Foa_Content_of_HHS-2025-ACL-CIP-MPRC-0031.pdf

Administration for Community Living

Center for Innovation and Partnership

Senior Medicare Patrol (SMP) Resource Center

HHS-2025-ACL-CIP-MPRC-0031

07/30/2025

Table of Contents Executive Summary

Additional Overview Content/Executive Summary

I. Funding Opportunity Description

Overview of the SMP Program

The Role of the SMPRC

SMPRC Functional Themes

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:

Center for Innovation and Partnership Funding Opportunity Title:

Senior Medicare Patrol (SMP) Resource Center Funding Opportunity Number:

HHS-2025-ACL-CIP-MPRC-0031

Primary CFDA Number:

93.048 Due Date for Letter of Intent:

07/10/2025 Due Date for Applications:

07/30/2025 Date for Informational Conference Call:

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 Mission of Senior Medicare Patrol

The mission of the Senior Medicare Patrol (SMP) program is to empower and assist Medicare beneficiaries (hereafter known as enrollees), their families, and caregivers. The SMP program empowers enrollees to prevent, detect, and report health care fraud, errors, and abuse through outreach, counseling, and education. The increased awareness and understanding lowers the risk of economic and health-related consequences associated with Medicare fraud, errors, and abuse. There are 54 SMP grant projects, including all 50 states, the District of Columbia, Puerto Rico, U.S. Virgin Islands, and Guam. With this funding opportunity, the Administration for Community Living (ACL) seeks a single cooperative agreement to operate the SMP Resource Center (SMPRC). SMPRC will provide training, technical assistance, and other activities to support the 54 state projects and the SMP program nationally.

ACL anticipates awarding one (1) 3-year cooperative agreement at the federal funding level of $1,500,000 during the first year and $1,000,000 in each remaining year, pending availability of federal funds.

I. Funding Opportunity Description

Overview of the SMP Program The Department of Health and Human Services (HHS) Office of Inspector General (OIG) estimates that Medicare loses billions of dollars each year due to fraud, errors, and abuse. This drains the Medicare trust funds and threatens the health and financial wellbeing of Medicare enrollees. Identifying and preventing Medicare fraud, errors, and abuse is vitally important to the financial security of Medicare enrollees and the Medicare program.

The Health Insurance Portability and Accountability Act of 1996 (HIPAA) established a national Health Care Fraud and Abuse Control (HCFAC) Program designed to coordinate federal, state, and local law enforcement activities with respect to health care fraud and abuse.

This successful program continues to protect enrollees by identifying and prosecuting the most egregious instances of health care fraud and preventing future fraud and abuse. As a partner in these fraud control initiatives, ACL receives HCFAC funding for the Senior Medicare Patrol (SMP) program.

The SMP Program includes 54 project grantees in all US states, the District of Columbia, Puerto Rico, U.S. Virgin Islands, and Guam. SMP staff and volunteers empower and assist Medicare enrollees, their families, and caregivers to prevent, detect, and report health care fraud, errors, and abuse through outreach, counseling, and education.

The Role of the SMPRC The ever-evolving nature of the Medicare program and the broader health insurance landscape has reinforced the need to protect Medicare enrollees through intensive fraud prevention services provided by the SMPs, partners, and team members. The goal of the SMPRC is to maximize the effectiveness of the SMP Medicare fraud prevention outreach and education efforts by serving as a central source of information, expertise, and technical assistance. In addition, the SMPRC increases national SMP visibility by ensuring a fully consolidated, national approach to reaching Medicare enrollees with SMP messages.

SMPRC Functional Themes Applicants for this funding opportunity should focus their program narrative on describing how they will provide support and technical assistance to SMP project grantees’ work toward achieving the programmatic strategic themes outlined in the FY2023 SMP Base Grant Funding Opportunity Announcement. These themes are further developed for SMPRC focus below:

1. Team Member and Enrollee Education: The SMPRC will support the SMP network’s efforts to provide group education and one-on-one assistance to Medicare enrollees on a statewide basis.

2. Workforce Development: The SMPRC will support the SMP network’s efforts to recruit, train, and retain a sufficient and effective workforce ready to provide high quality education and inquiry resolution.

3. Operational Excellence: The SMPRC will support the SMP network’s efforts to monitor and assess SMP results on operational and quality measures.

4. Innovation and Partnership: The SMPRC will support SMP network’s efforts to position SMP to respond to changes in the programmatic landscape.

Applicants should provide plans to monitor the impact of their technical assistance to ensure they have achieved their goals.

SMP Strategic Program Theme 1: Team Member and Enrollee Education

Objectives:

A. Consistently and confidentially provide accurate, objective, and comprehensive information and technical assistance to support the SMP network with prevention, detection, and reporting of Medicare fraud, errors, and abuse.

B. Promote awareness, knowledge, and visibility of the SMP program.

The SMPRC will support this objective by gathering, preparing, and providing relevant materials to empower and assist Medicare enrollees, their families, and caregivers. They will do so through training and technical assistance to SMP project grantees in support of their efforts to provide enrollee counseling that is consistent, confidential, accurate, objective, and comprehensive. The SMPRC will, in coordination with ACL, produce and disseminate materials that will promote awareness, knowledge, and visibility of the program nationally.

Enhance Health Care Fraud-Related Content Knowledge of the SMP Network

The development and dissemination of SMP subject matter expertise (SME), training, and materials is a core function of the SMPRC. The SMPRC must provide standardized, expert information and access to resources that assist SMP team members in obtaining and maintaining competency in a variety of areas included below. Applicants should provide a plan to:

• Ensure SMPRC remains abreast of current developments in Medicare, health care fraud trends, and related enrollee issues.

• Provide subject matter expertise (SME) to assist with a wide range of Medicare enrollee needs including understanding of complicated health care fraud, error, and abuse cases and trends.

https://apply07.grants.gov/apply/opportunities/instructions/PKG00278811-instructions.pdf https://apply07.grants.gov/apply/opportunities/instructions/PKG00278811-instructions.pdf

• Facilitate peer-to-peer learning and SMP network sharing of effective materials, resources, and practices.

• Develop and disseminate training materials and curriculum regarding Medicare and related benefits; healthcare fraud, errors, and abuse; and processes for handling Medicare fraud complaint resolution. These may include online training courses, web-based tools, social media materials, fact sheets, etc.

• Solicit input from ACL and the SMP network on SME needs and requirements and propose solutions to the challenges identified.

Develop and Adhere to an Integrated Communications Strategy

Clear and informative communication with and between the SMPs, ACL, and the public is central to the success of the SMP program. The SMPRC should act as the main information and resource clearinghouse for the network to facilitate communication by proactively work with ACL to further the SMP message nationally. Communication strategies should include:

• Provision of timely information based on input from the SMP network to be used in planning technical assistance, training, and other support activities to ACL.

• Promotion of national partnerships as well as the development and dissemination of outreach and education materials to assist the SMPs in their efforts to ensure high-quality and person-centered service delivery. The information shared should leverage knowledge and resources that were developed by fellow ACL Resource Centers.

• Development and dissemination of information, strategies, materials, and approaches that will enable more effective reach to Medicare enrollees, their families, and caregivers within the community.

• Development and maintenance of a comprehensive and user-friendly SMPRC website that:

o Provides public facing information to improve knowledge of SMP projects and activities, including access to an online SMP locator tool to provide users quick and easy access to their state SMP projects.

o Serves as a secure SMP resource library and tool clearinghouse where SMPs and their team members can access materials, tools, resources, and information developed by the SMPRC, other SMPs, and partners.

• Maintenance of a national toll-free phone number to connect callers to their local SMP.

• Creation and distribution of a regular newsletter for the SMP network to provide up-to-date information to SMP staff and team members on fraud trends, updates from ACL, CMS, and other federal partners, and/or best practices from SMPs across the country.

• Creation and promotion of media and outreach templates, including social media, for use by SMP projects to use in their marketing campaigns, including brochures and other materials.

• Increase national exposure of SMP program through participation in webinars, publications, presentations, and partnerships. Venues for this may include National Health Care Anti-Fraud Association Annual Training Conference, American Association of Service Coordinators Conference, US Aging Annual Conference, and other related national and regional gatherings.

• Demonstrate the ability to develop and disseminate materials that can be easily understood, including those with limited literacy and those for whom English is a second language.

Testing New Technologies to Improve SMP Fraud Prevention Messaging

In FY 2025 ACL received one-time funding to explore technologies to improve SMP fraud prevention messaging to Medicare enrollees, their families, caregivers, and the public. This includes:

• Conducting research on innovative communication strategies to increase Medicare enrollee understanding and retention of fraud prevention messaging.

• Identifying and leveraging new technologies available to push messaging to Medicare enrollees, their families, and caregivers.

• Pilot testing the identified communication strategies and technology with a sub-set of the SMP state project grantees.

With this funding opportunity ACL is making an additional $500,000 available to the SMPRC awardee to conduct this work and testing only available for the first year of the grant. Applicants should detail plans to research communication strategies, identify technology options, and plan a pilot with a subset of the SMP project grantees.

Note: The SMPs in the pilot testing do not need to be identified at the time of this application. ACL will work with the SMPRC awardee to identify SMP participants.

SMP Strategic Program Theme 2: Workforce Development

Objective: Support SMP project grantees to recruit, train, and retain a sufficient and effective workforce ready to provide high quality education and inquiry resolution.

The SMPRC will support this objective by collecting, preparing, and leveraging learning materials, best practices, and SME to recruit, train, and retain a healthy and capable SMP workforce. Applicants should include plans to:

Support Team Member Recruitment

The SMPRC will support SMP efforts to increase the number paid and volunteer counselors.

SMPRC support should include:

• Developing partnerships with national and state associations with large membership and/or volunteer bases to recruit SMP team members.

• Developing a special recognition for SMP recruitment and training of new team members.

• Developing a media campaign for SMP that includes avenues for team members recruitment.

Support Team Member Training

The development of training materials and curricula are a central focus of the SMPRC.

Specifically, applicants should provide detailed plans to support SMP team members nationally including:

• Developing new materials to enhance team member training support. This may include soliciting input from SMPs, gathering, synthesizing, and finalizing new and updated materials, disseminating materials, and conducting webinars and self-paced trainings.

• Providing support for new and experienced SMP directors and team members through training, technical assistance, and mentoring.

• Providing role-specific manuals, kits, job aids, self-paced trainings, and online assessments to support new and existing team member training.

• Providing in-depth training and support for team members who process complex individualized assistance to fully understand the SMP casework process.

• Demonstrating strong SME in Medicare and healthcare fraud, errors, and abuse.

Support Professional Wellbeing of the SMP Network

The SMP network may at times experience interpersonal challenges in their work serving the public good. The SMPRC should support the SMP network with resources that encourage professional and emotional wellness. This could include materials or training on professional boundaries; burn out; managing interactions with high needs individuals; recognizing enrollees in greatest economic and/or social need; self-care; recognizing when a colleague is in emotional distress; and knowing where to go for help when faced with these challenging situations.

Applicants should describe plans to find, collect, and disseminate valid and reliable information of this type to be used by the SMP project grantees and the broader SMP network. In addition, applicants should provide a plan to utilize subject matter SME to develop materials and ongoing learning opportunities.

SMP Strategic Program Theme 3: Operational Excellence

Objective: Develop and strengthen the program structure and organization, including processes and procedures, to enable effective and efficient operations.

The SMPRC will support this objective by helping SMPs develop and strengthen their program structures and organization, including overarching processes and procedures. Applicants should outline efforts to assist grantees in accessing data in the SMP data system and utilizing the SMP performance measures data to inform program decisions. Plans should ensure timely, responsive, integrated support of the SMP program that promotes and enhances the efficiency of program operations and the quality of SMP results.

Support Management of Team Members

The ACL Volunteer Risk and Program Management (VRPM) framework provides a standard set of expectations and tools to mitigate programmatic risk and improve team member recruitment and management practices. SMPs are required to incorporate VRPM into their programs. Though this set of materials was designed to decrease and manage risks specifically related to volunteers, most VRPM sections apply to all program team members regardless of paid status.

Applicants should provide plans to encourage and assist SMP grantees with VRPM through training, technical assistance, and resource development. Applicants should provide a plan to:

• Assist with the analysis of current VRPM expectations to determine necessary updates or development of additional elements based on SMP network needs.

• Encourage and assist SMP grantees with continued implementation of the VRPM requirements.

• Provide specific SMP approaches, roles, and activities to improve and enhance the quality of team member program management.

• Gather SMP input, disseminate tools or written products, and host webinar trainings for the SMP network.

• Facilitate communication with state SMP staff to ensure trusted working relationships, up-to-date national contact information, and improved SMPRC understanding of state VRPM successes and challenges.

Utilization of the SMP Data System

ACL contracts with IT specialists responsible for the development, maintenance, and implementation of the data system also known as the SMP Information and Reporting System (SIRS). The SMPRC should provide ongoing feedback, data validation activities, and quality assurance testing on all aspects of the data system, including software features and system training materials. The SMPRC should support the SMP network by providing SIRS training materials and webinars in conjunction with ACL and the IT specialists involved in the project.

Applicants should describe how they will partner with ACL in the development of a training plan based on the needs of the end users of the system. Applicants should provide a plan to:

• Provide continued and targeted quality assurance testing on SMP data system including providing comprehensive feedback on system changes and enhancements to ACL and its contractor(s).

• Development of training tools and products to be used by the SMP and continuous online training for all levels of users including proposing methods for enhancing their working knowledge of the data system.

• Provide high-quality support, one-on-one technical assistance, and training for SMP projects and team members on use of the SIRS data system to resolve inquiries and track SMP OIG Report data.

• Assist ACL with identifying efficiencies, disseminating best practices, and streamlining processes related to data entry and casework processing.

Technical Assistance in Support of SMP Performance Measures

In conjunction with ACL, the SMPRC should offer regular trainings about SMP Performance Measures including how the measures, along with data validation and quality assurance efforts, can be used to improve program management. As with other aspects of this funding opportunity, the SMPRC should be prepared to collect, develop, and disseminate best practices and other technical assistance materials to assist SMPs with the implementation and management of the SMP Performance Measures. Applicants should provide a plan to:

• Provide support, technical assistance, and training for SMP grantees about performance measures including demonstrating use of the performance measures for program monitoring and improvement.

• Conduct data validation and quality assurance efforts as part of the OIG Report data review and throughout the year

• Collect, develop, and disseminate best practices and other technical assistance materials to assist SMPs with the management of the SMP Performance Measures and complex cases.

Facilitate Ongoing Grantee Needs

The SMPRC will offer ongoing and annual opportunities for grantees to provide feedback on their needs and overall experience. Results of these quality assurances will be synthesized, and recommendations utilized, as appropriate. Applicants should provide a plan to:

• Develop and implement a plan to determine SMP grantee need and a plan to address these needs.

• Offer feedback and evaluation opportunities related to specific resources and educational offerings.

• Monitor impact of technical assistance provided with quantitative and qualitative data to better understand progress toward goals.

• Obtain grantee feedback on SMPRC quality, accessibility, and satisfaction with SHIP TAC offerings including materials and services.

SMP Strategic Program Theme 4: Innovation and Partnership Objective: Promote adaptable and sustainable processes and activities to position the SMP for changes in the programmatic landscape.

The SMPRC should support project grantees as they position themselves for changes in the following areas:

• Gathering, compiling, and disseminating examples of unique, innovative, and effective counseling, training, outreach, or program strategies used by SMPs in an effort to support prevention, detection, and reporting.

• Establishing partnerships with related network agencies, and national anti-fraud associations and organizations.

• Serving as access points for beneficiary education and information.

• Providing online education and counseling.

• Leveraging resources to increase reach.

• Monitoring data reporting and quality assurance.

• Identifying and supporting grantee short- and long-term sustainability strategies through workforce changes (or program leadership changes) to ensure continuation of the project’s goals and efforts to achieve desired outcomes.

• Propose innovative approaches to enhance consistent, effective processing of beneficiary complaints (complex interactions) received by SMP projects, to include well-managed and documented referrals to HHS-OIG, the Centers for Medicare & Medicaid Services (CMS), and other appropriate entity.

Collaborate with ACL Resource Centers

ACL funds several resource and technical assistance centers focused on a variety of specialized topics and programs. Examples include the State Health Insurance Assistance Program Technical Assistance Center, the National Center for Benefits Outreach and Enrollment, No Wrong Door (NWD) System Initiative, National Center on Law and Elder Rights (NCLER), and the National Center on Elder Abuse. While each center has its own mission, focus, and/or special target population it is important for each to work together on collaborative efforts that are mutually beneficial to support the work being done by all. This allows each to benefit from the specialist SMEs found within each group throughout the network. Applicants to this funding opportunity should provide a plan to work collaboratively with the other ACL resource centers to help enhance the capacity of all.

Statutory Authority HIPAA of 1996 (PL 104-191)

II. Award Information

Funding Instrument Type:

CA (Cooperative Agreement) Estimated Total Funding:

$1,500,000 Expected Number of Awards:

Award Ceiling:

$1,500,000 Per Budget Period

Award Floor:

$0 Per Budget Period

Length of Project Period:

36-month project period with three 12-month budget periods Additional Information on Project Periods and Explanation of 'Other' The terms and conditions for this cooperative agreement are as follows and will be incorporated by reference in the Notice of Award (NOA). ACL anticipates awarding one (1) 3-year cooperative agreement at the federal funding level of $1,500,000 during the first year and $1,000,000 in each remaining year, pending availability of federal funds.

COOPERATIVE AGREEMENT

This award will be a new cooperative agreement. ACL will be substantially involved in SMPRC activities. The terms and conditions of the agreement will be included in the Notice of Award (NOA), which is subject to modification by either party as listed below.

The terms and conditions for this cooperative agreement are as follows:

ACL will carry out the following activities for the cooperative agreement as listed below:

1. Perform the day-to-day federal responsibilities of managing a grant initiative and work with the grantee to ensure that the necessary requirements for the grant are met.

2. Assist the grantee project leadership in understanding the direction and priorities of ACL by conducting periodic briefings and by carrying out ongoing consultations.

3. Work cooperatively with the grantee to clarify the programmatic and budgetary issues to be addressed by the project. If issues are identified, work with the grantee to revise the project work plan, detailing expectations for major activities and products during the 60-month grant.

4. Provide guidance to the grantee, as necessary, in making sub-awards (i.e., sub-grants/contracts) as permitted in this funding opportunity announcement.

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

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

7. 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.

8. Attend and participate in major project events as appropriate.

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

1. Collaborate with ACL for any in-scope modifications and execution of the work plan, initially within 45 days of the award.

2. Participate in ACL education and communication activities, including required teleconferences, webinars, and monthly meetings to discuss grant-related activities and programmatic budgetary concerns.

3. Coordinate and consult with the ACL project officer frequently on meetings, events, and projects impacting the administration and/or service delivery of project activities.

4. Participate in training opportunities. A portion of this grant award shall be designated for travel expenses to these events:

o Attend the OHIC National Conference and New Director Training – The grantee is required to send an adequate number of staff to both events annually. Attendees may be the Center Director and any other staff that would be deemed necessary for full participation in the event. The grantee should expect to help with planning and presenting as well.

o Send appropriate staff to other pertinent trainings provided by ACL, CMS, or other federal or state partners to ensure a comprehensive understanding of the grant expectations and knowledge needed to appropriately manage the grant.

o Apply to, present at, and send representation to national conferences such as National Healthcare Antifraud Association Annual Training Conference, American Association of Service Coordinators Conference, USAging Annual Conference, and other related national gatherings.

5. Share information with ACL, SMP grantees, national, state, and local partner organizations, and other entities as appropriate.

6. Work with the ACL project officer to evaluate performance results reported semiannually and jointly develop strategies to address areas requiring improvement.

7. Use the following language when issuing statements, press releases, requests for proposals, bid solicitations, and other ACL supported publications and forums describing projects or programs funded in whole or in part with ACL funding:

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

• This [project/publication/program/website, etc.] [is/was] supported by the Administration for Community Living (ACL), U.S. Department of Health and Human Services (HHS) as part of a financial assistance award totaling $XX with XX percentage funded by ACL/HHS and $XX amount and XX percentage funded by non-government source(s). The contents are those of the author(s) and do not necessarily represent the official views of, nor an endorsement, by ACL/HHS, or the U.S. Government.

8. Submit resumes of potential key staff hired as detailed under HHS grants prior approval requirements.

9. Ensure all products and deliverables are accessible and 508-compliant before public release.

10. Create and distribute a regular newsletter for program team members. The newsletter should include information to ensure comprehensive understanding of grant administration and expectations, updates from ACL, CMS, and other federal partners;

and/or learn best practices from peers across the country.

III. Eligibility Information

1. Eligible Applicants 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.

2. Cost Sharing or Matching Cost Sharing / Matching Requirement:

No 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.

3. Responsiveness and Screening Criteria Application Responsiveness Criteria

Applications that do not meet the following responsiveness criteria will be administratively eliminated and will not be reviewed. The successful applicant will be an organization that meets the following criteria:

1. Demonstrated knowledge of the SMP program and expertise in Medicare policy and health care fraud issues.

2. Demonstrated experience in working with state aging agencies, state health and public health agencies, community-level aging service provider organizations, and community health provider organizations.

3. Demonstrated expertise in team member management, including risk assessment and recruitment, training, and retention.

4. Demonstrated expertise in providing technical training and support to professionals.

5. Demonstrated organizational capacity to provide support to 54 SMP project grantees.

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

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

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

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

3. The Project Narrative must not exceed 20 pages. Project Narratives that exceed 20 pages will have the additional pages removed and only the first 20 pages of the Project Narrative will be provided to the merit reviewers for funding consideration. NOTE: The Project Work Plan, Letters of Commitment, and Vitae of Key Project Personnel are not counted as part of the Project Narrative for purposes of the 20-page limit.

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

IV. Application and Submission Information

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

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

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

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

Eastern Time.

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

• All applicants must have a UEI and be registered with the System for Award Management (SAM, www.sam.gov) and maintain an active SAM registration 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:

SAM.GOV Quick Start Guide for Financial Assistance Registrations.

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.

https://www.grants.gov/ mailto:support@grants.gov https://www.grants.gov/ http://www.sam.gov/ https://www.fsd.gov/sys_attachment.do?sys_id=54e0016fdb3bbd90a8cb4a3913961934

• You must submit all documents electronically, including all information included on the SF424 and all necessary assurances and certifications. In accordance with the Federal Government’s efforts to reduce reporting burden for recipients of federal financial assistance, the general certification and representation requirements contained in the Standard Form 424B (SF-424B) – Assurances – Non-Construction Programs, and the Standard Form 424D (SF-424D) – Assurances – Construction Programs, have been standardized federal-wide. Effective January 1, 2020, the updated common certification and representation requirements will be stored and maintained within SAM.

Organizations or 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

Rebecca Kinney

Center for Innovation and Partnership

Office of Healthcare Information and Counseling

Phone Number: (202) 795-7375

E-mail: rebecca.kinney@acl.hhs.gov

2. Content and Form of Application Submission

Letter of Intent Number of Days from Publication 10

07/10/2025 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:

Department of Health and Human Services, Administration for Community Living

Rebecca Kinney

Center for Innovation and Partnership

Office of Healthcare Information and Counseling

Phone Number: (202) 795-7375

Email: rebecca.kinney@acl.hhs.gov https://www.grants.gov https://www.grants.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 15 to 20 pages; 20 pages is the maximum length allowed. Project Narratives that exceed 20 pages will have the additional pages removed and only the first 20 pages of the Project Narrative will be provided to the merit reviewers for funding consideration.

The Project Work Plan, Letters of Commitment, and Vitae of Key Personnel are not counted as part of the Project Narrative for purposes of the 20-page limit, but all of the other sections noted below are included in the limit. A new requirement for all Project Narratives is a section that explains the experience of the project team.

The sample components of the Project Narrative counted as part of the 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 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 particular problem or issue the proposed intervention is designed to address, including how the project will potentially affect older adults and /or people with disabilities, their families, and caregivers as well as the health care and social services systems.

Goals and Objectives This section should consist of a description of the project’s goal(s) and major objectives. Unless the project involves multiple, complex interventions, we recommend you have only one overall goal. The proposed project goal(s) and objectives should be reflective of the priority activities discussed in SMP Strategic Program Objectives.

Proposed Intervention This section should provide a clear and concise description of the intervention you are proposing to use to address the problem described in the “Problem Statement” and as described in the “SMPRC Functional Themes” area above. This includes addressing the items guided by the four Strategic Themes: (1) Team Member and Enrollee Education, (2) Workforce Development, (3) Operational Excellence, and (4) Innovation and Partnership. You should also describe the rationale for using the intervention, including factors such as: “lessons learned” for similar projects previously tested in your community, or in other areas of the country; factors in the larger environment that have created the “right conditions” for the intervention (e.g., existing social or economic factors that you’ll be able to take advantage of, etc.). Also note any major barriers you anticipate encountering, and how your project will be able to overcome those barriers. Be sure to describe the role and makeup of any strategic partnerships you plan to involve in implementing the intervention, including other organizations, supporters, and/or consumer groups.

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

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

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

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

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

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

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

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

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

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

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

Budget Narrative/Justification The Budget Narrative/Justification can be provided using the format included in the document, “Budget Narrative/Justification – Sample Format.” Applicants are encouraged to pay particular attention to this document, which provides an example of the level of detail sought. A combined multi-year Budget Narrative/Justification, as well as a detailed Budget Narrative/Justification for each year of potential grant funding is required.

Work Plan The Project Work Plan should reflect and be consistent with the Project Narrative and Budget. It should include a statement of the project’s overall goal, anticipated outcome(s), key objectives, and the major tasks / action steps that will be pursued to achieve the goal and outcome(s). For each major task / action step, the work plan should identify timeframes involved (including start-and end-dates), and the lead person responsible for completing the task. Please use the “Project Work Plan - Sample Template” format as a reference and resource, if desired.

Letters of Commitment from Key Participating Organizations and Agencies Include confirmation of the commitments to the project (should it be funded) made by key collaborating organizations and agencies in this part of the application. Any organization that is specifically named to have a significant role in carrying out the project should be considered an essential collaborator. For applications submitted electronically via http://www.grants.gov, signed letters of commitment should be scanned and included as attachments. Applicants unable to scan the signed letters of commitment may fax them to the ACL Office of Grants Management to fax number 202-205-0399 by the application submission deadline. In your fax, please be sure to include the funding opportunity number and your agency name.

3. Unique Entity Identifier and System for Award Management (SAM) The Grants.gov registration process can take…