Foa_Content_of_HHS-2024-ACL-AOA-CCDG-0032 (1).pdf

Administration for Community Living

Administration on Aging

Volunteer Community Care Corps: Expanding and Refining Models for Volunteer Programs to Support Older Adults, People with Disabilities, and their Family Caregivers

HHS-2024-ACL-AOA-CCDG-0032

06/08/2024

Table of Contents Executive Summary

Additional Overview Content/Executive Summary

I. Funding Opportunity Description

II. Award Information

III. Eligibility Information

1. Eligible Applicants

2. Cost Sharing or Matching

3. Responsiveness and Screening Criteria

IV. Application and Submission Information

1. Address to Request Application Package

2. Content and Form of Application Submission

Letter of Intent

Project Narrative

Summary/Abstract

Problem Statement

Goals and Objectives

Proposed Intervention

Special Target Populations and Organizations

Outcomes

Project Management

Evaluation

Dissemination

Organizational Capability

Budget Narrative/Justification

Work Plan

Letters of Commitment from Key Participating Organizations and Agencies

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

4. Submission Dates and Times

5. Intergovernmental Review

6. Funding Restrictions

7. Other Submission Requirements

V. Application Review Information

1. Criteria

2. Review and Selection Process

3. Anticipated Announcement Award Date

VI. Award Administration Information

1. Award Notices

2. Administrative and National Policy Requirements

3. Reporting

4. FFATA and FSRS Reporting

VII. Agency Contacts

VIII. Other Information

The Paperwork Reduction Act of 1995 (P.L. 104-13)

Appendix

Instructions for Completing Required Forms

Budget Narrative/Justification- Sample Format

Instructions for Completing the Project Summary/ Abstract

ACL Center:

Administration on Aging Funding Opportunity Title:

Volunteer Community Care Corps: Expanding and Refining Models for Volunteer Programs to Support Older Adults, People with Disabilities, and their Family Caregivers Funding Opportunity Number:

HHS-2024-ACL-AOA-CCDG-0032

Primary CFDA Number:

93.048 Due Date for Letter of Intent:

04/25/2024 Due Date for Applications:

06/08/2024 Date for Informational Conference Call:

04/18/2024 Applications that fail to meet the application due date will not be reviewed and will receive no further consideration. You are strongly encouraged to submit your application a minimum of 3-5 days prior to the application closing date. Do not wait until the last day in the event you encounter technical difficulties, either on your end or, with https://www.grants.gov. Grants.gov can take up to 48 hours to notify you of a successful submission.

Executive Summary https://www.grants.gov/

Additional Overview Content/Executive Summary The Administration for Community Living/Administration on Aging (ACL/AoA) is making this competitive grant opportunity available to eligible entities for the purpose of furthering the development, expansion, and refinement of the Community Care Corps (C3) model of volunteer programming. The grantee will focus on testing and supporting models of local programming designed to place volunteers in communities to assist family caregivers and/or older adults and individuals with disabilities in maintaining independence by providing non-medical care.

ACL/AoA will fund one (1) cooperative agreement at a federal funding level of up to $5,430,000 per year, for five years (60 months), pending the availability of federal funds.

An information teleconference for interested applicants has been schedule as follows:

Date: April 18, 2024

Time: 2:00 pm, Eastern

Telephone Number: 800-369-1836

Participant Pass Code: 1376555

I. Funding Opportunity Description Background

The Administration for Community Living (ACL) was created around the fundamental principle that older adults and people of all ages with disabilities should be able to live where they choose, with the people they choose, and with the ability to participate fully in their communities.

Likewise, ACL recognizes that a vast majority of the long-term supports provided today are done so by family and other informal, unpaid individuals, often at significant physical, emotional, and financial costs.

Each year, more than 53 million adult family caregivers provide the majority of support that makes it possible for older people and people with disabilities to live in the community (AARP and National Alliance for Caregiving, 2020) . In addition, at least 2 .7 million grandparents – and an unknown number of other kin and relative caregivers – took primary responsibility for caring for children whose parents were unable to do so (Annie E . Casey Foundation, 2019)

The types of supportive services provided can vary greatly and are often provided by individuals with differing levels of training and expertise. For example, some services and supports require the use of trained individuals, including home care workers, possessing specific credentials (e.g., CNA, LPN or RN) while others can be provided by individuals with less specific training.

As of 2018, there were nearly 2.3 million home care workers assisting older adults and people with disabilities in their homes or other community-based settings. Often known as direct care professionals, these individuals are critical as families and friends often need help to provide quality care for individuals in the community or they need a break from providing that care themselves. However, the paid direct care workforce is currently in crisis because of high turnover, challenges with recruitment and retention, and the need for ensuring competency and quality in the services provided. These critical shortages were further exacerbated during the pandemic when many workers left the field. Additionally, the shortage may only increase as the number of older adults and persons with disabilities needing assistance continues to grow.

Volunteers can be an important resource in communities to assist family caregivers, older adults and persons with disabilities needing assistance. Additionally, volunteers can be a critical addition to the work done by the paid direct care workforce. With proper training and support, volunteers can be important providers of assistance such as respite and other non-medical forms of assistance. Not only can their presence offset some of the effects of a limited workforce, volunteers and volunteering can have important benefits for both the volunteers and the people they are assisting. For example, volunteerism has been linked with better mental and physical health and increases in the feelings of life satisfaction.

The Community Care Corps (C3) Program: Current Status

In 2019, with a specific appropriation and direction from Congress, ACL awarded a competitive, five-year cooperative agreement to the Oasis Institute and their partners, the Caregiver Action Network (CAN), USAging, and the Altarum Institute to develop innovative local volunteer programs to assist family caregivers, older adults, and adults with disabilities with nonmedical care in order to maintain their independence. In the five years since the program started, a great deal of progress has been made. For example, since the program started, approximately 9,800 volunteers have assisted nearly more than 31,000 older adults, persons with disabilities and family caregivers. In total, the C3 program to date has provided more than 140,000 hours of assistance to older adults and people with disabilities and their family caregivers.

Desired Goals and Areas of Priority

ACL’s primary objective for this funding opportunity is the continued advancement and expansion of the Community Care Corps model. Through this program ACL wishes to continue advancing and expanding upon the following goals:

• Increase the number of community-based volunteer programs available to provide non-medical care to older adults, persons with disabilities, and their caregivers at the local level; and

• Decrease the number of older adults, persons with disabilities, and caregivers who need assistance at the local level but are unable to obtain help.

ACL wishes to explore several new areas of focus in the next iteration of this project, including (but not limited to):

• Leveraging the opportunities and principles contained in the 2022 National Strategy to Support Family Caregivers wherever possible and appropriate.

• Expanding volunteer opportunities to support grandparent and kinship-led households.

• Expanding and refining models for program implementation, including off-the-shelf materials for the community.

• Expanding use of college students as volunteers.

• Growing the availability of volunteer models of transportation to medical appoints and other activities.

• Better utilization of volunteers in program administration and operation, as opportunities for professional skills building.

https://www.communitycarecorps.org/ https://acl.gov/CaregiverStrategy https://acl.gov/CaregiverStrategy

• Growing volunteer models of respite services in a variety of settings.

• Expanding remote, virtual, and “low-tech” models of volunteer support

• Expanding supports for working family caregivers.

• Bystander training models for volunteers and families.

• Training for community-based organizations to provide safe spaces for consumers and families.

To achieve these goals, the successful grantee, and any named partners, will be expected to organize their efforts in the following two broad priority areas:

Priority Area 1: Improving the nation’s overall capacity to support volunteer Community Care Corps programs - The ability of any community to support the development of a volunteer models of support, including Community Care Corp programs, depends upon the availability of, and access to, a range of technical supports and resources to foster program development.

Using no more than 30% of their total budget in this priority area, applicants are encouraged to consider approaches for continuing to improve the nation’s overall capacity to support the development and implementation of volunteer Community Care Corps programs that include, but are not limited to:

• Effective recruitment, selection and management of volunteers;

• Screening and placement of volunteers;

• Training of volunteers specific to identified community needs and that includes CPR and recognizing and reporting of abuse, neglect, and exploitation;

• Training of volunteers on person-centered approaches that supports a volunteer recipient’s strengths, goals, preferences, needs, and desired outcomes. To learn more about the person-centered approaches visit the National Center on Advancing Person- Centered Practices and Systems;

• Implementing evidence-based programming;

• Establishing community partnerships and collaborations; and

• Administration of local programs, including compensation options for volunteers.

Under this priority area, ACL/AoA seeks to support the curation and development of tools, resources, and approaches that provide foundational materials and guidance to communities and organizations interested in establishing or expanding volunteer care corps programs. Such tools, resources and approaches should be designed to assist local programs in building capacity and fostering innovation in service delivery through volunteer programs. Grantees will also be expected to measure the performance of those tools and local programs in terms of meeting the goal of the priority area of increasing capacity to support care corps programs.

Within this priority area, the successful applicant will be expected to establish, maintain, and disseminate protocols for criminal background checks of all local volunteers that are consistent with the requirements of the Nationwide Program for National and State Background Checks for Direct Patient Access Employees of Long Term Care Facilities and Providers and must use the grievance and worker displacement procedures that are in the AmeriCorps program https://ncapps.acl.gov/ https://ncapps.acl.gov/ https://www.ecfr.gov/cgi-bin/text-idx?SID=285cba05621fcc87482a7b1425756399&mc=true&node=se45.4.2540_1230&rgn=div8 https://www.ecfr.gov/cgi-bin/text-idx?SID=117b8ddde7c8f3e84d3d3d8567a5fa7b&mc=true&node=pt45.4.2540&rgn=div5#se45.4.2540_1100

Priority Area 2: Advancing innovative local models that support volunteer care corps programs providing non-medical care.

Within this priority area, ACL/AoA wishes to advance the capacity of local community-based agencies to deploy trained volunteers to support older adults, persons with disabilities and family caregivers. To that end, ACL wishes to continue testing, implementing and scaling local models of volunteer care corps programs that are responsive to identified community needs. Applicants to this Funding Opportunity Announcement are encouraged to consider a broad range of possible approaches, while ensuring that local models:

• Are delivered in home or community-based (non-institutional) settings;

• Result in person-centered, supportive relationships between the volunteer and the individual being supported where autonomy, choice and control of each individual served is foremost;

• Support the achievement and maintenance of the highest level of independent living for each individual served;

• Are provided in coordination with a family caregiver, if applicable and desired;

• Recruit and train volunteers who are age 18 and older and pass a required criminal background check;

• Serve persons who are: age 60 and older; of any age with a disability as defined in

Section 3 of the Americans with Disabilities Act of 1990; and who have difficulty with self-care or living independently;

• Coordinate closely with similar programs funded by the Corporation for National and Community Service and/or similar efforts; and

• Do not provide medical, administrative or financial services.

In addressing this Priority Area, applicants should describe the process by which they will make funds available to local-level organizations to establish and enhance volunteer care corps programs. Additionally, applicants should describe how they will develop and work with a network of partners representing a diverse cross section of the nation reflective of geography, urban/rural/frontier and Tribal communities, minority and limited English-speaking populations while emphasizing supporting those communities with limited capacities to implement volunteer programs.

Applicants will be expected to use no less than 70 percent of project funds for sub-awards.

Applicants should propose how they will use a competitive process to solicit, objectively evaluate, select and make sub-awards to local organizations. Such descriptions should include: 1) a proposed timeline detailing the competition solicitation, application review and awarding process; 2) areas of focus for sub-awards; 3) the range of services to be funded; 4) how those services will enhance or expand volunteer for older adults, persons with disabilities, and caregivers; and 5) how the grantee or sub awardee(s) will measure the success of those services in increasing in the number of volunteer programs available to assist older adults, persons with disabilities, and their caregivers at the local level and/or decreasing the number of older adults, persons with disabilities, and caregivers who need assistance at the local level but are unable to obtain help.

Priority should be given to local entities that are proposing to expand and or/enhance existing programs which have produced evidence of providing quality assistance to older adults, persons with disabilities, and caregivers, such as those supported by the Corporation for National and Community Service. ACL envisions that a broad range of entities will be funded, including local aging services organizations as defined in 102(5) of the Older Americans Act of 1965; centers for independent living as defined in section 702 of the Rehabilitation Act of 1973; a time-banking or volunteer agency with expertise in the delivery of home and community-based services to older adults and people with disabilities; a state, county or local government; Tribes;

or any entity with expertise in the delivery of such services and supports.

IMPORTANT: The successful grantee, including any sub-grantees, will not be permitted to use project funds for construction and/or rehabilitation of buildings; basic research; medical care;

income maintenance; or equipment purchases, unless such equipment is demonstrated to be necessary to carry out an activity otherwise fundable under Title IV of the Older Americans Act.

Further, the successful grantee shall adhere to all requirements, including those for making and monitoring sub-awards, as outlined in 45 CFR Part 75.

Additional application elements

ACL believes that projects of this scope and intent require that prospective grantees come to the application process already possessing the capacities necessary to expedite startup and continued operation of project activities and to complete all stated goals and objectives in an efficient, effective and sustainable manner through the use of sound business practices. When proposing approaches in response to the priority areas described above, applicants should incorporate descriptions of the following key elements within their application narratives:

Organizational Capacity

To successfully meet ACL’s expectations for this initiative, the successful grantee will be one that possesses the organizational capacity to apply multi-faceted and comprehensive approaches in their efforts. To that end, applicants should fully describe their capacity to:

• Ensure the expeditious startup of project activities upon notice of award;

• Continue the work of the previous grantee to ensure no lapse in functioning of the C3 program;

• Work effectively at both the national and local levels to achieve desired outcomes;

• Use efficient and effective strategies that maximize limited resources while ensuring measurable impact of both service provision and training and TA activities;

• Embed all efforts in targeted networks to ensure ownership and long-term sustainability;

• Qualitatively measure program/service effectiveness; and

• Use technology where possible to maximize project reach and impact.

Applicants must possess direct, in-house experience and expertise to carry out the desired activities outlined in this Notice of Funding Opportunity (NOFO). Applications will be reviewed and scored based, in part, on how well applicants demonstrate key subject-matter expertise, the experience, and the capacity to carry out the tasks proposed. While the use of sub-grants or subcontracts to carry out specific activities is expected in Priority Area 2 as a means of testing local volunteer care corps models, additional sub-grants/contracts are permissible in Priority Area 1, when the applicant identifies areas where specific, additional expertise is necessary to complete specified goals and objectives. In both priority areas, applicants should fully describe their rationale and criteria for selecting sub-grantees/sub-contractors as well as their approach for managing the activities of all sub-grantees/contractors to ensure successful completion of all tasks in either Priority Area.

Sustainability

Through this funding opportunity, ACL/AoA expects to realize tangible, measurable and sustainable enhancements to national and local capacities to provide person-centered, volunteer care corps programs. Applications will be scored, in part, on the extent to which a plan for the project’s sustainability beyond the period of Federal funding is articulated and appears feasible.

Applicants are encouraged to consider and propose a range of potential approaches for ensuring sustainability of project efforts once Federal funding has ended.

Performance Measurement and Project Evaluation

Performance measurement is an important component of any new project and allows the funder, grantee and sub-grantees (where applicable) to monitor progress towards stated goals and objectives and to address project weaknesses to ensure continuous improvement.

Applicants to this funding opportunity should include a comprehensive plan for evaluating and reporting project performance and effectiveness. This plan should include measurable outcomes that demonstrate the benefit of project in increasing in the number (scope, reach, breadth and/or types) of volunteer programs available to assist older adults, persons with disabilities, and their caregivers at the local level and decreasing the number of older adults, persons with disabilities, and caregivers who need assistance at the local level but are unable to obtain help. In addition, financial sustainability will be included as an outcome of the evaluation. For example, grantees should consider measures of:

• Increased numbers of volunteers and/or volunteer hours;

• Increased volunteer retention/reduced volunteer turn over;

• Increased in types of services offered and/or range of clients served (e.g., geographic locations, demographic diversity);

• Increased number of clients served (i.e., older adults, persons with disabilities, and caregivers) served;

• Increased efficiency of the volunteer program (with no reductions in volunteer or client satisfaction);

• Increased number and percentage of clients that indicate that their needs and preferences for service were met and/or that a greater percentage of their needs and preferences were met;

• Increased number and percentage of clients that indicate that the services received increased their ability to remain in the community (i.e., community tenure).

Applicants should describe how they will identify and collect information necessary to document and describe both outputs and outcomes for all activities undertaken in both priority areas of this cooperative agreement. All local sites will collect on a set of agreed upon performance measures, outlined in the application, as part of the cross-site evaluation. However, local sites may collect data on additional measures specifically related to the design of their program or local needs.

Applications should include a description of expected sources for output and outcome data and the methods for how such data will be gathered (e.g., surveys of consumers and/or providers, collection and review of administrative data and records), analyzed and reported.

Should the collection of information require the use of an information technology system (2 CFR 200.58), the grant recipient and subrecipient(s) will be expected to adhere to the NIST Cybersecurity Framework to help ensure the security of any system used or developed by the grant recipient or subrecipient(s). In particular, if the data to be collected includes Personally Identifiable Information (PII, 2CFR 200.79) or Protected PII (2 CFR 200.82), the grant recipient and subrecipient(s) must apply the appropriate security controls required to protect the privacy and security of the collected PII and/or Protected PII.

Collaboration and Partnerships

To most effectively accomplish the goals and objectives outlined in this NOFO, ACL anticipates that the successful application will demonstrate the commitment to broad collaboration with other national and local organizations with diverse areas of expertise, including such as those administered by the Corporation for National and Community Service. Applications should describe the partner organizations and the role of each in the planning, development and implementation of the proposed project. Letters of support from partnering organizations should be included as part of the application package and should reflect the unique contributions of each entity. Letters of support will be reviewed and evaluated to determine likely value of each named partner and its relative impact to the proposed project.

In addition, a steering committee can be an effective method of ensuring that diverse ideas are considered in the planning and implementation of any new project. Applicants for this opportunity should explain if, and how, they will use a steering committee to assist their efforts and include a listing of some of the individuals or organizations that will be invited to participate.

Statutory Authority The statutory authority for grants under this FOA is contained in Title IV, Section 411 of the OAA (42U.S.C. 3032), as amended by the OAA Amendments of 2016, P.L. 109-365. (Catalog of Federal Domestic Assistance 93.048, Title IV Discretionary Projects).

II. Award Information

Funding Instrument Type:

CA (Cooperative Agreement) Estimated Total Funding:

$5,430,000 Expected Number of Awards:

Award Ceiling:

$5,430,000 Per Budget Period

Award Floor:

$3,000,000 Per Budget Period

Length of Project Period:

60-month project period with five 12-month budget periods Additional Information on Project Periods and Explanation of 'Other' This funding opportunity will be administered as a cooperative agreement. As such, the successful applicant should expect substantial ACL/AoA involvement in grant activities as appropriate or requested, including reviewing products for compliance with federal grant rules and participating in planning and training activities, which will be determined by the needs and priorities of the grantee and the ACL/AoA. The terms and conditions for this cooperative agreement are as follows and will be incorporated by reference in the Notice of Award (NOA).

ACL will carry out the following activities for the cooperative agreement noted above:

• Perform the day-to-day Federal responsibilities of grants management while working with the grantee to ensure that the minimum requirements for the grant are met.

• Assist the grantee project leadership in understanding the policy concerns and/or priorities of ACL by conducting periodic briefings and by carrying out ongoing consultations.

• Work cooperatively with the grantee to clarify the programmatic and budgetary issues to be addressed by the project.

• Provide guidance and technical assistance to the grantee, as necessary, in making sub-awards (i.e., sub-grants/contracts) as permitted in this FOA.

• Provide guidance to the grantee on the provision of technical support and associated tasks related to the fulfillment of the goals and objectives of this grant.

• Review and provide technical advice to the grantee on work products and other project deliverables.

• Provide consultation to the grantee in identifying emerging issues as they relate to the goals and objectives of this grant program.

• Work with the grantee on the development and implementation of evaluation and quality assurance systems to ensure that performance is measured and continuous improvement occurs.

• Attend and participate in major project events as appropriate.

The grantee will execute the responsibilities of the cooperative agreement as listed below:

• Immediately inform, and collaborate with, ACL on any in-scope modification of the work plan.

• Make available for review by the ACL Project Officer, any products or materials developed by the project.

• Assess the impact of overall project activities and ensure quality assurance systems are in place to ensure that the services delivered are provided in a consistent, non-discriminatory manner that are reflective of client needs and preferences.

• Share information, including performance measurement data, with ACL, national and local organizations, and other entities as appropriate.

• Fulfill all the requirements of the grant initiative as detailed in this funding opportunity announcement.

• Report semi-annually on project accomplishments, challenges and progress towards measurable objectives.

• Work with the ACL program project officer to report performance data semiannually and jointly develop strategies to address those areas requiring improvement.

ACL/AoA will assist the grantee in understanding the strategic goals and objectives, policy perspectives, and priorities of the Assistant Secretary for Aging and the Department of Health and Human Services, by sharing such information via email, conference calls, briefings, memos, and other consultations. The ACL/AoA project officer will provide technical assistance and guidance on issues related to grant management and implementation, including the execution of the cooperative agreement. The project officer will also share information with the grantee about other federally sponsored projects and activities relevant to activities funded under this announcement.

Once a cooperative agreement is in place, requests to modify or amend it or the work plan may be made by ACL or the awardee at any time. Modifications and/or amendments of the Cooperative Agreement or work plan shall be effective upon the mutual agreement of both parties, except where ACL is authorized under the Terms and Conditions of award, 45 CFR Part 74 or 92, or other applicable regulation or statute to make unilateral amendments. When an award is issued, the cooperative agreement terms and conditions from the program announcement are incorporated by reference.

III. Eligibility Information

1. Eligible Applicants For FY 2024 the below guidance is provided to advance the Administration’s policy, as stated in E.O. 13985, to “pursue a comprehensive approach to advancing equity for all, including people of color and others who have been historically underserved, marginalized, and adversely affected by persistent poverty and inequality.” This guidance is intended to begin to address inequities in HHS programs, processes, and policies that may serve as barriers to equal opportunity. By advancing equity in our NOFOs, we can “create opportunities for the improvement of communities that have been historically underserved, which benefits everyone.”

Domestic public or private non-profit entities including state and local governments, Indian tribal governments and organizations (American Indian/Alaskan Native/Native American), faith-based organizations, community-based organizations, hospitals, and institutions of higher education.

For FY 2023 the below guidance is provided to advance the Administration’s policy, as stated in E.O. 13985, to “pursue a comprehensive approach to advancing equity for all, including people of color and others who have been historically underserved, marginalized, and adversely affected by persistent poverty and inequality.” This guidance is intended to begin to address inequities in HHS programs, processes, and policies that may serve as barriers to equal opportunity. By advancing equity in our NOFOs, we can “create opportunities for the improvement of communities that have been historically underserved, which benefits everyone.”

2. Cost Sharing or Matching

Cost Sharing / Matching Requirement:

Yes

For awards that do not require matching or cost sharing by statute, recipients are not expected to provide cost sharing or matching. However, recipients are allowed to voluntarily propose a commitment of non-federal resources. If an applicant decides to voluntarily contribute non-federal resources towards project costs and the costs are accepted by ACL, the non-federal resources will be included in the approved project budget. The applicant will be held accountable for all proposed non-federal resources as shown in the Notice of Award (NOA). A recipient's failure to meet the voluntary amount of non-federal resources that was accepted by ACL as part of the approved project costs and that was identified in the approved budget in the NOA, may result in the disallowance of federal funds. Recipients will be required to report these funds in the Federal Financial Reports.

Under this ACL program, ACL will fund no more than 75% of the project’s total cost, which means the applicant must cover at least 25% of the project’s total cost with non-federal resources. In other words, for every three (3) dollars received in federal funding, the applicant must contribute at least one (1) dollar in non-federal resources toward the project’s total cost.

This “three-to-one” ratio is reflected in the formula included under Item 18 in the “Instructions for Completing Requested Forms.” You can use this formula to calculate your minimum required match. A common error applicants make is to match 25% of the federal share, rather than 25% of the project’s total cost.

There are two types of match: 1) non-federal cash and 2) non-federal in-kind. In general, costs borne by the applicant and cash contributions of any and all third parties involved in the project, including sub-grantees, contractors and consultants, are considered matching funds. Volunteered time and use of facilities to hold meetings or conduct project activities may be considered in-kind (third party) donations. Examples of non-federal cash match includes budgetary funds provided from the applicant agency’s budget for costs associated with the project. ACL encourages you to not exceed the minimum match requirement. Applications with a match greater than the minimum required will not receive additional consideration under the review.

Match is not one of the responsiveness criteria as noted in Section III, 3 Application Screening Criteria.

3. Responsiveness and Screening Criteria

Application Responsiveness Criteria Applications that fail to meet each of the responsiveness criteria described below will not be reviewed and will receive no further consideration:

• The commitment of (at least) a full-time project director with recognized expertise in volunteer management.

• Documented experience and commitment to working at a national level.

• Demonstrated expertise in working with entities serving older adults, persons with disabilities, and their caregivers.

Application Screening Criteria All applications will be screened to assure a level playing field for all applicants. Applications that fail to meet the three screening criteria described below will not be reviewed and will receive no further consideration.

In order for an application to be reviewed, it must meet the following screening requirements:

1. Applications must be submitted electronically via https://www.grants.gov by 11:59 p.m., Eastern Time, by the due date listed in section IV.3 Submission Dates and Times.

2. The Project Narrative section of the Application must be double-spaced, on 8.5” x 11” plain white paper with 1” margins on both sides, and a standard font size of no less than 11 point, preferably Times New Roman or Arial.

3. The Project Narrative must not exceed 30 pages. Project Narratives that exceed 30 pages will have the additional pages removed and only the first 30 pages of the Project Narrative will be provided to the merit reviewers for funding consideration. NOTE: The Project Work Plan, Letters of Commitment, and Vitae of Key Project Personnel are not counted as part of the Project Narrative for purposes of the 30-page limit.

Unsuccessful submissions will require authenticated verification from https://www.grants.gov indicating system problems existed at the time of your submission. For example, you will be required to provide an https://www.grants.gov submission error notification and/or tracking number in order to substantiate missing the application deadline.

IV. Application and Submission Information

1. Address to Request Application Package Application materials can be obtained from https://www.grants.gov or https://www.acl.gov/grants/applying-grants.

Please note, ACL requires applications for all announcements to be submitted electronically through http://www.grants.gov in Workspace. Grants.gov Workspace is the standard way for organizations and individuals to apply for federal grants in Grants.gov. An overview and training on Grants.gov Workspace can be found here at:

https://www.grants.gov/web/grants/applicants/workspace-overview.html

The Grants.gov registration process can take several days. If your organization is not currently registered, please begin this process immediately. For assistance with https://www.grants.gov, please contact them at support@grants.gov or 800-518-4726 between 7:00 a.m. and 9:00 p.m.

Eastern Time.

• At the https://www.grants.gov website, you will find information about submitting an application electronically through the site, including the hours of operation. ACL strongly recommends that you do not wait until the application due date to begin the application process because of the time involved to complete the registration process.

• All applicants must have a UEI and be registered with the System for Award Management (SAM, www.sam.gov) and maintain an active SAM registration http://www.grants.gov/ http://www.grants.gov/ http://www.grants.gov/ https://www.grants.gov/ https://www.acl.gov/grants/applying-grants http://www.grants.gov/ https://www.grants.gov/web/grants/applicants/workspace-overview.html https://www.grants.gov/ mailto:support@grants.gov until the application process is complete, and should a grant be made, throughout the life of the award. Effective June 11, 2018, when registering or renewing your registration, you must submit a notarized letter appointing the authorized Entity Administrator. Please be sure to read the FAQs located at www.sam.gov to learn more. Applicants should allot sufficient time prior to the application deadline to finalize a new, or renew an existing registration. This action should allow you time to resolve any issues that may arise. Failure to comply with these requirements may result in your inability to submit your application or receive an award. Maintain documentation (with dates) of your efforts to register or renew at least two weeks before the deadline. See the SAM Quick Guide for Grantees at:

https://www.sam.gov/SAM/pages/public/help/samQUserGuides.jsf.

Note: Once your SAM registration is active, allow 24 to 48 hours for the information to be available in Grants.gov before you can submit an application through Grants.gov. This action should allow you time to resolve any issues that may arise. Failure to comply with these requirements may result in your inability to submit your application or receive an award.

• Note: Failure to submit the correct EIN Suffix can lead to delays in identifying your organization and access to funding in the Payment Management System.

• Effective October 1, 2010, HHS requires all entities that plan to apply for and ultimately receive federal grant funds from any HHS Operating/Staff Division (OPDIV/STAFFDIV) or receive subawards directly from the recipients of those grant funds to:

1. Register in SAM prior to submitting an application or plan;

2. Maintain an active SAM registration with current information at all times during which it has an active award or an application or plan under consideration by an OPDIV; and

3. Provide its UEI number in each application or plan to submit to the OPDIV.

Additionally, all first-tier subaward recipients must have a UEI number at the time the subaward is made.

• The Federal Government will transition from the DUNS Number to the New Unique Entity Identifier. As of April of 2022, the federal government stopped using the DUNS number to uniquely identify entities. At that point, entities doing business with the federal government will use a Unique Entity Identifier (SAM) created in SAM.gov. It is entered on the SF-424. It is a unique, nine-digit identification number, which provides unique identifiers of single business entities.

• You must submit all documents electronically, including all information included on the SF424 and all necessary assurances and certifications. In accordance with the Federal Government’s efforts to reduce reporting burden for recipients of federal financial assistance, the general certification and representation requirements contained in the Standard Form 424B (SF-424B) – Assurances – Non-Construction Programs, and the Standard Form 424D (SF-424D) – Assurances – Construction Programs, have been standardized federal-wide.

Effective January 1, 2020, the updated common certification and representation requirements will be stored and maintained within SAM. Organizations or http://www.sam.gov/ https://www.sam.gov/SAM/pages/public/help/samQUserGuides.jsf individuals applying for federal financial assistance as of January 1, 2020, must validate the federally required common certifications and representations annually through SAM located at SAM.gov.

• After you electronically submit your application, you will receive an automatic acknowledgment from https://www.grants.gov that contains https://www.grants.gov tracking number. The Administration for Community Living will retrieve your application form from https://www.grants.gov.

U.S. Department of Health and Human Services Administration for Community Living

Greg Link, Director

Office of Supportive and Caregiver Services greg.link@acl.hhs.gov

2. Content and Form of Application Submission

Letter of Intent Number of Days from Publication 16

04/25/2024 Applicants are requested, but not required, to submit a letter of intent to apply for this funding opportunity to assist ACL in planning for the application independent review process. The purpose of the letter of intent is to allow our staff to estimate the number of independent reviewers needed and to avoid potential conflicts of interest in the review. Letters of intent should be sent to:

Applicants are requested, but not required, to submit a letter of intent to apply for this funding opportunity to assist ACL in planning for the application independent review process. The purpose of the letter of intent is to allow our staff to estimate the number of independent reviewers needed and to avoid potential conflicts of interest in the review. The deadline for submission of the letter of intent is 20 days from the date the funding announcement was published. Letters of intent should be sent to:

U.S. Department of Health and Human Services Administration for Community Living

Greg Link Administration on Aging Email: greg.link@acl.hhs.gov

Project Narrative The Project Narrative must be double-spaced, on 8.5” x 11” paper with 1” margins on both sides, and a standard font size of no less than 11 point, preferably Times New Roman or Arial. You can use smaller font sizes to fill in the Standard Forms and Sample Formats. The suggested length for the Project Narrative is 20 to 30 pages; 30 pages is the maximum length allowed.

https://www.grants.gov https://www.grants.gov https://www.grants.gov mailto:greg.link@acl.hhs.gov mailto:greg.link@acl.hhs.gov

Project Narratives that exceed 30 pages will have the additional pages removed and only the first 30 pages of the Project Narrative will be provided to the merit reviewers for funding consideration. The Project Work Plan, Letters of Commitment, and Vitae of Key Personnel are not counted as part of the Project Narrative for purposes of the 30-page limit, but all other sections noted below are included in the limit.

Summary/Abstract This section should include a brief (265 words maximum) description of the proposed project, including: goal(s), objectives, outcomes, and products to be developed. Detailed instructions for completing the summary/abstract are included in the “Instructions for Completing the Project Summary/Abstract.”

Problem Statement This section should describe, in both quantitative and qualitative terms, the nature and scope of the particular problem or issue the proposed intervention is designed to address, including how the project will potentially affect older adults and /or people with disabilities, their families and caregivers and the health care and social services systems.

Goals and Objectives This section should consist of a description of the project’s goal(s) and major objectives. Unless the project involves multiple, complex interventions, we recommend you have only one overall goal.

Proposed Intervention This section should provide a clear and concise description of the intervention you are proposing to use to address the problem described in the “Problem Statement”. You should also describe the rationale for using the particular intervention, including factors such as: “lessons learned” for similar projects previously tested in your community, or in other areas of the country; factors in the larger environment that have created the “right conditions” for the intervention (e.g., existing social or economic factors that you’ll be able to take advantage of, etc.). Also note any major barriers you anticipate encountering, and how your project will be able to overcome those barriers. Be sure to describe the role and makeup of any strategic partnerships you plan to involve in implementing the intervention, including other organizations, supporters, and/or consumer groups.

Special Target Populations and Organizations This section should describe how you plan to involve organizations in a meaningful way in the planning and implementation of the proposed project. This section should also describe whether, and if so, how the proposed intervention will target disadvantaged populations, including limited-English speaking populations, those of greatest economic need and those of greatest social need.

Outcomes This section of the project narrative must clearly identify the measurable outcome(s) that will result from the project. (NOTE: ACL will not fund any project that does not include measurable outcomes). This section should also describe how the project’s findings might benefit the field at large, (e.g., how the findings could help other organizations throughout the nation to address the same or similar problems.) List measurable outcomes in the optional work plan grid (“Project Work Plan – Sample Template”) under “Measurable Outcomes” in addition to any discussion included in the narrative along with a description of how the project might benefit the field at large.

A “measurable outcome” is an observable end-result that describes how a particular intervention benefits consumers. It demonstrates the functional status, mental well-being, knowledge, skill, attitude, awareness or behavior.) It can also describe a change in the degree to which consumers exercise choice over the types of services they receive, or whether they are satisfied with the way a service is delivered. Additional examples include: a change in the responsiveness or cost-effectiveness of a service delivery system; a new model of support or care that can be replicated in the ACL network; new knowledge that can contribute to the field of community living; a measurable increase in community awareness; or a measurable increase in persons receiving services. A measurable outcome is not a measurable “output”, such as: the number of clients served; the number of training sessions held; or the number of service units provided.

You should keep the focus of this section on describing what outcome(s) will be produced by the project. You should use the Evaluation section noted below to describe how the outcome(s) will be measured and reported.

Your application will be scored on the clarity and nature of your proposed outcomes, not on the number of outcomes cited. It is totally appropriate for a project to have only ONE outcome that it is trying to achieve through the intervention reflected in the project’s design.

Project Management This section should include a clear delineation of the roles and responsibilities of project staff, consultants and partner organizations, and how they will contribute to achieving the project’s objectives and outcomes. It should specify who would have day-to-day responsibility for key tasks such as: leadership of project; monitoring the project’s on-going progress, preparation of reports; communications with other partners and ACL. It should also describe the approach that will be used to monitor and track progress on the project’s tasks and objectives.

Evaluation This section should describe the method(s), techniques and tools that will be used to: 1) determine whether the proposed intervention achieved its anticipated outcome(s), and 2) document the “lessons learned” – both positive and negative - from the project that will be useful to people interested in replicating the intervention, if it proves successful.

Dissemination This section should describe the method that will be used to disseminate the project’s results and findings in a timely manner and in easily understandable formats, to parties who might be interested in using the results of the project to inform practice, service delivery, program development, and/or policy-making, including and especially those parties who would be interested in replicating the project.

Organizational Capability Each application should include an organizational capability statement and vitae for key project personnel. The organizational capability statement should describe how the applicant agency (or the particular division of a larger agency which will have responsibility for this project) is organized, the nature and scope of its work and/or the capabilities it possesses. It should also include the organization’s capability to sustain some or all project activities after federal financial assistance has ended.

This description should cover capabilities of the applicant agency not included in the program narrative, such as any current or previous relevant experience and/or the record of the project team in preparing cogent and useful reports, publications, and other products. If appropriate, include an organization chart showing the relationship of the project to the current organization.

Please attach short vitae for key project staff only. Neither vitas nor an organizational chart will count towards the narrative page limit. Also include information about any contractual organization(s) that will have a significant role(s) in implementing project and achieving project goals.

Budget Narrative/Justification The Budget Narrative/Justification can be provided using the format included in the document, “Budget Narrative/Justification – Sample Format.” Applicants are encouraged to pay particular attention to this document, which provides an example of the level of detail sought.

Work Plan The Project Work Plan should reflect and be consistent with the Project Narrative and Budget.