Foa_Content_of_HHS-2024-ACL-AOA-CGPS-0034 (3).pdf

Administration for Community Living

Administration on Aging

Advancing Aging Network Capacity to Support Family, Kinship and Tribal Family Caregivers:

Financial and Workplace Security

HHS-2024-ACL-AOA-CGPS-0034

12/11/2023

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:

Advancing Aging Network Capacity to Support Family, Kinship and Tribal Family Caregivers:

Financial and Workplace Security Funding Opportunity Number:

HHS-2024-ACL-AOA-CGPS-0034

Primary CFDA Number:

93.052 Due Date for Letter of Intent:

10/17/2023 Due Date for Applications:

12/11/2023 Date for Informational Conference Call:

10/19/2023 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 purpose of this Notice of Funding Opportunity (NOFO) is to implement the demonstration authority in Section 373(i) of the Older Americans Act of 1965, as amended (OAA), using the framework provided by the 2022 National Strategy to Support Family Caregivers (the Strategy).

The project funded under this NOFO will join four grantees recently funded under HHS-2023- ACL-AOA-CGPS-0058 to undertake multi-faceted, cross-collaborative work to advance the capacity of the National Family Caregiver Support Program (NFCSP – OAA, Title III-E) and the Native American Caregiver Support Program (NACSP-OAA, Title VI-C) to better recognize and support family, kinship, and tribal caregivers. The project will focus solely on goal 4 of the Strategy: strengthening financial and workplace security of family caregivers.

ACL will award one cooperative agreement to a single entity to undertake activities of a national scope and reach. The project will last for a duration of 48 months, with four, 12-month budget periods. The award amount will range from a floor of $300,000 per year to a ceiling of $750,000 per year, pending the availability of federal funds.

The grantee, with any partners as may be applicable, will work in close coordination with ACL program and, the four grantees funded under the above-referenced NOFO and a new technical assistance and coordinating center to undertake a range of technical assistance, training, and capacity building initiatives related to Goal 4 of the Strategy. They will join the following organizations focusing on the other four goals:

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

• Goal 2: University of California, San Francisco - Advancing inclusion and engagement of family caregivers within care teams

• Goal 3: USAging - Advancing innovations in family caregiver services and supports

• Goal 5: National Alliance for Caregiving - Advancing a family caregiver national research and data collection strategy

The target audiences for the technical assistance and related activities of the successful grantee are entities typically involved with implementing and operating programs funded by the OAA, including state units on aging (SUAs); area agencies on aging (AAAs); local aging services and family caregiver support providers; kinship, grandparent and grandfamily services providers;

tribes and tribal entities, and other entities that may be part of the aging and/or tribal services networks. Additionally, given the NFCSP’s inclusion of family caregivers of individuals with early onset-dementia and older relative caregivers supporting adults with disabilities, ACL desires that applicants identify how they will work to advance the capacity of the program to reach and serve these populations more effectively, with specific emphasis on approaches for strengthening the financial and workplace security of family caregivers.

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

Date: October 19, 2023

Time: 2:00 pm, Eastern

Phone Number: 888-950-8044

Passcode: 9219728 https://acl.gov/CaregiverStrategy https://acl.gov/news-and-events/announcements/acl-awards-36-million-improve-support-family-caregivers

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. This NOFO seeks to begin implementing that authority and associated activities.

Goal

ACL’s goal for the broader initiative to which this NOFO is associated is the improved recognition, support, and inclusion of the family caregivers served by the OAA Title IIIE and VI-C programs, and greater alignment with other efforts to improve supports to family caregivers. ACL wishes to ensure that the NFCSP and NACSP are well-positioned to respond to, and evolve with, a rapidly shifting policy and service delivery landscape.

Family, Kinship and Tribal 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). Among American Indian, Alaska Natives, and Native Hawaiian (AI/AN/NH) populations, approximately one in three elders reports having a family caregiver, and nearly one in ten elders themselves are grandparents raising grandchildren (See Title VI Evaluation, Year 3 Interim Report).

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 the confidence to be sure they are doing them properly. Additionally, many continue to lack the information they need to properly understand their needs or do not understand how to navigate complex systems of support without assistance.

The National Family Caregiver Support Program and the Native American Caregiver Support Program: An Overview

The National Family Caregiver Support Program (NFCSP) and the Native American Caregiver Support Program (NACSP) were created with the understanding that family caregivers are best https://acl.gov/sites/default/files/programs/2020-03/ACL_TitleVI_EvaluationYear3_InterimReport_1_2020_508.pdf supported by a combination of services that act together to meet their multi-faceted and often-rapidly changing situations. The five services that make up the NFCSP/NACSP include information about available services and supports; assistance with accessing services;

counseling, education, and support groups; respite; and supplemental goods and services as determined necessary to meet caregiver needs. In total, the program is intended to provide family caregivers with a flexible array of supports that can meet them where they are in their caregiving journey.

By statute, the NFCSP/NACSP provide services the following four eligible populations of family caregivers:

• Family caregivers (age 18 and older) providing support to adults aged 60 and older;

• Family caregivers (age 18 and older) providing supports to adults of any age with

Alzheimer’s disease or a related disorder with neurological and organic brain dysfunction;

• Older relative caregivers (age 55 and older) caring for children other than their own, who are not more than 18 years of age; and

• Older relative caregivers (age 55 and older) of disabled adults ages 18-59 years (which may include the children of the older relative caregiver).

The NFCSP and NACSP provide significant services and supports to family caregivers. For example, in 2020, the most recent year for which data is available, the NFCSP provided nearly

4.9 million hours of respite to more than 50,000 family caregivers and enabled more than 1.5 million contacts with family caregivers to assist them in finding services. In 2021, the NACSP provided more than 1.3 million units of family caregiver – related services, including respite care, information and referral, caregiver training and support groups. (See FY 2024 ACL Congressional Justification)

The first evaluation of the NFCSP demonstrated the program’s effectiveness as a catalyst for states and communities to focus on the multi-faceted and often-rapidly changing needs of family caregivers. For example, the process evaluation demonstrated that the program helped push states and communities to actively focus on developing supports for family caregivers, dedicate staff to the issue, and target unserved and underserved populations. (See 2016 Process Evaluation of the National Family Caregiver Support Program).

The Outcome Evaluation of the NFCSP, published in 2018, found that family caregivers who used services like respite reported lower levels of perceived burden than those who did not.

Additionally, the results showed that caregivers who received training and education reported higher levels of self-confidence in their roles and in performing the tasks they were undertaking.

These findings affirm the program’s value with respect to maintaining family caregiver wellbeing and should serve as rationale for further enhancing its capacity.

The Evolving Environment of Family Caregiver Recognition and Support

This new initiative is grounded in several factors, including our current understanding of the needs of family caregivers; the post-COVID environment all human services programs must now navigate; a crisis in the direct care workforce; and perhaps most importantly, the publication of the 2022 National Strategy to Support Family Caregivers (the Strategy) to serve as a roadmap for https://acl.gov/sites/default/files/2023-03/FY2024ACL-CJ-508.docx https://acl.gov/sites/default/files/2023-03/FY2024ACL-CJ-508.docx https://acl.gov/programs/program-evaluations-and-reports https://acl.gov/sites/default/files/programs/2017-02/NFCSP_Final_Report-update.pdf https://acl.gov/sites/default/files/programs/2017-02/NFCSP_Final_Report-update.pdf https://acl.gov/sites/default/files/programs/2018-12/Caregiver_Outcome_Evaluation_Final_Report.pdf better recognition and support of family caregivers. These broader contextual factors should serve as a grounding for applicants as they begin preparing their applications.

Over the past several decades, research has deepened our understanding of the challenges family caregivers face and provided important insights into their needs and preferences for support, including evidence-informed/evidence-based interventions. Additionally, we know more than ever that family caregivers of all backgrounds benefit from systems that recognize their unique situations, support needs, and cultural preferences, while at the same time honoring and maximizing the independence and autonomy of those they support. Wherever possible, this initiative will look to the latest research and data to advance supports for family caregivers.

The COVID-19 pandemic forced human services programs of all types to take radically different approaches to how they operate and provide services. Overnight, programs had to shift from in-person to virtual formats or cease operation altogether. In addition, many families took on caregiving responsibilities suddenly when they moved loved ones from nursing homes and similar facilities back to the community to protect them from the virus. This both significantly increased the number of family caregivers needing support and created new support needs. As the nation worked through the effects of the pandemic, new opportunities for how services and supports are designed and delivered began to emerge. Now, as we look beyond the pandemic, programs have opportunities to continue – and to build upon – these innovations, and to continue to evolve to meet the changing needs and circumstances of caregivers and care recipients of all communities, and across all age groups.

In most cases, family caregivers cannot “go it alone.” They often need the help of well-trained, well-compensated and high-quality direct care workers (also called direct support professionals).

Long-standing workforce shortages have reached crisis levels, making it difficult for families to access services. The grantees funded under this initiative will need to be cognizant of the workforce challenges currently at play and identify opportunities to address them in their work.

In this regard, this initiative will help inform (and be informed by) a new National Center to Strengthen the Direct Care Workforce (the Center) launched by ACL in late 2022. The Center seeks to support recruitment, retention, and professional development of workers who provide home and community-based services and help to address issues of recruitment and retention of direct care workers.

The passage of the Recognize, Assist, Include, Support, and Engage (RAISE) Family Caregivers Act (the RAISE Act) and the formation and work of the Family Caregiving Advisory Council (FCAC), shined a spotlight on the multifaceted needs of family caregivers. In its Initial Report to Congress, the FCAC put forward a set of 26 recommendations for better supporting and recognizing family and tribal caregivers. The recommendations ranged from ensuring greater awareness by and about family caregivers to offering a vision for a more comprehensive and cohesive array of services and supports.

Similarly, from the Advisory Council to Support Grandparents Raising Grandchildren’s (SGRG) Initial Report to Congress, we know that older relative caregivers who step into parenting roles again, especially for young children and children with disabilities, need a highly specialized array of services and supports that can respond to their unique needs and specific situations. The SGRG Council’s 22 recommendations provide a foundation for more effective partnerships across a variety of sectors that can improve the systems of supports for kinship and grandfamilies.

https://acl.gov/programs/direct-care-workforce https://acl.gov/programs/direct-care-workforce https://acl.gov/programs/support-caregivers/raise-family-caregiving-advisory-council https://acl.gov/RAISE/report https://acl.gov/RAISE/report https://acl.gov/sites/default/files/RAISE_SGRG/RAISE%20RECOMMENDATIONS%20FINAL%20WEB.pdf file://AOAFS01/common/AoA_OSCS/Lifespan%20Respite%20Program/FOAs/FY%202023/acl.gov/sgrg https://acl.gov/SGRG/report https://acl.gov/sites/default/files/programs/2020-12/SGRG%20Recommendations%20Final%20Web.pdf

The advisory councils collaborated with ACL to develop and disseminate the Strategy. The creation of the Strategy occurred at a pivotal juncture and offers a roadmap for a whole of society approach to strengthening our nation’s commitment to, and recognition and support of, family caregivers, including those supported by the NFCSP and NACSP. The Strategy represents the first time a broad cross-section of the federal government collaborated with the private sector on a response to the longstanding national need for a comprehensive system of family caregiver support.

Embedded throughout are numerous opportunities for the aging services network and tribes to assess where they wish to advance development of the NFCSP/NACSP to ensure it remains in step with current understanding of family caregiver needs and preferences for recognition, assistance, and support. Applicants to this NOFO are expected to embed the principles and actions in the Strategy, including those found in the portion of the Strategy titled Actions for States, Communities, and Others in their proposals, including how they will support operationalizing them throughout the aging and tribal services networks.

As greater emphasis is placed on ensuring that programs and services are responsive to addressing the financial and workplace concerns of a diverse population of family caregivers with varied backgrounds, experiences, and expectations, it is ACL’s intention that the grantee funded through this NOFO address the following cross-cutting considerations central to strengthening the recognition and support of family caregivers:

• Placing the family and person the center of all interactions while protecting the rights of the person receiving support;

• Addressing trauma and its impact on families;

• Advancing equity, accessibility, and inclusion for caregivers in underserved communities; and

• Elevating direct support professionals as family caregiving partners.

The fourth component of the Strategy, titled “First Principles: Cross-Cutting Considerations for Family Caregiver Support,” includes essential information and practices for these key areas.

Applicants should describe how their efforts will promote equity, cultural and linguistic competence through the technical assistance they provide. Additionally, applicants should review the Biden/Harris Administration’s Executive Order On Advancing Racial Equity and Support for Underserved Communities Through the Federal Government, dated January 20, 2021 to ensure their projects are appropriately aligned with these expectations.

Target Audiences for Project Activities

The target audience for the technical assistance and related activities of this initiative includes entities typically involved with implementing and operating programs funded by the OAA, including state units on aging (SUAs); area agencies on aging (AAAs); local aging and family caregiver support providers; kinship, grandparent and grandfamily services providers; tribes and tribal entities; and other entities that may be part of the aging and/or tribal services networks.

Additionally, given the NFCSP/NACSP’s inclusion of populations of family caregivers that support adults with disabilities and those with early onset dementia, proposals should identify how they will work to increase the capacity of the program to reach and serve these populations more effectively.

https://acl.gov/sites/default/files/RAISE_SGRG/NatlStrategyFamCaregivers_ActionsSCO.pdf https://acl.gov/sites/default/files/RAISE_SGRG/NatlStrategyFamCaregivers_ActionsSCO.pdf https://acl.gov/sites/default/files/RAISE_SGRG/NatlStrategyFamCaregivers_FirstPrinciples.pdf https://acl.gov/sites/default/files/RAISE_SGRG/NatlStrategyFamCaregivers_FirstPrinciples.pdf https://www.whitehouse.gov/briefing-room/presidential-actions/2021/01/20/executive-order-advancing-racial-equity-and-support-for-underserved-communities-through-the-federal-government/ https://www.whitehouse.gov/briefing-room/presidential-actions/2021/01/20/executive-order-advancing-racial-equity-and-support-for-underserved-communities-through-the-federal-government/

Family caregiver populations to be addressed

Each primary grantee and their partners will be expected to focus their activities on all populations of family caregivers addressed by Title III E and VI-C. Additionally, grantees will be expected to identify opportunities to tailor approaches to family caregiving populations not directly supported by the program (e.g., adult family caregivers under age 55 providing supports to persons with disabilities under the age of 60), but for whom such program innovations might prove useful.

Priority Area for Project Activities

The grantee (and their partners) funded under this NOFO will undertake a range of technical assistance, training, and capacity building initiatives, each of which will be grounded Goal 4 of the Strategy: strengthening financial and workplace security of family caregivers.

Applicants should describe how they, along with their partners, will advance the field of family caregiver recognition, assistance, inclusion, support, and engagement in the priority area described above. Applicants should describe how they will ascertain and leverage the strengths that exist within and across the aging and tribal services networks, including how they will collect, curate, and disseminate information across the networks, as well as identify opportunities to fill gaps in capacity where identified. Next, applicants will propose how they will forge innovations and break new ground to advance the financial and workplace security of family caregivers.

IMPORTANT: Given the specificity of the topic to be addressed, ACL anticipates that the entity to be funded will be one that possesses the understanding of, and capacity to address, the range of issues associated with financial and workplace security for family caregivers.

PRIORITY AREA DESCRIPTION

Priority Area: Strengthening financial and workplace security

Number of awards: One cooperative agreement

Funding level: up to $750,000 per year, for four years, pending the availability of federal funds

Family caregiving can be an expensive undertaking for many. It can also be difficult to balance caregiving responsibilities with work outside the home. Personal finances, future financial stability, and workplace considerations are often a great source of stress for many family caregivers. According to the Strategy, “many family caregivers are concerned about their ability to accommodate the needs of the person receiving support (including costs associated with health care, health supplies and equipment, housing, and support services) as well as their own financial and workplace security, now and into the future.” (National Strategy to Support Family Caregivers, Page 70)

Through this project, ACL seeks to increase awareness of – and access to – the resources available to address financial and workplace security for family caregivers, as well as identify unmet needs. Applicants must demonstrate the understanding, expertise, and capacity for developing and undertaking activities such as (but not limited to):

• Gathering, analyzing, developing, and disseminating employee/employer-focused tools and resources for supporting employed family caregivers;

• Identifying and disseminating planning resources for family caregivers and care recipients;

• Curating and disseminating information on affordable long-term services and supports

• Developing, testing, and broadly disseminating employer awareness and training programs

• Other activities and initiatives to promote greater financial and workplace security for family caregivers.

To be successful in achieving the objectives of this priority area, a unique partnership of organizations with backgrounds and expertise in such areas as financial planning, employment, employment law, legal services, human resources, and related disciplines will be necessary; this likely will include organizations not typically considered part of the aging or caregiver support networks. The strongest proposals will be those that employ a variety of approaches for understanding the needs and possible solutions for testing, as well as multi-faceted methods of technical assistance and capacity building that are tailored to ensure maximum uptake by the aging, kinship, and tribal services networks and their partners.

Applicants should thoroughly describe their approaches for achieving the overarching goals and objectives of this priority area while addressing each of the “Additional Application Elements and Considerations” described below.

Additional Application Elements and Considerations

The following additional application elements and considerations will be incorporated by reference into the terms and conditions of each Cooperative Agreement and their associated Notices of Award (NOAs). Applicants should be aware of, and discuss in their applications (where appropriate), the following additional elements and considerations for their projects:

Using the 2022 National Strategy to Support Family Caregivers as a Framework

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. The Strategy is an important first step in towards that goal and should be used the organizing framework and guide for applicants to this NOFO. Applications will be scored, in part, on the degree to which proposed approaches to technical assistance and capacity building are grounded in the principles and concepts contained in the Strategy.

Organizational Capacity and a National Scope

Applicants must demonstrate the organizational expertise and capacity to apply multi-faceted, comprehensive approaches in their efforts in their chosen area of focus. Most importantly, applicants must demonstrate (and commit to) conducting their work on a national level. Further, applicants should demonstrate expertise, either directly or by partnering with subject matter experts and/or awarding sub-contracts, and sub-grants, to carry out the desired activities outlined in this funding opportunity. Applicants will be reviewed and scored, in part, on how well they demonstrate such expertise and/or how they propose to ensure it is available throughout the life of the project, and:

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

• Work effectively with all other grantees/contractors on this project, as well as the stated target audiences, to achieve desired outcomes;

• Employ efficient and effective strategies that maximize available resources, including technology, while ensuring measurable reach and impact of technical assistance; and

• Ensure sustainability of all activities once federal funding ends.

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 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 sub-grantee/subcontractor progress, and ensuring successful completion of all tasks.

Mandatory Post-Award Project Planning and Alignment Period

The grantee selected from this NOFO will be expected to engage in a mandatory post-award project planning and alignment period. During this period, the grantee and their partners will collaborate with ACL program staff, the grantees funded under NOFO, HHS-2023-ACL-AOA- CGPS-0058, and other technical assistance entities where appropriate to, (at a minimum) finalize and align the workplan; conduct environmental an scan if needed; formalize partnerships and execute subcontracts and/or MOUs with partner organizations; onboard and orient new staff as may be necessary; and finalize evaluation plans. The ACL program officer(s) will work closely with the grantee to ensure successful completion of this planning period and will provide written notification confirming such completion, which will indicate that project implementation may begin.

Cross-collaboration and coordination with other technical assistance efforts

As a new, high-visibility initiative to operationalize the principles and actions outlined in the Strategy, all parties in this initiative (e.g., grantees, sub-grantees/contractors, and their partners) will become key resources in further development and strengthening of programs and services in both the NFCSP and NACSP. Therefore, close collaboration between the four previously funded grantees, ACL, and other partners to the project as they may come on board should be anticipated in the execution of work plans and related activities to ensure their efforts have a common focus, theme and aligned purpose. Such collaboration and alignment will be achieved and maintained through regular communication and information sharing.

Additionally, given the range of considerations for effective recognition and support of family caregivers, it is expected that all parties to this initiative will align their efforts and look to foster collaborations with other technical assistance initiatives (both ACL-funded and non-ACL-funded), including (but not limited to):

• 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) https://acl.gov/programs/direct-care-workforce https://www.gksnetwork.org/ https://holocaustsurvivorcare.jewishfederations.org/ https://acl.gov/programs/diversity-and-cultural-competency/oaec

• National Center for Advancing Person-Centered Planning and Services

• Bridging Aging and Disabilities Networks at NACDD;

• 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, ACL established the Grandfamilies and Kinship Support Network: A National Technical Assistance Center, (the TA Center).

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, 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 SMEs 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.

Methods of technical assistance, capacity building, and information dissemination

The strongest proposals will be those offering a variety of approaches to delivering technical assistance and supporting capacity building within the chosen priority area and with the intended audiences. Technical assistance modalities should be varied with respect to their design and delivery and may include (but are not limited to):

• Learning collaborative(s)

• E-learning programs, discussion platforms, self-directed learning programs

• Webinars, online/web-based materials

• Resource hubs and information clearinghouse

• Listening sessions, focus groups, town halls, etc.

• Training materials and curricula https://ncapps.acl.gov/ https://nacdd.org/bridging-aging-and-disability/ 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.gksnetwork.org/ https://www.gu.org/ https://www.gksnetwork.org/partners/

• Research synthesis and translation to technical assistance

• White papers, implementation guides and other printed materials as appropriate

ACL anticipates that the grantee will develop and employ a robust and far-reaching dissemination strategy designed to ensure that project information, existing federal resources, best practices, and other information are available and shared broadly. Applicants should describe their dissemination plans and articulate the methods (e.g., electronic/web-based, in-person, print, etc.) by which such activities will occur.

Website and Web presence

ACL expects all products and related materials developed and disseminated by the grantee to remain widely available and indefinitely, once federal funding ends. In that regard, ACL will design and host the website dedicated to this initiative. This site will serve as the primary vehicle for presenting and organizing public-facing information. The grantee will be expected to collaborate with ACL and other partners and contractors in the initiative on the development, review and posting of all information to the website.

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 Outcomes

ACL expects to see outcomes proposed which seek to advance the capacity of the 56 state and territorial agencies on aging, tribes and tribal entities, area agencies on aging, local aging services providers and, where appropriate and resources permit, state developmental disabilities networks, to address the workplace and financial security of family caregivers. Applicants should carefully consider the outcome (or outcomes) they intend to propose and ensure they are both specific and measurable.

Project Evaluation

Projects of this scope, visibility, and reach are expected to achieve measurable results and have lasting impact. Therefore, the grantee should anticipate substantial involvement by the ACL program officer, with input from the ACL Office of Performance and Evaluation in the finalization of their evaluation, per the terms of the cooperative agreement. In this regard, applicants should focus on developing a broad evaluation framework, with the understanding that it will be finalized during the post-award project planning and alignment period (described above) and with considerable input from ACL.

Project Sustainability

ACL expects to realize tangible, measurable and sustainable outcomes from grantee and their 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 for the project’s sustainability beyond the period of federal funding is included and appears feasible and likely.

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

II. Award Information Funding Instrument Type:

CA (Cooperative Agreement) Estimated Total Funding:

$750,000 Expected Number of Awards:

Award Ceiling:

$750,000 Per Budget Period

Award Floor:

$300,000 Per Budget Period

Length of Project Period:

48-month project period with four 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 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 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 all work products and other project deliverables and processes.

• Establish and maintain the website for the curation, dissemination and maintenance of all products and deliverables associated with this project.

• Establish branding for the collective project and lead development of branding of public-facing materials and activities.

• 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:

• 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.

• In collaboration with the ACL program officer, the other grantees funded under this

NOFO, and other entities as determined by the ACL program officer, participate in, and successfully complete a post-award planning period, as described in “Mandatory Post- Award Project Planning and Alignment Period” section of the NOFO

• 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;

• Use the ACL-developed website as the primary means by which all project-related materials, information, resources, etc., are disseminated and made available for use by the public;

• Collaborate with ACL on the identification and selection of steering committee (if established) members 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.

ACL will 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 via 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.

III. Eligibility Information

1. Eligible Applicants 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.”

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.

Priority will be given to national organizations ( including faith and community-based organizations and tribal organizations that demonstrate the capacity to work at the national level), that are dedicated to improving the recognition, assistance, inclusion, support, engagement and understanding of the issues and concerns associated with this NOFO, including family, tribal and kinship family caregivers (as defined in the Older Americans Act of 1965, as amended) and those whom they support. For the purposes of this competition, national organizations are defined as those entities established with headquarters and administration for an organized group of bodies (local chapters, affiliates, faith- and community-based and tribal organizations).

Applicants must demonstrate that they have experience and a proven track record in promoting improvements in family caregiver financial and workplace security, providing technical assistance related to the same, and partnering with key national stakeholder groups involved in the matters related to this NOFO.

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.

For awards that require matching or cost sharing by statute, recipients will be held accountable for projected commitments of non-federal resources (at or above the statutory requirement) in their application budgets and budget justifications by budget period, or by project period for fully funded awards. 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 provide the statutorily required matching or cost sharing amount (and any voluntary committed amount in excess) 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

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.

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 project’s proposed focus is on the priority area described in the NOFO; and

Federal Funds Requested X Match Percentage / Inverse Match Percentage

Minimum Match Requirement

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

($100,000 X 25%) / (75%) $33,333

($100,000 X 35%) / (65%) $53,846

($100,000 X 45%) / (55%) $81,818

• The project’s proposed activities are national in scope.

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

• Applications must be submitted electronically via 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 40…