CDC-RFA-GH-23-0042.pdf

Centers for Disease Control and Prevention

Center for Global Health

Global Emergency Response and Recovery Partner Engagement: Expanding Efforts and Strategies to Improve Rapid Response to Public Health Emergencies Globally

CDC-RFA-GH-23-0042

Application Due Date: June 6, 2023

Table of Contents A. Funding Opportunity Description

B. Award Information

C. Eligibility Information

D. Application and Submission Information

E. Review and Selection Process

F. Award Administration Information

G. Agency Contacts

H. Other Information

I. Glossary

Part I. Overview

Applicants must go to the synopsis page of this announcement at www.grants.gov and click on the "Subscribe" button link to ensure they receive notifications of any changes to CDC-RFA- GH-23-0042. Applicants also must provide an e-mail address to www.grants.gov to receive notifications of changes.

A. Federal Agency Name:

Centers for Disease Control and Prevention (CDC) / Agency for Toxic Substances and Disease Registry (ATSDR) B. Notice of Funding Opportunity (NOFO) Title:

Global Emergency Response and Recovery Partner Engagement: Expanding Efforts and Strategies to Improve Rapid Response to Public Health Emergencies Globally C. Announcement Type: New - Type 1:

This announcement is only for non-research activities supported by CDC. If research is proposed, the application will not be considered. For this purpose, research is defined at https://www.gpo.gov/fdsys/pkg/CFR-2007-title42-vol1/pdf/CFR-2007-title42-vol1-sec52- 2.pdf. Guidance on how CDC interprets the definition of research in the context of public health can be found at https://www.hhs.gov/ohrp/regulations-and-policy/regulations/45-cfr- 46/index.html (See section 45 CFR 46.102(d)).

D. Agency Notice of Funding Opportunity Number:

CDC-RFA-GH-23-0042

E. Assistance Listings Number:

https://www.grants.gov/ https://www.grants.gov/ https://www.gpo.gov/fdsys/pkg/CFR-2007-title42-vol1/pdf/CFR-2007-title42-vol1-sec52-2.pdf https://www.gpo.gov/fdsys/pkg/CFR-2007-title42-vol1/pdf/CFR-2007-title42-vol1-sec52-2.pdf https://www.hhs.gov/ohrp/regulations-and-policy/regulations/45-cfr-46/index.html https://www.hhs.gov/ohrp/regulations-and-policy/regulations/45-cfr-46/index.html

93.318 F. Dates:

1. Due Date for Letter of Intent (LOI):

2. Due Date for Applications:

June 6, 2023 11:59 p.m. U.S. Eastern Standard Time, at www.grants.gov.

3. Due Date for Informational Conference Call:

N/A

G. Executive Summary:

1. Summary Paragraph The CDC seeks to support partners in developing and implementing critical activities to enhance the nation’s ability to rapidly mobilize, surge, and respond to public health emergencies globally.

The purpose of this NOFO is to increase coordination and support rapid response efforts to mitigate the adverse effects of public health emergencies. The NOFO will focus on 1) increasing health protection, health equity, and health information; 2) preventing and mitigating public health emergencies; and 3) efficiently responding to public health emergencies and strengthening early recovery programs.

This NOFO will establish an approved but unfunded (ABU) list of recipients, providing a portfolio of global partners for rapid funding by CDC for public health emergencies of such magnitude, complexity, or significance that it would have an overwhelming impact upon and exceed resources available to the jurisdiction. Applicants not initially selected for a Component 1 award will populate the ABU roster and will be eligible for awards in the event of a public health emergency or humanitarian crisis, dependent on availability of funds. Performance periods for awards may range between 1 and 5 years and will be determined at the time of the award in accordance with programmatic or emergency needs.

This NOFO has a required component funding structure. Please refer to Funding Strategy section.

a. Eligible Applicants:

Open Competition

b. Funding Instrument Type:

CA (Cooperative Agreement)

c. Approximate Number of Awards This NOFO will fund up to 10 recipients. The number of awards may vary by component depending on funding availability and the nature, scale, and geographic location of the emergency.

d. Total Period of Performance Funding:

$25,000,000 https://www.grants.gov/

e. Average One Year Award Amount:

$500,000

f. Total Period of Performance Length:

5 year(s)

g. Estimated Award Date:

August 30, 2023

h. Cost Sharing and / or Matching Requirements:

No Cost sharing or matching funds are not required for this program. Although no statutory matching requirement for this NOFO exists, leveraging other resources and related ongoing efforts to promote sustainability is strongly encouraged.

Part II. Full Text

A. Funding Opportunity Description

1. Background

a. Overview Responding rapidly and effectively to public health emergencies is a key component of the United States Government’s Global Health Security Agenda (GHSA). CDC is working to help countries meet key International Health Regulations (IHR) (2005) requirements through implementation of the GHSA. The IHR (2005) established a legally binding framework for preparing and responding to public health emergencies of international concern (PHEICs). This NOFO will enable CDC to collaboratively work with partners across the globe to support IHR (2005) compliance by focusing on efforts to improve global rapid response capacity.

Additionally, this NOFO supports CDC’s Global Health Strategy which focuses on three goals:

Health Impact: Save lives, improve health outcomes, and foster healthy populations globally

Health Security: Protect Americans and populations across the globe by strengthening global public health prevention, detection, and response

Public Health Science Leadership: Lead and influence the advancement of global public health science and practice

The NOFO will focus on 1) increasing health protection, health equity, and health information by improving public health practices, coordination, systems, and capacities; 2) preventing and mitigating public health emergencies requiring small-, moderate-, and large-scale responses; and

3) efficiently responding to public health emergencies and strengthening early recovery programs.

This NOFO is intended to 1) create a consortium of humanitarian response partners and 2) establish a roster of organizations that would be pre-identified and pre-approved for rapid funding by CDC for public health emergencies of such magnitude, complexity, or significance that it would have an overwhelming impact upon, and exceed resources available to, the jurisdiction. This NOFO will establish an ABU list of applicants, eligible for funding for Components 1-7 when funding is made available.

This NOFO builds upon the activities previously implemented under CDC-RFA-GH16-1719:

Global Health Security Partner Engagement: Expanding Efforts and Strategies to Protect and Improve Public Health Globally which was funded from 2017 through 2022. That NOFO facilitated accomplishments such as the emergency response to Cholera in Yemen, multiple Ebola responses in the Democratic Republic of the Congo, the Venezuelan displacement response, and global COVID-19 response work. Furthermore, partners were continuously engaged in the emergency response activities during the period of performance of the prior

NOFO.

Applicants may be selected to receive initial funding for Component 1: Core Global Health Security Priorities and Emergency Coordination. In addition to Component 1, this NOFO may support additional activities when funding is made available for a small (Component 2), moderate (Component 3), or large (Components 4-7) response to a public health emergency and/or humanitarian crisis. Applicants must apply for all seven components.

b. Statutory Authorities Section 307 of the Public Health Service Act [42 USC 242l] and Section 301(a) [42 USC 241(a)] of the Public Health Service Act

c. Healthy People 2030 This project supports the following Healthy People 2030 topic areas:

Global Health Public Health Infrastructure Health Care Access and Quality Infectious Disease Emergency Preparedness

d. Other National Public Health Priorities and Strategies Activities funded through this cooperative agreement must align with the following United States Government (USG) and HHS/CDC strategies and policies:

CDC’s strategy for improving global health security (GHS), based on three concepts embedded in the agency’s mission to protect public health worldwide: 1) Prevent 2) Detect 3) Respond https://www.cdc.gov/globalhealth/security/index.htm

The Department of Health and Human Services’ (HHS) Global Health Strategy https://www.hhs.gov/about/agencies/oga/about-oga/why-hhs-works-globally/hhs-global-strategy/index.html

International Health Regulations (2005) (IHR) and supporting policies and frameworks https://www.who.int/topics/international_health_regulations/en/

e. Relevant Work This NOFO builds upon the activities previously implemented under CDC-RFA-GH16-1719:

Global Health Security Partner Engagement: Expanding Efforts and Strategies to Protect and Improve Public Health Globally. The prior NOFO focused on building internal capacity of https://health.gov/healthypeople/objectives-and-data/browse-objectives/global-health https://health.gov/healthypeople/objectives-and-data/browse-objectives/public-health-infrastructure https://health.gov/healthypeople/objectives-and-data/browse-objectives/health-care-access-and-quality https://health.gov/healthypeople/objectives-and-data/browse-objectives/infectious-disease https://health.gov/healthypeople/objectives-and-data/browse-objectives/emergency-preparedness https://www.cdc.gov/globalhealth/security/index.htm https://www.hhs.gov/about/agencies/oga/about-oga/why-hhs-works-globally/hhs-global-strategy/index.html https://www.hhs.gov/about/agencies/oga/about-oga/why-hhs-works-globally/hhs-global-strategy/index.html https://www.who.int/topics/international_health_regulations/en/ partner organizations to better respond to emergencies and providing a mechanism for quickly moving resources to partners for emergency response.

2. CDC Project Description

a. Approach

Bold indicates period of performance outcome.

CDC-RFA-GH-23-0042 Logic Model: Global Emergency Response and Recovery Partner Engagement: Expanding Efforts and Strategies to Improve Rapid Response to Public Health Emergencies Globally

Component 1: Core Global Health Security Priorities and Emergency Coordination

Strategies and Activities

Short-Term Outcomes

(1-3yrs)

Intermediate Outcomes

(3-5 years)

Long-Term Outcomes

(5 years or more)

Strengthen Coordination for Preparedness and Response

Review of workplans and budgets, regular coordination meetings with CDC, quarterly monitoring and evaluation reports, etc.

Ensuring Situational Awareness to Support Decision- Making

Enhancing Public Health, Healthcare, and Emergency Management Systems

Rapid assessments on, water, sanitation, and hygiene (WASH), health, and nutrition in

Improved coordination and preparedness for public health humanitarian emergency response

Coordination strategy, establishing public health priorities and operational mechanisms and infrastructure are in place for emergency response

Funding/resource mechanisms for public health emergency preparedness and response are developed and reported on a regular basis

An information system is in place for the collection, compilation, and dissemination of information

Established public health priorities during and after an emergency

Prompt coordination and support of response activities

Improved competencies, strategies, systems, and structures to improve organizational effectiveness for public health emergencies

Improved access to public health services among populations affected by emergencies and public health threats

Improved ability to rapidly detect and respond to threats early

Sustained workforce and organizational coordination

Reduced disease transmission

Reduced morbidity and mortality and increased resiliency

Component 1: Core Global Health Security Priorities and Emergency Coordination

Strategies and Activities

Short-Term Outcomes

(1-3yrs)

Intermediate Outcomes

(3-5 years)

Long-Term Outcomes

(5 years or more) humanitarian emergency settings

Public health surveillance in humanitarian emergency settings

Conduct rapid assessments in humanitarian emergencies

Improved ability to respond in a timely manner

Strategies and Activities

Short-Term Outcomes

(1-3yrs)

Intermediate Outcomes

(3-5 years)

Long-Term Outcomes

(5 years or more)

Components 2 - 7: Rapid response to public health emergencies and/or humanitarian crises Public Health

Conduct rapid assessments in emergencies

Conduct public health surveillance and outbreak investigation and response in humanitarian emergencies

Implement or coordinate public health programs related to public health priorities in

Public Health

Established public health priorities during and after an emergency

Improved ability to respond in a timely manner

Improved access to public health services

Established systems and procedures for effective outbreak investigation and response

Water, Sanitation, and Hygiene Activities

Public Health

Improved access to public health services among populations affected by emergencies and public health threats

Improved control of public health threats

Water, Sanitation and Hygiene Activities

Prompt coordination and support of response activities

Reduced disease transmission

Reduced morbidity and mortality and increased resiliency

Activities

Short-Term Outcomes

(1-3yrs)

Intermediate Outcomes

(3-5 years)

Long-Term Outcomes

(5 years or more) humanitarian emergencies

Support implementation of infection prevention and control

Water, Sanitation and Hygiene Activities

Rapid assessments on, water, sanitation, and hygiene (WASH)

Develop mechanisms for WASH activities ensuring engagement with key stakeholders

Community Engagement

Develop mechanisms for community engagement in humanitarian emergency settings

Develop mechanisms to ensure engagement and coordination with key stakeholders in humanitarian emergencies

Leadership and Emergency Management

Lead and coordinate responses to public health humanitarian emergencies

Established WASH priorities during and after an emergency

Improved ability to respond in a timely manner to WASH needs

Community Engagement

Community members actively engaged in a systemic approach

Leadership and Emergency Management

Mechanisms/procedures to rapidly deploy human and material resources

Information Management and Risk Communication

Increased knowledge of outbreak, or emergency response

Improved access to WASH among populations affected by emergencies and public health threats

Community Engagement

Improved community awareness of outbreaks, mitigation strategies

Leadership and Emergency Management

Improved ability to rapidly deploy personnel and logistics within and across borders

Information Management and Risk Communication

Increased communications within target population

Activities

Short-Term Outcomes

(1-3yrs)

Intermediate Outcomes

(3-5 years)

Long-Term Outcomes

(5 years or more)

Manage human resources

Provide logistics/operations support

Implement and manage remote programs when appropriate

Information Management and Risk Communication

Establish mechanism for effective collection, management, analysis, and communication of public health data and information

Emergency response work as it occurs

Establish mechanism for effective risk communication

i. Purpose The purpose of this NOFO is to increase coordination and support rapid response efforts to mitigate the adverse public health effects of infectious disease outbreaks, humanitarian crises and other PHEICs by 1) building a consortium of humanitarian response partners that can support the GHSA and 2) establishing a roster of pre-identified and pre-approved organizations ready for public health emergency response. This NOFO supports the achievement of the GHSA targets that focus on improving global public health emergency rapid response through global, regional, national, and local partnerships.

ii. Outcomes As reflected in the logic model, the strategies have a related set of activities and short- and intermediate-term outcomes for the period of performance. Measurable progress on these outcomes will contribute to the specified long-term outcomes.

Applicants will assess their existing resources and technical expertise, partner network, training resources, and experience working in humanitarian emergency and/or outbreak settings and determine whether they can successfully achieve the specified outcomes. Awardees are only expected to achieve those outcomes identified in the application and for which they receive funding.

Short-Term Outcomes:

Component 1: Core Global Health Security Priorities and Emergency Coordination

Improved coordination and preparedness for public health humanitarian emergency response

Established public health priorities during and after an emergency Improved ability to respond in a timely manner

Components 2-7: Rapid response to public health emergencies and/or humanitarian crises

Public Health:

o Established public health priorities during and after an emergency o Improved ability to respond in a timely manner o Improved access to public health services among populations affected by emergencies and public health threats o Established treatment and isolation programs

Water, Sanitation and Hygiene Activities o Established WASH priorities during and after an emergency

Community Engagement o Community members actively engaged in a systemic approach

Leadership and Emergency Management o Mechanisms/procedures to rapidly deploy human and material resources

Information Management and Risk Communication o Increased knowledge of outbreak, or emergency response

Intermediate Outcomes:

Component 1: Core Global Health Security Priorities and Emergency Coordination

Prompt coordination and support of response activities Improved competencies, strategies, systems, and structures to improve organizational effectiveness for public health emergencies Improved access to public health services among populations affected by emergencies and public health threat

Components 2-7: Rapid response to public health emergencies and/or humanitarian crises

Public Health:

o Improved access to public health services among populations affected by emergencies and public health threats

Community Engagement o Improved community awareness of outbreaks, mitigation strategies

Leadership and Emergency Management:

o Improved ability to rapidly deploy personnel and logistics within and across borders

Information Management and Risk Communication:

o Increased communications within target population

iii. Strategies and Activities Applicants are expected to address all components. Applications are not expected to address all strategies and all activities in the logic model above. Applicants are allowed to adjust the activities under each strategy based on specific needs of the public health emergency and/or humanitarian crisis as well as funding availability. Applicants should request funding for only those strategies and activities listed that can be fully implemented during the period of performance. Period of performance will be determined at the time of each award depending on the needs of the public health emergency and/or humanitarian crisis.

After an applicant is initially selected for funding for any certain strategy and activity, that applicant may be requested to provide an application for additional strategies and activities through supplemental funding requests and/or a continuation application at the time when CDC solicits applications for additional funding from recipients. Requests to expand strategies and activities are not limited to particular focus areas or countries where the organization was initially selected for funding. It remains at the recipient's discretion to accept emergency response activities in response to emergency funding.

Component 1: Core Global Health Security Priorities and Emergency Coordination Applicants will be expected to address these activities, which are listed in the logic model above.

As described above, these activities ensure coordination and preparedness for humanitarian emergency response. To improve the organization’s ability to coordinate during a response, a technical point person should be identified. This person will review all materials, tools, and documents and coordinate on a regular basis with CDC. They will work to ensure ongoing efforts to improve the performance of public health practice and systems to increase health protection, health equity, and health information to advance public health in emergencies and disease outbreaks. The technical point person will ensure situational awareness to support decision-making.

Components 2-7: Rapid response to public health emergencies and/or humanitarian crises The areas listed in the logic model and below are recognized as public health priorities during any public health emergency. Applicants may propose to address one or more of the areas using the following activities. However, the activities listed below are not exhaustive and should be augmented on the basis of the priority needs of the target population and the overall response effort. It is also not expected that applicants would address all the activities listed under each focus area.

Public Health: Activities to improve public health workforce competencies and the overall capacity to respond effectively to public health emergencies. Activities include, but are not limited to, the following:

o Develop effective training programs to build partner capacity to rapidly respond to public health humanitarian emergencies o Deploy recognized tools and procedures to effectively conduct rapid assessment for one or more of the following priority health concerns in humanitarian emergencies and outbreaks.

Water, sanitation and hygiene (WASH) Nutrition Maternal and child health Non-communicable diseases Injuries Vaccine preventable diseases o Establish or strengthen systems and procedures to effectively conduct public health surveillance in humanitarian emergency and outbreak settings.

o Establish appropriate public health surveillance systems relevant to the context and the priority health conditions of the humanitarian emergency setting.

o Conduct and improve ongoing active surveillance, with laboratory confirmation to ensure rapid identification of missed, new or newly imported cases.

o Strengthen capacity for general surveillance including support for personnel required for surveillance and epidemiology activities.

o Strengthen surveillance at entry points (border posts, airports and maritime ports) from countries with ongoing disease transmission.

o Strengthen capabilities for epidemiologic and laboratory analysis o Establish systems and procedures for effective outbreak (e.g., cholera, Ebola etc.)

investigation and response, which at a minimum should include:

Contact tracing Case finding Infection prevention and control measures o Implement public health programs related to water, sanitation and hygiene (WASH), nutrition, maternal and child health, non-communicable diseases, vaccine preventable diseases, and health systems resilience in times of emergencies o Improve operational and technical analysis, coordination and monitoring of interventions

Community Engagement: Advance and support the development, implementation and evaluation of community engagement and partnership activities to increase input and access to accurate, relevant, and timely health information and interventions. Community engagement activities could address social mobilization, hygiene promotion and health education. Activities include, but are not limited to, the following:

o Develop and implement mechanisms to support active and ongoing community engagement during humanitarian emergencies o Train staff on principles of community engagement o Identify the community’s preferred methods of interaction o Implement mechanisms that allow community to provide input o Develop and implement mechanisms to ensure engagement and coordination with key local partners, leaders, and stakeholders in humanitarian emergencies o Identify and build relationships with community leaders o Include representatives of target population(s) in developing plans and activities o Evaluate community engagement activities

Leadership, Coordination and Emergency Management: In collaboration with governmental agencies, public health, academic and nontraditional partners, develop and implement strategies to provide and maintain public health leadership, coordination and management in public health humanitarian emergency settings. Activities include, but are not limited to, the following:

o Develop systems to provide the personnel and support required to effectively lead and coordinate public health responses to humanitarian emergencies and disease outbreaks.

Promote the development and delivery of leadership training to local and international public health partners Provide surge capacity to assist local and international partners in leading and coordinating public health humanitarian emergency and outbreak response o Develop and implement systems to effectively manage human resources needed to support public health humanitarian emergency and outbreak response efforts, which could include:

Leadership staff Technical staff Support staff Logistical staff Local staff o Develop and implement effective and efficient logistics/operations support programs to ensure the timely delivery of human and material resources, which could include:

Development of appropriate inventory management systems Identification, procurement and/or enhancement of storage facilities o Develop and implement procedures and practices to expedite the transit of relief supplies to local customs agencies o Strengthen field security to ensure operational security, and protect national and international staff involved in the response o Implement and manage remote programs support response activities in situations where access is limited due to security concerns or other factors

Information Management: Identify opportunities to improve the efficiency and interoperability of public health information systems and practices. Activities include, but are not limited to, the following:

o Establish mechanisms for effective collection, management, analysis, and communication of public health data and information in humanitarian emergencies and disease outbreaks o Establish and support geographic information systems (GIS) in public health emergency settings

Risk Communication: Activities to support the development, implementation, and evaluation of general health and risk communication activities to increase access to accurate, relevant, and timely health information. Activities include, but are not limited to, the following:

o Establish mechanisms and promote practices to ensure effective public health risk communication in humanitarian emergencies and disease outbreaks Provide training to build and strengthen emergency risk communication capacity Develop and update emergency risk communication plan Coordinate emergency risk communication activities with partners, stakeholders, and target population(s) Evaluate and modify emergency risk communication activities

1. Collaborations

a. With other CDC projects and CDC-funded organizations:

Recipient(s) are required to work with other CDC implementing partners, including non-governmental organizations, universities, Ministry of Health and other host governmental bodies and multi-lateral organizations that receive CDC funds. Recipient(s) should ensure their proposed activities are not duplicating activities already implemented by other CDC-funded organizations.

b. With organizations not funded by CDC:

The recipient(s) will work primarily and directly with partner governments specifically with the Ministries of Health and other government entities who are working towards the objectives of this NOFO. In addition, the recipient(s) will be expected to work with other in-country and global stakeholders, including but not limited to government entities, non-governmental organizations, universities, civil society, the private sector, and other USG agencies.

Recipients will work with members of the humanitarian aid cluster of organizations (identified at Organizations | ReliefWeb).

2. Target Populations The target populations for this NOFO include, but are not limited to, those individuals infected and affected by infectious diseases or at risk for becoming infected by an infectious disease. The target population for this NOFO may also include at-risk population for non-communicable diseases, humanitarian crises, and/or other public health emergencies globally.

The work under this NOFO will also target increased capacity at the national and sub-national level to implement and achieve outbreak/epidemic/pandemic control in line with USG and CDC strategy.

https://reliefweb.int/organizations

Applicants should identify ALL countries in which they have the capacity to implement emergency response activities.

a. Health Disparities Recipients are expected to use epidemiologic, social determinants, and linked laboratory, epidemiological, and surveillance data to identify communities disproportionately affected by infectious diseases or non-communicable diseases in the target areas to ensure that program activities appropriately cover these populations. Recipients should ensure that supported services are accessible and available to all populations regardless of age, sex, race/ethnicity, sexual orientation, gender identity, or socio-economic status in order to achieve the outcomes of this

NOFO.

iv. Funding Strategy International public health emergencies, including humanitarian crises, are by nature unpredictable, requiring fulfilment of changing needs that vary widely according to context.

Depending on the nature of the emergency, specific applicants and specific components of their applications may be selected for funding. These funding decisions will consider factors such as geographic location of the emergency, expectations of spread (e.g., with infectious disease-related emergencies), applicant’s capabilities, national priorities, impact of the emergency on a jurisdiction, etc.

This NOFO is divided into seven components. Applicants are required to apply for all components and include a separate budget and work plan for each component. The applicant’s application package should be inclusive of all component work plans and budgets; multiple applications will not be reviewed. Applicants are encouraged to submit component budgets toward the year one award ceiling for each component, detailed below. However, budget proposals for year one may not exceed the year one award ceiling. Please note, these amounts are subject to the approval and availability of funds.

Applicants may be selected to receive initial funding for Component 1 to stand up emergency activities; build capacity of frontline staff to identify, track, and contain outbreaks at their source;

surge staffing; activate their EOC; and/or conduct needs assessments to determine the resources needed to address the specific public health crisis.

The emergency components (Components 2 – 7) follow the same logic model with identical overarching strategies and activities. However, Component 2 and Component 3 should support activities when funding is made available for a small and moderate response, respectively, to a disease outbreak or other public health emergency. Component 4-7 should support activities when funding is made available for a substantial response to a disease outbreak or other public health emergency. Components 1-7 can be issued independently and/or simultaneously based upon the unique needs and nature of the specific emergency. Applicants are encouraged to consider the following in the development of their budgets and budget narratives:

Component 1: Core Global Health Security Priorities and Emergency Coordination

These core activities are intended to be funded on an annual basis under Component

1. All applicants must address these core activities. The estimated year one Component 1 ceiling is $500,000. Future years’ funding levels will be dependent on funding availability.

Component 2: Rapid small-scale response to public health emergencies and/or humanitarian crises

This component is intended to be approved but unfunded (ABU) as a baseline practice.

This component would be funded to support additional activities needed within a budget period when funding is made available for a small response to a disease outbreak or other public health emergency. Estimated year one ceiling is $750,000.

Component 3: Rapid moderate-scale response to public health emergencies and/or humanitarian crises

This component is intended to be ABU as a baseline practice. This component would be funded to support additional activities needed within a budget period when funding is made available for a moderate response to a disease outbreak or other public health emergency. Estimated year one ceiling is $1,000,000.

Components 4-7: Rapid large-scale response to public health emergencies and/or humanitarian crises

These components are intended to be ABU as a baseline practice. These components would be funded to support additional activities needed within a budget period when funding is made available for a large response to a disease outbreak or other public health emergency.

Estimated year one ceiling for Emergency Component 4 is $2,000,000.

Estimated year one ceiling for Emergency Component 5 is $5,000,000.

Estimated year one ceiling for Emergency Component 6 is $10,000,000.

Estimated year one ceiling for Emergency Component 7 is $15,000,000.

Applicants must specify a descriptive title for each corresponding column shown on the SF- 424A, followed by the total (cumulative) in the column to the far right of the SF-424A.

Additional Information

Emergency Management and Response: The ability to respond rapidly and effectively to public health emergencies is a key component of global health security. International public health emergencies including humanitarian crises are by nature unpredictable, requiring fulfilment of changing and often unpredictable needs that vary widely according to context.

Consequently, funding for public health emergencies is also unpredictable and based on external factors. In recent years, there has been a sharp rise in the number of people living in regions of the world affected by public health emergencies, including humanitarian emergencies, which has often led to additional funding resources from the USG to respond to these threats. Given this unpredictability and the resulting need for a rapid, flexible, and efficient process to award funding under an emergency situation, recipients that are selected for funding under this NOFO will be eligible to receive additional expedited supplemental funding when a public health emergency occurs to scale-up activities included within the scope of work of this NOFO.

Definition of Public Health Emergency:

In order to qualify for supplemental emergency funding, one of the following situations must apply:

1. When the UN or the WHO classifies the emergency as a Level 3 (L3)

2. When the U.S. Congress appropriates funding for an international response related to humanitarian or public health crisis with the words containing “emergency” in the program title. The appropriated funding could be for CDC directly or is transferred to CDC through an Interagency Agreement (IAA) by HHS or another USG entity.

3. When the U.S. government (Congress, White House, National Security Council, etc.)

declares a public health emergency as national security priority

4. When the CDC Director activates the Emergency Operation Center (EOC) in response to an international public health threat

5. When the U.S. Department of State or the U.S. Agency for International Development (USAID) transfer funds to CDC to respond to an international disaster or humanitarian assistance under 2 FAM 060 (International Disaster and Humanitarian Assistance)

If a public health emergency situation meets one or more of the criteria listed above, then selected recipients under this NOFO will be eligible to receive supplemental emergency funding to scale up public health activities included in the scope of work of this NOFO without additional competition, within a 12-month budget period and throughout the 60-month period of performance. There is no limit on the amount of emergency supplemental funding that a recipient may receive within a 12-month budget period or the 60-month period of performance under a public health emergency. Recipients receiving funds under a public health emergency will be eligible to receive emergency funding without constraint to the period of performance funding ceiling, annual budget period ceiling, or lack of component funding. In addition, applications for funding under a public health emergency will not need a merit review and will only require approval from the CDC Project Officer and Grants Management Officer (GMO) in order to be funded.

All reporting requirements listed under this NOFO still apply to any emergency supplemental funding. The majority of funding related to this NOFO will only be made available in components for specific emergency activities. Once CDC has determined a public health emergency exists or is considered imminent, funding will be contingent upon the availability of appropriations and will be at CDC’s sole discretion.

Component Funding: It is required that all GHS-funded cooperative agreements be formulated for component funding. A component is a discrete set of activities with an associated budget.

CDC will use component funding to provide funding for activities proposed in an application that received merit review but were not selected for funding in the initial award (i.e., at the onset of budget period 1) but may be funded at a later point in the budget period as programmatically necessary and as funding becomes available. Please review the following key points about component funding:

Component funding must be setup at the time of the application. While preparing the application, applicants should review the expectations listed in the NOFO for Year 1 activities and group them under the anticipated components listed above. Only activities planned for Year 1 should be grouped into components; applicants do not need to group activities in the high-level plan for the subsequent years 2-5 of the award into components. Funding amounts and components for years 2-5 will be determined at continuation.

Each component must be a discrete set of activities with an associated budget.

Distinguishable component budget narratives are required.

Applicants should submit the anticipated components on an SF-424A form as part of their application which shows all components for the budget period. The amounts should exactly match what is being requested for funding. Each component has its own approved amount and cannot be funded above the established amount. The combined total of all components must total the requested amount.

If more than 4 components are proposed, multiple SF-424As will be needed. Applicants may include the first 4 components on one SF-424A form and the remaining components on a second SF-424A form. Applicants may download additional SF-424A forms and upload them as PDFs under “Budget Narrative Attachment Form” or “Other Attachments Form.” These should be clearly labeled for easy identification and included in the Table of Contents for the entire submission.

Any component that is not funded at the time of a new award may be deemed “ABU”.

There is no guarantee that all components will be funded in a budget period as ABU components are subject to the availability of funds and the underlying legal authority for the work.

o Components may not be awarded in order. All ABU components are eligible to receive funding once (and if) funds become available.

o If funding becomes available, multiple components can be funded through the same funding action (single NOA).

o If funding is awarded for an amount less than the ABU component approved amount, it is not possible to fund the difference at a later time. Components can only be funded once.

If, during the funding confirmation, the Program Office approves a budget that differs from what was submitted at the time of application (reflected in the budget markup), a revised budget may be required in addition to the technical review responses. If required, the revised budget is due within fifteen (15) to thirty (30) days of the start of the budget period. If required, technical review responses will also be due within fifteen (15) to thirty (30) days of the start of the budget period and must be submitted separately from revised budget applications. Future funding for ABU components will not be awarded until a revised budget, if required, is submitted and approved by CDC.

Once components are awarded, funds cannot be redirected between components.

However, funds may be redirected within a component between object class categories.

It is critical to ensure accountability, transparency, and programmatic performance of all U.S.

taxpayer dollars.

b. Evaluation and Performance Measurement

i. CDC Evaluation and Performance Measurement Strategy

The applicant should select indicators from the menu that best measure the funded activities and bolded outcomes identified in the logic model. There is no minimum or maximum number of indicators that should be selected. The purpose of collecting and reporting on indicators is to measure progress toward achieving the NOFO activities and outcomes. Results will also be used for program planning, improvement, accountability, and reporting. Results will be shared with recipients and other key parties. CDC will work with the recipient throughout the life of this award to ensure that all activities and expected outcomes are in alignment with current USG and the recipient’s strategies and goals. The recipient should dedicate funds made available under this NOFO for evaluation and performance monitoring within each project. The final funding amount will be agreed upon by both CDC and the recipient; however, it should be expected that approximately 3% (of a given project’s funding) will be dedicated to monitoring, reporting, and evaluation activities. CDC and the recipient will agree upon the specific funding amounts within review of each project’s work plan and budget.

Monitoring CDC expects that the work conducted under this NOFO will be structured as a series of discrete projects oriented at achieving elements of the NOFO’s strategic objectives. CDC and the recipient will jointly select performance measures (indicators) from the menu shortly after award based on activities within each project. For each project, these performance measures must include CDC’s Division of Global Health Protection’s program implementation indicators (included in the Notice of Award), as well as other CDC or recipient’s standard indicators relevant to the intended outcomes of the project. Recipients will identify which indicators they will report on in their Evaluation and Performance Measurement Plan (EPMP). Program implementation indicators are a menu of indicators that allows recipients to select indicators they will report on to CDC in their APR.

While recipients will be responsible for reporting on program implementation indicators relevant to proposed strategies and activities, they are not limited to only program implementation indicators. Applicants can, and are encouraged to, propose additional relevant indicators that, combined with program implementation indicators, will be monitored over the life of the NOFO.

Recipients will also be encouraged to consider additional measures from relevant USG GHSA Interagency Metrics, WHO Joint External Evaluation (JEE), and/or Healthy People 2030 standardized metrics and WHO benchmarks.

Recipients should select and report only on the indicators that meet the following two criteria:

1. The indicator represents specific activities for which recipients received funding from DGHP-managed cooperative agreements.

AND

2. The indicator results were not reported during the global COVID-19 semi-annual performance indicators (if recipients only reported a portion of their results specific to COVID-19 but have additional results based on non-COVID-19 activities, those results should be reported in their DGHP APR.

Additionally, recipients are only required to report on indicators relevant to their funded scope of work. Recipients should denote identified indicators relevant to their funded activities in their EPMP and should report annually against selected indicators in their APR.

Below is a menu of DGHP M&E Program Implementation Indicators that span eight technical areas: (1) Infection Prevention and Control, (2) Border Health, (3) Community Mitigation, (4) Emergency Operations and Response, (5) Laboratory Diagnostics, (6) Surveillance and Epidemiology, (7) Vaccines, and (8) Field Epidemiology Training Programs. A comprehensive indicator menu inclusive of detailed descriptions of each indicator will be provided at time of award. DGHP program implementation indicators should be incorporated into the recipient’s

EPMP.

DGHP Monitoring and Evaluation – Program Implementation Indicators

1. Infection Prevention and Control (IPC) Indicators

1.1. Cross-cutting IPC

1.1.1. Proportion of facilities that have an IPC focal person in place

1.1.2. Proportion of healthcare facilities providing essential services that implemented guideline-based IPC improvements

1.1.3. Number of healthcare facilities participating in CDC-supported healthcare detection and response networks

2. Border Health Indicators

2.1. POE General Capacity

2.1.1. Proportion of POE with multisectoral SOPs in place for identification (signs and symptoms), notification, and illness response, including for COVID-19, among travelers

2.1.2. Among those with SOPs above: Proportion of POE with health- and non-health staff trained on SOPs for identification (signs and symptoms), notification, and illness response, including for COVID-19, among travelers in the last six months

2.1.3. Number of POE that can demonstrate capacity for coordinated response in identification, notification, assessment, and referral of an ill traveler to health care through response to simulated or real-life events in the last year

2.1.4. Number of POE that have conducted AARs following a simulated or real-life event and implemented corrective actions to address gaps identified

2.1.5. Proportion of non-health POE personnel who have been trained on approved procedures and guidance in enforcing public health regulations applicable to points of entry, travel, and the transport of goods across international borders

2.1.6. Proportion of POE where staff have been trained on approved procedures in enforcing public health regulations applicable to points of entry, travel, and the transport of goods across international borders

2.1.7. Proportion of POE that can demonstrate capacity for identification, notification, assessment, and referral of an ill traveler to health care through response to simulated or real-life events in the last year

2.1.8. Proportion of POE health staff trained on SOPs for identification (signs and symptoms), notification, and illness response, including for COVID-19, among travelers in the last six months

2.1.9. Proportion of POE non-health staff trained on SOPs for identification (signs and symptoms), notification, and illness response, including for COVID-19, among travelers in the last six months

2.2. POE Infrastructure

2.2.1. Proportion of POE that have identified areas to isolate ill travelers for assessment and while waiting for transfer to a healthcare facility

2.2.2. Proportion of POE with sufficient equipment (e.g., PPE, thermometers, forms, job-aids, handwashing stations, decontamination and disinfection supplies) or the supply chain to receive sufficient equipment to identify, notify, and respond to communicable disease illness among travelers for one month

2.3. POE IPC

2.3.1. Proportion of POE that implement personal protective measures (e.g., handwashing, wearing face coverings, social distancing) for staff and travelers according to developed SOPs

2.4. POE Risk Communication

2.4.1. Proportion of POE disseminating risk communication materials tailored for travelers in appropriate languages

2.4.2. Proportion of POE with staff trained on providing risk communication to travelers within the last six months

2.4.3. Proportion of POE staff trained on providing risk communication to travelers within the last six months

2.5. Data and Surveillance Systems for Mobile Populations

2.5.1. Number of staff trained on collecting data on population mobility patterns in the last six months

2.5.2. Number of staff trained on analyzing and summarizing data collected on population mobility patterns in the last six months

2.5.3. Number of priority geographic areas in which data on population mobility patterns has been collected in the last six months

2.5.4. Proportion of public health emergency responses that utilized population mobility pattern data to inform public health interventions and/or public health emergency responses (i.e., identified POE for capacity building, identified HCF for strengthened surveillance) within the last six months

2.5.5. There are protocols and/or standard operating procedures that govern use of border health data and information systems

2.5.6. Proportion of POEs with border health personnel trained on the use of established border health data and information systems according to established SOPs

2.5.7. Proportion of POEs with border health personnel who demonstrate use of established border health data and information systems according to established SOPs

2.7. Cross-border Coordination

2.6.1. Proportion of neighboring countries included in formalized agreements and procedures for public health information sharing with neighboring countries

2.6.2. Proportion of subnational administrative levels that have shared contact…