Foa_Content_of_HHS-2024-ACL-AOA-CGNS-0040.pdf

Administration for Community Living

Administration on Aging

Advancing State Implementation of the National Strategy to Support Family Caregivers

HHS-2024-ACL-AOA-CGNS-0040

08/06/2024

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

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:

Advancing State Implementation of the National Strategy to Support Family Caregivers Funding Opportunity Number:

HHS-2024-ACL-AOA-CGNS-0040

Primary CFDA Number:

93.052 Due Date for Letter of Intent:

06/21/2024 Due Date for Applications:

08/06/2024 Date for Informational Conference Call:

06/20/2024 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 In ACL’s FY 2024 appropriation for the Title III-E, National Family Caregiver Support Program, Congress included “$2,000,000 to support demonstration grants that develop, test, and scale models that implement commitments and recommended actions from the National Strategy to Support Family Caregivers.” The purpose of this Notice of Funding Opportunity (NOFO) is to implement the demonstration authority in Section 373(i) of the Older Americans Act (OAA)of 1965, as amended.

This is a limited competition. Only State Units on Aging (SUA), with the authority to administer programs funded under the OAA, Sec. 373(a) are eligible to apply. ACL will award up to four cooperative agreements to State Units on Aging (SUAs) to undertake statewide activities to develop, test, and scale activities that will implement the goals, recommendations, and actions outlined in the Strategy. Each project will be fully funded for a period of 24 months with one, 24-month budget of up to $490,000.

When considering whether to apply for to this NOFO, applicants should, at a minimum, understand the following factors as they apply to this opportunity:

1. Only applications submitted by the SUA (i.e., those entities authorized to administer funds in the state as outlined in Sec. 373(a) of the Older Americans Act/OAA of 1965, as amended) will be accepted; applications from all other sources will be eliminated from consideration.

2. Only one application per state will be accepted.

3. Each application must demonstrate the collaboration between the SUA (as the prime grantee) and, at a minimum:

a. The state developmental disabilities agency, and

b. At least one other state agency (e.g., state Medicaid, public health, mental health, education, transportation, child welfare, labor, state universities, etc.) or tribe/tribal entity in the state, over the course of the project.

4. Each application must demonstrate a focus on at least three (3) of the five goals of the Strategy, as determined by the state, including:

a. Increasing awareness of, and outreach to, family caregivers

b. Advancing partnerships and engagement with family caregivers

c. Strengthening services and supports for family caregivers

d. Ensuring financial and workplace security for family caregivers

e. Expanding data and the use of research and evidence-based practices to support family caregivers.

An informational call for prospective applicants will be held as follows:

Date: June 20, 2024

Time: 2:00 pm, Eastern

Phone Number: 800-475-0448

Passcode: 3985831 https://acl.gov/CaregiverStrategy

I. Funding Opportunity Description Introduction

In the 2000 reauthorization of the Older Americans Act (OAA), Congress created two new authorities, Titles III-E, the National Family Caregiver Support Program (NFCSP) and Title VI- C, Native American Caregiver Support Program (NACSP). Together, these programs became the first formal federal recognition of the need to assist family, tribal, and kinship caregivers with an array of services and supports intended to meet them where they are in their caregiving journey.

Additionally, that year, Congress further authorized projects of national significance and demonstration to support program implementation and test innovations in serving family, tribal, and older relative caregivers. That authority and associated activities expired in 2003. Congress reinstated demonstration authority in the 2020 reauthorization of the OAA with the addition of Section 373(i), “Activities of National Significance” to “promote quality and continuous improvement in the support provided to family caregivers and older relative caregivers…” and undertake “program evaluation, training, technical assistance, and research…” activities.

The National Family Caregiver Support Program (Title III-E/NFCSP), was established by Congress in the 2000 reauthorization of the Older Americans Act of 1965. The programs fund a range of supports that assist family, kinship, and tribal caregivers to care for their loved ones at home for as long as possible. The NFCSP requires the availability and provision of five essential services and supports for family caregivers throughout the state:

1. Information to caregivers about available services and supports

2. Assistance to caregivers in gaining access to services and supports

3. Individual counseling, organization of support groups, and caregiver training to assist caregivers in the areas of health, nutrition, and financial literacy, and in making decisions and solving problems relating to their caregiving roles

4. Respite care to enable caregivers to be temporarily relieved from their caregiving responsibilities

5. Supplemental services, on a limited basis, to complement the care provided by caregivers

Since its establishment, the NFCSP has served as a catalyst for greater recognition and support of family and older relative and kin caregivers and provides a range of essential services and supports (see the 2016 – 2018 Caregiver Program Evaluation). For example, in 2022, the NFCSP provided an estimated 1.5 million contacts to caregivers, assisting them in locating services from a variety of public and private agencies. Additionally, approximately 105,000 family caregivers received some type of counseling, training, or support group services to help educate them in their roles and provide essential emotional and social connectedness.

Authorized by Congress and signed into law in January 2018, the Recognize, Assist, Include, Support and Engage (RAISE) Family Caregivers Act directed the Secretary of Health and Human Services to establish a Family Caregiving Advisory Council to develop the National Strategy to Support Family Caregivers (the Strategy). The Strategy, developed in collaboration with the Advisory Council to Support Grandparents Raising Grandchildren, established by the Supporting Grandparents Raising Grandchildren (SGRG) Act, was delivered to Congress and the nation in 2022. The Strategy identifies nearly 500 actions across five goals that the federal and https://acl.gov/programs/program-evaluations-and-reports#TheCaregiverOutcomeEvaluationStudyoftheNationalFamilyCaregiverSupportProgram https://acl.gov/sites/default/files/about-acl/2018-10/PLAW-115publ119%20-%20RAISE.pdf https://acl.gov/sites/default/files/about-acl/2018-10/PLAW-115publ119%20-%20RAISE.pdf https://acl.gov/CaregiverStrategy https://acl.gov/CaregiverStrategy https://acl.gov/sites/default/files/about-acl/2018-10/BILLS-115s1091enr%20-%20SGRG.pdf https://acl.gov/sites/default/files/common/NatlStrategyFamCaregivers_FedActions.pdf state governments, communities, service providers, employers and many other sectors can take to better assist and support family and kinship caregivers.

When taken together, the NFCSP, NACSP, RAISE and SGRG Acts represent significant federal commitments to improving the lives of family caregivers and those they support. The Strategy is intended as a national roadmap for improving how we can better recognize and support family caregivers, regardless of where they live or what caregiving looks like for them and their loved ones.

Goal

ACL’s desired goal for this initiative is for states to successfully and sustainably develop, test, and scale models that implement commitments and recommended actions from the 2022 National Strategy to Support Family Caregivers (the Strategy).

Family Caregiving – The Numbers and the Challenge

Each year, more than 53 million family caregivers provide most of the 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 caregivers – carried the primary responsibility for caring for children whose parents were unable to do so (Annie E. Casey Foundation, 2019).

As the population ages and people live longer, the need for support provided by a family member or friend will likely increase. Additionally, if the direct care workforce shortage crisis continues

– or worsens – greater and greater responsibility for very complex care tasks could ultimately fall to family members and other informal caregivers. All too often, family caregivers do not recognize themselves as such, or they lack sufficient knowledge about the tasks they are performing, or they lack the confidence to be sure they are performing tasks correctly.

Additionally, many caregivers simply lack the information necessary to request assistance.

Having knowledge of and access to a range of person- and family-centered services and supports can help family caregivers decrease negative impacts and increase positive outcomes of their roles. For example, according to the Centers for Disease Control and Prevention (CDC), family caregivers are at increased risk for having multiple chronic diseases as they may neglect their own health needs while providing support to others.[1] Data from ACL’s 2022 National Survey of OAA Participants, indicate nearly a quarter of family caregivers are assisting two or more people. More importantly, they report their caregiving tasks are growing in both number and complexity, making navigating complex systems of information, assistance, and training, particularly those provided by the NFCSP, even more imperative. For example:

• When asked if they knew where to go to ask for respite services, nearly 44% of family caregivers indicated they did not.

• In the previous year, 41% of family caregivers served by the NFCSP reported needing assistance applying for or accessing services and supports for themselves or the care recipient.

• Despite receiving supports, 38% of family caregivers indicated they had at least some difficulty accessing services on behalf of the care recipient; and

• When asked what recommendations they had for improving NFCSP services, 46% indicated they wanted to see improvements in either, information about available services https://acl.gov/sites/default/files/RAISE_SGRG/NatlStrategyFamCaregivers_ActionsSCO.pdf

(19.46%), assistance gaining access to services (15.16%) and/or more and better counseling, training, or support groups and related services (11.53%).

The OAA-funded caregiver support programs have accomplished a great deal in their nearly 24 years of implementation. They have served as catalysts for further caregiver support program development at the state and community levels. However, based on the most recent data gathered from OAA Title III-E participants, according to family caregivers, opportunities still exist to improve their experiences obtaining information and assistance and navigating service and support delivery systems. The National Strategy to Support Family Caregivers (the Strategy) is intended to serve as a roadmap for accomplishing this objective.

Priority Areas and Desired Activities

ACL’s priority for this demonstration is the implementation of the principles, goals, recommendations, and actions contained in the Strategy. To that end, applicants to this NOFO should address the following in their applications:

The 2022 National Strategy to Support Family Caregivers as a Framework for all Project Activities

The National Strategy to Support Family Caregivers (the Strategy) envisions a “whole of society approach” for more effectively recognizing, assisting, including, supporting, and engaging family caregivers as essential partners in the support of those who wish to maintain their independence and autonomy. States are key players in ensuring the full realization of the Strategy, therefore, it should be used as the primary organizing framework and guide for applicants to this NOFO. Applications will be scored, in large measure, on the extent to which projects are grounded in and help to advance the principles and concepts contained in the Strategy.

Each application must demonstrate a focus on implementing at least three (3) of the five goals of the Strategy, as determined by the state’s needs and priorities, including:

• Goal 1: Increasing awareness of, and outreach to, family caregivers

• Goal 2: Advancing partnerships and engagement with family caregivers

• Goal 3: Strengthening services and supports for family caregivers

• Goal 4: Ensuring financial and workplace security for family caregivers

• Goal 5: Expanding date and the use of research and evidence-based practices to support family caregivers.

In determining which goals and activities to undertake, applicants should consider the information and ideas contained in the following three documents that make up the Strategy:

• 2022 National Strategy to Support Family Caregivers - An overview and description of the strategy's goals and intended outcomes. This component of the Strategy can help applicants formulate which goals to address and possible approaches to employ.

• First Principles: Cross-Cutting Considerations for Family Caregiver Support - Describes the four key principles that must be reflected in all efforts to improve support to family caregivers. These cross-cutting considerations should be a key component of all activities proposed and evident in every phase of implementation and execution of project work plans.

https://acl.gov/sites/default/files/RAISE_SGRG/NatlStrategyToSupportFamilyCaregivers-2.pdf https://acl.gov/sites/default/files/RAISE_SGRG/NatlStrategyFamCaregivers_FirstPrinciples.pdf

• Actions for States, Communities, and Others - More than 150 actions that states and numerous other sectors can take to better recognize and support family caregivers.

Applicants are encouraged to use the ideas contained in this component of the Strategy to formulate their approaches and activities.

State Agency Collaboration

In addition to being a roadmap for many sectors to address the needs of family caregivers more effectively, the Strategy is also seen as a tool to foster coordination and collaboration among the many systems and programs that can support them. Successfully implementing the actions and recommendations contained in the Strategy will require breaking down siloes that exist through close collaboration by multiple agencies in the state. In this regard, applications must demonstrate a close collaboration among the following state agencies:

• Lead (e.g., prime grantee): The State Unit on Aging

• Required: the state developmental disabilities agency

• Additional state agency collaboration: in addition to the required collaboration with the state developmental disabilities agency, each application must demonstrate collaboration with at least one additional state agency (e.g., state Medicaid, public health, mental health, education, transportation, child welfare, labor, state universities, etc.) and/or Tribe/tribal entity, over the course of the project. Applicants are encouraged to think broadly about engagement with state agencies that have a high potential to reach, educate, and support caregivers currently served by the NFCSP or who will be eligible in the future.

Commitments by partner agencies may be reflected by way of memoranda of agreement/understanding (MOU/MOA) or letters of commitment included in the applications.

Such documents should include sufficient detail to clearly demonstrate the contributions each collaborating agency plans to bring to the initiative. Such documents (e.g., MOU/MOA or letters of commitment) should reflect flexibility in terms and conditions to allow for modifications in approach and participation over the course of the project. These documents do not count towards the page limit of the narrative.

Post-Award Planning and Alignment Period

To further promote coordination and collaboration, applicants are encouraged to include a “post-award planning and alignment period” in their projects to solidify required and additional partnerships between state agencies. Grantees may use up to six (6) weeks, post-award, to finalize working agreements and work plans, identify and finalize staffing and other aspects of project start-up. The ACL program officer will work closely with grantees and their partners throughout this period to ensure a successful launch of project activities.

Additional Application Considerations

Reliance Other Technical Assistance Efforts

As a new, high-visibility initiative to operationalize the principles and actions outlined in the Strategy, successful grantees and their collaborating partners will be encouraged to avail themselves of the range of technical assistance and support available to them, including (but not limited to):

https://acl.gov/sites/default/files/RAISE_SGRG/NatlStrategyFamCaregivers_ActionsSCO.pdf

• The Direct Care Workforce Technical Assistance Center

• The Technical Assistance Center for Kinship and Grandfamilies

• Center on Holocaust Survivor Care/Jewish Federations Institute on Aging and Trauma

• Older Adults Equity Collaborative (OAEC)

• National Center for Advancing Person-Centered Planning and Services

• National Information and Referral Support Center

• Bridging Aging and Disabilities Networks at NACDD;

• National Resource Center on Lesbian, Gay, Bisexual, and Transgender (LGBT) Aging;

• Resource centers for Older Indians, Alaska Natives, and Native Hawaiians; and

• Administration on Disabilities (AoD)-funded Projects of National Significance (PNS) activities, as appropriate.

Applicants should further familiarize themselves and align their efforts with two current technical assistance initiatives to: 1) support the implementation of the Strategy; and 2) better support kinship and grandfamily caregivers:

• In support of the FCAC’s work, the National Academy for State Health Policy (NASHP) with funding from The John A. Hartford Foundation established the RAISE Act Family Caregiver Resource and Dissemination Center. NASHP supports the council’s work by providing resources, convening experts, and supporting states as they develop policies.

• With funding from the 2021 American Rescue Plan Act, ACL established the Grandfamilies and Kinship Support Network: A National Technical Assistance Center, (the Network). Led by Generations United in collaboration with key partners, the TA Center is increasing the capacity and effectiveness of states, territories, tribes/tribal organizations, nonprofits, and other community-based organizations to serve and support grandfamilies and kinship families.

Use of advisory/steering committee and subject matter experts

A steering committee and other subject matter experts (SMEs) can be effective additions to any project and can help to ensure that diverse ideas are considered in the planning and implementation of any new project. Applicants for this opportunity should explain how they will use a steering committee to assist their efforts and include a listing of the backgrounds of individuals (e.g., consumers, professionals, academics, and organizations) that will be invited to participate.

As this is a cooperative agreement, ACL anticipates ongoing and substantial involvement in the identification and engagement of steering committee members and other subject matter experts over the life of the project. The grantee is permitted to provide stipends to steering committee members and other SMEs, as necessary, to appropriately reimburse for their time and expertise on work directly related to this project. Such expenses should be appropriately accounted for in the applicant’s budget and budget narrative.

Sub-grants and/or subcontracts

Provision of funding for sub-grantees or subcontracts to carry out specific activities is expected, as ACL believes this project will have a greater likelihood of success when a range of organizations or individual subject matter experts undertakes the work and/or the applicant https://acl.gov/programs/direct-care-workforce https://www.gksnetwork.org/ https://holocaustsurvivorcare.jewishfederations.org/ https://acl.gov/programs/diversity-and-cultural-competency/oaec https://ncapps.acl.gov/ https://www.advancingstates.org/initiatives/national-information-referral-support-center https://nacdd.org/bridging-aging-and-intellectual-and-developmental-disabilities-grant-program/ http://ruralhealth.und.edu/projects/nrcnaa/ http://elders.uaa.alaska.edu/ http://manoa.hawaii.edu/hakupuna/ https://acl.gov/programs/strengthening-aging-and-disability-networks/projects-national-significance https://www.johnahartford.org/dissemination-center/view/four-new-grants-totaling-nearly-5-million-approved-by-jahf-board-of-trustee https://nashp.org/policy/aging-and-disabilities/family-caregiving/ https://nashp.org/policy/aging-and-disabilities/family-caregiving/ https://www.gksnetwork.org/ https://www.gu.org/ https://www.gksnetwork.org/partners/ identifies a gap in expertise necessary to fully complete project goals and objectives. Applicants should describe their rationale and criteria for selecting sub-grantees/subcontractors, including their approaches for monitoring progress and ensuring successful completion of all tasks.

Accessibility and 508 Compliance Requirements

ACL requires that all information and materials developed by the grantee and partners for dissemination, regardless of method, will be fully accessible (i.e., 508-compliant), and meet the cultural and linguistic needs of the intended audience.

Project Sustainability

ACL expects to realize tangible, measurable, and sustainable outcomes from the grantee and its partners. Proposals should contain a plan for sustaining the project’s work after federal funding ends. Applicants will be scored, in part, on the extent to which a plan is included and appears feasible and likely.

Project Outcomes and Evaluation

Projects of this nature are best undertaken with clear and measurable outcomes known at the time of application along with a feasible plan for measuring the overall project’s impact.

Therefore, applicants are expected to propose outcomes that demonstrate the project’s impact (i.e., the change that is anticipated to occur because of the work) and a plan for conducting an evaluation of the project.

[1] https://www.cdc.gov/aging/agingdata/docs/caregiver-brief-508.pdf

Statutory Authority Older Americans Act of 1965, as amended, Title III-E, Sec. 373(i)

II. Award Information

Funding Instrument Type:

CA (Cooperative Agreement) Estimated Total Funding:

$1,960,000 Expected Number of Awards:

Award Ceiling:

$490,000 Per Project Period

Award Floor:

$450,000 Per Project Period

Length of Project Period:

Other https://www.cdc.gov/aging/agingdata/docs/caregiver-brief-508.pdf

Additional Information on Project Periods and Explanation of 'Other' This will be a fully-funded project for 24 months with one 24-month budget period.

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.”

This is a limited competition. Eligible entities are limited to State Units on Aging (SUA), i.e., those state agencies authorized to administer Title III-E of the Older Americans Act of 1965, as amended.

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 following formula which you can use to calculate the minimum required match.

(Federal Funds Requested) times (Match Percentage) divided by (Inverse Match Percentage)

Here are examples of varying match levels

Federal Funds Requested X Match Percentage / Inverse Match Percentage

Minimum Match Requirement

($100,000 X 5%) / (95%) $5,263

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 all third parties involved in the project, including sub-grantees, contractors and consultants, are considered matching funds.

This funding opportunity will be administered as a Cooperative Agreement. As such, the successful applicant should expect substantial ACL 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 ACL. The terms and conditions for this cooperative agreement are as follows and will be incorporated by reference in the Notice of Award (NOA).

The ACL will carry out the following activities for the cooperative agreement:

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

• Assist the grantee project leadership and partners 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 to the grantee, as necessary, in making sub-awards (i.e., subgrants/contracts) as permitted in this funding opportunity announcement.

• Provide guidance to the grantee as needed on associated tasks related to the fulfillment of the goals and objectives of this grant.

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

• 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.

($100,000 X 25%) / (75%) $33,333 ($100,000 X 35%) / (65%) $53,846 ($100,000 X 45%) / (55%) $81,818

• Attend and participate in major project events as appropriate.

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

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

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

• As appropriate, and in collaboration with the ACL program officer, successfully complete a post-award planning period of no more than six (6) weeks.

• Participate in (at least) monthly meetings with the ACL program officer, and/or the other grantees and partners to this initiative (more frequent meetings will be expected during the post-award project planning and alignment period);

• Provide drafts of all press releases and social media announcements prior to release;

• Provide preliminary and other working drafts of all products and deliverables to the ACL program officer for review;

• Ensure that all materials and products are fully accessible and developed in accordance with 508 compliance standards;

• Prior to dissemination, provide final drafts of all products and deliverables to the ACL program officer for accessibility and 508-compliance review and remediate any issues identified;

• Collaborate with ACL on the identification and selection of steering committee members, if established, and any subject matter experts/advisory consultants to the project;

• Evaluate the impact of overall project activities and ensure quality assurance systems are in place.

• Share information with ACL, national and local organizations, and other entities as appropriate.

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

• Work with the ACL program officer to assess the performance results reported semiannually and jointly develop strategies to address those areas requiring improvement.

l assist the grantee in understanding the strategic goals and objectives, policy perspectives, and priorities of the ACL Administrator/Assistant Secretary for Aging and the Department of Health and Human Services, by sharing such information by way of email, conference calls, briefings, memos, and other consultations. The ACL program officer will provide technical assistance and guidance on issues related to grant management and implementation, including the execution of the cooperative agreement. The program 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 into the Notice of Award by reference.

3. Responsiveness and Screening Criteria

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

• The applicant is the State Unit on Aging and is authorized to administer funds in the state as outlined in Sec. 373(a) of the Older Americans Act/OAA of 1965, as amended

• The applicant clearly outlines at least three goals of the National Strategy to Support Family Caregivers, on which their project will focus

• The applicant demonstrates collaboration with the state’s developmental disabilities agency and at least one other state agency.

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

• Applications must be submitted electronically to: http://www.grants.gov by 11:59 p.m., Eastern Time, by the due date listed in Section IV.3 Submission Dates and Times.

• The Project Narrative section of the Application must be double-spaced, on 8 ½” x 11” plain white paper with 1” margins on both sides, and a font size of not less than 11 point.

• The Project Narrative must not exceed 30 pages. NOTE: The Project Work Plan, MOU/MOA, 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 http://www.grants.gov indicating whether system problems existed at the time of your submission. For example, the applicant is required to provide an http://www.grants.gov submission error notification and/or tracking number 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 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 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 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 – http://www.sam.gov/ https://www.sam.gov/SAM/pages/public/help/samQUserGuides.jsf

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 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

Nikaela Frederick

Aging Services Program Specialist nikaela.frederick@acl.hhs.gov

2. Content and Form of Application Submission

Letter of Intent Number of Days from Publication 15

06/21/2024 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:

U.S. Department of Health and Human Services

Administration for Community Living

Nikaela Frederick

Office of Supportive and Caregiver Services nikaela.frederick@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 25-30 pages; 30 pages is the maximum length allowed. 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, MOU/MOA and Vitae of Key Personnel are not https://www.grants.gov https://www.grants.gov https://www.grants.gov mailto:nikaela.frederick@acl.hhs.gov mailto:nikaela.frederick@acl.hhs.gov counted as part of the Project Narrative for purposes of the 30-page limit. All other sections noted below are included in the limit. A new requirement for all Project Narratives is a section that explains the equity experience of the project team.

The sample components of the Project Narrative counted as part of the 30-page limit include:

Summary/Abstract Problem Statement Goal(s) and Objective(s) Proposed Intervention Special Target Populations and Organizations Outcomes Project Management Evaluation Dissemination Organizational Capability Equity Experience of Project Team

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 problem and the proposed intervention is designed to address. This section should also include how the project will potentially impact the target populations of family caregivers being addressed.

Goals and Objectives This section should consist of a description of the project’s goal(s) and major objectives. The stated goal(s) and objectives(s) should tie directly to the priority area/option being addressed.

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 or approach(es) you are proposing to use to address the problem described in the “Problem Statement”. You should also describe the rationale for using the intervention or approaches being proposed, including factors such as: “lessons learned” for similar projects or initiatives; factors in the larger environment that have created the “right conditions” for the intervention or approach (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. Applicants should 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.

Additionally, because this initiative is funded under the authority of the Older Americans Act (OAA), please describe how you plan to address and reach the needs of underserved/under-resourced communities including but not limited to individuals who are Black, Latino, and 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; and persons who live in rural and frontier areas.

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 the end user. It demonstrates a measurable change in 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, subject matter experts, 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, (i.e., measure of performance towards the goals stated in the funding opportunity announcement and for your specific intervention/activities) 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, including the work of sub-contractors and/or sub-grantees.

Evaluation This section should describe the specific outcomes (e.g., changes in programs, organizations, and/or communities) expected as a result of this funding as well as 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 policymaking, including and especially those parties who would be interested in replicating the project. Projects funded under this announcement will be expected to work with one another and other technical assistance efforts to ensure dissemination of all activities, products, and information.

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 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…