Category A FY18 Project Plans (n100).pdf

CDC-RFA-OT18-18020101SUPP18

FY18 CIO Project Plans

Category A

CSTLTS Online System (COS) NPB FY18 Project Plan: Advancing Georgia Public Health System Violence Surveillance and

Center for State, Tribal, Local, and Territorial Support (proposed) National Partnership Branch

FY 2018 CIO Project Plan Final

CDC-RFA-OT18-1802

Strengthening Public Health Systems and Services through National Partnerships to Improve and Protect the Nation’s Health Project Plan Instructions

You can edit and save a draft of your plan by clicking the "Save and Close" button below. You can edit your plan at any time before submitting it. You must submit a final version to be considered for the NOFO. Submit the final version by clicking the "Submit" button below. You cannot make edits after you click "Submit."

GENERAL INFORMATION

Recipient Name:

1 Project Title (Please do not use all caps):* 15/15 words maximum

2 CIO:*

NATIONAL CENTER FOR INJURY PREVENTION AND CONTROL

3 Division, office, or unit:* Other Enter other division, office, or unit:*

4 CIO Point of Contact (POC) name(s):* CIO POC email address(es):*

Separate multiple names, emails, and phone numbers with a semi-colon.

CIO POC phone number(es):*

5 Target Population Category to Receive Capacity-Building Assistance (CBA):* Category A

6 Description of the Target Population:* 8/25 words maximum

PROJECT FUNDING

OT18-1802 Period of Performance Length: August 1, 2018 – July 31, 2023

Budget Period Length: September 1 – July 31

7 Proposed Project Funding Amount:* (11-month budget period) (Whole numbers only)

Funded Unfunded

8 Expected Length of Project:* The CIO will fund the project for the entire period of performance (5 years). The applicant will submit a continuation application for the project each budget period (every 12 months).

The CIO will fund the project for two or more consecutive budget periods. The applicant will submit a continuation application for each budget period (every 12 months).

The CIO will fund the project for one year. The applicant will not submit a continuation application for the next budget period. The CIO will submit a new project plan for solicitation to fund the project additional budget periods.

PROJECT DETAILS

Project Description*– Provide a narrative of the purpose, proposed activities, expected outputs, and expected outcomes.

938/1,000 words maximum

Advancing Georgia Public Health System Violence Surveillance and Partnership Activities Based on the Cardiff Model

Division of Violence Prevention, Research and Evaluation Branch

Steven Sumner; Kendell Cephas; Mary Phillips hvo5@cdc.gov; koc9@cdc.gov; gyf3@cdc.gov

770-488-3742; 770-488-1463

State governmental public health department - Georgia

$200,000

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CBA PROGRAM APPROACH – NOFO LOGIC MODEL

10 CBA Program Strategies (Check one or more):*

Public Health Systems Infrastructure: Activities to improve operational capacity, such as policies and plans, administration and management, and quality improvement

Leadership and Workforce Development: Activities to improve leadership and workforce competencies, recruitment, and retention

Data and Information Systems: Activities to improve collection, management, interpretation, and dissemination of data to guide decision-making

Communication and Information Technology: Activities to improve use of communication and information technology to affect health decisions and actions

Partnerships: Activities to improve establishment and maintenance of results-driven partnerships

Project Description – Provide a narrative of the purpose, proposed activities, expected outputs, and expected outcomes (1,000 word limit):* Proposed Activities: This is a proposed 3 year project ($200,000 per year) which will involve both a public health surveillance and public health partnership building component. The proposed project expands on and builds off of a pilot project in the Atlanta Metropolitan Area to implement a violence prevention program known as the Cardiff Model for Violence Prevention. The Cardiff Model program is intended to use combined data from hospital and police departments to better understand the location of violence in an area and to stimulate cross-sector partnerships for prevention. The Cardiff Model pilot in the Atlanta Metropolitan Area has successfully established data collection on violent injuries by a single hospital and a single police department partner. The goals of this proposed expansion project are to 1) establish a central repository for Cardiff Model data by a state government public health agency who can receive and centralize hospital data on violence injuries from multiple hospitals across the Atlanta Metropolitan Area covering multiple counties (Fulton, Dekalb, Gwinnett), and 2) to establish leadership and coordination of the partnership through this same state governmental public health agency.

1) Enhancing state public health capacity for surveillance of violence-related injuries: This project aims to develop a comprehensive public health surveillance system for violence based on combining hospital and police data on violent incidents based on the evidence-based Cardiff Model for Violence Prevention. In particular, a central repository for hospital data on violent injuries (containing, at minimum, precise information on location, date/time, and mechanism of injury) will need to be established. Because some data elements in the surveillance system are considered protected health information under HIPAA, the central repository for surveillance data will need to be established with a state-level governmental public health agency with authority to received protected health information from hospitals. Hospital data on violent injuries will then be cleaned, processed, and combined with data provided by police departments on violent incidents. Incidents will be identified that are unique to each data system, as well as incidents that are present in both data systems. The combined data will be mapped to identify hotspots, and periodic data reports and maps will be shared with partners to guide injury prevention and control measures.

2) Improving capacity to establish and maintain data-driven cross-sector partnerships to implement violent injury prevention and control programs: Data collected from the comprehensive public health surveillance system, as described above, will then be used to guide injury prevention and control activities. This project will work to establish a multi-sector partnership. The state-level public health agency with the authority to receive and centralize protected health information across multiple counties covering the Atlanta Metropolitan Area will need to periodically convene relevant law enforcement, health, and other community and governmental partners to review the public health surveillance data/maps to plan and implement coordinated injury control programs and activities.

The relevant state-level public health agency will need to be able to establish a grant of authority with relevant partners for the purposes of reviewing data which may contain protected health information and conducting injury prevention and control activities.

The state-level public health agency will be responsible for ensuring partnership engagement and leadership for injury control strategy and activities over a broad multi-county area covering the Atlanta Metropolitan Area and surrounding area. Through the mapping and data collection activities identified in Activity 1 above, the public health agency and partnership will assess trends in violent injuries over time to evaluate whether intervention activities are achieving a reduction in violence.

Expected Outputs:

• Public health violent injury surveillance system for Georgia housed within a state public health agency to include:

o Data sharing agreement between hospitals and state-level public health agency (up to 10 hospitals to be recruited; hospitals to be selected in consultation with state public health agency, CDC Division of Violence Prevention, and current Cardiff Model partners Grady Hospital and Dekalb County Police Department) o At minimum, monthly sharing of hospital data with state-level public health agency o Establish ongoing procedures for processing, cleaning, geocoding, comparing data overlap between hospital and police sources, and mapping hospital and police data (currently, the Atlanta Metro Area Cardiff Model project collects data from one hospital and one police department parter; this will be expanded to up to 10 hospitals covering multiple counties across the Atlanta Metro Area and surrounding area) o Establish ongoing procedures for monthly data reports and maps to be shared with partners

• Development, convening, and leading of a broad coalition to include, at minimum, public health, hospitals, law enforcement, other relevant governmental agencies, and community partners. This output includes:

o Developing and implementing a public health grant of authority for injury prevention and control activities so maps or other data possibly containing protected health information can be shared and discussed with partners o Establishing meeting for review of data and injury control activities every 2 months, at minimum.

o Facilitation of implementation of coordinated injury prevention and control programs, activities, and policies.

o Tracking of trends in violent injuries over time to assess whether intervention activities are leading to a reduction in violence.

• Documentation of lessons learned and best practices for implementation of the public health surveillance system and partnership activities to guide other locales considering implementing the Cardiff Model.

Expected Outcomes: Implementation of the aforementioned outputs is expected to result in: 1) a more comprehensive public health surveillance system for violent injury that is integrated into state public health data systems and procedures; 2) a cross-sector partnership to implement injury control activities, with assessment of whether violent injury is decreasing as a result of partnership activities; and 3) guidance for other locales in implementing such an approach.

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Laws and Policies: Activities to improve the ability to interpret and inform laws, including statutes and regulations, and policies that affect health

Programs and Services: Activities to improve the identification of best practices and the implementation of evidence-based/informed programs and services

11 CBA Program Outcomes (Check one or more):*

Short-Term

Improved operational capacity to evaluate, manage, and improve public health systems

Improved leadership capacity to identify and prioritize public health needs

Strengthened core and discipline-specific public health competencies among the workforce to improve job performance

Improved capacity of data and information systems to conduct public health monitoring and surveillance

Improved communication and information technology capacity to inform the public efficiently and effectively

Improved capacity to establish and maintain partnerships within and across sectors to create a shared vision of health

Increased capacity to evaluate laws and policies to affect health

Improved capacity to identify, prioritize, and customize relevant programs and services to address public health needs

Intermediate

Increased capability of public health systems to achieve nationally established standards

Increased leadership decision-making to address public health needs strategically and systematically

Strengthened capability of public health workforce to deliver essential public health services

Increased capability to use data to inform decision-making and support evidence-based practices and policies

Strengthened capability to use communication and information technology to affect health decisions and actions

Strengthened capability to respond to public health priorities collaboratively and strategically

Strengthened capability to systematically apply and use laws and policies to improve health

Increased capability to implement evidence-based/informed public health programs, policies, and services to address public health needs

12 Applicant Organizational Capacity:* 37/200 words maximum

13 Applicant Program Experience:* 26/200 words maximum

COLLABORATIVE WORK

14 Expectations for Collaboration, as applicable: 27/200 words maximum

15 Expected Subcontractual Work and Recommended Criteria for Selecting Subcontractors, as applicable: 65/200 words maximum

16 Will the proposed CBA benefit governmental public health agencies?* Yes No

The recipient will need established relationships, organizational capacity, and ability to assist state-level public health agencies.

Experience in providing guidance and support for public health surveillance and partnership building activities at the state level is essential.

The recipient should have experience assisting state-level public health agencies on matters of public health surveillance, partnership building, and documentation and promotion of best-practices.

The recipient of this funding will work closely with a state level public health agency to implement and expand the Cardiff Model violence surveillance system.

The recipient of the funding award will need the capacity to establish subcontracting with a state level public health agency. To successfully implement the public health surveillance system, support for an analyst (part-time, at minimum) housed at the state public health agency is needed as well as local funding for geospatial analysis software (such as ArcGIS), computer hardware, local travel, and miscellaneous supplies.

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Briefly describe how. : * 81/200 words maximum

BUDGET INSTRUCTIONS

17 General Instructions for Use of Funds, as applicable: 75/100 words maximum

CIO CERTIFICATION

By submitting this project plan, I certify that my CIO currently does not maintain a comparable NOFO related to a CBA. I understand it is my CIO’s responsibility to pursue Office of Management and Budget (OMB) and Paperwork Reduction Act (PRA) clearance for this project. I will discuss the project with my Associate Director for Science (ADS) and initiate the appropriate clearance prior to funding.

Final

Submission Date: You will be directed to a confirmation screen upon successful save or submission.

Violent injuries are a leading cause of morbidity and mortality. This project establishes comprehensive public health surveillance for violent injuries as well as injury control activities. Locales implementing this approach have experienced a 42% reduction is hospital admissions due to violence [Florence, C., Shepherd, J., Brennan, I., & Simon, T. (2011). Effectiveness of anonymised information sharing and use in health service, police, and local government partnership for preventing violence related injury: experimental study and time series analysis. BMJ, 342, d3313.].

Total costs to implement the public health surveillance program by the state-level public health agency are estimated to not exceed $100,000 per year, including part-time analyst salary, computer, software, travel, supplies, and all fringe and indirects. The remainder of funds can be used to support funding recipient oversight, guidance, travel, and documentation of lessons learned and best practices. Funds can also be used to support implementation of injury control and prevention activities, as needed.

04/12/2018 NCIPC/FY18 (Year 1)/PP/5

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CSTLTS Online System (COS) NPB FY18 Project Plan: Advancing HiAP among Local Health Departments through capacity

National Partnership Branch

FY 2018 CIO Project Plan Final

CDC-RFA-OT18-1802

Strengthening Public Health Systems and Services through National Partnerships to Improve and Protect the Nation’s Health Project Plan Instructions

You can edit and save a draft of your plan by clicking the "Save and Close" button below. You can edit your plan at any time before submitting it. You must submit a final version to be considered for the NOFO. Submit the final version by clicking the "Submit" button below. You cannot make edits after you click "Submit."

GENERAL INFORMATION

Recipient Name:

1 Project Title (Please do not use all caps):* 11/15 words maximum

2 CIO:*

NATIONAL CENTER FOR ENVIRONMENTAL HEALTH

3 Division, office, or unit:* Office Of The Director

4 CIO Point of Contact (POC) name(s):* CIO POC email address(es):*

Separate multiple names, emails, and phone numbers with a semi-colon.

CIO POC phone number(es):*

5 Target Population Category to Receive Capacity-Building Assistance (CBA):* Category A

6 Description of the Target Population:* 18/25 words maximum

PROJECT FUNDING

OT18-1802 Period of Performance Length: August 1, 2018 – July 31, 2023

Budget Period Length: September 1 – July 31

7 Proposed Project Funding Amount:* (11-month budget period) (Whole numbers only)

Funded Unfunded

8 Expected Length of Project:* The CIO will fund the project for the entire period of performance (5 years). The applicant will submit a continuation application for the project each budget period (every 12 months).

The CIO will fund the project for two or more consecutive budget periods. The applicant will submit a continuation application for each budget period (every 12 months).

The CIO will fund the project for one year. The applicant will not submit a continuation application for the next budget period. The CIO will submit a new project plan for solicitation to fund the project additional budget periods.

PROJECT DETAILS

Project Description*– Provide a narrative of the purpose, proposed activities, expected outputs, and expected outcomes.

668/1,000 words maximum

Advancing HiAP among Local Health Departments through capacity building and technical assistance

Hope Roobol hroobol@cdc.gov

770.488.0584

Local health departments, local health officials and their staff, and EH professionals at the local level.

$75,000

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Public Health Systems Infrastructure: Activities to improve operational capacity, such as policies and plans, administration and management, and quality improvement

Leadership and Workforce Development: Activities to improve leadership and workforce competencies, recruitment, and retention

Data and Information Systems: Activities to improve collection, management, interpretation, and dissemination of data to guide decision-making

Purpose/Expected Outcomes: Local health departments (LHDs), especially in home rule state and rural communities, are well-positioned to lead efforts to embed health considerations into policymaking across sectors, and increased coordination and collaboration between cities and counties can lead to improved government efficiency, shared goals across sectors, and better infrastructure to support county, city and regional agencies. In taking health in all polices and/or whole of government approaches to environmental health– environmental health challenges like exposure to toxic substances such as lead, extreme weather events, and access to safe drinking water, food, and air supported through robust environmental health services and infrastructure, among other pressing issues – can be better addressed and protected.

Consequentially, the associated health outcomes can then be improved, as health is more consistently considered in the decisions that influence these issues but are made across sectors, jurisdictions and levels of within and outside government. CDC is proposing to work to support LHDs to use whole of government and health in all policies strategies and tactics in their health departments. Through technical assistance activities, new solutions can be found, new relationships built, and processes implemented that work to address complex environmental health and health equity issues. Eventually, these approaches, tactics and strategies will become embedded into the day to day process not only for the LHDs but also for their counterparts across the government and in turn, continue improving environmental health and addressing health inequities, ultimately improving our communities’ health.

Proposed Activities:

In order to support SHA in working to raise awareness and demonstrate the value of implementing environmental HiAP (eHiAP) strategies and tactics, the following activities are proposed:

• Technical assistance and capacity building program for city and county health departments to increase awareness, capacity and use of HiAP strategies and tactics (1, 2) promising practices (3) and identified HiAP evaluation metrics (4), or others which are emerging.

Including activities such as:

o An eHiAP technical assistance program to health LHDs implement environmental Health in All Policies initiatives tailored to their communities.

o Provide monthly virtual office hours and/or presentations for interested LHDs along with those participating formally in the eHiAP TA program.

o Provide a virtual platform and/or routine communications for interested LHDs to access resources, and connect with other LHDs doing similar HiAP activities or working to advance similar HIAP goals. Such tools and resources could include:

A map of HiAP initiatives at the local and potentially state level(s) A roster of LHDs points of contacts undertaking HiAP work and/or those who have participated in the eHIAP TA program Compile and/or adapt HiAP resources for LHDs such as primers, PowerPoints, job aids, factsheets and other associated materials and make these tools/resources available online Ongoing eHIAP newsletter or similar communications tool o Potentially publish on eHiAP success and/or promote success through conference presentation(s) and existing dissemination channels.

o Connect LHDs to State Health Agency staff working on HiAP initiatives.

Expected Outputs:

• Development, execution and selection of eHiAP Technical Assistance grantees including:

o HiAP technical assistance program application o List of local health department technical assistance applicants o Notes from monthly HiAP technical assistance calls o Technical assistance program evaluation survey template o Completed evaluation forms from HiAP technical assistance program participants

• Documentation of general themes across TA grantees and development of associated tools/resources and presentations posted online for other LHDs

• Development of an article documenting key eHiAP success(s) e.g. Genoese County HIAP activities after the Flint water event.

• Technical activities tailored to the needs of LHDs undertaking eHIAP initiatives (e.g. monthly office hours, routine eHIAP newsletter, map if LHDs undertaking HiAP work, etc.

References

(1) Gase, Lauren N., Radha Pennotti, and Kenneth D. Smith. “Health in All Policies”: taking stock of emerging practices to incorporate health in decision making in the United States." Journal of public health management and practice 19.6 (2013): 529-540.

https://www.ncbi.nlm.nih.gov/pubmed/24080816

(2) NACCHO – Local Health department Strategies for Implementing HiAP -http://archived.naccho.org/topics/environmental/HiAP/upload/factsheet_hiap_dec2014-1.pdf

(3) NACCHO – Health in All Policies – Experience from Local Health Departments - https://www.naccho.org/uploads/downloadable-resources/NACCHO-HiAP-Report_Experiences-from-Local-Health-Departments-Feb-2017.pdf

(4) Gase, Lauren N., et al. "A practice-grounded approach for evaluating health in all policies initiatives in the United States." Journal of Public Health Management and Practice 23.4 (2017): 339-347. https://www.ncbi.nlm.nih.gov/pubmed/27598713

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Communication and Information Technology: Activities to improve use of communication and information technology to affect health decisions and actions

Partnerships: Activities to improve establishment and maintenance of results-driven partnerships

Laws and Policies: Activities to improve the ability to interpret and inform laws, including statutes and regulations, and policies that affect health

Programs and Services: Activities to improve the identification of best practices and the implementation of evidence-based/informed programs and services

11 CBA Program Outcomes (Check one or more):*

Short-Term Improved operational capacity to evaluate, manage, and improve public health systems

Improved leadership capacity to identify and prioritize public health needs

Strengthened core and discipline-specific public health competencies among the workforce to improve job performance

Improved capacity of data and information systems to conduct public health monitoring and surveillance

Improved communication and information technology capacity to inform the public efficiently and effectively

Improved capacity to establish and maintain partnerships within and across sectors to create a shared vision of health

Increased capacity to evaluate laws and policies to affect health

Improved capacity to identify, prioritize, and customize relevant programs and services to address public health needs

Intermediate Increased capability of public health systems to achieve nationally established standards

Increased leadership decision-making to address public health needs strategically and systematically

Strengthened capability of public health workforce to deliver essential public health services

Increased capability to use data to inform decision-making and support evidence-based practices and policies

Strengthened capability to use communication and information technology to affect health decisions and actions

Strengthened capability to respond to public health priorities collaboratively and strategically

Strengthened capability to systematically apply and use laws and policies to improve health

Increased capability to implement evidence-based/informed public health programs, policies, and services to address public health needs

12 Applicant Organizational Capacity:* 113/200 words maximum

13 Applicant Program Experience:* 132/200 words maximum

Applicant organizations must demonstrate:

• Sufficient capability and capacity to carry out activities proposed.

• Capacity and infrastructure to effectively and efficiently collaborate with local health departments, local environmental health professionals and other environmental health organizations.

• Staff capacity and experience to develop an associated RFP and provide LHDs technical assistance.

• Experience providing a LHD technical assistance program on HiAP

• Capacity to develop local health department identified tools/resources, facilitate discussions in a collaborative environment or workgroup, and carry out the annual work plan.

• Evidence of past success in carrying out activities of similar size and scope.

The organization must implement work activities and meet specified objectives with defined deliverables in a time-oriented manner as identified in the work plan.

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COLLABORATIVE WORK

14 Expectations for Collaboration, as applicable: 44/200 words maximum

15 Expected Subcontractual Work and Recommended Criteria for Selecting Subcontractors, as applicable: 27/200 words maximum

16 Will the proposed CBA benefit governmental public health agencies?* Yes No

Briefly describe how. : * 25/200 words maximum

BUDGET INSTRUCTIONS

17 General Instructions for Use of Funds, as applicable: 84/100 words maximum

CIO CERTIFICATION

By submitting this project plan, I certify that my CIO currently does not maintain a comparable NOFO related to a CBA. I understand it is my CIO’s responsibility to pursue Office of Management and Budget (OMB) and Paperwork Reduction Act (PRA) clearance for this project. I will discuss the project with my Associate Director for Science (ADS) and initiate the appropriate clearance prior to funding.

Final

Submission Date: You will be directed to a confirmation screen upon successful save or submission.

Applicants should have demonstrated program expertise in the following capacities:

• Extensive environmental health and health in all policies subject matter expertise, with specific experience supporting local departments

• Experience scoping, developing and implementing a request for technical assistance process which results in demonstrated environmental public health impact

• Experience implementing a technical assistance program to LHDs, including staff experience in serving in a project officer role for local health department projects and providing technical assistance

• Experience in developing training and tools/resources for local health leadership and local EH professionals.

• Existing mechanism and infrastructure to communicate and reach local health departments.

• Experience in supporting groups of local health staff and EH professional in particular, creating a culture of collaboration and supporting successful change management, leadership buy-in and norm shifting activities among local health agencies leadership and staff

• Applicants are expected to collaborate with CDC, other cross-sector associations and organizations which support EH professionals at the state, local and/or territorial level

• CDC may also seek collaboration among funded partners to foster information sharing, strategic planning and coordination, cross-promotion and potential joint convening.

It may be necessary to undertake subcontracts to best serve the technical needs of local health departments. Selecting the subcontractors will occur in consultation with CDC.

Materials and webinars developed may be useful for Local health departments, local health officials and their staff, and EH professionals at the local level.

The proposed funding amount is subject to the availability of funds. Applicant proposals should be scalable. If less funds are available, CDC and the applicant will work together to revise and further prioritize activities in the work plan.

Applicants must provide an itemized budget with the following headers:

• Salaries and wages

• Fringe benefits

• Consultant costs

• Equipment

• Supplies

• Travel – Specify the number and organizational affiliations of all meeting participants the applicant organization intends to travel to the meeting

• Other categories

• Direct costs

• Contractual costs

04/12/2018 NCEH/FY18 (Year 1)/PP/32

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CSTLTS Online System (COS) NPB FY18 Project Plan: Applied Policy Analysis Lab

National Partnership Branch

FY 2018 CIO Project Plan Final

CDC-RFA-OT18-1802

Strengthening Public Health Systems and Services through National Partnerships to Improve and Protect the Nation’s Health Project Plan Instructions

You can edit and save a draft of your plan by clicking the "Save and Close" button below. You can edit your plan at any time before submitting it. You must submit a final version to be considered for the NOFO. Submit the final version by clicking the "Submit" button below. You cannot make edits after you click "Submit."

GENERAL INFORMATION

Recipient Name:

1 Project Title (Please do not use all caps):* 3/15 words maximum

2 CIO:*

OFFICE OF THE ASSOCIATE DIRECTOR FOR POLICY

3 Division, office, or unit:* Policy Research, Analysis, And Development Office

4 CIO Point of Contact (POC) name(s):* CIO POC email address(es):*

Separate multiple names, emails, and phone numbers with a semi-colon.

CIO POC phone number(es):*

5 Target Population Category to Receive Capacity-Building Assistance (CBA):* Category A

6 Description of the Target Population:* 8/25 words maximum

PROJECT FUNDING

OT18-1802 Period of Performance Length: August 1, 2018 – July 31, 2023

Budget Period Length: September 1 – July 31

7 Proposed Project Funding Amount:* (11-month budget period) (Whole numbers only)

Funded Unfunded

8 Expected Length of Project:* The CIO will fund the project for the entire period of performance (5 years). The applicant will submit a continuation application for the project each budget period (every 12 months).

The CIO will fund the project for two or more consecutive budget periods. The applicant will submit a continuation application for each budget period (every 12 months).

The CIO will fund the project for one year. The applicant will not submit a continuation application for the next budget period. The CIO will submit a new project plan for solicitation to fund the project additional budget periods.

PROJECT DETAILS

Project Description*– Provide a narrative of the purpose, proposed activities, expected outputs, and expected outcomes.

647/1,000 words maximum

Applied Policy Analysis Lab

Jim Kucik ezk9@cdc.gov

404.639.7827

Local Health Departments: city/county government health officials

$225,000

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Public Health Systems Infrastructure: Activities to improve operational capacity, such as policies and plans, administration and management, and quality improvement

Leadership and Workforce Development: Activities to improve leadership and workforce competencies, recruitment, and retention

Data and Information Systems: Activities to improve collection, management, interpretation, and dissemination of data to guide decision-making

Communication and Information Technology: Activities to improve use of communication and information technology to affect health decisions and actions

Partnerships: Activities to improve establishment and maintenance of results-driven partnerships

Laws and Policies: Activities to improve the ability to interpret and inform laws, including statutes and regulations, and policies that affect health

Programs and Services: Activities to improve the identification of best practices and the implementation of evidence-based/informed programs and services

11 CBA Program Outcomes (Check one or more):*

Short-Term

Improved operational capacity to evaluate, manage, and improve public health systems

Improved leadership capacity to identify and prioritize public health needs

Strengthened core and discipline-specific public health competencies among the workforce to improve job performance

Purpose Evidence-based and strategic policy approaches can create a better community environment conducive to improved health and reduced burden of costly health care and social services interventions. OADP proposes to develop a prototype Applied Policy Analysis Lab experience that brings the best CDC science to the hands of policy decision-makers, all supported through the application of an evidence-based decision-making process. The translation of research to actionable policies is a difficult process that requires support tools. The Applied Policy Analysis Lab will focus on high priority evidence based policies and tools to support policy makers and health system stakeholders in their use of evidence-based policy. CDC’s intent is to inform and provide the best science and content-specific topics to community leaders and local health partners to make their own decisions for what is best based on their context and experience.

In addition to targeting Local Health Departments: city/county government health officials; this capacity-building assistance will also benefit State Governmental health policy and public health professionals and their multi‐sector partners interested in applying evidence to inform policy decisions through a deliberative process to address priority public health issues.

This proposal is to closely collaborate with CDC to pilot the lab with local multi-sector public health focused teams by being a thought partner in developing the Applied Policy Analysis Lab services and to convene teams of local health policy leaders, public health practitioners, and community policy experts to use the services to inform decision making on a public health priority. During these convenings, training, education materials, and technical assistance will be provided to local leaders to enable them to keep pace with emerging public health issues that align with CDC priorities (e.g., as established through public health Winnable Battles). With a focus on local health officials and relevant policy decision-makers, the recipient will help explain policy options, share innovative and successful models, and help local jurisdictions develop actionable plans to address these public health priorities: convene multi-disciplinary local teams (with the option for appropriate parallels support at the state level); and develop resources to make progress on CDC priorities.

Proposed Activities:

• The Applied Policy Analysis Lab will consist of an interactive space in which local stakeholders including scientists, public health program expertise, policy makers and health system leaders can convene to discuss the evidence, policy options, and policy implications under expert guidance.

• The Applied Policy Analysis Lab will garner lessons learned from innovative incubation or learning labs, specifically those encouraging effective processes and frameworks for translating knowledge at the local level. A phased approach may be used initially to offer foundational skills and capabilities, and add additional services over time: rapid evidence reviews, evidence-based decision-making process, developing simulations or pilot tests based on local data and how to communicate policy.

• The Applied Policy Analysis Lab engagements will adapt to local participants according to their stage of readiness based on the CDC policy process. Engagements can be focused at any step, including problem identification, policy analysis, strategy and policy development, policy enactment or policy implementation, and policy evaluation. Services provided to move through this process will have five levels: Systems mapping; Evidence assessments; Synthesizing and translation; Deliberative process; and Simulation learning.

• The Applied Policy Analysis Lab will build on capacity developed within OADP and the CDC Policy Academy (skills and product focused). The Lab will help internal CDC SMEs align and further develop their policy options and extend partnerships with local legislative officials or staff, or other partner organizations including healthcare or other sectors. OADP will collaborate with internal CDC stakeholders on appropriate partners and participants to attend the Applied Policy Analysis Lab.

Outcomes:

Each Lab engagement will develop a local community action plan consisting of a defined set of evidence-based strategies to achieve progress toward an identified goal for community improvement by addressing public health priorities. Plans will vary depending on the stage of policy development on which the interventions are focused.

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Improved capacity of data and information systems to conduct public health monitoring and surveillance

Improved communication and information technology capacity to inform the public efficiently and effectively

Improved capacity to establish and maintain partnerships within and across sectors to create a shared vision of health

Increased capacity to evaluate laws and policies to affect health

Improved capacity to identify, prioritize, and customize relevant programs and services to address public health needs

Intermediate

Increased capability of public health systems to achieve nationally established standards

Increased leadership decision-making to address public health needs strategically and systematically

Strengthened capability of public health workforce to deliver essential public health services

Increased capability to use data to inform decision-making and support evidence-based practices and policies

Strengthened capability to use communication and information technology to affect health decisions and actions

Strengthened capability to respond to public health priorities collaboratively and strategically

Strengthened capability to systematically apply and use laws and policies to improve health

Increased capability to implement evidence-based/informed public health programs, policies, and services to address public health needs

12 Applicant Organizational Capacity:* 112/200 words maximum

13 Applicant Program Experience:* 48/200 words maximum

COLLABORATIVE WORK

14 Expectations for Collaboration, as applicable: 23/200 words maximum

15 Expected Subcontractual Work and Recommended Criteria for Selecting Subcontractors, as applicable: 32/200 words maximum

16 Will the proposed CBA benefit governmental public health agencies?* Yes No

Briefly describe how. : * 40/200 words maximum

BUDGET INSTRUCTIONS

17 General Instructions for Use of Funds, as applicable: 0/100 words maximum

The ideal organization should have strong relationships with health policy experts in the state executive and legislative branches, health department staff at all levels, and community policy experts and should be able to help these stakeholders develop and implement programs and policies in public health priority areas related to policy interventions. The organization should be able to facilitate collection of relevant information and sharing of ideas and experiences, create dialogue with outside organizations, and identify best practices in public health. The organization should have the ability to engage and convene a cross-sector group in order to learn about the diverse needs of those who inform policy or interact directly with policy decision-makers.

The ideal organization should have demonstrated experience collaborating with health department staff at all levels and be familiar with workforce capacity building and conducting needs assessments. An ideal organization should also have an understanding of the policy development process and economic principles that inform policy decisions.

CDC has a clear vision for this project and seeks an organization to work collaboratively with them to fulfill that vision.

It is CDC’s expectation that applicants will have the reach, relationships, capacities, and competencies listed above. If the applicant does not have these, CDC expects the applicant to subcontract appropriately.

The policy lab experience will facilitate a process that brings subject matter experts and a deliberative process that will bring governmental public health agencies to the table with other state and local experts to solve public health problems.

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CIO CERTIFICATION

By submitting this project plan, I certify that my CIO currently does not maintain a comparable NOFO related to a CBA. I understand it is my CIO’s responsibility to pursue Office of Management and Budget (OMB) and Paperwork Reduction Act (PRA) clearance for this project. I will discuss the project with my Associate Director for Science (ADS) and initiate the appropriate clearance prior to funding.

Final

Submission Date: You will be directed to a confirmation screen upon successful save or submission.06/19/2018 OADP/FY18 (Year 1)/PP/4

Page 4 of 4FY18 Project Plan - Applied Policy Analysis Lab

CSTLTS Online System (COS) NPB FY18 Project Plan: Assessing and Building the Capacity of States to Improve Vision and

National Partnership Branch

FY 2018 CIO Project Plan Final

CDC-RFA-OT18-1802

Strengthening Public Health Systems and Services through National Partnerships to Improve and Protect the Nation’s Health Project Plan Instructions

You can edit and save a draft of your plan by clicking the "Save and Close" button below. You can edit your plan at any time before submitting it. You must submit a final version to be considered for the NOFO. Submit the final version by clicking the "Submit" button below. You cannot make edits after you click "Submit."

GENERAL INFORMATION

Recipient Name:

1 Project Title (Please do not use all caps):* 12/15 words maximum

2 CIO:*

NATIONAL CENTER FOR CHRONIC DISEASE PREVENTION AND HEALTH

3 Division, office, or unit:* Division Of Diabetes Translation

4 CIO Point of Contact (POC) name(s):* CIO POC email address(es):*

Separate multiple names, emails, and phone numbers with a semi-colon.

CIO POC phone number(es):*

5 Target Population Category to Receive Capacity-Building Assistance (CBA):* Category A

6 Description of the Target Population:* 4/25 words maximum

PROJECT FUNDING

OT18-1802 Period of Performance Length: August 1, 2018 – July 31, 2023

Budget Period Length: September 1 – July 31

7 Proposed Project Funding Amount:* (11-month budget period) (Whole numbers only)

Funded Unfunded

8 Expected Length of Project:* The CIO will fund the project for the entire period of performance (5 years). The applicant will submit a continuation application for the project each budget period (every 12 months).

The CIO will fund the project for two or more consecutive budget periods. The applicant will submit a continuation application for each budget period (every 12 months).

The CIO will fund the project for one year. The applicant will not submit a continuation application for the next budget period. The CIO will submit a new project plan for solicitation to fund the project additional budget periods.

PROJECT DETAILS

Project Description*– Provide a narrative of the purpose, proposed activities, expected outputs, and expected outcomes.

684/1,000 words maximum

Assessing and Building the Capacity of States to Improve Vision and Eye Health

Jinan Saaddine zna2@cdc.gov

770-488-1274

State health departments.

$700,000

Page 1 of 4FY18 Project Plan - Assessing and Building the Capacity of States...

Public Health Systems Infrastructure: Activities to improve operational capacity, such as policies and plans, administration and management, and quality improvement

Leadership and Workforce Development: Activities to improve leadership and workforce competencies, recruitment, and retention

Data and Information Systems: Activities to improve collection, management, interpretation, and dissemination of data to guide decision-making

Communication and Information Technology: Activities to improve use of communication and information technology to affect health decisions and actions

Partnerships: Activities to improve establishment and maintenance of results-driven partnerships

Laws and Policies: Activities to improve the ability to interpret and inform laws, including statutes and regulations, and policies that affect health

Programs and Services: Activities to improve the identification of best practices and the implementation of evidence-based/informed programs and services

11 CBA Program Outcomes (Check one or more):*

Short-Term

Improved operational capacity to evaluate, manage, and improve public health systems

Purpose:

The project aims to work with 6-8 states to build infrastructure and develop capacity to prevent vision loss, improve eye health, and improve quality of life for those with or at risk of vision loss. In order to build effective capacity, there is a need to establish a backbone organization to serve as national technical assistance and resource center for vision and eye health, and to create an online toolkit to guide states. This proposed project will continue to support the current states to improve vision and eye health among high-risk populations. In addition, the proposed project will focus on added collaborations between additional states, building upon the successes of the current project, and including an ongoing monitoring and evaluation plan.

Expected Outputs:

1. Establish a backbone organization to serve as national technical assistance and resource center for vision and eye health. Supported by a multidisciplinary panel, the backbone organization will play a key role in ensuring that vision and eye health is included among the priorities of state and local public health departments.

2. Strengthen the capacity of states to address vision and eye health. Expanding existing state programs (Ohio, Nebraska, and Alabama), VHI would work closely with the organization to provide support to 3-5 additional states for building capacity to address vision and eye health as a public health priority; developing effective public health programs; and supporting activities such as data analysis to characterize the public health burden of vision loss, developing state-level champions for vision and eye health, engaging and convening stakeholders, and improving the quality of life for persons with vision impairment through promising interventions.

a. Identify and assess vision and eye health state level data sources, including BRFSS, Census, and other surveys or administrative data.

b. Identify gaps in diabetic and glaucoma eye care knowledge, barriers and facilitators to care and ways to overcome barriers using stakeholders and other informants.

c. Establish one or more collaborative opportunities with existing chronic disease programs (smoking cessation, disability and health, diabetes, cardiovascular health and others) at state health departments.

d. Develop and implement state & community level interventions with stakeholders to target high risk populations.

e. Monitor each project stage to evaluate state level data, capacity and commitment of stakeholders, gaps in public health eye care system, and effectiveness and outcomes of proposed interventions.

3. Create an online toolkit to guide states that would be updated regularly, and which would include a variety of content, such as, flagship programs that could serve as models and a foundation for peer-to-peer mentoring across states, strategies to integrate vision and eye health within the broader strategies for including vision rehabilitation into other public health activities.

a. Inventory and assess capacity/commitment of stakeholders (state, community, non-profit) to promote knowledge of diabetic eye disease, glaucoma care, need for routine eye examinations, barriers and facilitators to eye care, and to improve access to care.

b. Assess interventions to identify those that are unsuccessful, promising, or have rigor and measurable outcomes Timelines:

1. Tasks 1, 2, and subtasks a-c first eight…