WNY Forward Fund/Strategic Realignment & Nonprofit Resiliency

• 501(c)(3) tax-exempt nonprofit organizations and organizations using a 501(c)(3) fiscal sponsor
  
• Organizations serving residents of Erie, Niagara, Genesee, Orleans, Wyoming, Allegany, Cattaraugus, Chautauqua Counties
  
• This funding opportunity intends to support formal strategic restructuring, mergers/affiliations, and structural alliances.  Requests for collaborative programming and network or coalition support are not eligible for funding through this opportunity.  

• June 22, 2026: Process opens 

• July 24, 2026, at 4 p.m.: Process closes 

• By September 30, 2026: Notification of grant awards 

1. Can existing partnerships qualify or just new partnerships? What about coalitions and collaborations? 

The grant is intended to fund the exploration of new partnerships and alliances that lead to structural change for nonprofits that will position them for resilience and strength to carry out their missions. This includes organizations which do not yet have anything formal and are just beginning to explore what that could look like.   

On a case-by-case basis, existing alliances may be considered if a significant expansion or greater formalization is being considered, and resources are needed to support that exploration. (For example: two organizations might have a shared services agreement in place now and would like to explore evolving into a formal legal affiliation.) 

While we applaud and encourage coalitions and collaborations in general, this grant is not designed to support any alliances that do not lead to structural change for the individual nonprofit. 
 

2. What resources are available if we would like to learn more about strategic restructuring?
Please refer to the Information tab below for links to helpful resources. 

3. If the request involves significant partnerships, does each partner submit an application?
Only one application is required and is submitted by one organization identified as the Primary Applicant. Additional information is required from partner organizations to complete the application and each partner must provide a letter of support.
 

4. Can an agency with multiple potential partnerships submit, and be awarded, for more than 1 application in a single round?
We will consider multiple requests for alliances with different partners; however, we request that all proposals are for the exploration phase of any partnerships and that they be ready to begin soon after funding. 
 

5. If we haven’t been impacted directly by federal funding issues, are we still eligible?
Yes. We expect that need in our community will continue to rise and that there will be continued funding strain on nonprofits beyond federal funding cuts.
 

6. While the grant is to fund exploration, will there be funding in the future for implementation?
Currently the funding is limited to exploration, given that major initiatives such as mergers can be costly. Individual funders may have an interest in supporting implementation depending on area of focus and other factors. 

7.  Are salaries for staff time, including an executive director, dedicated to exploring a merger eligible expenses?
This fund was not designed to support ongoing programming or operational costs, but we understand that there may be extenuating circumstances. If you feel this applies to you, there is space in the application to make your case. In addition, you may have key staff members who are needed in exploration discussions, resulting in lost revenue for the organization. These staffing costs will be considered.

The submitted budget may include up to 20% in admin costs.
 

8. Is funding for capital improvement to make shared workspace stronger eligible?
Funding to explore shared workspace may be eligible; capital improvement expenses would not be included.
 

9.  If the exploration doesn’t end up coming to fruition, are there any ramifications for that – such as re-payment of grant?
No. We understand that not all exploration results in successful partnerships, so there are no ramifications for those that do not yield successful results.
 

10. What are the total funds allocated for this round?
We have not yet determined the specific allocations just yet, although we expect some grants will be up to $25,000. We have allocated $450,000 for this round of funding.
 

11. If we received funding in the first round, are we eligible to apply again?
If you have received past funding, you are eligible to apply for funding again for a separate partnership opportunity or one that builds upon the funding you have received. Please know that your application may not be as competitive as that from an organization that has not yet received funding.
 

12. What is the timing of grant awards and the deadline for when those funds should be used?
The grant process will open on June 22 and the deadline for submitting the application is July 24, at 4 p.m. Final grant awards are expected to be made by September 30, 2026.
 

13.  May we request to have our project/name kept confidential in any public announcement? 
We understand that the work of potential grantees may be sensitive and that some organizations would prefer not to raise their profile as they are engaged in this work. We will respect any grantee organization’s wishes to keep their name private. Please let us know if that is the case. We may also ask some grantees to share their project so that future grantees can get a better sense of what represents a successful project. 

For more information on different degrees of collaboration, including factors to consider when entering into formal partnerships, you can watch the recording from recent sessions hosted by Impact HQ fueled by NSG and delivered by Fio Partners:  

• Session 1: Building Strategic Alliances – Preparing to Partner  

• Session 2: Building Strategic Collaborations – Understanding the Options and Getting Started  

For more information on partnerships, readiness assessments and different types of collaborations, check out the Sustained Collaboration Network website: https://sustainedcollab.org/  or the Partnership Matrix by La Piana Consulting. 

Strategic & Structural Alliance
A small nonprofit organization that provides support to low-income residents is exploring a structural alliance with a congregation that owns an underutilized historic property. The organization’s existing lease expires soon and cannot be renewed and the church property offers a larger, more central location aligned with both organizations’ missions. Requested funds would support a facilitator to guide joint negotiations and assess operational feasibility for both parties, including sessions with each governing board and joint planning sessions. The process would produce an MOU and potential lease framework. Both organizations have already co-invested in an architectural feasibility study. 

Merger or Affiliation 

A long-established small nonprofit is exploring a merger with a large nonprofit organization. The two organizations have a history of shared services (e.g., human resources, programming) and want to explore where their partnership can go further (e.g., co-location) and the viability of a merger. Federal funding cuts, delayed contract payments, and growing compliance demands are driving the exploration. An independent consultant would lead structured conversations with both boards and leadership teams over six months, completing an affiliation/merger readiness assessment and preparing a recommendation. 

Strategic Restructure
A regional nonprofit has developed substantial in-house expertise in services typically provided by municipal entities. Demand for these services exceeds what the 501(c)(3) can legally or operationally deliver. The organization seeks to explore creating a for-profit subsidiary that could pursue contracts unavailable to nonprofits and help them to retain dedicated staff and equipment. Requested funds would support a legal consultant (nonprofit/for-profit hybrid structures) and a small-business start-up consultant, plus staff time to manage the exploratory process. 

A few commonalities/strengths across the examples: 
All three applications center their requests on third-party consulting and planning costs — not program implementation — which aligns well with the fund’s stated preference for exploration and planning work. Each clearly names specific consultants or consultant types, which strengthens the case for how funds would be used. 

The requests vary considerably on an organizational scale, suggesting the fund is open to applicants across a wide size range, so long as the restructuring rationale is sound. 

Each application is grounded in a concrete external driver — a lease expiration, federal funding cuts, or liability/capacity limits — rather than a purely aspirational case for change.  

For those that have specific questions about the grant opportunity, please contact Megan MacDavey (mtm@towerfoundation.org) or Claire Kresse White (cekwhite@gmail.com).