cdc-rfa-ot13-1302a 02-23-2015 final.docx

Agency Funding Opportunity Number: CDC-RFA-OT13-1302A

Amendment V (02/20/2015):

This administrative amendment does not affect applicants or grantees’ budget or application process.

This Announcement is for INFORMATION PURPOSE ONLY The sole intention of this amendment is to accommodate additional funding increases from Centers, Institutes, and Offices (CIOs), Prevention and Public Health Funds (PPHF), and Interdepartmental Delegation Agreements (IDDAs).

This amendment implements a revision for removal of the Approximate Total Fiscal Year Funding. The current ceiling for the Approximate Total Fiscal Year Funding specified in Part II.B Award Information page 20, is $70 million.

11. Approximate Total Fiscal Year Funding:

a) Category A: No Limit

b) Category B: No Limit

c) Category C: No Limit

Amendment IV (01/21/2014):

This administrative amendment does not affect applicants or grantees’ budget or application process.

The sole intention of this amendment is to add flexibility for potential additional approximate funding amounts opportunities during the FOA Project Period.

This amendment implements revisions to increase approximate funding amounts specified in Part II.B Award Information page 20 and 21, from $60 million as initially set to $70 million, as follows;

4. Approximate Total Fiscal Year Funding:

d) Category A: $38 million

e) Category B: $22 million

f) Category C: $10 million

5. Approximate Total Project Period Funding:

a) Category A: $190 million

b) Category B: $110 million

c) Category C: $50 million

6. Approximate Number of Awards:

a) Category A: up to 8 awards

b) Category B: up to 10 awards

c) Category C: up to 15 awards

7. Approximate Average Award:

a) Category A: up to $15 million

b) Category B: up to $5 million

c) Category C: up to $2 million

9. Ceiling of Yearly Individual Award Range:

a) Category A: up to $20 million

b) Category B: up to $15 million

c) Category C: up to $5 million (This amount is subject to the availability of funds.)

Amendment III (07/17/2013):

This administrative amendment implements restricted costs and/or limitation on costs as stated in the FY2013 Appropriation Act Provisions which also incorporates Section 220 – Prevention Fund Reporting Requirements. Refer to pages 31 - 37 of the FOA.

Amendment II (03/07/2013):

This administrative amendment implements the following revisions described herein and highlighted in bold italic throughout this document. This administrative amendment does not affect the budget or application process. Applicants who have completed the application process will not need to resubmit their application. It provides only some additional administrative guidance which was omitted.

C. Eligibility Information

3. Justification for Less than Maximum Competition:

· The program leadership in the Office of State, Tribal, Local and Territorial Support (OSTLTS) determined that in order to achieve its strategic priorities for strengthening the public health infrastructure and advancing the quality of public health decision making, OSTLTS will need to expand its capacity building assistance (CBA) efforts through national, non-profit organizations with experience and expertise providing capacity building assistance to governmental and non-governmental components of the public health system.

· Eligible applicants are limited to national, non-profit professional public health mission organizations with experience and expertise providing capacity building assistance (CBA) to governmental and non-governmental components of the public health system.

· The CDC is requesting the provision of capacity building assistance (CBA) to public health agencies and other public health entities across the United States and its territories in order to strengthen public health practice to improve health for all populations. These national public health mission organizations are the only entities positioned to effectively and efficiently execute on the expected capacity building outcomes, outputs, and activities outlined in the FOA. The characteristics that position these organizations are: 1) designated mission and experience working nationally, 2) demonstrated infrastructure, experience and expertise providing CBA, and 3) relationship to the public health system workforce across the United States and Territories.

· Therefore, eligibility is limited to the above specified types of applicants/organizations that are expected to demonstrate significant experience and expertise providing capacity building assistance (CBA) to the target populations described in the attached OT13-1302 FOA.

· This expertise is necessary for the grantee to effectively and efficiently complete the related activities and achieve the program outcomes described in the funding opportunity announcement.

· Additionally the following capacities will facilitate the completion of projects in the specified timeframe:

· Infrastructure to organize, conduct work and disseminate key outcomes.

· Communicate key information to organization members, stakeholders and the public health community on a regular basis.

· Leverage a wide array of resources among organization members and the public health community to expeditiously achieve results in a cost-effective manner.

· Interact with other public health organizations; act as a networking hub to build the capacity of governmental and non-governmental components of the public health system.

Part I. Overview Information F. Dates:

· Application Deadline Date: March 8, 2013, 11:59 p.m. (EST), on Grants.gov

Amendment I (01/11/2013):

This amendment implements the following revisions described herein and highlighted in bold italic throughout this document:

1. Part I. Overview Information, Section F. Dates, page 4: Informational Conference Call; herein revised to add a Toll-Free Conference Call Number, corresponding Passcode, Time Period, and additional language to encourage proactive written inquiries prior to the Informational Conference Call.

F. Dates:

· Informational Conference Call: January 29, 2013, 1:00p.m. To 2:30p.m. (EST); January 31, 2013, 4:00p.m. To 5:30p.m.(EST) Toll-Free Number: 1.888.889.2034; Passcode: 5405830 To facilitate appropriate timely responses, CDC encourages proactive written inquiries concerning this announcement to be submitted prior to the Informational Conference Call. Due to the volume and variety of questions anticipated during the Informational Conference Call, applicants are encouraged to submit questions beforehand to OSTLTSPartnershipFOA@cdc.gov.

2. Part I. Section G. Executive Summary: page 6: Applicant’s eligibility requirements herein revised to add nonprofit 501(c)(6) (other than institutions of higher education):

To be eligible to apply for this FOA, applicants must demonstrate 1) nonprofit 501(c)(3) or nonprofit 501(c)(6) IRS status (other than institutions of higher education); 2) a national scope of work; and 3) a public health charge or mission.

3. Part 2. Section C.1. Eligibility Information, Eligible Applicants, page 21: herein revised to add nonprofit 501(c)(6) IRS status (other than institutions of higher education) :

4. Eligibility Information

1. Eligible Applicants: Organizations that meet ALL of the following criteria:

· Nonprofit 501(c)(3) or nonprofit 501(c)(6) IRS status (other than institutions of higher education) The applicant must provide evidence of federally assigned 501(c)(3) or 501(c)(6) IRS status designation by submitting a copy of the current, valid IRS determination letter. Evidence can be submitted by uploading this documentation in Grants.gov under “Other Attachment Forms.” The document should be labeled “Proof of Nonprofit Status”

Building Capacity of the Public Health System to Improve Population Health through National, Nonprofit Organizations -financed in part by 2013 Prevention and Public Health Funds (PPHF-2013)

U.S. Department of Health and Human Services Centers for Disease Control and Prevention

Contents

Part I. Overview Information To receive notifications of any changes to CDC-RFA-OT13-1302, return to the synopsis page of this announcement at www.grants.gov and select “Send Me Change Notifications Emails.” Applicants must provide an email address to www.grants.gov to receive notifications.

A. Federal Agency Name: Centers for Disease Control and Prevention (CDC) B. Funding Opportunity Title: PPHF 2013: OSTLTS Partnerships—Building Capacity of the Public Health System to Improve Population Health through National, Nonprofit Organizations—financed in part by 2013 Prevention and Public Health Funds C. Announcement Type: New—Type 1 D. Agency Funding Opportunity Number: CDC-RFA-OT13-1302 E. Catalog of Federal Domestic Assistance Numbers: 93.524; 93.292 F. Dates:

· Informational Conference Call: January 29, 2013, 1:00p.m. (EST); January 31, 2013, 4:00p.m. (EST) Toll-Free Number: 1.888.889.2034; Passcode: 5405830 To facilitate appropriate timely responses, CDC encourages proactive written inquiries concerning this announcement to be submitted prior to the Informational Conference Call. Due to the volume and variety of questions anticipated during the Informational Conference Call, applicants are encouraged to submit questions beforehand to OSTLTSPartnershipFOA@cdc.gov.

· Letter of Intent Deadline Date (must be submitted via email attachment): February 4, 2013

· Application Deadline Date: March 8, 2013, 11:59 p.m. (EST), on Grants.gov This announcement is only for non-research domestic activities supported by CDC. If research is proposed, the application will not be reviewed. For the definition of research, visit http://www.cdc.gov/od/science/integrity/docs/cdc-policy-distinguishing-public-health-research-nonresearch.pdf G. Executive Summary:

CDC announces the availability of funds for national, nonprofit organizations to strengthen the infrastructure and improve the performance of governmental and nongovernmental components of the public health system through the provision of capacity-building assistance (CBA). The purpose of this program is to ensure the provision of CBA to optimize the quality and performance of public health systems, the public health workforce, public health data and information systems, public health practice and services, public health partnerships, and public health resources. The Future of Public Health (IOM, 1988) was the first national report to call attention to the need to address the fragmented and underfunded American public health system. For the purpose of this Funding Opportunity Announcement (FOA), the public health system refers to “activities undertaken within the formal structure of government and the associated efforts of private and voluntary organizations and individuals” (IOM, 1988).

For the purpose of this FOA, CBA is defined as “technical assistance, training, information sharing, technology transfer, materials development, or funding that enables an organization to better serve customers or to operate in a more comprehensive, responsive, and effective manner” (CDC, 2000, p. S17). CBA is expected to assist governmental and nongovernmental components of the public health system in fulfilling their mission of protecting and promoting health in their communities and effectively performing essential public health services.

The applicant’s CBA program is expected to demonstrate measurable progress among governmental and nongovernmental components of the public health system towards two or more of the following outcomes: 1) increased adoption of new or proven business improvements leading to management and administrative efficiencies or cost savings; 2) increased availability and accessibility of continuing education and training focused on public health competencies and new skills, including the use of experience-based internships and fellowships; 3) increased incorporation of core public health competencies into employee position descriptions and performance evaluations; 4) increased integration of state-of-the-art technology into data collection and information systems; 5) increased implementation of evidence-based public health programs, policies, and services; 6) improved capacity to meet nationally established standards, such as those for health department accreditation; 7) establishment and maintenance of diverse public health partnerships for meaningful cooperation and achievement of evidence-based public health strategies and interventions, such as the CDC Winnable Battles; and 8) improved quality, availability, and accessibility of public health education materials, training, and evaluation tools and resources.

Each stand-alone application should address one of the following target population categories: 1) Category A: Governmental Public Health Departments; 2) Category B: Workforce Segments across Governmental Public Health Departments; or 3) Category C: Nongovernmental Public Health Components. Once initial awards are made, awardees will be eligible to apply for additional funding over the course of the program. Cost sharing and matching funds are not required for this program. To be eligible to apply for this FOA, applicants must demonstrate 1) nonprofit 501(c)(3) or nonprofit 501(c)(6) IRS status (other than institutions of higher education); 2) a national scope of work; and 3) a public health charge or mission.

· Letter of Intent (LOI) Deadline (must be submitted via email): February 4, 2013

· Application Deadline: March 8, 2013, 11:59 p.m. (EST), on www.grants.gov

· Type of Award: Cooperative Agreement

· Approximate Total Project Period Funding: Category A: $180 million; Category B: $75 million; Category C: $45 million

· Approximate Number of Awards: Category A: up to 8 awards; Category B: up to 10 awards; Category C: up to 10 awards

· Approximate Yearly Average Award: Category A: $9 million; Category B: $2.5 million; Category C: $1 million

· Anticipated Award Dates:

· Initial Base Funding: July 1, 2013

· Secondary CIO (Centers/Institute/Offices)-Funding: September 1, 2013

· Budget Period Length: 12 months

· Project Period Length: 5 years (July 1, 2013-June 30, 2018) Part II. Full Text A. Funding Opportunity Description

1. Background:

a. Statutory Authorities: This program is authorized under sections 307 and 317(k)(2) of the Public Health Service Act [42 USC 242(l) and 247(b)(k)(2), as amended]. In addition, this program is authorized under sections 311 and 1703 of Public Health Service Act [42 USC 243 and 300 u-2, as amended] and Section 4002 of the Patient Protection and Affordable Care Act, Public Law 111-148.

b. Problem Statement: In 1988, the Institute of Medicine (IOM) published a landmark report, The Future of Public Health (1988), which examined the condition of America’s public health system and concluded that the public health system was fragmented and seriously underfunded. Although the report acknowledges the multiple stakeholders engaged in the public health enterprise, its recommendations focused on strengthening governmental public health departments as they represent the mainstay of the public health system.

As the call for a transformed, invigorated public health system grows, the challenges for governmental public health departments to bring about meaningful health outcomes also increase (IOM, 2012a, 2011; Robert Wood Johnson Foundation [RWJF]-RESOLVE 2012; Trust for America’s Health [TFAH], 2008). Challenges such as the current economic recession, the United States’ low global health rankings, the continually underfinanced and fragmented public health infrastructure, and changing public health needs threaten the capacity of governmental public health to achieve the recommended transformation and address the broad health and safety needs of the American public. In addition, these challenges weaken the capacity of governmental public health to: 1) meet the ambitious national goals proposed by Healthy People 2020, the National Prevention Strategy (National Prevention Council, 2011), and the IOM’s recent reports; 2) effectively perform essential public health services; and 3) address the nation’s future health challenges, such as rising health care costs, the large number of uninsured Americans, and the health needs of the growing older adult population (IOM, 2012a; IOM, 2003; TFAH, 2012). Such challenges require public health departments and the public health system to improve their performance, accountability, and value (Mays et al., 2004).

Since the release of the 1988 IOM report, several reports have followed that continue the call for urgent action to improve America’s public health system. For example, recent reports from the IOM (IOM 2012a, 2011) propose that governmental public health departments take a leadership role in improving population health since they are uniquely positioned and have the skills and tools to implement evidence-based actions. Notably, the IOM reports articulate that public health investments must center on prevention of leading causes of morbidity, mortality, injury, and social determinants of health. To achieve this recommendation will require a robust public health system that adequately invests in its frontline public health departments. In addition, public health will benefit from effective integration with primary care in areas such as community engagement, aligned leadership that bridges disciplines and jurisdictions, sustainability by establishing a shared infrastructure, and sharing and collaborative use of data and analysis. It is anticipated that investments in capacity building will contribute significantly in transforming the public health system and its various components to cover a broad range of challenges and needs. In general, CBA services are expected to result in an increase in the quality, quantity, efficiencies, and/or cost effectiveness of public health services and related outcomes, and ultimately in public health improvement.

c. Healthy People 2020: This program addresses the Healthy People 2020 focus area of Public Health Infrastructure, Topic Area 35. Infrastructure is the foundation for planning, delivering, and evaluating public health, which is why Healthy People 2020 establishes goals to ensure that all governmental public health departments have the necessary infrastructure to provide essential public health services in an effective manner (U.S. Department of Health and Human Services, 2011). According to Healthy People 2020, an improved infrastructure enables agencies to effectively provide essential public health services in three key areas: 1) a capable and qualified workforce; 2) up-to-date community and population data and state-of-the-art information technology systems; and 3) the ability to assess and respond to public health needs.

d. Other National Public Health Priorities and Strategies: The National Public Health Performance Standards Program (Centers for Disease Control and Prevention, 2010), the Public Health Preparedness Capabilities: National Standards for State and Local Planning (Centers for Disease Control and Prevention, 2011), and the National Voluntary Accreditation for Public Health Departments (Centers for Disease Control and Prevention, 2011) have been instrumental in advancing standards by which state and local public health systems and governing bodies can reach an optimal level of performance to promote health and safety. Under the leadership of CDC’s Office for State, Tribal, Local and Territorial Support (OSTLTS), the National Public Health Performance Standards Program was created by seven public health organizations to improve the quality of public health practice and the performance of public health systems by: 1) providing performance standards for public health systems; 2) leveraging national, state, and local partnerships to build a stronger foundation for public health preparedness; 3) promoting continuous quality improvement of public health systems; and 4) strengthening the science base for public health practice improvement.

e. Relevant Work: CDC is committed to ensuring that governmental and nongovernmental components of the public health system receive support optimizing their success in planning, implementing, and evaluating essential public health functions and services. One of CDC’s major public health priorities is to support improved performance of health departments through provision of resources, staff, and technical support. In addition, CDC works to identify gaps, opportunities for collaboration, and strategies for enhancing public health (Centers for Disease Control and Prevention, 2012). Integral to this commitment, CDC collaborates with professional nonprofit and nongovernmental organizations to coordinate national public health initiatives and priorities and to provide CBA to an array of public health stakeholders. Examples of stakeholders may include state, tribal, local, and territorial public health departments; public health institutes; public health governing bodies; community-based organizations; primary care health centers; and community health centers.

This FOA builds upon current capacity-building programs provided under CDC-RFA-HM08-805, “Strengthen and Improve the Nation’s Public Health Capacity through National, Nonprofit, Professional Public Health Organizations to Increase Health Protection and Health Equity” that ends FY2013.

2. CDC Project Description:

a. Approach: This FOA provides funding for CBA work with target populations under three headings: Category A: Governmental Public Health Departments, Category B: Workforce Segments across Governmental Public Health Departments, and Category C: Nongovernmental Public Health Components. Organizations may submit no more than two stand-alone applications total. If two applications are submitted, they can address two distinct target populations within a single category or two distinct target populations across two different categories.

The following high-level logic model is a visual depiction of the program approach and reflects how the conditions, inputs, strategies, outputs, and outcomes are related.

CDC Inputs:

Authority ● Performance Monitoring ● Program Guidance ● Partner Networks ● Technical Consultation and Services ● Information Sharing ● Funding

Conditions:

Fragmented public health infrastructure

Need for improved public health systems and organizational efficiencies

Need for a sustained, capable, and qualified public health workforce

Demand for increased use of state-of-the-art information technology systems and integrated and standardized community and population data

Improved planning, implementation, and evaluation of evidence-based public health policies, laws, programs, and services

Limited use of results-driven local and national public and private partnerships

Limited availability and accessibility of public health resources, such as publications, educational materials, syndicated website material, assessments, evaluation tools, and other products for improvement

Outcomes:

Increased adoption of new or proven business improvements that lead to management and administrative efficiencies or cost savings;

Increased availability and accessibility of continuing education and training focused on public health competencies and new skills, including the use of experience-based internships and fellowships;

Increased incorporation of core public health competencies into employee position descriptions and performance evaluations;

Increased integration of state-of-the-art technology into data collection and information systems;

Increased implementation of evidence-based public health programs, policies, and services;

Improved capacity to meet nationally established standards, such as those for health department accreditation;

Establishment and maintenance of diverse public health partnerships for meaningful cooperation and achievement of evidence-based public health strategies and interventions, such as the CDC Winnable Battles; and Improved quality, availability, and accessibility of public health education, training, and evaluation tools and resources

Outputs:

Database of identified CBA needs for target population ● Publications, training curricula, and other materials developed ● Data and information system tools developed ● Meetings with public health interest groups and policymakers ● Trainings held to improve target population ability to provide interventions that impact the reduction of high burden diseases ● Meetings with public and private organizations to develop partnerships ● Mechanisms to inform and mobilize target population in collaborative efforts

Strategies:

1) Public Health Systems and Organizational Improvement: Activities to identify infrastructure and system needs and steps to make improvements. This includes assessments, studies, stakeholder analyses, etc. to identify infrastructure and system needs.

2) Public Health Workforce: Activities to enable target population to improve workforce public health competencies as well as improve upon workforce retention. This includes activities to identify current competency needs; implementation of evidence-based strategies such as leadership institutes; and promotion of internships, fellowships, and post-graduate programs.

3) Public Health Data and Information Systems: Activities to increase the use of data and information systems which utilize state-of-the-art technology and are better integrated at various levels of the community. This includes activities to improve the collection, interpretation, and dissemination of health data on populations and sharing such information across jurisdictions.

4) Public Health Practice and Services: Activities to strengthen target population ability to deliver essential public health services in a comprehensive manner. This includes activities to assist agencies with identifying, prioritizing, and reallocating program resources to optimize services.

5) Public Health Partnerships: Activities to improve target population ability to develop and maintain diverse, results-driven partnerships. This includes activities to build and maintain partnerships at various levels.

6) Public Health Resources, Communication & Evaluation: Activities designed to improve provision of public health resources such as assessment tools, publications, educational materials, evaluation tools, etc. that are readily available and accessible by the public. This includes activities to improve the communication of public health information, evidence-based science, and national recommendations.

New Umbrella FOA CoAg Vers9, September 17, 2012 0

i. Purpose: The purpose of this program is to ensure the provision of CBA for governmental and nongovernmental components of the public health system to optimize the quality and performance of public health systems, the public health workforce, public health data and information systems, public health practice and services, public health partnerships, and public health resources.

ii. Outcomes: The applicant’s CBA program is expected to demonstrate measurable progress among governmental and nongovernmental components of the public health system towards two or more of the following outcomes: 1) increased adoption of new or proven business improvements that lead to management and administrative efficiencies or cost savings; 2) increased availability and accessibility of continuing education and training focused on public health competencies and new skills, including the use of experience-based internships and fellowships; 3) increased incorporation of core public health competencies into employee position descriptions and performance evaluations; 4) increased integration of state-of-the-art technology into data collection and information systems; 5) Increased implementation of evidence-based public health programs, policies, and services; 6) improved capacity to meet nationally established standards, such as those for health department accreditation; 7) establishment and maintenance of diverse public health partnerships for meaningful cooperation and achievement of evidence-based public health strategies and interventions, such as the CDC Winnable Battles; and 8) improved quality, availability, and accessibility of public health education, training, and evaluation tools and resources.

iii. Program Strategy: The strategies and related activities described below are overarching national recommendations for CBA and are based on CDC/OSTLTS priorities, program experience, and evidence-based recommendations from national reports published by federal councils and national public health organizations: U.S. Department of Health and Human Services, Healthy People 2020, IOM, and the National Prevention Strategy. These capacity-building program strategies and related activities are designed to position components of the public health system to fulfill their mission in protecting and promoting population health in the United States, its tribes, and its territories. Applicants may propose to address one or more of the six program strategies 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.

1) Public Health Systems and Organizational Improvement: Activities to identify infrastructure and system needs and steps to make improvements may include but are not limited to:

a. Conduct target population assessment and stakeholder analyses to identify infrastructure and system needs, information and data collection gaps, and STLT (state, tribal, local or territorial) workforce, financial, and information technology capabilities and capacities.

b. Assist the target population in building new models that integrate clinical and population health.

c. Assist the target population in leveraging funding opportunities across the public health system.

d. Develop and implement strategies to strengthen the target population’s capacity for collaboration, assessment, planning, implementation, and evaluation to ensure efficiencies and cooperation in public health service planning, delivery, and resource sharing across jurisdictions.

e. Assist the target population with better ways to appropriately document the status of health disparities and health equity outcomes (IOM, 2011).

f. Assist with the facilitation of a performance measurement system across governmental and private-sector organizations that have responsibilities for the public’s health and safety to allow tracking of intermediate and long-term outcomes (IOM, 2012a).

g. Assist the target population in implementing strategies that are critical for integrating surveillance and monitoring systems across the agency and other related agencies.

h. Assist the target population with eliminating disparities in burdens of disease among racial and ethnic minorities and other vulnerable populations.

i. Assist the target population in implementing continuous quality improvement and conducting assessment studies to improve performance (quality and quantity).

j. Assist the target population with public health policy assessment and development, identification and dissemination of best practices, and education.

k. Support public health services planning, delivery, and resource sharing to improve efficiency, collaboration, systems integration, and coordination.

l. Develop strategies and methods to ensure leaders of public health departments are informed of major activities and initiatives undertaken by professional constituencies and other components of the public health system.

m. Develop administrative procedures to move grant funding from state to local levels in a timely and effective manner; to include legal authorities for receiving, allocating, and spending funds; and implementing efficient tracking and oversight systems to avoid delays and reduce the potential for unobligated funds remaining at the end of budget and project periods.

2) Public Health Workforce: Activities to enable the target population to improve workforce public health competencies and improve upon workforce retention, may include but are not limited to:

a. Identify competency needs of target population.

b. Assist the target population in selecting and developing trainings, including cross-training, to build and sustain workforce competence.

c. Assist the target population in identifying and implementing evidence-based strategies, including leadership institutes, trainings, etc., to increase workforce diversity and retention.

d. Promote internships, fellowships, and post-graduate programs to recruit and strengthen the public health workforce, with an emphasis on underrepresented populations.

e. Select and/or develop and disseminate educational materials, training curricula, and program evaluation and assessment tools that help build workforce capacity.

f. Address the target population’s training needs in public health competencies and systems performance, including selecting and/or developing opportunities to engage in lifelong learning through short courses, certificate programs, distance learning, and other learning opportunities.

3) Public Health Data and Information Systems: Activities to increase the use of data and information systems, which utilize state-of-the-art technology and are better integrated across the public health system, may include but are not limited to:

a. Assist the target population with improving the collection, interpretation, and dissemination of health data on populations.

b. Assist the target population in achieving efficient and effective public health business practices supported by interoperable information systems.

c. Assist the target population in using data to identify, evaluate, and educate about public health policy and program options and impact.

d. Assist the target population in adopting strategies to improve the exchange of electronic data across organizational and jurisdictional boundaries.

e. Provide competency-based training to increase the capacity of the public health informatics workforce.

f. Develop and implement strategies to promote informatics and health information exchange across public health constituencies and/or nongovernmental system components (i.e., associations, community and neighborhood health centers, community and faith-based organizations, public health and primary care delivery systems, etc.).

4) Public Health Practice and Services: Activities to strengthen the target population’s ability to deliver essential public health services in a comprehensive manner may include but are not limited to:

a. Provide CBA to strengthen the ability of the target population to deliver essential services that provide or ensure comprehensive public health services (U.S. Department of Health and Human Services, 2011).

b. Assist target population with identifying, prioritizing, and funding programs that efficiently maximize effectiveness in lowering disease rates, preventing injuries, and improving health (e.g., development of a standardized methodology) (TFAH, 2012).

c. Provide technical and consultation services to enhance the target population’s capacity to integrate prevention strategies and actions across multiple settings to improve health and save lives.

d. Facilitate target population adoption of initiatives to develop, implement, and evaluate effective strategies that promote health and prevent disease and injury (IOM, 2012b).

e. Translate and disseminate evidence-based public health science.

f. Assist the target population with identifying effective mechanisms for ensuring that the health care system is capable of assessing and responding to the public’s health care needs, and measuring their effectiveness in meeting those needs (American College of Physicians, 2012).

g. Provide CBA to the target population based on emerging or real-time priority needs that are justified by available evidence.

h. Facilitate program development and adoption of evidence-based community, group, and individual-level interventions that impact the reduction of high burden diseases, such as those identified in CDC’s Winnable Battles initiative.

5) Public Health Partnerships: Activities to improve the ability of the target population to develop and maintain diverse and results-driven partnerships, may include but are not limited to:

a. Assist the target population in evaluating existing, emerging, or new models that promote collaboration among key stakeholders to address the health and safety of persons living with the leading causes of mortality, morbidity, and injuries (IOM, 2012a).

b. Assist the target population by identifying successful practices and developing new mechanisms to inform and mobilize the public and private sectors (e.g., transportation agencies, law enforcement agencies, fire departments, municipal governments, school systems, industry, colleges and universities, local businesses, hospitals and managed care networks, mass media organizations, and community organizations) in collaborative efforts to move toward a healthier population (IOM, 2012a).

c. Provide leadership and facilitation in response to national public health initiatives, mobilization efforts, and emerging issues.

d. Increase participation in partnerships and collaborations with public health scientific communities, health care providers, federal departments, universities, and private sector organizations to pursue identified population health goals.

6) Public Health Resources, Communication and Evaluation: Activities designed to improve provision of public health resources, such as assessment tools, publications, educational materials, evaluation tools, etc., that are readily available and accessible by the public, may include but are not limited to:

a. Assist the target population to develop and disseminate educational materials, training curricula, and program evaluation and assessment tools that build their capacity.

b. Assist the target population in developing and implementing health communication and marketing activities as a multidisciplinary area of science, practice, and training.

c. Strategically and proactively communicate public health information and evidence-based science and national recommendations to the target population (i.e., passive communication, such as placing materials on a website, is considered insufficient).

d. Assist target population in developing effective measures to disseminate public health education and promotion materials, public health findings, and other information of interest.

1. Target Populations: Applicants should propose to address CBA needs on the basis of the most relevant evidence for the selected target population. Organizations may submit no more than two stand-alone applications total. Each application must identify one target population. If two applications are submitted, each application must identify a distinct target population within a single category or across two different categories. For example, an organization could submit two applications for target populations within Category A to include one for state health departments and one for local health departments. Or, an applicant could submit two applications to include one from Category A for territorial health departments and one from Category C for community health centers.

· Category A: Governmental Public Health Departments– This category is focused on meeting the priority CBA needs of one of the following health department types: state, tribal, local, or territorial.

· Category B: Workforce Segments across Governmental Public Health Departments—This category is focused on meeting the priority CBA needs of one workforce segment across multiple health department types: state, tribal, local, and territorial.

· Category C: Nongovernmental Public Health Components–This category is focused on meeting the priority CBA needs of one type of nongovernmental professional constituency or other component of the public health system.

Note: For all categories, and where applicable, applicants should identify the priority subpopulation(s) within the selected category.

2. Inclusion: Not Applicable

3. Collaborations:

a. With CDC and CDC-funded programs: Applicants, regardless of the category under which they are funded, are expected to collaborate with CDC to improve technical and program guidance, and evaluation. Applicants are also expected to participate in stakeholder meetings and provide expert consultation to CDC/OSTLTS and programs (as requested). Successful applicants are expected to participate with CDC-funded public health partners and CDC in a collaborative effort to proactively identify CBA needs and respond to requests for CBA from STLT public health departments (within the limits of the funded program strategies and related activities).

b. With organizations external to CDC: Applicants are encouraged to build and/or continue strategic partnerships and collaborations with organizations that have a role in achieving the FOA outcomes and proposed activities.

iv. Work Plan: The applicant is required to provide a CBA work plan consisting of a logic model and related narrative for the five-year program and a detailed description of the first year of the award. The work plan should not exceed 25 pages. Applicants are strongly encouraged to use activities indicated under the “Program Strategy” section, but are expected to augment those activities on the basis of the priority needs of the target population. The work plan should provide outcomes, program strategies, activities, and objectives (see numbers 3-7 below) for the priority subpopulation(s) that are proposed within the target population category.

The work plan must, at a minimum, include:

1. A logic model or equivalent that graphically displays the conditions, inputs, strategies, outputs, and intended outcomes for the five-year period.

2. Narrative (description) of the logic model.

3. Intended outcomes for the five year project period.

4. Program strategies to be used during the first year of the project period.

5. In preparing the work plan, applicants should discuss how they will use the following mechanisms to address the program strategies: 1) information collection, monitoring, synthesis, packaging, and dissemination; 2) technology transfer (identifying effective public health laws and policies, interventions and program practices, and adapting these to the field); 3) training for skills development; and 4) technical or expert consultations and services. CBA can be facilitated through formats such as training institutes, seminars and workshops, computer-assisted training, e-learning strategies (e.g., podcasts, webinars, distance learning), expert consultations (in person or by telephone), peer-to-peer mentoring, train-the-trainer approaches, and customized training.

6. Outcomes for the first year of the project period.

7. Objectives (including milestones for accomplishing the objectives) for the first year of the project period.

Note: Objectives should be written in SMART (specific, measurable, achievable, realistic, and timely) format. Quantitative baselines should be provided for each objective that leads to an increase, decrease, or maintenance over time. Depending on the program strategy, CBA mechanisms, and the needs being addressed, each priority subpopulation might require a unique CBA work plan with goals, objectives, and activities, along with a unique budget and budget narrative.

8. Activities for the first year of the project period.

Note: Activities must be in alignment with the proposed objectives and the chosen program strategies and must include those activities the applicant selects as priority, based on the cited evidence, for the first year of the project

9. Timeline for the first year of the project period CDC will provide feedback and technical assistance to awardees to finalize the work plan post-award

b. Organizational Capacity of Applicants to Execute the Approach: Organizational capacity ensures applicants demonstrate their ability to successfully execute the FOA strategies and meet project outcomes. Applicants should have adequate infrastructure (physical space and equipment), workforce capacity and competence, relevant skill sets, information and data systems, and electronic information and communication systems to implement the award. For each application, applicants must provide evidence of adequate program management/staffing plans, performance measurement, evaluation, financial reporting, management of travel requirements, workforce development and training, and full capability to manage the required procurement efforts, including the ability to write and award subcontracts in accordance with 45 C.F.R. 74, as applicable. Applicants will also be expected to describe the nature of their relationship with the target population and history (including number of years) serving or working with the target population selected for this project. This includes the history of providing CBA, recent examples of the content and format of the CBA provided, and CBA outcomes or benefits that were demonstrated. In addition, and if applicable, applicants will be expected to provide a description of their current CDC-funded capacity building projects. Flexibility will be allowed to enable applicants to implement FOA requirements based on their own organizational design and approach, unless otherwise required by statute.

c. Evaluation and Performance Measurement: Evaluation and performance measurement will demonstrate achievement of the capacity-building work plan outcomes and show effective implementation of the strategies across various governmental and nongovernmental components of the public health system. Evaluation findings can be used by awardees and CDC to ensure continuous program and system improvement, help create an evidence base for CBA strategies, and assess which CBA strategies are scalable and effective at reaching a diverse group of target populations.

CDC Evaluation and Performance Measurement Strategy: The CDC strategy for monitoring and evaluating program and awardee performance will include several activities, spanning both process and outcome evaluation, and will be consistent with the logic model and approach presented earlier. Because awardees have autonomy in selecting some or all of the program strategies and related outcomes (minimum of 2), the CDC strategy does not include specific, uniform performance measures required of all awardees. Rather, the CDC strategy will be to collect information from awardees specific to their selected program strategy and related outcomes. These will span measures of the awardees’ inputs (e.g., funds, staffing, partnerships, and other resources); measures of awardees’ activities and outputs; and measures of outcomes as presented below.

The key questions to be answered for this CBA program include the following:

Inputs

1. What resources (i.e., funds, staffing, partnerships, etc.) were used for the planning, implementation, and evaluation of the CBA program?

Activities and Outputs (for each program strategy)

1. What activities were conducted to achieve the program outcomes relevant to the specific program strategy?

2. To what extent were all of the proposed activities implemented?

3. What products or deliverables were produced as a result of the program activities conducted?

4. What is the number and proportion of the target population that participated in program…