Foa_Content_of_HHS-2023-ACF-OCS-ET-1116 V2.pdf

Administration for Children and Families

Office of Community Services

Community Services Block Grant (CSBG) Regional Performance and Innovation Consortium (RPIC) Capacity Building and Quality Improvement (CBQI) - Region I

HHS-2023-ACF-OCS-ET-1116

Application Due Date: 07/31/2023

Table of Contents Executive Summary

I. Program Description

II. Federal Award Information

III. Eligibility Information

III.1. Eligible Applicants

III.2. Cost Sharing or Matching

III.3. Other

IV. Application and Submission Information

IV.1. Address to Request Application Package

IV.2. Content and Form of Application Submission

Required Forms, Assurances, and Certifications

The Project Description

The Project Budget and Budget Justification

Application Submission Options

IV.3. Unique Entity Identifier (UEI) and System for Award Management (SAM)

IV.4. Submission Dates and Times

Explanation of Due Dates

Acknowledgement of Received Application

IV.5. Intergovernmental Review

IV.6. Funding Restrictions

IV.7. Other Submission Requirements

V. Application Review Information

V.1. Criteria

V.2. Review and Selection Process

V.3. Anticipated Announcement and Federal Award Dates

VI. Federal Award Administration Information

VI.1. Federal Award Notices

VI.2. Administrative and National Policy Requirements

VI.3. Reporting

VII. HHS Award Agency Contact(s)

VIII. Other Information

Reference Websites

Application Checklist

Funding Opportunity Title:

Community Services Block Grant (CSBG) Regional Performance and Innovation Consortium (RPIC) Capacity Building and Quality Improvement (CBQI) - Region I Announcement Type:

Modification Funding Opportunity Number:

HHS-2023-ACF-OCS-ET-1116

Primary CFDA Number:

93.569 Due Date for Applications:

07/31/2023 Executive Summary

Notice:

Applicants are strongly encouraged to read the entire notice of funding opportunity (NOFO) carefully and observe the application formatting requirements listed in Section IV.2. Content and Form of Application Submission. For more information on applying for grants, please visit "How to Apply for a Grant" on the ACF Grants & Funding Page at https://www.acf.hhs.gov/grants/how-apply-grant.

This announcement is modified. The Synopsis is being reposted to reflect the original due date of July 31, 2023.

The Office of Community Services (OCS) within the Administration for Children and Families (ACF) issued a NOFO for one 3-year cooperative agreement for the Community Services Block Grant (CSBG) Regional Performance and Innovation Consortium (RPIC) Capacity Building and Quality Improvement (CBQI). This cooperative agreement will support a robust regional Training and Technical Assistance (T/TA) strategy for the CSBG Network[1] — states, territories[2], directly-funded tribes and tribal organizations, CSBG-eligible entities, and state associations — in one of the ten regions identified by ACF. In order to strengthen service delivery models, build and expand agency capacity, advance equity across programs and services, leverage funds and other resources, enhance relationships across the region, and develop a robust regional T/TA strategy, the RPIC CBQI Lead will develop and execute T/TA that focuses on the following:

Service Delivery Models, Strategies, and Partnerships;

Build and Strengthen the Knowledge, Capacity, and Ability of the Region to Implement

Effective Programs and Activities;

Regional Activities Designed to Address the Collaboration, Capacity Building, Quality

Improvement, and T/TA Needs of the Region;

Relationship-building, Collaboration, and Information-Sharing Efforts with CSBG state-lead agencies;

Regional CSBG Performance Management Framework Efforts; and https://www.acf.hhs.gov/grants/how-apply-grant

Storytelling and Messaging to Demonstrate the Impact of Collective CSBG Regional Efforts.

Since 2011, OCS has supported awards through cooperative agreements under the RPIC model to serve as geographic leads for the coordination of CSBG T/TA activities. In this role, the RPICs have helped build an integrated system of capacity-building activities by coordinating efforts across the region. Additional information about the establishment of the RRPIC can be found in CSBG Information Memorandum #123 Reorganization of CSBG Resources.

Through separate cooperative agreements, OCS will fund 11 RPIC CBQI award recipients. The award recipient for this cooperative agreement will serve as the lead state association (hereafter referred to as the RPIC lead) within the region and work closely with regional state associations to coordinate T/TA efforts across the region. The RPIC lead will also be responsible for the administrative oversight of the cooperative agreement, including programmatic and financial reporting. In addition, the RPIC lead and will identify, promote, and support multiyear T/TA efforts to ensure high-quality programs and services and impactful outcomes for individuals, families, and communities.

The cooperative agreement will require OCS to have substantial involvement and a close working partnership with the award recipient to implement T/TA consistent with the purposes of CSBG and the goals and mission of OCS. The award recipient will regularly communicate information about the implementation and progress of the initiatives throughout the duration of the cooperative agreement, including meeting monthly with OCS to discuss the progress of goals and objectives outlined in the project work plan.

[1] OCS and the CSBG national T/TA providers are also included in the CSBG Network;

however, for the purposes of this NOFO, they are not included as direct recipients of the T/TA provided.

[2] Per the CSBG Act, American Samoa, Guam, the Commonwealth of Mariana Islands, and the U.S. Virgin Islands are recognized as territories, while District of Columbia and Puerto Rico are recognized as states.

I. Program Description

Statutory Authority Sections 674(b)(2)(A) and 678A of the CSBG Act, as amended (42 U.S.C. §§ 9903(b)(2)(A) and 9913)

Description

OVERARCHING PRIORITIES FOR OCS

OCS-funded programs are vital in addressing persistent poverty and pervasive disparities and inequities. To achieve our vision, OCS has established several overarching priorities to ensure that our goals are achieved across the CSBG Network. Award recipients must ensure that the following three goals are considered throughout the planning and execution of the activities outlined within this NOFO.

1. Ensuring the programs OCS administers are of the highest quality possible and reach those most in need.

https://www.acf.hhs.gov/ocs/resource/reorganization-of-csbg-t-ta-resources-a-new-strategy-for-excellence

2. Lifting voices from the field and using lessons learned to be thoughtful, inclusive, and innovative in the approach.

3. Identifying opportunities to break down silos and implement cross-cutting initiatives within OCS and ACF and across the federal government.

CSBG BACKGROUND

CSBG is a federal block grant and one of seven anti-poverty programs administered by OCS.

CSBG supports activities to alleviate the causes and conditions of poverty, revitalize low-income communities, and empower individuals and families with low-incomes to become self-sufficient.

CSBG funds support a wide range of individual-, family-, and community-level services and strategies to support the needs of individuals and families with low-incomes in rural and urban areas. OCS provides CSBG funding to states, the District of Columbia, the Commonwealth of Puerto Rico, U.S. territories, federal and state-recognized tribes and tribal organizations (hereinafter referred to as CSBG award recipients). Tribal award recipients provide services directly to individuals and families. State and territory award recipients work with CSBG-eligible entities to tailor CSBG-funded programs and services to meet the most pressing needs in their communities.

Through discretionary awards, OCS provides funding to support CSBG training, technical assistance, and monitoring efforts. Eligible applicants include statewide or local organizations or associations with demonstrated expertise in providing training to individuals and organizations to help effectively address the needs of families and individuals with low-income and underserved communities. These organizations collaborate with OCS and support CSBG-funded states, territories, and tribes and tribal organizations to increase effectiveness and accountability and to generate robust results for the people and communities served.

With the support of CSBG funding, award recipients and CSBG-eligible entities work together to assist individuals and families with low-income increase self-sufficiency, improve living conditions, strengthen ownership of and pride in communities, and establish strong family and support systems. Common areas where the CSBG Network designates funding include, but are not limited to, collaboration and linkages across anti-poverty programs and organizations; crisis and emergency supports; assistance with housing, nutrition, utility, transportation, employment, and educational needs; income and asset building services; and upstream services aimed at creating pathways out of poverty.

CAPACITY BUILDING AND QUALITY IMPROVEMENT

Capacity building is essential for the implementation of sustainable service delivery models that provide high-quality and cost-effective services. Specifically, capacity building leverages the inherent self-sustaining ability of organizations and systems to recognize, analyze, and improve quality issues by controlling and allocating available resources more effectively[1].

Capacity building can take many forms, such as:

Professional development for staff and board members, Opportunities for peer-to-peer learning, networking, or leadership development, Creating or re-examining organizational plans, and Initiating collaboration with other non-profits.

Quality improvement efforts include understanding working dynamics within and between organizations; implementing a collaborative and systematic approach to problem solving; and designing, testing, and implementing changes using real-time measurement for improvement. By engaging in capacity building and quality improvement efforts, organizations can deliver on services through the promotion of sound management, strong governance, and a persistent focus on achieving meaningful results.

[1] See Reference List.

THE ROLE OF THE RPIC CBQI WITHIN THE REGION

The RPIC lead institutes collaborative and innovative T/TA efforts across the region; this includes working closely with the state associations within the region to ensure that state-specific T/TA needs are identified and relevant training is coordinated. There is one RPIC lead, within each of ACF’s 10 regions. The exception is Region 4; T/TA efforts for Region 4 are provided by two CSBG award recipients due to the size of the region. The RPIC lead will:

Spearhead the development of a regional T/TA strategy that builds on, and contributes to, the efforts of state associations, states (hereinafter referred to as CSBG state lead agencies), CSBG-eligible entities, and tribes and tribal organizations. This includes implementing and administering a subaward with each state association within the region for the coordination and implementation of identified state-specific T/TA. The award recipient will utilize the CSBG Needs Assessment Dashboard as a resource for developing the regional T/TA strategy.

Ensure that T/TA efforts focus on providing and sustaining services to diverse populations and lead to enhanced service delivery across the region.

Organize and lead regional convenings focused on planning, coordinating, and implementing T/TA activities and sharing resources with CSBG-eligible entity staff across the region.

Assess the effectiveness of the T/TA provided through this cooperative agreement through ongoing program performance evaluation.

OBJECTIVES OF RPIC CBQI

T/TA provided through this cooperative agreement may include regional convenings; small group learning opportunities; direct, one-on-one T/TA; webinars; training modules; publications;

podcasts; e-guides; case studies; training videos; presentations; and other learning and capacity-building activities. The award recipient must work collaboratively with national CSBG T/TA providers under the shared mission of delivering high-quality services that create pathways out of poverty for vulnerable communities.

The award recipient is required to demonstrate an understanding of the interconnected nature of all members of the CSBG Network and demonstrate a commitment to deconstructing silos and other circumstances that adversely impact communication and service delivery across the region.

The award recipient must have the capacity, infrastructure, and experience to develop training, resource materials, and other activities that propel the CSBG Network forward. Additionally, the award recipient must engage and integrate territories and directly-funded tribes and tribal organizations into regional efforts and have the ability to identify and document the unique needs of territories, directly-funded tribes and tribal organizations, CSBG-eligible entities, and state https://experience.arcgis.com/experience/6080697eb930441c9b025c423c51e6f9?dlg=Instructions associations within the region. The award recipient will work with OCS; national T/TA providers; and other national, state, and local stakeholders to address unique needs and challenges, when possible.

It is expected that the knowledge, capacity, and ability of the region will be strengthened through the implementation of meaningful, coordinated, and targeted regional and state-specific T/TA activities. The RPIC lead will institute a regional T/TA strategy for promoting relationship-building, capacity building, and quality improvement initiatives; coordinating T/TA resources to support community-level outcomes; and fostering collaborative strategies that promote partnership, innovation, and improved service delivery. The award recipient will be required to coordinate high-quality, tailored T/TA and develop, implement, and disseminate T/TA tools that address the six objectives described below. Each objective will be achieved through strong relationships and collaboration with the state associations within the region. The T/TA tools and resources developed through this cooperative agreement shall be housed in a resource library as specified by OCS.

1. Service Delivery Models, Strategies, and Partnerships

This objective is a direct response to the Service Models, Strategies, and Partnerships needs category described in the CSBG Needs Assessment Dashboard, which was one of the highest rated T/TA priorities by the CSBG Network. Service delivery models include identifying the services an individual or family needs to become self-sufficient, guiding an individual or family through a continuum of services, and tracking outcomes. Strategies include protocols for monitoring and managing the quality and effectiveness of services. Partnerships include collective action efforts to leverage and coordinate local, state, and national connections to create change in community conditions that foster the environment needed to cultivate and maintain self-sufficiency and advance equity.

The RPIC CBQI award recipient must focus T/TA efforts on the following:

A. Identifying services, service delivery models, and case management/tracking tools that effectively assist an individual and family in becoming self-sufficient.

B. Providing T/TA to CSBG-eligible entities to support the needs of low-income individuals and families through the use of rapid-cycle learning (RCL) methods to test, adapt, and/or enhance innovative programs and service models to effectively respond to urgent community-based needs. More information on RCL can be found in the CSBG Dear Colleague Letter (DCL)-2023-04 Project Impact: Rapid Cycle Projects Showcase Webinar Fiscal Year (FY) 2023.

C. Identifying protocols for monitoring and managing the quality and effectiveness of services and tracking service delivery outcomes.

D. Establishing, cultivating, and enhancing national, regional, state, and local partnerships that are instrumental to addressing poverty.

E. Building, maintaining, and enhancing partnerships across the CSBG Network and cultivating unique partnership opportunities that can help advance the CSBG Network’s mission.

https://experience.arcgis.com/experience/6080697eb930441c9b025c423c51e6f9?dlg=Instructions https://www.acf.hhs.gov/opre/project/rapid-learning-methods-portfolio https://www.acf.hhs.gov/ocs/policy-guidance/csbg-dcl-2023-04-project-impact-rapid-cycle-projects-showcase-webinar-fy-2023 https://www.acf.hhs.gov/ocs/policy-guidance/csbg-dcl-2023-04-project-impact-rapid-cycle-projects-showcase-webinar-fy-2023

F. Prioritizing the role of strategic organizing and planning to ensure community collaboratives are in place to efficiently deliver effective services to low-income individuals and communities.

G. Identifying and addressing challenges to advancing equity across programs, services, and processes, with a focus on individuals who have been historically underserved, marginalized, and adversely affected by persistent poverty and inequality.

H. Identifying and sharing promising practices, evidence-based practices, and evidence-informed practices across the region.

I. Identifying and sharing long-term planning approaches for changing community conditions.

Additional T/TA focus areas may include:

J. Determining strategies to empower customers living in low-income communities to respond to the unique problems and needs in their communities through maximum feasible participation with CSBG-eligible entities and state associations.

K. Developing and implementing training activities and curriculums for CSBG-eligible entity staff and board members, including understanding the importance of how their roles and responsibilities impact the services provided to communities.

L. Identifying strategic planning processes to successfully plan, develop, and implement strategic plans; track progress; and evaluate results, including approaches for CSBG-eligible entities to share strategic plans with CSBG-eligible entity staff and community members.

2. Build and Strengthen the Knowledge, Capacity, and Ability of the Region to Implement Effective Programs and Activities

The RPIC CBQI award recipient must focus T/TA efforts on the following:

A. Identifying, enhancing, implementing, and promoting capacity building and quality improvement efforts to meet the T/TA needs of the region.

B. Collaborating with the national CSBG T/TA providers to provide coordinated T/TA to improve knowledge management and promising practices across the region.

C. Strengthening programs and activities by identifying and implementing tools and resources to assist with collecting and analyzing regional CSBG data.

D. Identifying and implementing T/TA for new CSBG-eligible entity staff including Executive Directors, Program Managers, and financial staff, as well as board members to become acclimated to their new roles.

Additional T/TA focus areas to consider may include:

E. Increasing the capacity of CSBG-eligible entities to provide and sustain services that enhance equity amongst low-income families and communities and, in turn, transform communities and identify improvement areas to enhance services and outcomes.

F. Engaging with CSBG state lead agencies, state associations, and CSBG-eligible entities to implement succession planning efforts for employee retention; identify and fill positions as staff retire or exit key positions; implement staff leadership development programs; and create a culture of diversity, equity, and inclusion.

G. Engaging with directly-funded tribes and tribal organizations and CSBG-eligible entities to develop a Local Theory of Change that can help validate how agencies will affect the movement of people with low‐incomes towards stability and economic security and how agencies will affect the well‐being of the community. A Local Theory of Change should align with the CSBG National Community Action Network Theory of Change.

3. Regional Activities Designed to Address the Collaboration, Capacity Building, Quality Improvement, and T/TA Needs of the Region

The RPIC CBQI award recipient must focus T/TA efforts on the following:

A. Spearheading the development of a comprehensive and integrated system of regional T/TA activities by coordinating, implementing, and collaborating with CSBG state lead agencies and state associations to develop an annual T/TA Needs Assessment template. The T/TA Needs Assessment template will be used to collect and analyze data to identify high-priority technical assistance needs and establish community-level goals and outcomes. The T/TA Needs Assessment template must be reflective of each state’s needs, including those identified through the FY 2022 CSBG T/TA Needs Assessment Survey. OCS published the results of the survey in a publicly accessible dashboard: CSBG Needs Assessment Dashboard. The T/TA Needs Assessment template will be disseminated to the state associations within the region for distribution to CSBG-eligible entities within their respective states.

B. Convening with state associations to analyze data from the completed state-specific T/TA Needs Assessment to determine regional T/TA priorities.

C. Collaborating with state associations to develop and disseminate an annual regional T/TA report, which captures the identified priority T/TA needs across the region and the regional strategy for addressing the needs. The report will be disseminated across the region.

D. Collaborating with state associations, national CSBG T/TA providers, and external training providers to coordinate and implement T/TA.

E. Convening (e.g., monthly or quarterly) the state associations to coordinate and implement regional T/TA and discuss the status and impact of T/TA within the region.

Additional T/TA focus areas to consider may include:

https://www.acf.hhs.gov/sites/default/files/documents/ocs/dcl_appendix_b_theory_of_change_0.pdf https://www.acf.hhs.gov/sites/default/files/documents/ocs/dcl_appendix_b_theory_of_change_0.pdf

F. Facilitating regional presentations to provide a clear understanding of the role of the RPIC CBQI and the T/TA resources available to CSBG-eligible entity staff within each region.

G. Engaging with CSBG state lead agencies and CSBG-eligible entities to identify and eliminate barriers to growth and opportunities for CSBG-eligible entity staff, allowing staff to deliver innovative, effective, and culturally relevant services.

H. Coordinating with CSBG-eligible entities to provide T/TA to CSBG-eligible entity staff and board members to determine and prioritize areas for capacity building and quality improvement.

4. Relationship-building, Collaboration, and Information-Sharing Efforts with CSBG State Lead Agencies

The RPIC CBQI award recipient must focus T/TA efforts on the following:

A. Cultivating strong collaboration and recurrent communication with CSBG state lead agencies to build and strengthen relationships across the region and establish a culture that facilitates trust, collaboration, timely sharing of information, and, ultimately, advance the achievement of CSBG outcomes.

B. Providing support for collaboration with CSBG state lead agencies across the region to plan, coordinate, and deliver effective, relevant, and timely T/TA to territories, directly-funded tribes and tribal organizations, CSBG-eligible entities, and state associations.

C. Supporting engagement with CSBG state lead agencies to develop and sustain partnerships to leverage funds and other resources to improve outcomes and drive community-level transformation, including identifying opportunities to braid (coordinate two or more funding streams toward one purpose while separately tracking and reporting on each source of funding) federal, state, local, and private funding streams and implementing strategies to improve the coordination of resources across ACF-administered programs.

D. Encouraging regular convening (e.g., monthly or quarterly) between state associations and CSBG state lead agencies to exchange the sharing of strategic goals, priorities, opportunities, and expectations.

Additional T/TA focus areas to consider may include:

E. Coordinating collaborative workgroups with CSBG state lead agencies and state associations to problem solve around shared issues, including procedural changes with program administration, strategic planning, and content for Community Needs Assessments (CNA) and Community Action Plans (CAP) to maximize the utility of community strategies.

F. Engaging with CSBG state lead agencies to identify and overcome obstacles in distributing CSBG funding in an efficient and timely manner.

G. Working closely with CSBG state lead agencies to determine approaches to improve the timeliness of data sharing to state associations.

The applicant is encouraged to submit a letter of commitment from each CSBG state lead agency committing to working with the RPIC CBQI to complete an annual State T/TA Plan; integrate any CSBG territory and directly-funded Tribes and Tribal Organizations within the state into RPIC CBQI T/TA efforts; and engage in enhanced communication, collaboration, and relationship-building efforts.

5. Regional CSBG Performance Management Framework Efforts

The RPIC CBQI award recipient must focus T/TA efforts on the following:

A. Engaging with CSBG state lead agencies and CSBG-eligible entities to build capacity to meet the organizational standards to advance CSBG-eligible entities beyond compliance to ensure mission-driven operations.

B. Utilizing the information learned through the annual regional T/TA report to implement regional performance management T/TA.

Additional T/TA focus areas to consider may include:

C. Supporting a culture of learning that encourages successful performance management systems to ensure continuous improvement across the region.

D. Sharing promising practices with CSBG lead agencies and CSBG-eligible entities on developing strategies to improve performance.

E. Facilitating regional presentations to provide an overview of the CSBG Performance Management Framework to CSBG-eligible entity staff and board members.

6. Storytelling and Messaging to Demonstrate the Impact of Collective CSBG Regional Efforts

The RPIC CBQI award recipient must focus T/TA efforts on the following:

A. Highlighting CSBG success stories and effectively communicating compelling storytelling with CSBG data.

B. Sharing achieved impact, outcomes, and success stories with CSBG-eligible entity staff, board members, and internal and external stakeholders.

C. Leading the collection of data in response to OCS data calls, including collaborating with CSBG lead agencies, state associations, and CSBG-eligible entities within the region, to gather accurate responses in a timely manner. For further information, see Federal Evaluation later in this section.

Additional T/TA focus areas to consider may include:

D. Engaging with CSBG lead agencies and CSBG-eligible entities to determine strategies to use data to develop narratives to exhibit the success and impact of programs and services.

E. Utilizing success stories to educate the community about the effectiveness of CSBG community-based anti-poverty organizations.

F. Leveraging storytelling and messaging to showcase the strength of CSBG and Community Action.

RPIC GEOGRAPHIC AREAS

For purposes of this funding opportunity, the RPIC must be physically located in the identified region provided in the NOFO. The geographical area aligns with the established ACF regions (Community Services Block Grant (CSBG) Training and Technical Assistance (T/TA) Program:

RPIC, ACF regions, and the ACF Regional Map at (https://www.acf.hhs.gov/oro/regional-offices). This program is not appropriate for projects proposing stand-alone services that target areas outside the aforementioned geographic areas.

RECOMMENDED ALLOCATION OF FUNDS FOR THE RPIC CBQI

To support a robust regional T/TA strategy, the RPIC will implement and administer subawards to each state association within the region for the coordination and implementation of identified state-specific T/TA. OCS recommends the following distribution to subaward federal funds awarded through this cooperative agreement to the state associations in the award recipient's defined geographic region to support T/TA efforts as outlined in Section I. Program Description.

Please see 45 CFR §75.352 Requirements for pass-through entities. OCS believes the following distribution will result in an equitable distribution of funds across the state associations within the region and ensure that the majority of the funding is utilized for the purposes of the proposed T/TA activities within this NOFO.

RPIC CBQI Lead – Up to 10 percent to support administrative oversight of cooperative agreement.

RPIC CBQI Lead – Up to 40 percent dedicated to planning and coordination of regional T/TA activities, including regional convenings and developing training materials.

Subawards to the state associations within the region for implementation of state-specific T/TA – no less than 50 percent. This includes funding for T/TA within the RPIC CBQI Lead's state.

The budget must clearly present the amount of funding allocated for administrative oversight and planning and coordination of regional activities. The budget must also clearly detail the funding formula used to allocate funding to each state association within the region. Draft subawards are required to be submitted with the application.

CSBG RPIC CBQI TIMELINE

https://www.acf.hhs.gov/oro/regional-offices https://www.ecfr.gov/current/title-45/subtitle-A/subchapter-A/part-75#75.352

The CSBG RPIC CBQI cooperative agreement has a 36-month project period that will be separated into two distinct phases, which are outlined below. The deliverables for each phase must be aligned closely with and promote promising practices associated with reducing poverty and increasing the self-sufficiency of individuals, families, and communities with low-income.

The budget must include itemized expenses for each phase of the project.

Phase One (September 30, 2023-January 31, 2024): Planning and Preparation

During this phase of the cooperative agreement, the award recipient must develop a robust work plan for the implementation of the T/TA outlined in this NOFO as well as an approach for identifying any additional T/TA needs within the region. OCS will provide a template for a work plan that covers the performance period noted in this NOFO. The work plan will document and track the following:

Identified and detailed project goals, performance measures, and intended outcomes Timelines for implementing the proposed project, including major milestones and target dates A clear plan for advancing equity through capacity-building, quality improvement, and relationship-building T/TA efforts across the region A clear plan for identifying and managing regional T/TA needs Specifics on how the work will be completed (i.e., individualized one-on-one virtual or in-person T/TA, mass virtual or in-person training, and training materials) Progress on defined deliverables (i.e., training materials, publications, webinars, manuals)

In Phase One, the award recipient must consider how the T/TA tools and resources created can be beneficial to the entire region.

In addition to the work plan, deliverables for Phase One also include:

A draft outline of the T/TA tools that will be implemented in Phase Two An updated logic model, as needed An updated Program Performance Evaluation Plan, as needed An engagement plan for integrating territories and directly-funded tribes and tribal organizations into regional efforts and documenting the unique needs of territories, directly-funded tribes and tribal organizations, CSBG-eligible entities, and state associations within the region.

A Dissemination Plan for presenting and socializing the tools with the region, through presentations, conferences, webcasts, outreach campaigns, and small group T/TA sessions

Phase Two (February 1, 2024-September 29, 2026): Implementation and Evaluation

During Phase Two, the award recipient will develop, refine, and disseminate T/TA tools and resources for the entire region that are focused on administering CSBG, including deliverables such as webinars, training modules, publications, podcasts, presentations, toolkits, and/or other learning activities. T/TA tools and resources must include specific deliverables focused on ensuring equitable services and positive outcomes for underserved individuals, families, and communities with low income. The tools will be distributed among the region using the dissemination plan, and then housed in a resource library as specified by OCS.

Throughout Phase Two, the award recipient must continue to engage in an ongoing program performance evaluation plan to inform semi-annual and final award reports to be delivered to OCS. In the final report, the award recipient will discuss (1) outcomes based on deliverables defined in the work plan, (2) how the effectiveness of the T/TA tools and resources created were measured and evaluated, (3) the development of a body of knowledge, lessons learned, and promising practices that can be replicated for future T/TA deployments, and (4) how the project will promote community-wide, transformative, and sustainable changes in capacity building, quality improvement, relationship-building impacting the region beyond the project period noted in this NOFO.

Additionally, during this phase, the award recipient will work closely with OCS staff to refine the work plan, logic model, proposed Program Performance Evaluation Plan, and Dissemination Plan, as needed.

Deliverables for Phase Two include the following:

Revised work plan, as needed Revised logic model, as needed Revised program performance evaluation plan, as needed Revised engagement plan, as needed Revised dissemination plan, as needed Sustainability Plan describing how T/TA resources will outlive the award and can be adapted regionally and for future use by OCS Creation of defined T/TA tools Assessment on the return of investment o Semi-annual report (SF-425) o Final report (SF-425) at the end of the last performance period

CSBG PERFORMANCE MANAGEMENT

The award recipient must provide T/TA related to the implementation of regional performance management. The Performance Management Framework – as defined in CSBG-Information Memorandum (IM)-152 – is in accordance with the Government Performance and Results Act (GPRA) Modernization Act of 2010. The Performance Management Framework is focused on continuous improvement to strengthen the CSBG Network to meet current challenges, while positioning the CSBG Network for future growth and increased capabilities to achieve family, agency, and community outcomes.

In FY 2023, OCS introduced PEAAK — Performance, Evaluation, Accountability, Accessibility, and Knowledge — to further expand the continuous improvement model of the Performance Management Framework and better describe its components which currently include: performance measurement tools (e.g., the Community Needs Assessment [CNA], https://www.acf.hhs.gov/ocs/policy-guidance/csbg-im-152-annual-report https://www.acf.hhs.gov/ocs/policy-guidance/csbg-im-152-annual-report customer satisfaction survey, organizational standards, Results Oriented Management and Accountability [ROMA] Next Generation [NG], and accountability measures), reporting tools (e.g., the CSBG State Plan, the CSBG Annual Report, the CSBG Report to Congress, and the OCS Annual Report), monitoring and oversight, and access to the data to better understand and tell the successes of CSBG.

CSBG T/TA NEEDS ASSESSMENT SURVEY

The award recipient will develop an annual T/TA Needs Assessment template which must be reflective of the T/TA needs identified through the FY 2022 CSBG T/TA Needs Assessment Survey. In FY 2022, OCS invited the CSBG Network to complete the online CSBG T/TA Needs Assessment Survey. The survey’s goals were to elicit feedback, identify CSBG award recipient’s top T/TA priorities, and inform and strengthen OCS-funded T/TA to ensure that OCS is meeting the T/TA needs of the CSBG Network. Over 900 individuals responded to the survey. The survey results helped inform OCS’ T/TA Learning Agenda for the FY 2023 CSBG discretionary awards and contracts, including this cooperative agreement. Feedback on the needs of the CSBG Network, allows OCS to ensure that the T/TA we provide is effective, proactive, continuous/ongoing, and innovative. It also helps to ensure we can make a substantial difference in the lives of the individuals, children, families, and communities the CSBG Network serves.

OCS published the results of the survey in a publicly accessible dashboard: CSBG Needs Assessment Dashboard (FY 22).

ADVANCING EQUITY

The award recipient must make equity a focal point, addressing the existing inequities created by the continuing and historical marginalization of underserved communities, as defined in the Definitions (later in this section), and those disproportionately impacted by persistent poverty.

Advancing equity creates opportunities for the improvement of communities that have been historically underserved and supports historically marginalized individuals and communities in reaching their full potential, which benefits all of society. Award recipients must pursue a comprehensive approach to advancing equity for all, which will require a demonstrated understanding and vision of equity and inclusion, the identification of the root causes of inequity, including the identification of existing activities and policies that perpetuate systemic barriers to opportunities, and the development of a method to support CSBG-eligible entities in strategic planning to address practices and policies that exacerbate inequity. To capture opportunities that lead to increased equity and to identify the actual needs of the community, the award recipient must intentionally include and amplify the voice of community members while collecting information and developing and implementing T/TA tools.

PUBLICATIONS

All publications developed or purchased with funds awarded under this notice must be consistent with the requirements of CSBG. Pursuant to 45 CFR § 75.322(b), the award recipient owns the copyright for materials that it develops under an award issued pursuant to this notice, and HHS reserves a royalty-free, nonexclusive, and irrevocable right to reproduce, publish, or otherwise https://www.acf.hhs.gov/ocs/policy-guidance/csbg-im-138-state-establishment-organizational-standards-csbg-eligible-entities https://www.acf.hhs.gov/ocs/policy-guidance/csbg-im-144-state-and-federal-accountability-measures-and-data-collection https://www.acf.hhs.gov/sites/default/files/documents/ocs/COMM_CSBG_AT-2022-04%20State%20Plan%20Application_FY2023_0.pdf https://www.acf.hhs.gov/ocs/policy-guidance/csbg-im-152-annual-report https://www.acf.hhs.gov/ocs/report/csbg-reports-congress https://ocsannualreport.com/ https://experience.arcgis.com/experience/6080697eb930441c9b025c423c51e6f9?dlg=Instructions https://www.ecfr.gov/current/title-45/subtitle-A/subchapter-A/part-75/subpart-D/subject-group-ECFR78b08d9c95aad03/section-75.322#p-75.322(b) use those materials for federal purposes, and to authorize others to do so. In addition, pursuant to 45 CFR § 75.322(d), the federal government has the right to obtain, reproduce, publish, or otherwise use data produced under this award and has the right to authorize others to receive, reproduce, publish, or otherwise use such data for federal purposes, e.g., to make it available in government sponsored databases for use by others. If applicable, the specific scope of ACF rights with respect to a particular award-supported effort will be addressed in the

Notice of Award. The award recipient must ensure data and copyright-protected works developed by a subrecipient or contractor also are subject to the federal government’s copyright license and data rights.

IDENTIFICATION OF FEDERAL SUPPORT

Whenever T/TA projects are either entirely or partially supported by CSBG funds, the award recipient must clearly identify the T/TA materials, tools, and resources developed through the cooperative agreement. Furthermore, the award recipient must include the certification statement, as follows:

"This [project/publication/program/website, etc.] [is/was] supported by the Office of Community Services, Administration for Children and Families (ACF) of the United State (U.S.) Department of Health and Human Services (HHS) as part of a financial assistance award totaling $XX with 100 percent funded by OCS/ACF/HHS. The contents are those of the author(s) and do not necessarily represent the official views of, nor an endorsement by, OCS/ACF/HHS or the U.S.

Government. For more information, please visit the ACF website, Administrative and National Policy Requirements

SUBAWARDS

Award recipients under this program will transfer a portion of substantive programmatic work to other organizations through subaward(s) The prime recipient must maintain a substantive role in the project. ACF defines a substantive role as conducting activities and/or providing services funded under the award that are necessary and integral to the completion of the project.

Subrecipient monitoring activities alone as specified in 45 CFR § 75.352 do not constitute a substantive role. Furthermore, ACF does not fund awards where the role of the applicant is primarily to serve as a conduit for passing funds to other organizations unless that arrangement is authorized by statute.

Subrecipient(s) must meet the eligibility requirements identified in the NOFO, Section III.1.

Eligible Applicants. Additionally, all subrecipient(s) must obtain a Unique Entity Number (UEI) number assigned by the System for Award Management (SAM), if they do not already have one.

Prime recipients are required to check SAM to verify that the subrecipient(s) is/are not debarred, suspended, or ineligible.

Please reference the Award Term and Condition on Subawards on the ACF Administrative and National Policy Requirements website for further requirements involving subawards.

Federal Evaluation https://www.ecfr.gov/current/title-45/subtitle-A/subchapter-A/part-75/subpart-D/subject-group-ECFR78b08d9c95aad03/section-75.322#p-75.322(d) https://www.acf.hhs.gov/administrative-and-national-policy-requirements https://www.acf.hhs.gov/administrative-and-national-policy-requirements https://www.acf.hhs.gov/administrative-and-national-policy-requirements#book_content_14 https://www.acf.hhs.gov/administrative-and-national-policy-requirements https://www.acf.hhs.gov/administrative-and-national-policy-requirements

If ACF identifies additional resources to fund a federal study of the funded RPIC-CBQI activities, then the recipient will be required to participate. The study would utilize an outside non-recipient evaluation team and would focus on the processes, implementation, progress indicators, and quality improvement of funded activities.

NOTE: Consistent with the PRA of 1995, (44 U.S.C. §§ 3501-3521), under this NOFO, OCS will not conduct or sponsor – and a person is not required to respond to a collection of information covered by such Act, unless it displays a currently valid OMB control number. OCS will obtain OMB approval for a federal study of the funded grant activities, as appropriate.

OCS Response to Nationally Declared Emergency If, during the project period, OCS and/or recipients are required to adjust program and/or cooperative agreement requirements due to a nationally declared emergency, OCS will exercise maximum flexibilities as needed. Requirements may be conducted virtually, or timelines may be modified in consultation with OCS.

DEFINITIONS

The following definitions apply to this funding opportunity and applicants are strongly encouraged to review these carefully prior to applying:

Capacity Building – Activities that assist states, state associations, territories, directly-funded tribes and tribal organization, and CSBG-eligible entities to improve or enhance their overall or specific capability to plan, deliver, manage, and evaluate programs efficiently and effectively to produce intended results for low-income individuals. Activities may include, but are not limited to, upgrading internal financial management or computer systems, establishing new external linkages with other organizations, improving board functioning, evaluating program outcomes, implementing leadership development programs, improving knowledge management approaches, adding or refining a program component, replicating techniques or programs piloted in another local community, or making other cost-effective improvements.

Cooperative Agreement – An award instrument of financial assistance used when substantial involvement is anticipated between the awarding office (the federal government) and the award recipient during performance of the contemplated project. Substantial involvement will include collaboration or participation by OCS staff in activities specified in the award and oversight of the progress, goals, and objectives outlined in the project work plan.

CSBG Annual Report – Section 678E(a)(2) of the CSBG Act (42 U.S.C. 9917(a)(2)) requires each state to prepare and submit to the HHS Secretary an annual report on the measured performance of the state and its CSBG-eligible entities. In accordance with section 678E, the reports must include information that is pertinent and comprehensive, and which describes in detail CSBG activities and services as well as addresses outcomes which measure how CSBG funds were used to promote self-sufficiency, family stability, and community revitalization.

CSBG-Eligible Entities– Over 1,000 local agencies that provide anti-poverty services and advocacy in 99 percent of American counties. Community representation and accountability are hallmarks of the CSBG Network, where agencies are governed by a CSBG Tripartite Board.

CSBG-eligible entities include community action agencies, limited purpose agencies, migrant or seasonal farmworker organizations, and tribe or tribal organizations. Approximately 80 percent of these agencies are 501(c)3 non-profits, and 20 percent are public entities, part of a city or county government. CSBG-eligible entities typically run multiple programs in their mission to address the causes and the effects of poverty.

CSBG Lead Agency – The agency designated by the Governor or Chief Executive Officer of a state or territory to submit the official CSBG plan, CSBG Annual Report, monitor the activities of eligible entities, and assure compliance with all statutory and regulatory requirements for

CSBG.

CSBG Network – The CSBG Network includes OCS, states, territories, directly-funded tribes and tribal organizations, CSBG-eligible entities, state associations, and the CSBG national T/TA providers that plan and implement anti-poverty programs and services on behalf of people with low-income. OCS and the CSBG national T/TA providers are also included in the CSBG Network; however, for the purposes of this NOFO, they are not included as direct recipients of the T/TA provided.

CSBG Performance Management Framework – A framework designed to increase accountability across all levels of the CSBG Network (federal, state, and local) and to enable program administrators at all levels to make better data-based decisions. The elements of the framework include 1) organizational standards for CSBG-eligible entities, 2) accountability measures, 3) Results Oriented Management and Accountability (ROMA) Next Generation (NG), and 4) the CSBG Annual Report which includes an updated and refined set of CSBG outcome measures.

CSBG State Plan – The CSBG State Plan is a critical document for both state and federal oversight of CSBG. According to section 676(b) of the CSBG Act (42 U.S.C. 9908(b)), states and territories must prepare and submit a State Plan for CSBG funding. OCS provides funds to CSBG award recipients based on the determination that their State Plan, which also serves as an application, is complete and in accordance with all requirements of the CSBG Act. To qualify for CSBG funding, each CSBG lead agency must prepare and submit a 1- or 2-year state plan application to OCS by September 1 of each year using the OMB-approved form (OMB No.

0970-0492).

Equity – The consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino, Indigenous and Native American persons, Asian Americans and Pacific Islanders, and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise affected by persistent poverty or inequality.

Evidence-based Practice – Approaches to prevention or treatment that are validated by some form of documented scientific evidence. This could be findings established through scientific research, such as controlled clinical studies, or other comparable and rigorous methods.

Evidence-informed Practice – Approaches that use the best available research and practice knowledge to guide program design and implementation within context. This informed practice allows for innovation and incorporates the lessons learned from the existing research literature.

Knowledge Management – The process of gathering, classifying, analyzing, and sharing information so that an organization can collectively pursue its objectives efficiently. Components of knowledge management include people, processes, and technology. The process of knowledge management should be supported by an appropriate investment in training and technology.

Promising Practice – A practice with at least preliminary evidence of effectiveness in small-scale interventions or for which there is potential for generating data that…