hhs-2026-acl-aoa-adpi-0031_v27226.pdf

Notice of Funding Opportunity

Application due Monday, August 3, 2026

Administration on Aging

Office of Supportive and Caregiver Services

Alzheimer's Disease Programs Initiative (ADPI) - Dementia Capable Community Health Workers Opportunity number: HHS-2026-ACL-AOA-ADPI-0031

Contents

Step 1: Review the Opportunity 4

Basic information 5

Eligibility 7

Program description 9

Step 2: Get Ready to Apply 21

Find the application package 22

Get registered 23

Step 3: Build Your Application 24

Application checklist 25

Application contents and format 27

Step 4: Learn About Review and Award 42

Application review 43

Award notices 45

Step 5: Submit Your Application 46

Application submission and deadlines 47

Step 6: Learn What Happens After Award 48

Post-award requirements and administration 49

Contacts and Support 51

Before you begin 3

Appendices 54

Contents 2

Before you begin If you believe you are a good candidate for this funding opportunity, secure your

SAM.gov and Grants.gov registrations now. If you are already registered, make sure your registrations are active and up to date.

SAM.gov registration (this can take several weeks)

You must have an active account with SAM.gov. This includes having a Unique Entity

Identifier (UEI).

See Step 2: Get Ready to Apply

Grants.gov registration (this can take several days)

You must have an active Grants.gov registration. Doing so requires a Login.gov registration as well.

See Step 2: Get Ready to Apply

Apply by the application due date

Applications are due by 11:59 p.m. Eastern Time on Monday, August 3, 2026.

To help you find what you need, this NOFO uses internal links. In Adobe Reader, you can go back to where you were by pressing Alt + Left Arrow (Windows) or Command

+ Left Arrow (Mac) on your keyboard.

Before you begin 3 https://sam.gov/ https://grants.gov/

1. Review 2. Get Ready 3. Build 4. Learn 5. Submit 6. Award Contacts

Step 1:

Review the Opportunity

In this step

Basic information 5

Eligibility 7

Program description 9

Basic information Administration for Community Living (ACL)

Administration on Aging

Office of Supportive and Caregiver Services

ACL aims to better support underserved communities with the development of dementia-capable Community Health Worker programs, helping people living with dementia get the care they need to age well in the community.

Have questions?

See Contacts and

Support.

Key facts

Opportunity name:

Alzheimer’s Disease

Programs Initiative (ADPI) -

Dementia Capable

Community Health Workers

Opportunity number:

HHS-2026-ACL-AOA-

ADPI-0031

Federal assistance listing:

93.470

Cost sharing: 25%

NOFO version: Original

Key dates

Application submission deadline:

August 3, 2026

Expected award date:

September 30, 2026

Expected project start date:

September 30, 2026

See intergovernmental review for other submission processes that may apply to this NOFO.

Summary Through this Notice of Funding Opportunity (NOFO), ACL seeks to increase the number of people living with dementia (PLWD) who receive dementia-capable early detection, care navigation, and services. This program advances ACL’s caregiving priority and MAHA priorities by strengthening dementia-capable Community Health Worker (CHW) programs within the National Aging Network. These efforts aim to enhance chronic disease prevention and management, reduce risk, promote personal empowerment, and improve access to community-based care.

CHWs help improve health outcomes in communities with the highest rates of disease, disability, and death. Projects funded under this initiative will work toward the following objectives:

1. Early Detection and Care Navigation - More PLWD, year over year, screened by

CHWs will complete a referral for cognitive assessment and/or appropriate supportive services (e.g. memory loss or brain health services).

2. Service Engagement and Barrier Reduction - PLWD receiving CHW support will demonstrate increased engagement with dementia-related services.

3. Participant Well-Being - PLWD and their family caregivers will demonstrate measurable improvement in quality of life.

Area Agencies on Aging (AAAs), Federally recognized Native American Tribal Nations, and

State Units on Aging designated as single planning and service areas will lead the work.

Step 1: Review the Opportunity 5

Funding details Type: Cooperative agreement

Expected total program funding over the performance period: $5,250,000

Expected total program funding per budget period: $1,750,000

Total expected awards: 7

Funding range per applicant per budget period: $200,000 to $250,000

We plan to fund awards in three, 12-month budget periods for a three-year period of performance from September 30, 2026 to September 29, 2029.

Step 1: Review the Opportunity 6

Eligibility Eligible applicants Only these types of organizations may apply:

• Area Agencies on Aging (AAAs)

• State Units on Aging operating as a single planning and service area

• Indian Tribal, Alaska Native, and Native Hawaiian organizations receiving Federal funds to carry out Title VI programs

Other eligibility criteria N/A

Disqualifying factors We will review your application to make sure it meets these responsiveness requirements.

We won’t consider an application that:

• Is submitted after the deadline.

• Is from an individual, including a sole proprietorship, or a foreign entity.

• Is received in paper format that didn’t have a previously approved exemption from

ACL.

• Does not include the Evidence-Based/ Evidence-Informed Intervention (EBI/EII) attachment described in the Additional Funding and Application Considerations section of this Notice of Funding Opportunity (NOFO).

Application limits If you submit the same application more than once under this notice of funding opportunity (NOFO), we will only acknowledge the last on-time submission.

Cost sharing 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.

Step 1: Review the Opportunity 7

This “three-to-one” ratio is reflected in the following formula which you can use to calculate the minimum required match.

A common error applicants make is to match 25% of the Federal share, rather than 25% of the project’s total cost.

Types of cost sharing

You can meet your match requirement through any combination of:

• Cash contributed by your organization, partners, or other third parties.

• In-kind (non-cash) contributions from partners or other third parties.

• Program income cannot be applied as match.

Cost-sharing commitments

If awarded, you must provide the amount of cost-sharing funds you promised, even if you promised more than the required minimum. We put these commitments in the Notice of

Award.

If you don’t provide your promised amount, we may decrease the amount of funding we give you or use other enforcement actions.

You’ll have to include your cost-sharing funds when you fill out your federal financial reports.

Post-award requirements

Before you apply, make sure you understand the requirements that come with an award.

See Step 6: Learn What Happens After Award for information on regulations that apply, reporting, and more.

Statutory authority Older Americans Act, Title IV; Section 411

Step 1: Review the Opportunity 8

Program description This funding opportunity is informed by the U.S. Department of Health and Human

Services’ Make America Healthy Again (MAHA) strategy. MAHA focuses on preventing chronic disease, improving early identification of health needs, and reducing barriers to care, especially in underserved communities. It also highlights the importance of community-based services and evidence-based approaches to improve health outcomes.

This initiative supports those priorities by expanding dementia-capable Community

Health Worker (CHW) programs in the National Aging Network. This program also advances ACL’s top priority to support family caregivers through the work of CHWs to increase early detection of dementia, connect people to services, and address barriers that affect access to care for people living with dementia and their caregivers.

Problem The U.S. population is getting older, and many older adults have complex care needs. This is especially true for people with memory loss, who often need both paid services and support from family or friends to stay in their homes and communities. However, the demand for these supports is growing faster than what is available, and services do not always match people’s needs. This gap creates a challenge for the National Aging

Network to find new and better ways to support individuals at greatest risk for poor health.

As more people are living longer, more people are expected to develop dementia, with higher rates in communities that face barriers to care (Liu et al., 2022; NASEM, 2021).

Barriers like limited access to services, lack of local providers, or low trust in healthcare systems can delay dementia diagnosis and treatment (NASEM, 2021). These delays can lead to worse health outcomes and place greater strain on caregivers (Liu et al., 2022;

NASEM, 2021). Addressing these barriers is critical to improving outcomes and ensuring people with dementia and their caregivers can access timely, person-centered support, especially in low-income and rural communities.

Dementia-Capable CHWs As described above, more people are living with dementia, with more barriers to care, and less available support. Community Health Workers (CHWs) can help address these challenges in several ways.

• The CHW workforce is growing quickly and is expected to expand faster than many other occupations in the coming years, helping meet increasing service needs

(Bureau of Labor Statistics, 2024).

Step 1: Review the Opportunity 9

• CHWs come with unique skills and abilities. As trusted members of the communities they serve, they understand local challenges and are well positioned to help people navigate barriers to care.

• CHWs play an important role in connecting individuals and families to needed services, bringing support into communities and improving care through person-centered approaches (Schaaf et al., 2020; Thompson & Borson, 2021).

CHWs are known by different titles but share a common role. They are trusted members of the communities they serve and help reduce barriers to care in areas with high rates of illness and need (Berthold, 2016; Schaaf et al., 2020). Barriers to care may include social or geographic isolation, poverty, and limited access to support. CHWs work with individuals, families, and communities to address these challenges and to build capacity for new resources (Berthold, 2016; Schaaf et al., 2020).

ADPI is a community-based service model supporting individuals living with dementia, caregivers, and populations with complex needs like individuals living alone with dementia (i.e. no caregiver or natural supports). ADPI objectives are a good match for

CHW skills including training professionals, providing community education, delivering non-clinical direct services, and developing new resources to support people living with dementia. While it is beyond the CHW scope of practice to operate as a home health provider, they can extend health services with home visits for routine assessment, social support, and self-management skill building.

Required Activities For this program, CHWs will be operating as both service provider and service connector.

CHW directed activities MUST include but are not limited to: 1) providing community-based dementia screenings and referrals for early detection and support; 2) delivering a dementia specific Evidence Based or Evidence Informed Intervention (EBI/EII); and, 3) addressing barriers to care as they affect access, engagement, and quality of dementia services and supports.

• Community-based dementia screenings should result in service assessment and connection regardless of outcome. Participants with positive results should receive referrals and support for connecting to memory loss resources (e.g. clinical evaluation) and negative screens should receive referrals and support for connecting to brain health resources (e.g. Chronic Disease Self-Management workshop).

• EBI/EII must be dementia specific, appropriate for the population served, and delivered by CHWs.

• Because Area Agencies on Aging (AAA), State Units on Aging (SUA) operating as a single planning and service area, and Indian Tribal, Alaska Native, and Native

Hawaiian organizations receiving Federal funds to carry out Title VI programs are primary recipients for this funding opportunity, ACL expects to see CHWs operating

Step 1: Review the Opportunity 10 in tandem with the local network of aging service providers. CHW efforts should build on, and connect back to, Older Americans Act services, strengthening AAA impact and creating a continuum of care.

Optional Activities Additional activities may be performed to address gaps in community needs. However, activities must fit inside a CHW scope of practice. Common CHW roles and responsibilities include:

• Care extender: Conduct screenings and person-centered assessments, help individuals set goals and follow action plans, track progress, and work with care teams to support coordinated services.

• Capacity builder: Strengthen community connections and help advocate for resources and support to address community needs.

• Liaison to institutions: Support training for professionals on dementia care, with attention to cultural preferences and the needs of underserved populations.

• Health promoter: Provide person-centered dementia education and skills training for behavior-management, self-management, and self-care.

• Health navigator: Help individuals and families access dementia-related health and social services with follow-up to ensure services addressed needs.

• Peer coach: Offer social support while modeling dementia-capable behaviors and attitudes.

• Outreach: Share information about available resources and help individuals engage in services.

• Evaluation support: Assist with distributing and collecting surveys and other data to support program evaluation.

(Berthold, 2016; Rosenthal et al., 2016).

Training A key component of this program is workforce development. CHWs are effective because of their lived experience and strong connections to the communities they serve, but training can further strengthen their impact. Training and certification also support CHWs who want to take on more advanced or specialized roles. For these reasons, ongoing professional development is a major activity in this program. As a foundation, CHWs must receive training in:

• Core competencies (as defined by their state or other relevant authority)

• Use of a validated dementia screening tool and referral process

Step 1: Review the Opportunity 11

• Delivery of an EBI/EII

• Dementia basics and other aging-related topics

Additionally, CHWs and CHW Supervisors are expected to collaborate on developing annual training plans that support CHWs’ skill development needs and interests.

While career development opportunities may appeal to new and/or younger workers, CHW positions are also attractive options for older adults, as evident by a 2021 national survey showing 29% of CHWs are 55 years of age and better (National Association of

Community Health Workers [NACHW], 2022). Meaningful, high reward employment has shown to positively impact mental, social, financial, and physical health in older adults, and CHW programs offer just that (Baxter, 2021; National Research Council & Institute of

Medicine, 2004). With access to resources and influence in service design and delivery, CHWs are empowered to make real change in the communities they serve and live in

(Kane et al., 2016). When determining project impacts for evaluation, recipients may consider measuring change for CHWs in the following areas:

• Work and meaning.

• Burnout.

• Social well-being/ connectedness.

• Empowerment/ self-efficacy.

Program Goal and Objectives ACL’s goal for this program is to develop a person-centered workforce that improves both the quality and availability of dementia services, helping more people live well in their communities. Recipients will work toward program objectives using a milestone approach, demonstrating improvements in efficiency and outcomes year over year.

Objective 1: Early Detection and Care Linkage

More individuals screened by CHWs will complete a referral for cognitive assessment and/or appropriate supportive services (e.g. memory loss or brain health services)

Objective 2: Service Engagement and Barrier Reduction

Participants receiving CHW support will demonstrate increased engagement with dementia-related services.

Objective 3: Participant Well-Being

People living with dementia and caregivers will demonstrate measurable improvement in quality of life.

Step 1: Review the Opportunity 12

General Program Requirements In addition to requirements outlined above, applicants should also describe how they will address each of the following expectations in their proposals:

• Use of dementia specific Evidence-Based and/or Evidence-Informed Interventions

(EBI/EII).

◦ Examples of dementia-specific EBI/EIIs can be found in ACL’s National

Alzheimer’s and Dementia Resource Center’s (NADRC) paper entitled Grantee-

Implemented Evidence-Based and Evidence-Informed Dementia Interventions.

Another resource for identifying dementia-specific EBI/EII is the Best Programs for Caregiving free online database of dementia programs for family caregivers.

◦ When choosing an EBI/EII, you should consider factors such as feasibility, scalability, costs, and sustainability. ACL developed a tool, Choosing an

Evidence-Based or Evidence-Informed Intervention: Considerations to Inform

Decision-Making to assist applicants in the selection of an EBI/EII.

◦ In addition to discussing the dementia specific EBI/EII in the project narrative, you must submit a separate attachment:

▪ Naming the specific, proposed EBI/EII.

▪ Providing an overview of the EBI/EII.

▪ Confirming how the chosen program meets the definition of an EBI/EII as described in the glossary (see section Other Information) of this NOFO.

▪ If adaptations to an EBI are proposed (i.e., EII), include a description of planned modifications with permission from the program developer (if applicable).

• Expanding Services and Infrastructure.

◦ This is a direct service grant. Each project will be expected to allocate the following minimum portions of their total annual budgets to the provision of direct services:

▪ Year 1: A minimum of 25% of the total budget must be allocated to the delivery of direct services.

▪ Year 2: A minimum of 35% of the total budget must be allocated to the delivery of direct services.

▪ Year 3: A minimum of 45% of the total budget must be allocated to the delivery of direct services.

◦ A complete definition of direct service, as well as a list of qualifying services, is provided in this NOFO’s glossary (see section Other Information).

◦ It is ACL’s intention to support the development of infrastructure in the

National Aging Network, prohibiting distinct, time-limited and/or pass-through

1. Review 2. Get Ready 3. Build 4. Learn 5. Submit 6. Award Contacts

Step 1: Review the Opportunity 13 https://nadrc.acl.gov/details?search1=20221214043701 https://nadrc.acl.gov/details?search1=20221214043701 https://bpc.caregiver.org/pro/index.html#home https://bpc.caregiver.org/pro/index.html#home https://nadrc.acl.gov/details?search1=20210126080816 https://nadrc.acl.gov/details?search1=20210126080816 https://nadrc.acl.gov/details?search1=20210126080816 projects. CHW(s) should be fully integrated into the home and community-based services network.

• Participation in Technical Assistance (TA).

◦ TA is provided through a variety of activities including, but not limited to, conference calls, webinars, learning collaboratives, and one-on-one consultation.

◦ Participation in routine TA activities is expected, while TA functions to support a specific need must be requested.

• Phased Approach to Project Implementation.

◦ Planning Phase: The grantee will be responsible for refining and expanding upon the work plan, the evaluation plan, and aligning the budget originally proposed in the application, incorporating feedback given by ACL and NADRC staff. The final work plan, evaluation plan, and updated budget must be approved by ACL staff, and the grantee must upload this version into the grant record system before moving to the next phase.

◦ Implementation Phase: In this phase, the grantee takes actions described in the approved work and evaluation plans to deliver the program. During technical assistance activities, the grantee will discuss successes, challenges, and proposed adaptations for meeting goals, objectives, and core components of program objectives. ACL Program Officers will be actively involved in program implementation, sharing decision making responsibilities and providing resources, as needed.

◦ Project Conclusion: At the conclusion of projects, grantees are required to manualize implementation tools and processes for distribution to the broader community, made available on the NADRC website. All products made with grant funds will remain nonproprietary and available for use in the public domain.

• Evaluation.

◦ ADPI projects must create a plan for robust, third-party evaluation. This preliminary evaluation plan should describe anticipated outcomes for direct service activities to:

▪ People living with dementia.

▪ Caregivers.

▪ CHW(s).

◦ Third-party evaluation involves an objective, independent assessment of program outcomes. The evaluator’s role is limited to the scope defined in the evaluation plan and must remain separate from the grantee organization and project activities (including intervention development and/or implementation).

Step 1: Review the Opportunity 14

Applicants must identify their proposed evaluator and include a letter of commitment. The American Evaluation Association is one resource for locating qualified evaluation professionals.

◦ A comprehensive evaluation plan includes measurable outcomes and outputs along with methods to ensure implementation quality. Projects are encouraged to consider the use of mixed-methods approaches in their evaluation design, where appropriate, to support the identification of measurable outcomes and outputs and to promote high-quality implementation. This may include the integration of quantitative methods (e.g., surveys, pre- and post-tests, or other structured data collection tools) with qualitative approaches (e.g., interviews, focus groups, or similar techniques) to provide both measurable evidence of change and contextual insight. The selection of evaluation methods should be driven by the proposed project’s goals and context, and applicants are encouraged to propose approaches that are rigorous, appropriate, and responsive to their specific setting.

▪ Measurable (i.e. quantitative) evaluation of outcomes is required, at a minimum, for all direct service components.

▪ Satisfaction surveys at the conclusion of a program or service will NOT meet this requirement.

◦ Outcome measurement should be relevant to your project’s goals and may be developed by your evaluator. All measures should be strength-based.

Applicants may also consider tools used by previous projects, made available by ACL’s NADRC – Evaluating Dementia Services and Supports: Instrument

Resource List.

◦ In addition to discussing the evaluation strategy in the project narrative, you must submit a separate evaluation plan attachment.

▪ Writing an Effective Work Plan and Evaluation Plan – is a resource for developing an evaluation plan. Additional guidance for developing an evaluation plan and a sample template can be found on the NADRC website.

• Data collection.

◦ Recipients are required to comply with OMB approved data reporting requirements and submit reports according to the ACL developed schedule.

1. Review 2. Get Ready 3. Build 4. Learn 5. Submit 6. Award Contacts

Step 1: Review the Opportunity 15 https://www.eval.org/ https://nadrc.acl.gov/details?search1=70 https://nadrc.acl.gov/details?search1=70 https://nadrc.acl.gov/details?search1=91

Cooperative agreement terms Cooperative agreements require substantial ACL project involvement after an award is made. There are specific roles for both you and ACL.

Your responsibilities

• Fulfill all requirements of the grant initiative as outlined in this Notice of Funding

Opportunity, and implement project activities as reviewed, approved, and awarded.

All products and deliverables created during the project period must be reviewed by

ACL Project Officer prior to dissemination and/ or publishing.

• Maintain regular communication with the ACL Project Officer and/or assigned technical assistance liaison to enhance the effectiveness of activities conducted under this agreement.

• Develop and submit the following to the ACL Project Officer:

◦ Progress reports detailing lessons learned, including challenges encountered and how they were addressed.

◦ Implementation manual(s).

◦ A final independent evaluation report describing project implementation, status of goal attainment, program outcomes, and components sustained beyond the funding period, and project challenges. If evaluation activities result in the development of a journal article for peer review, a draft must be shared with, and reviewed by, the ACL Project Officer prior to submission.

• Participate in federal evaluation activities and comply with all OMB requirements for data collection and reporting, including timelines, content, and format. Submit a final, complete copy of all data developed or supported with grant funds to the ACL

Project Officer in its original format, in accordance with the HHS Grants Policy

Statement.

• Collaborate with the ACL Project Officer to review semiannual performance results and jointly develop strategies to address areas needing improvement.

Our responsibilities

• Carry out day-to-day federal grants oversite responsibilities and work with the recipient to ensure compliance with all grant requirements.

• Support recipient project leadership and partners in understanding ACL policy priorities through periodic briefings and ongoing consultation.

• Collaborate with the recipient to clarify programmatic and budgetary issues in the project.

Step 1: Review the Opportunity 16

• Provide guidance, as needed, on the development and administration of sub-awards

(e.g., subgrants or contracts), as permitted under this funding opportunity.

• Offer guidance on technical assistance and related activities necessary to achieve the goals and objectives of the grant.

• Review work products and deliverables and provide technical feedback to the grantee.

• Partner with the grantee to develop and implement evaluation and quality assurance processes that support performance measurement and continuous improvement.

After the cooperative agreement is established, either ACL or the awardee may request modifications or amendments to the agreement or its associated work plan at any time.

Any such changes will take effect upon mutual agreement of both parties, except in cases where ACL is authorized to make unilateral amendments under the Terms and Conditions of the award or applicable regulations or statutes.

Funding policies and limitations

Changes in HHS regulations

As of October 1, 2025, HHS adopted 2 CFR 200, with some exceptions included in 2 CFR

300. These regulations replace those in 45 CFR 75.

Policies

All activities proposed in your application and budget narrative must align with applicable law, including but not limited to statutes, executive orders, federal regulations, and applicable judicial holdings. Accordingly, discretionary awards shall not be used to fund, promote, encourage, subsidize, or facilitate: racial preferences or other forms of racial discrimination by the recipient, including activities where race or intentional proxies for race will be used as a selection criterion for employment or program participation; denial by the recipient of the sex binary in humans, or the belief that sex is a chosen or mutable characteristic; illegal immigration; or any other initiatives that compromise public safety.

If an application does not align, the application will not receive funding to the extent permitted by law and applicable court orders.

• We will only make awards if this program receives funding. If Congress appropriates funds for this purpose, we will move forward with the review and award process.

• Support beyond the first budget period will depend on:

◦ Appropriation of funds.

◦ Satisfactory progress in meeting your project’s objectives.

◦ A decision that continued funding is in the government’s best interest.

1. Review 2. Get Ready 3. Build 4. Learn 5. Submit 6. Award Contacts

Step 1: Review the Opportunity 17 https://www.ecfr.gov/current/title-2/part-200 https://www.ecfr.gov/current/title-2/subtitle-B/chapter-III/part-300 https://www.ecfr.gov/current/title-2/subtitle-B/chapter-III/part-300

• If we receive more funding for this program, we will consider:

◦ Funding more applicants.

◦ Extending the period of performance.

◦ Awarding supplemental funding.

• You may not use funds from this NOFO for any diversity, equity, inclusion, and accessibility (DEI and DEIA) activities. This includes:

◦ DEI- or DEIA-related research.

◦ Activities that discriminate based on race, color, religion, sex, national origin, or other protected traits.

• Under this NOFO, you can’t continue existing projects without expansion or new and innovative approaches.

• Meals are allowed only in limited circumstances linked to program activities, like during travel or when approved in advance by ACL. See Allowable Costs and

Activities, Exhibit 4: Selected Items of Cost, Meals in the HHS Grants Policy

Statement.

• There are restrictions on certain telecommunications and video surveillance equipment. See 2 CFR 200.216 to make sure this does not apply to any proposed equipment in your application.

Unallowable costs

• Construction or major rehabilitation of buildings.

• Basic research, such as scientific or medical experiments.

• For guidance on other types of costs that we restrict or do not allow, see General

Provisions for Selected Items of Costs of the Uniform Guidance, 2 CFR 200.420.

Program-specific limitations and policies

Pre-award costs are permitted only if they are necessary for the efficient and timely performance of the federal award and are authorized by the federal agency and require written approval. If the award is not ultimately made, the applicant assumes the risk and may not be reimbursed.

1. Review 2. Get Ready 3. Build 4. Learn 5. Submit 6. Award Contacts

Step 1: Review the Opportunity 18 https://www.hhs.gov/grants-contracts/grants/grants-policies-regulations/index.html https://www.hhs.gov/grants-contracts/grants/grants-policies-regulations/index.html https://www.ecfr.gov/current/title-2/section-200.216 https://www.ecfr.gov/current/title-2/subtitle-A/chapter-II/part-200/subpart-E/subject-group-ECFRed1f39f9b3d4e72

Indirect costs

Indirect costs are those shared across multiple projects and not easily separated.

To charge indirect costs you can select one of two methods:

Method 1 — Approved rate. If you currently have an indirect cost rate approved by your cognizant federal agency, you may use that rate.

Method 2 — De minimis rate. If you do not have a negotiated indirect cost rate, you may elect to charge a de minimis rate (see 2 CFR 200.414(f)). This rate may be up to 15% of modified total direct costs (MTDC). See the definition of MTDC (2 CFR 200.1). You can use this rate indefinitely.

You may not charge costs included in your indirect cost pool as direct costs.

Subawards

As the prime recipient, you must maintain a substantive role in the project. This means that you conduct funded activities and provide services necessary and integral to completing the project.

Monitoring your subrecipient’s activities alone as described in 2 CFR 200.332 is not a substantive role.

We do not fund awards where your role is primarily a conduit for passing funds to other organizations unless that arrangement is authorized by statute.

No subrecipients may receive more than 20% of the Federal share received by the primary recipient.

All subrecipients must have a Unique Entity Identifier (UEI) through the System for Award

Management (SAM.gov).

Subrecipients must meet the eligibility requirements of this NOFO.

Salary rate limitation

The salary rate limitation in the current appropriations act applies to this program. You may not use awarded funds to pay a salary at a higher rate than the rate for Executive

Level II.

For the Executive Level II salary, please see the Office of Personnel Management information on executive and senior level employee pay.

The salary limitation reflects a person’s base salary (including any portion of the salary that is paid with indirect costs). It does not include fringe benefits or any income the person is allowed to earn outside of the duties of the applicant organization.

1. Review 2. Get Ready 3. Build 4. Learn 5. Submit 6. Award Contacts

Step 1: Review the Opportunity 19 https://www.ecfr.gov/current/title-2/part-200/section-200.414#p-200.414(f) https://www.ecfr.gov/current/title-2/part-200#p-200.1(Modified%20Total%20Direct%20Cost%20(MTDC)) https://www.ecfr.gov/current/title-2/subtitle-A/chapter-II/part-200#200.332 https://www.opm.gov/policy-data-oversight/pay-leave/salaries-wages/ https://www.opm.gov/policy-data-oversight/pay-leave/salaries-wages/

This salary limitation also applies to subawards, contracts, and subcontracts under an ACL grant or cooperative agreement.

Program income

If you earn any money from your award-supported project activities (known as program income), you must use it for the purposes and under the conditions of the award. Find more about program income at 2 CFR 200.307.

Treatment of program income: Additional Costs

1. Review 2. Get Ready 3. Build 4. Learn 5. Submit 6. Award Contacts

Step 1: Review the Opportunity 20 https://www.ecfr.gov/current/title-2/subtitle-A/chapter-II/part-200#200.307

Step 2:

Get Ready to Apply

In this step

Find the application package 22

Get registered 23

Find the application package The application package has all the forms you need to apply. You can search for it at

Grants.gov using opportunity number {HHS-2026-ACL-AOA-ADPI-0031. Then select the

Package tab.

We recommend that you select the Subscribe button from the View Grant Opportunity page for this NOFO to get updates.

You can also find materials at Applying for Grants on ACL’s website.

If you can’t use Grants.gov to download application materials or have other technical difficulties, including issues with application submission, contact Grants.gov for assistance.

1. Review 2. Get Ready 3. Build 4. Learn 5. Submit 6. Award Contacts

Step 2: Get Ready to Apply 22 https://grants.gov/search-grants https://acl.gov/grants/applying-grants https://www.grants.gov/support

Get registered SAM.gov You must have an active account with SAM.gov to apply. SAM.gov registration can take several weeks. Begin that process today.

To register:

• Go to SAM.gov Entity Registration and select Get Started. From the same page, you can also select the Entity Registration Checklist for the information you will need to register.

• You must agree to the financial assistance general certifications and representations

[PDF] specifically. Those for contracts are different.

When you register, you will also receive your required Unique Entity Identifier (UEI).

Once you register:

• You will have to maintain your registration throughout the life of any award.

• If your organization has multiple UEIs, use the one associated with your physical location.

Grants.gov You must also have an active account with Grants.gov. You can see step-by-step instructions at the Grants.gov Quick Start Guide for Applicants.

Need help? See Contacts and Support.

1. Review 2. Get Ready 3. Build 4. Learn 5. Submit 6. Award Contacts

Step 2: Get Ready to Apply 23 https://sam.gov/content/entity-registration https://www.hhs.gov/sites/default/files/financial-assistance-general-certification-representations.pdf https://www.hhs.gov/sites/default/files/financial-assistance-general-certification-representations.pdf https://grants.gov/applicants/applicant-registration http://www.grants.gov/quick-start-guide/applicants

Step 3:

Build Your Application

In this step

Application checklist 25

Application contents and format 27

Application checklist Make sure that you have everything you need to apply. You will find the forms in

Grants.gov.

Narratives

Item Grants.gov form Page limit

Project narrative Use the Project Narrative Attachment form. 20 pages

Budget narrative Use the Budget Narrative Attachment form. None

Attachments Insert each in a single Other Attachments form.

Item Page limit

Indirect cost agreement None

Commitment letters None

Proof of nonprofit status None

Resumes and job descriptions None

EBI/EII overview document None

Work plan None

Evaluation plan None

Step 3: Build Your Application 25

Other required forms Use each required form in Grants.gov.

Item Page limit

Application for Federal Assistance (SF-424) None

Budget Information for Non-Construction Programs (SF-424A) None

Assurances for Non-Construction Programs (SF-424B) None

Key Contacts form None

Grants.gov Lobbying Form (Certification Regarding Lobbying) None

Project/Performance Site Location form None

Step 3: Build Your Application 26

Application contents and format This section includes guidance on each component found in the application checklist.

Application page limit: 20 pages

Submit your information in English and express whole number budget figures using

U.S. dollars.

Required format Required format for project and budget narratives.

Font: Times New Roman or Arial

Format: PDF

Size: 11-point font

Footnotes and text in graphics may be 10-point.

Spacing for project narrative main content: Double-spaced

Spacing for budget narrative: As needed

Spacing for project summary, tables, footnotes: Single-spaced

Margins: 1-inch

Include page numbers.

Project narrative Page limit: 20

The project narrative is the most important part of the application. We use it as the primary basis to decide whether your project meets the statutory requirements and to review its merit. The project narrative should give a clear and concise description of your project.

Be sure to cite all your sources. Merit reviewers may lower your score if you do not.

Also study the merit review criteria under each section to make sure you answer all questions and cover all topics reviewers will look at.

Step 3: Build Your Application 27

Project summary

Provide a brief project summary of no more than 265 words. Write it for the general public. You will need to include:

• Goals. Broad overall purpose, like a mission statement that says what you want to do and where you want to be.

• Objectives. Narrow, specific, and clear steps toward the goals. These are the “hows” to achieve the goals.

• Overall approach. General overview of what you will do.

• Outcomes. These are the measurable results of a project. Include expected changes among those served, such as clients, systems, organizations, and communities.

These should tie directly to your goals and those of this funding.

• Products. The materials and other deliverables you expect to generate through the project.

• Duration. The anticipated start and end dates of the period of performance.

Project relevance and current need (17 total points)

Problem statement

Describe the local or regional need for a dementia-capable CHW program within the

Aging Network. Use quantitative and qualitative evidence to describe dementia-related need, workforce shortages, service gaps, and barriers to care, especially for underserved and under-resourced populations. Explain how these conditions affect early detection, referral completion, service engagement, caregiver strain, and the ability of people living with dementia to remain in their homes and communities. Describe the current service landscape and why the proposed CHW model is the right response at this time.

Applicants should demonstrate a clear understanding of the communities they propose to serve and explain how the proposed project responds to identified local needs, service gaps, and barriers to care. Responses should reflect thoughtful planning, alignment with the Aging Network, and a clear connection between community need, proposed activities, and intended outcomes.

Goals and objectives

Provide one overarching project goal and specific measurable objectives aligned with this

NOFO’s priorities: (1) early detection and care linkage, (2) service engagement and barrier reduction, and (3) participant well-being. Objectives should identify the population to be served, the expected change, how the change will be measured, and when it will be achieved.

Step 3: Build Your Application 28

Objectives should be realistic, measurable, and clearly connected to the proposed intervention, target population, and intended outcomes.

Table: Scoring criteria

Reviewers will evaluate the extent to which the applicant provides: Point value

Problem Definition and Significance 0 to 3 points

3: Clearly defines the local problem using strong data and community context; demonstrates urgency and relevance to dementia care and Aging Network services.

2: Defines the problem with adequate data and general community context.

1: Problem statement lacks specificity, local context, or supporting evidence.

0: Problem is unclear or not addressed.

Target Population and Community Need 0 to 5 points

5: Clearly identifies priority populations and barriers to care; demonstrates strong understanding of community needs and service gaps.

4: Clearly identifies priority populations and describes barriers with good detail.

3: Identifies target populations and barriers with moderate detail.

2: Limited explanation of priority populations or barriers.

1: Priority population or need is unclear.

0: Target population not meaningfully described.

CHW Model and Aging Network Alignment 0 to 4 points

4: Clearly explains the role of CHWs and demonstrates strong alignment with Aging Network services and community needs.

3: CHW role and Aging Network alignment are generally clear.

2: CHW role or Aging Network alignment lacks clarity or detail.

1: Limited rationale for the CHW model.

0: Insufficient information provided.

Goals and Objectives 0 to 3 points

3: Goals and objectives are clear, measurable, and aligned with program priorities and proposed activities.

2: Goals and objectives are generally clear but lack full specificity or alignment.

1: Goals and objectives are vague or weakly connected to the project design.

Step 3: Build Your Application 29

0: Goals and objectives are not adequately described.

Proposal Quality and Responsiveness 0 to 2 points

2: Proposal is well organized, internally consistent, and clearly tailored to the applicant’s community and service environment.

1: Proposal includes some inconsistencies, generalized language, or limited tailoring.

0: Proposal lacks clarity, consistency, or meaningful connection to the local context.

Approach (29 points)

Proposed intervention

Describe the CHW service model and how CHWs will function as both service providers and service connectors. Explain how CHWs will: (a) conduct community-based dementia screening using a validated tool; (b) provide service assessment and connection regardless of screening outcome; (c) support positive screens with referral and linkage to memory loss resources such as clinical evaluation; (d) support negative screens with referral and linkage to brain health or other supportive services; (e) deliver a dementia-specific EBI/EII directly; and (f) identify and reduce barriers that affect access, engagement, and quality of dementia services and supports. Name the specific EBI/EII and explain why it is feasible, scalable, cost-appropriate, sustainable, and appropriate for the population served. If proposing an evidence-informed adaptation, describe the planned modifications and any required permissions. Describe any optional CHW activities and confirm they remain within CHW scope of practice.

Applicants should describe how the proposed intervention will operate within their local community and Aging Network environment, including how CHWs, partners, and services will work together to support participants and address barriers to care.

The EBI/EII overview attachment does NOT count toward the 20-page narrative limit, but your narrative description should reflect content of the EBI/EII overview attachment.

Reviewers will assess both content in the narrative and the EBI/EII overview attachment to score this section.

Project management

Describe who will lead the project and how staff, consultants, subject matter experts, evaluators, and partners will support implementation. Explain how CHW supervisors will support staff, how annual training plans will be developed, and how day-to-day operations, partner coordination, performance monitoring, reporting, and communication with ACL will be managed. Describe how you will participate in routine

Step 3: Build Your Application 30 technical assistance and how you will monitor the work of any contractors or subrecipients.

Applicants should describe how project leadership, CHWs, evaluators, and partners will coordinate implementation, supervision, reporting, and quality oversight throughout the project period.

Work plan

You must provide a work plan for your project. The work plan connects your period of performance outcomes, strategies and activities, and measures. It provides more detail on how you will measure outcomes and processes.

To create your work plan:

• Use the Project Work Plan Sample Template on our website.

• Include the project’s overall goal, expected outcomes, key objectives, and the major action steps needed to achieve them.

• For each major action step, include start and end dates and the lead responsible person.

Provide a work plan that covers the planning phase (approximately 6 months), implementation phase, and project conclusion/ transition to service permanence.

The workplan attachment does NOT count toward the 20-page narrative limit, but your narrative description should reflect content of the workplan attachment. Reviewers will assess both content in the narrative and the workplan attachment to score this section.

Applicants should ensure the work plan reflects a realistic implementation approach, clear timelines, and alignment with proposed staffing, partnerships, evaluation activities, and sustainability planning.

1. Review 2. Get Ready 3. Build 4. Learn 5. Submit 6. Award Contacts

Step 3: Build Your Application 31 https://view.officeapps.live.com/op/view.aspx?src=https%3A%2F%2Facl.gov%2Fsites%2Fdefault%2Ffiles%2Fgrants%2Fwork%2520plan%2520template.doc&wdOrigin=BROWSELINK

Table: Scoring criteria

Reviewers will evaluate the extent to which the applicant provides: Point value

Proposed Intervention and Service Delivery 0 to 6 points

6: Presents a clear, comprehensive, and community-responsive intervention that fully addresses required CHW activities and demonstrates strong operational planning.

5: Presents a strong and complete intervention with good operational detail.

4: Includes required activities with reasonable detail and feasibility.

3: Intervention is generally described but lacks specificity or operational clarity.

2: Intervention is incomplete or weakly developed.

1: Major components are missing or unclear.

0: Insufficient information provided.

EBI/EII Selection and Fit 0 to 3 points

3: Identifies an appropriate dementia-specific EBI/EII and clearly explains fit, feasibility, and implementation approach.

2: EBI/EII is identified with partial explanation of fit or implementation.

1: EBI/EII justification is weak or incomplete.

0: Insufficient information provided.

Training, Supervision, and Workforce Development 0 to 5 points

5: Provides a strong and detailed plan for CHW training, supervision, and ongoing workforce support.

4: Training and supervision approach is clear and generally complete.

3: Plan addresses major elements but lacks detail or structure.

2: Limited description of training or supervision.

1: Minimal workforce development planning.

0: Insufficient information provided.

Partnerships and Aging Network Integration 0 to 5 points

5: Demonstrates strong coordination with Aging Network and community partners, including clear referral and continuity-of-care processes.

4: Partnerships and coordination processes are well described.

Step 3: Build Your Application 32

3: Partnerships are identified with moderate coordination detail.

2: Limited operational detail regarding partnerships or referrals.

1: Minimal collaboration described.

0: Insufficient information provided.

Work Plan and Project Management 0 to 5 points

5: Work plan is realistic, well organized, and aligned with staffing, activities, evaluation, and phased implementation.

4: Work plan is clear and generally feasible.

3: Work plan addresses major activities but lacks some detail or alignment.

2: Work plan is incomplete or difficult to assess.

1: Major work plan elements are missing.

0: Insufficient information provided.

Feasibility and Community Responsiveness 0 to 3 points

3: Demonstrates realistic implementation planning, understanding of community barriers, and credible strategies to reach underserved populations.

2: Demonstrates general feasibility and awareness of barriers with strategies to reach underserved populations.

1: Limited feasibility or community responsiveness described.

0: Insufficient information provided.

Proposal Quality and Responsiveness 0 to 2 points

2: Proposal is clear, cohesive, community-specific, and operationally realistic.

1: Proposal contains generalized language, inconsistencies, or limited tailoring.

0: Proposal lacks clarity, consistency, or responsiveness to local context.

Project impact (24 points)

Special target populations and organizations

Identify the underserved and under-resourced populations and places you will prioritize, including those most affected by barriers…