit organizations in central New Jersey, particularly Mercer County, enabling them to effectively pursue their missions and achieve sustainable organizational maturity. The foundation's core mission revolves around "capacity building," which is defined as work that enhances an organization's ability to deliver its mission with increased confidence. This strategic alignment ensures that grants directly contribute to the long-term effectiveness and stability of recipient organizations. The fund targets non-profit organizations that operate and provide services within the geographic region covered by the Princeton Area Community Foundation. This includes Mercer County, Eastern Bucks County (PA), Northern Burlington County (NJ), Southern Hunterdon County (NJ), Southern Middlesex County (NJ), and Southern Somerset County (NJ). The primary impact goal is to strengthen the ability of these non-profits to "do their best work" by empowering them with the necessary resources and strategies. The fund encourages projects that prioritize anti-racism strategies and embed racial equity at the core of their work, signifying a commitment to inclusive and equitable community development. The Bunbury Fund offers various grant types with specific focuses. One-year capacity-building grants, up to $50,000, support areas such as board governance, leadership succession planning, strategic partnerships, scenario planning, systems upgrades, racial equity and inclusion practices, human resources, and technology improvements. Multi-year capacity-building grants, up to $150,000 over three years, are designed for comprehensive, phased projects that require extended development for organizational effectiveness. Additionally, planning grants of up to $10,000 are available to help organizations evaluate the resources needed for more extensive capacity-building initiatives, acting as an initial step in assessing viability. The expected outcomes include enhanced organizational effectiveness, improved service delivery, and a greater ability for non-profits to achieve their missions with confidence. Measurable results would stem from the specific capacity-building areas addressed by the grants, such as improved governance structures, stronger leadership, more efficient systems, and the successful implementation of racial equity strategies. The foundation's strategic priority is to empower non-profits through capacity building, operating on the theory of change that by strengthening the internal capabilities of these organizations, they will be better equipped to serve their communities and create lasting, positive impact, particularly through the lens of racial equity.