HRSA-26-070 Final.pdf

Notice of Funding Opportunity

Application due 07/17/2026

MATERNAL AND CHILD HEALTH BUREAU

Regional Pediatric Prevention Network

HRSA-26-070

Table of Contents

Before You Begin

Step 1: Review the Opportunity

Basic information

Funding details

Eligibility

Program description

Award information

Step 2: Get Ready to Apply

Get registered

Find the application package

Application writing help

Step 3: Build Your Application

Application checklist

Application contents and format

Step 4: Understand Review, Selection, and Award

Application review

Selection process

Award notices

Step 5: Submit Your Application

Application submission and deadlines

Other submissions

Step 6: Learn What Happens After Award

Post-award requirements and administration

Reporting

Contacts and Support

Agency contacts

Help with systems

Before You Begin

Health Resources and Services Administration

MATERNAL AND CHILD HEALTH BUREAU

Division of Child, Adolescent, and Family Health

Regional Pediatric Prevention Network

HRSA-26-070

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.

Step 1: Review the Opportunity

Basic information

Tagline: A network of the Nation’s Children’s Hospitals collaborating with their communities to prepare and respond to pediatric needs during disasters and national emergencies.

Summary The purpose of this program is to establish a Regional Pediatric Prevention Network (RPPN) that strengthens local and regional capacity to care for children during disasters and emergencies through community partnerships, coordinated pediatric preparedness, and dissemination of research-informed pediatric disaster care. The RPPN will advance Make America Healthy Again priorities by strengthening prevention, preparedness, and resilience for children and families— particularly in rural and remote communities—thereby reducing avoidable harm, supporting continuity of care, and promoting healthier outcomes before, during, and after emergencies. The

RPPN will include at least 10 children’s hospitals or their university pediatric partners. It will also include community partners working with these hospitals. All centers will collectively form a single, integrated national network.

The RPPN will coordinate at the local, regional, and national levels, to advance the following goals:

• Improve pediatric disaster preparedness.

• Increase Pediatric Readiness of hospital emergency departments (ED) and EMS agencies, especially in rural, remote, and tribal areas.

• Promote collaboration with communities.

• Expand telehealth systems.

• Apply pediatric research-informed care in real-time.

The RPPN will focus on children with higher risks, including children:

• With special health care needs, including mental/behavioral health needs.

• Living in poverty.

• Living in rural, remote, and tribal areas.

The recipients will be responsible for leading national network coordination and governance activities, facilitating shared learning, expanding impact, and managing the overall infrastructure of the Network.

Have questions? Go to Contacts and Support.

Key facts

Opportunity name:

Regional Pediatric Prevention Network

Opportunity number:

HRSA-26-070

Announcement version:

initial

Federal assistance listing:

93.110

Key dates

NOFO issue date:

06/17/2026

Informational webinar:

See Join the webinar

Application deadline:

07/17/2026

Expected award date is by:

08/15/2026

Expected start date:

09/01/2026

See other submissions for other time frames that may apply to this NOFO.

Funding details

Application Types:

Competing continuation

New

Expected total available funding in FY:

2026: $22,500,000

Expected number and type of awards:

2 CA (Cooperative Agreement)

Funding range per award:

$0 - $11,250,000

We plan to fund awards in five 12-month budget periods for a total five year period of performance from 09/01/2026 to 08/31/2031.

Eligibility

Types of eligible organizations These types of domestic organizations may apply:

Others (see text field entitled "Additional Information on Eligibility" for clarification)

Unrestricted (i.e., open to any type of entity above), subject to any clarification in text field entitled “Additional Information on Eligibility”

Additional information on eligibility

Eligible applicants include children's hospitals (centers) as defined by 42 U.S.C. § 256e

(Section 340E of the PHS Act, as added by P.L. 106-129) or their affiliated university pediatric partners. You will demonstrate eligibility according to 42 U.S.C. § 256e (Section 340E of the

PHS Act, as added by P.L. 106-129).

Individuals are not eligible applicants under this NOFO.

Other eligibility criteria

• The application must be submitted by a single institution, which will serve as one of the at least five children’s hospitals or their affiliated university pediatric partners as identified in the application. This institution will serve as the primary recipient and grantee of record. While this institution is solely responsible for submitting the application and accepting full legal and financial responsibility for the project's management, the proposal must detail the formation and support of a collaborative network. The primary recipient will sub-award to the four other children's hospitals or their affiliated university pediatric partners (centers).

• Each application must be composed of at least five children’s hospitals or their affiliated university pediatric partners (centers) which represent varied geographic areas. Each center must be located within a different HHS region. An HHS region is a designated geographic area of the United States used by HHS to organize and deliver its programs, services, and operations. Centers cannot commit to being part of more than one application.

• The 2 primary recipients, including their centers, will be required to partner to form a single, integrated national network.

https://www.hhs.gov/about/agencies/iea/regional-offices/index.html

• Each primary recipient must include letters of commitment and documentation of eligibility from each of the children’s hospitals or their affiliated university pediatric partners (centers) in Attachment 5. These letters serve as evidence of a firm commitment to participate in and contribute to the proposed network. Applications that fail to include a separate, signed Letter of Commitment from at least four proposed centers will be considered non-responsive and will not be reviewed. In addition to the letters, each center will include project plans incorporated into the Project Narrative Section and Workplan in Attachment 1.

• Equal funding distribution requirement: The funding structure requires a two-part allocation. First, the primary recipient is permitted to budget up to $500,000 to cover its administrative and management responsibilities for the cooperative agreement. Following this initial allocation, all remaining funds must be divided equally among the five participating centers, which includes the primary recipient. To ensure compliance, applicants must explicitly detail this two-step distribution process, showing both the administrative allowance and the subsequent equal sharing of funds, within the SF-424A budget form and the accompanying Budget Narrative.

Completeness and responsiveness criteria We will review your application to make sure it meets these basic requirements to move forward in the competition.

We will not consider an application that:

• Is from an organization that does not meet all eligibility criteria.

• Requests funding above the award ceiling shown in the funding range.

• Is submitted after the deadline.

Application limits You may not submit more than one application. If you submit more than one application, we will only accept the last on-time submission.

Cost sharing This program has no cost-sharing requirement. If you choose to share in the costs of the project, we will not consider it during merit review. Recipients agree that once committed, cost sharing amounts are enforceable and subject to reporting and auditing requirements under 2 CFR 200.

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.

Program description

Purpose This program provides funding to create a Regional Pediatric Prevention Network (RPPN). The

Network helps hospitals and their communities prepare for and respond to disasters and national emergencies using research-informed pediatric care.

Network Structure

The RPPN will be funded through two primary awards, each comprised of at least five children’s hospitals or their affiliated university pediatric partners (centers). Together, they will form a single, integrated national network comprising all centers.

Centers will operate at the:

• Local level: Work with communities to create disaster plans based on local pediatric needs and resources.

• Regional level: Partner with children’s hospitals, community hospitals, pediatric experts, and the health emergency preparedness and response infrastructure.

• National level: Work with all 10 centers to improve readiness and national coordination.

This includes managing and supporting network activities, synchronizing communication, data collection, and action across the centers, and enhancing reach and impact.

To ensure national reach and access, centers will represent varied geographic regions. Each application should include at least five centers which each represent a different HHS region, avoiding geographic clustering. An HHS region is a designated geographic area of the United

States used by HHS to organize and deliver its programs, services, and operations.

Funding Opportunities

Each application must be submitted by an eligible children's hospital or their affiliated university pediatric partner that will serve as the primary recipient for a proposed network of at least five centers. The applicant (primary recipient) and its centers must collectively meet all eligibility criteria detailed in this NOFO. All centers must be children's hospitals or their affiliated university pediatric partners.

Two awards will be granted. The two primary recipients, each responsible for administering sub-awards to their four respective centers, are required to collaborate. Together, they will form a single, integrated national network comprising all centers.

Funding Opportunity Goals

• Improve pediatric disaster preparedness: Help communities plan for emergencies and disasters which impact the health of children, in partnership with children's hospitals, community hospitals, primary care providers, schools, and childcare centers.

• Increase Pediatric Readiness of hospital emergency departments (ED) and emergency medical services (EMS) agencies, especially in rural, remote, and tribal areas by:

Including the care of children in disaster drills, Improving access to behavioral health resources in a disaster or emergency, Strengthening care for children with special health care needs and chronic illnesses during emergencies and infectious disease outbreaks.

• Promote collaboration with communities: Co-create emergency plans and guidance with youth, families, and community-based organizations.

• Expand telehealth systems: Use telemedicine to improve pediatric care in rural and remote areas during emergencies.

https://www.hhs.gov/about/agencies/iea/regional-offices/index.html

• Apply evidence in real-time: Support research-informed pediatric care during emergencies.

Background Children have different physiological, developmental, social, and emotional needs than adults, especially during emergencies.

Children comprise approximately 22% of the U.S. population and they have greater and more specialized needs during emergency response and recovery. After disasters, they face higher risks for long-term health and emotional problems. These risks grow when they lose access to health care or experience trauma, isolation, hunger, housing insecurity, or grief.

Some children face even greater risks, including those who:

• Have special health care needs, including mental/behavioral health needs.

• Live in poverty.

• Live in rural, remote, and tribal areas with limited access to health resources.

Children’s mental health also suffers when their families and communities are under stress.

Challenges in pediatric emergency care

Pediatric care requires:

• More time and monitoring.

• Specialized medications and equipment.

• Trained providers.

These factors make it harder to meet children's needs during emergencies and disasters.

Because pediatric specialty care is regionalized, many children are often moved from community hospitals to specialized children’s hospitals. This system depends on:

• Strong emergency plans across hospital systems.

• Timely patient transport.

• Surge capacity for pediatric critical care during large-scale disasters, seasonal virus spread, and infectious disease outbreaks.

The children hospital supporting community preparedness

Children’s hospitals serve as anchors within their communities. They provide specialized health care and advance child welfare, education, and safety. Children’s hospitals often serve much larger geographic areas than adult-focused hospitals and may be the sole providers of pediatric specialists, sub-specialists, specialized medical equipment, and other essential resources across an entire state or region.

According to the Children’s Hospital Association (CHA), only 1 in 20 hospitals is a children’s hospital. These hospitals act as referral and transport hubs for pediatric specialty care for severely injured or critically ill children. Children’s hospitals also help prepare community hospitals to care for children, including during disasters. Over 80% of children go to community hospitals for emergency care, many of which are adult-focused and not well prepared for pediatric care.

https://www.census.gov/quickfacts/fact/table/US/LFE046221 https://www.childrenshospitals.org/-/media/files/public-policy/disaster_preparedness/cha-blueprint-document.pdf https://www.childrenshospitals.org/-/media/files/public-policy/disaster_preparedness/cha-blueprint-document.pdf https://www.sciencedirect.com/science/article/abs/pii/S0736467918303573 https://www.sciencedirect.com/science/article/abs/pii/S0736467918303573 https://jamanetwork.com/journals/jamapediatrics/fullarticle/2214165 https://jamanetwork.com/journals/jamapediatrics/fullarticle/2214165

To address this gap, children's hospitals:

• Collaborate with Community Emergency Departments (CEDs), Community Access

Hospitals (CAHs), and primary care offices.

• Offer training, simulation exercises, and telehealth.

• Partner with pediatric emergency care coordinators.

• Lead regional tabletop drills and pediatric planning exercises in case of emergency or disaster.

• Partner with schools, public health departments, and community-based organizations.

Foundations of everyday pediatric readiness: Role of EDs, EMS agencies, and primary care.

Emergency departments outside pediatric settings must maintain readiness to care for children every day.

High pediatric readiness is linked to:

• 76% lower mortality in ill children.

• 60% lower mortality in injured children.

• 2,143 children’s lives saved each year.

However, data from the 2021 National Pediatric Readiness Project show that only 48% of hospital EDs include children in disaster plans.

Pediatric primary care also plays a key role. It often provides early emergency care before children are transferred to a hospital ED and are integrated within the community. These settings are vital parts of the emergency preparedness and response system.

The Regional Pediatric Prevention Network

The Regional Pediatric Prevention Network1 (RPPN) was launched in 2021 with five children’s hospital centers. By 2025, it expanded to:

• 10 centers.

• Four affiliate centers, geographically dispersed across the nation.

• 112 children’s hospitals in 41 states and jurisdictions.

• Hundreds of child-serving organizations, including pediatric primary care, schools, public health, behavioral health, fire, EMS, and community-based organizations.

This network helps hospitals, EMS agencies, primary care offices, state and local health departments, and communities prepare for disasters and epidemics. Key activities include:

• Just-in-time clinical tools and education for emerging infectious disease management.

• Training and technical assistance to deliver pediatric mental health care in disasters and emergencies.

1 Originally funded in FY 2021 as the Regional Pediatric Pandemic Network, the program has been renamed in

FY2026 to encompass prevention, preparedness, and response for all pediatric emergencies and disasters.

https://jamanetwork.com/journals/jamanetworkopen/fullarticle/2825748?utm_source=For_The_Media&utm_medium=referral&utm_campaign=ftm_links&utm_term=110124 https://jamanetwork.com/journals/jamanetworkopen/fullarticle/2807059 https://jamanetwork.com/journals/jamanetworkopen/fullarticle/2807059

• Tabletop exercises with health care coalitions, involving participants from fire, EMS, law enforcement, public health, community organizations, and hospitals.

• In-situ simulation training with community hospitals to advance pediatric readiness.

• Workforce expansion of pediatric disaster experts through recruitment and training.

• Establishing youth advisory boards to ensure youth perspectives inform network activities.

• A baseline disaster preparedness assessment for children’s hospitals in 2025.

The network also built a Pediatric Surveillance and Capabilities Dashboard across nine children’s hospitals. It tracks bed occupancy, emergency department visits, and viral positivity rates. This data informs operations, resource use, policy decisions, and evidence generation.

Program requirements and expectations Each of the 10 Children’s Hospital centers will advance pediatric emergency and disaster preparedness at the local, regional, and national levels, including for children with special health care needs and behavioral health concerns, children living in poverty, and children in rural, remote, and tribal areas.

Each of the 10 children's hospital centers must:

• Develop comprehensive local and regional project plans.

o Create SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) objectives.

o Tailor to local and regional risks and resources.

• Align with national network coordination.

• Staff the required positions detailed in the Organizational Information section of this

NOFO.

• Strengthen pediatric preparedness systems.

• Coordinate with other children's hospitals, community hospitals, EMS agencies, and primary care offices.

o Support disaster response and recovery for children and families.

o Expand telehealth to reach rural and remote communities.

o Adopt, adapt, and implement evidence-based pediatric disaster care practices.

• Collaborate with public and community partners.

o Partner with local, city, and state health departments and emergency management agencies.

o Engage community-based organizations, schools, and other child-serving groups.

• Center youth and family voices.

o Partner with or establish youth and family advisory groups that reflect local communities.

• Develop pediatric emergency plans and protocols.

o Create and ensure public health emergency plans at all levels address children’s unique needs.

• Build capacity through education, training, and communication.

o Conduct drills, training, and educational efforts.

o Develop and strengthen local and regional communication systems focused on children’s needs during emergencies.

• Contribute to national RPPN leadership, coordination, and operations.

• Establish, in partnership with HRSA, the network governance structure, including bylaws, policies, and procedures, within 4 months of the start of the award.

o This may also include national advisory boards representing families, youth, communities, and/or partner organizations.

• Participate in a RPPN Executive Committee, which will include representation from all centers and HRSA.

o The Principal Investigator (PI) and program manager (PM) from each center will serve on the Executive Committee. Staffing requirements are detailed in

Organizational Information.

o The Executive Committee will serve as the decision-making and oversight body that guides the overall direction, strategy, and operations of the network.

o The Executive Committee will meet, at minimum, on a monthly basis.

• Follow all policies and procedures established by the Executive Committee and HRSA.

o Align local and regional initiatives with national goals set by the Executive

Committee and HRSA.

o Synchronize communication and coordinated action among participating centers and national partners.

• Support network-wide activities.

o Collaborate with children’s hospitals and the pediatric care community on quality improvement initiatives, local model amplification, resource development, and communications.

• Contribute to and improve data and analytics systems, including:

o Connecting data to better understand the impact of disasters on children and identifying intervention strategies.

o Supporting pediatric disaster surveillance, operations, and rigorous evaluation.

• Attend meetings and check-ins.

o Participate annually in an in-person RPPN meeting, at a location determined by the Executive Committee and HRSA.

o Lead check-in calls with HRSA (frequency determined by the project officer) to provide updates, seek strategic input, and discuss key initiatives.

• Contribute to RPPN performance measurement and reporting systems.

• Develop a National Performance Measure Framework in partnership with all RPPN centers within 6 months of the start of the project.

o Align local center measurement and evaluation with the national performance measure plan. Further described in the Performance Reporting and Evaluation

Section of this NOFO.

bookmark://_Organizational_information/ o Develop and report quarterly on program activities, goals, and objectives. All centers will submit reports to the primary recipient and/or individuals leading national RPPN coordination. The primary recipient will submit reports to HRSA.

At the national level, the RPPN will be responsible for:

• Providing national coordination to support the development, dissemination, and adoption of pediatric-inclusive disaster preparedness guidance, tools, and planning resources across health care and community settings.

• Integrating pediatric considerations into multi-sector emergency preparedness and response activities.

• Coordinating national efforts to improve pediatric readiness of hospital emergency departments and EMS agencies, with emphasis on rural, remote, and tribal communities.

• Facilitating dissemination of best practices related to pediatric disaster drills, disaster behavioral health, and continuity of care for children with special health care needs and chronic illness.

• Engaging youth, families, and community-based organizations in the co-development of pediatric emergency preparedness and response strategies.

• Disseminating community-informed models and tools that strengthen locally responsive preparedness efforts.

• Incorporating community input into national guidance, evaluation, and continuous improvement activities.

• Coordinating national strategies to support the implementation and evaluation of pediatric telehealth and telemedicine models for emergency and disaster response.

• Facilitating cross-hub learning on telehealth infrastructure, clinical protocols, and workforce readiness, particularly in rural and remote settings.

• Synthesizing and translating current pediatric disaster research into actionable guidance to inform preparedness and response activities.

• Supporting rapid dissemination of evidence-informed practices during emergencies and emerging public health threats.

• Establishing and maintaining governance, data analytics, performance measurement, and communication infrastructure to support coordinated action across the RPPN.

• Synchronizing communication and information sharing among RPPN centers and national partners to enable timely, aligned pediatric preparedness and response efforts.

• Produce national reports that demonstrate progress toward program goals and inform decision-making.

Statutory authority 42 U.S.C § 701(a)(2) (Title V, § 501(a)(2) of the Social Security Act)

Award information

Cooperative agreement terms Our responsibilities Aside from monitoring and technical assistance, we also get involved in these ways:

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• Assuring the availability of the services of experienced personnel to participate in the planning and development of all phases of this program.

• Participating in the RPPN Executive Committee, including reviewing the development of policies for network governance.

• Participating in, at minimum, monthly check in calls (frequency to be determined in collaboration with the recipient), regular calls with the Executive Committee, as well as other periodic meetings and/or communications to assess progress.

• Participating in the design, direction, and evaluation of program activities.

• Facilitating efforts in the provision of technical support and training/education to specified individuals.

• Reviewing procedures to be established for ongoing monitoring and successful accomplishment of the scope of work proposed.

• Facilitating engagement and collaboration with federal and state agencies, other HRSA-funded grants, and other entities relevant to the project’s mission.

• Assisting the recipient to establish, review, and update priorities for activities conducted under the auspices of this program.

• Reviewing, providing feedback, and approving, as needed, publications, audiovisuals, and other materials produced.

• Participating in the dissemination of findings, best practices, and lessons learned from the project.

• Reviewing and considering for approval all travel for meetings and conferences.

Your responsibilities You must follow all relevant laws and policies. Your other responsibilities will include:

The overall management and administration of the grant. This includes, but is not limited to:

• Facilitating communication, collaboration, and data sharing among the centers to ensure a cohesive and synergistic network.

• Ensuring the responsible management of all grant funds, including those sub-awarded to the centers.

• Consolidating progress reports from each center and submitting comprehensive reports to the funding agency as required.

• Assuring HRSA will be identified as a funding sponsor on written products, presentations, and during meetings and conferences relevant to cooperative agreement activities.

• Engaging the federal project officer on the development of governance policies and procedures, communications, and on planning/implementing new activities.

• Seeking prior approval from the federal project officer when hiring new key project staff, including for example, principal investigators (PI), authorized organization representative

(AOR) and project managers (PM).

• Consulting with the federal project officer before scheduling any meetings that pertain to the scope of work and at which the project officer’s attendance would be appropriate.

• Collaborating with HRSA in the development of its executive committee, governance, strategy, and prioritization. This includes participating in executive-level management decisions, setting overall goals and objectives, and establishing consensus on network-wide issues and priorities. The network is also expected to maintain open communication with HRSA, propose strategies, and represent the network's interests in relevant forums.

• Seeking HRSA’s advisory input and approval for publications, audiovisuals, and other materials produced, as well as meetings/conferences planned.

• Providing the federal project officer with an electronic copy of, or electronic access to, each product including presentations and manuals developed under the auspices of this project.

• Ensuring that all products developed or produced, either partially or in full, under the auspices of this cooperative agreement are fully accessible and available for free to members of the public.

• Establishing the network governance structure, bylaws, policies, and procedures within 4 months of the start of the award.

• Developing, in partnership with the federal project officer, a national network performance measure framework within 6 months of the start of the award.

• Participating in the development and implementation of monitoring and evaluation plans, including the collection of information and administrative data.

• Providing quarterly written reports, in a format developed in partnership with the federal project officer, to HRSA synthesizing program results to date.

• Providing summary aggregate data to HRSA upon request, including data on emergent issues.

• Coordinating, facilitating and participating in one face-to-face RPPN meeting annually, location to be determined, if travel is permissible and safe, scheduled in partnership with

HRSA.

• Participating in, at minimum, monthly check-in calls, as well as other regular meetings and communications with HRSA.

• The recipient will develop the agenda and provide it to the federal project officer in advance of the calls and facilitate all calls.

• The frequency of the calls will be determined in collaboration with the federal project officer.

• Submitting a quarterly travel schedule with all planned travel (due 30 days before the start of each quarter), format to be determined in partnership with the federal project officer.

• Responding in a timely and flexible manner to collaborating on short-term, long-term, and ongoing projects as well to rapid-response requests, and emerging issues, to be determined by HRSA staff on a case-by-case basis.

• Providing summary data to the federal project officer, including data on emergent issues, if requested.

Funding policies and limitations Changes in HHS regulations As of October 1, 2025, HHS has adopted 2 CFR Part 200, with some modifications included in 2

CFR Part 300. These regulations replace those in 45 CFR Part 75.

Policies https://www.ecfr.gov/current/title-2/part-200

• To make an award, funding must be available and allocated for this program and purpose, at which point we will move forward with the review and award process.

• Have clear policies and good financial practices to avoid spending HRSA funds on unallowable activities. Like other award rules, we may audit your policies, procedures, and controls.

• Support beyond the first budget year will depend on:

o Appropriation of funds.

o Your satisfactory progress in meeting the project’s objectives.

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

• If we receive more funding for this program, we may:

o Fund more applicants from the rank order list.

o Extend the period of performance.

o Award supplemental funding.

General limitations

• For guidance on some types of costs we do not allow or restrict, see o Project Budget Information in the Application Guide.

o 2 CFR Part 200 Subpart E - General Provisions for Selected Items of Cost.

o Allowable and Unallowable Costs and Activities in the HHS Grants Policy

Statement.

• All costs must be reasonable, necessary, allocable to the award, and adequately documented (2 CFR 200.403).

• You cannot earn profit from the federal award. See 2 CFR § 200.400(g).

• Current appropriations law includes a salary limit of $228,000 as of January 2026 that applies to this program. You may pay salaries at a higher rate if the rate beyond the salary rate limit (Executive Level II) is paid with non-HHS funds.

Indirect costs Indirect costs are costs you charge across more than one project that cannot be easily separated by project. For example, this could include utilities for a building that supports multiple projects.

To incur indirect costs, you can select one of two methods:

Method 1 – Approved rate. You currently have an indirect cost rate approved by your cognizant federal agency at the time of award.

Method 2 – De minimis rate. Per 2 CFR § 200.414(f), if you do not have a current negotiated indirect cost rate, you may elect to charge a de minimis rate. If you choose this method, costs included in the indirect cost pool must not be charged as direct costs.

This rate is up to 15% of modified total direct costs (MTDC). See 2 CFR § 200.1 for the definition of MTDC. You can use this rate indefinitely for all your federal awards or until you choose to receive a negotiated rate.

Consider your indirect costs when developing your budget.

Program income https://www.hrsa.gov/sites/default/files/hrsa/grants/application-guide.pdf#page=13 https://www.ecfr.gov/current/title-2/part-200/subject-group-ECFRed1f39f9b3d4e72 https://www.ecfr.gov/current/title-2/part-200/subject-group-ECFRed1f39f9b3d4e72 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/subtitle-A/chapter-II/part-200/subpart-E/subject-group-ECFRea20080eff2ea53/section-200.404 https://www.ecfr.gov/current/title-2/section-200.405 https://www.ecfr.gov/current/title-2/subtitle-A/chapter-II/part-200/subpart-E/subject-group-ECFRea20080eff2ea53/section-200.403 https://www.ecfr.gov/current/title-2/part-200#p-200.400(g) https://www.ecfr.gov/current/title-2/section-200.414 https://www.ecfr.gov/current/title-2/part-200#p-200.1(Modified%20Total%20Direct%20Cost%20(MTDC))

Program income is money earned as a result of your award-supported project activities. You must use any program income you generate from awarded funds for approved project-related activities. Find more about program income at 2 CFR 200.307.

• If we receive more funding for this program, we may:

o Fund more applicants from the rank order list.

o Extend the period of performance.

o Award supplemental funding.

Step 2: Get Ready to Apply

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 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.

If you need additional information about user roles in SAM.gov, see “Get registered: SAM.gov user roles” in the Application Guide.

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 and How to Apply for Grants.

Find the application package

The application package has all the forms you need to apply. You can find it online. Go to Grants

Search at Grants.gov and search for opportunity number HRSA-26-070.

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Application writing help

Visit HHS Tips for Preparing Grant Proposals.

Visit HRSA’s How to Prepare Your Application page for more guidance.

See Apply for a Grant for other help and resources.

https://www.ecfr.gov/current/title-2/section-200.307 https://sam.gov/content/entity-registration https://www.hhs.gov/sites/default/files/financial-assistance-general-certification-representations.pdf https://www.hrsa.gov/sites/default/files/hrsa/grants/application-guide.pdf#page=4 https://grants.gov/applicants/applicant-registration http://www.grants.gov/quick-start-guide/applicants https://www.grants.gov/applicants/grant-applications/how-to-apply-for-grants https://www.grants.gov/search-grants https://www.grants.gov/search-grants https://www.hhs.gov/grants-contracts/grants/get-ready-for-grants-management/tips-for-preparing-grant-proposals/index.html https://www.hrsa.gov/grants/apply-for-a-grant/prepare-your-application https://www.hrsa.gov/grants/apply-for-a-grant

FAQs will be posted on Grants.gov Related Documents tab.

Join the webinar For more information about this opportunity, visit the HRSA's open opportunities website. The webinar will be recorded.

A recording of the webinar will be posted at https://www.hrsa.gov/grants/find-funding/HRSA-

26-070

Have questions? Go to Contacts and Support.

Step 3: Build Your Application

Application checklist

There are two types of forms in Grants.gov.

• Some forms allow you to upload components of your application to the form. These include components like your project narrative, budget and budget narrative, and attachments, as applicable.

• Other forms are more typical, fill-in-the-blank forms.

Make sure that you have everything you need to apply.

Narratives

Component Grants.gov form Included in page limit*?

◻ Project narrative

Use the Project Narrative Attachment form.

Project Narrative Atatchment form.

Yes

◻ Budget narrative

Use the Budget Narrative Attachment form.

Budget Narrative Attachment form.

Yes

Attachments Insert each in the Attachments Form in this order.

Component Included in page limit*?

◻ 1. Work plan Yes

◻ 2. Logic model No

◻ 3. Staffing plan and job descriptions Yes

◻ 4. Biographical sketches No

◻ 5. Letters of commitment from sub-awards: children’s hospital centers

No

◻ 6. Agreements with other entities Yes https://www.hrsa.gov/grants/find-funding/HRSA-26-070 https://www.hrsa.gov/grants/find-funding/HRSA-26-070

◻ 7. Project organizational chart Yes

◻ 8. Geographic area of influence (catchment area, local, regional, and national influence)

Yes

◻ 9. Other relevant documents Yes

Other required forms Upload using each required form in Grants.gov.

Forms Submission requirement

Application for Federal Assistance (SF-424) With application.

Project Abstract Summary Form With application.

Grants.gov Lobbying Form With application.

Disclosure of Lobbying Activities (SF-LLL), optional With application.

Project/Performance Site Location(s) With application.

Budget Information for Non-Construction Programs (SF 424A) With application.

Key Contacts With application.

*Only what you attach in these forms counts toward the page limit. The forms themselves do not count.

Application contents and format

This section includes guidance on each component found in the application checklist.

Application page limit: 80

Submit your information in English and express whole number budget figures using U.S. dollars.

Required format Required format for project summary, project narrative, budget narrative, and attachments.

Font: A readable font like Arial, Courier, CG Times, or Times New Roman

File format: We only accept the following document formats:

• .PDF - Adobe Portable Document Format

• .DOC/.DOCX - Microsoft Word

• .RTF - Rich Text Format o .TXT - Text

• .WPD - Word Perfect Document

• .XLS/.XLSX - Microsoft Excel

• .VSD - Microsoft Visio

Size: 12-point font

Footnotes, charts, graphics, and budget tables may be 10-point or higher.

Ink color: Black

Spacing: Single-spaced, including all text and tables

Alignment: Left

Headings: Bold all headings and align left.

Size: 8.5 x 11 (Make sure the print area is set and allows printing to 8.5 x 11.)

Margins: 1-inch on all sides

Footer: On each page as the footer, include your organization’s name and page numbers. If a competing continuation or competing supplement, also include your 10-digit award number.

Page numbering:

• Do not number the standard OMB-approved forms.

• Number each attachment page sequentially (that is, 1, 2, 3).

• Reset the numbering for each attachment.

• Treat each attachment as a separate section.

File names: You can find guidance for naming your files in the Application Guide.

Project narrative

Introduction See merit review criterion 1: Need

Briefly describe the purpose of your project, aligning with the overall goal of strengthening pediatric emergency and disaster preparedness at the local, regional, and national levels, including how you will support RPPN national coordination, governance, and shared learning.

Need See merit review criterion 1: Need

• Provide a clear, data-driven description of the national challenges in pediatric emergency preparedness that the RPPN will address.

• Describe the pediatric populations being served, including children with special health care needs, and the unique preparedness needs of families across local and regional areas covered through the centers in the proposed network. Include the needs of rural, remote, and/or tribal communities.

• Present relevant data to identify risks, resources, gaps, and opportunities.

o Draw from hospital-specific, public health, and community-level data, as well as threat data.

• Identify existing pediatric preparedness and response infrastructure, services, and partnerships that will be leveraged or enhanced.

• Discuss any further plans you’ll use to assess need, including planned surveys, focus groups, or engagement with children and families.

• Discuss any barriers that you hope to overcome.

• Include visual aids that demonstrate your geography of influence as Attachment 9.

Approach See merit review criterion 2: Response https://www.hrsa.gov/sites/default/files/hrsa/grants/application-guide.pdf#page=26

Explain how you will address the needs you described and meet all the program requirements and expectations detailed in this NOFO, including the following:

• Provide a coordinated methodology for how you will improve pediatric preparedness at the local, regional, and national level, as described in the Program Description. Provide project plans for all nationally coordinated RPPN activities and local and regional project plans for each center.

• Develop Specific, Measurable, Achievable, Relevant, and Time-bound (SMART)

Objectives aligned with the five NOFO goals.

• Identify a theory of change that links your goals and objectives to strategies and activities, and short- and long-term outcomes.

o Include metrics for success. Submit a logic model as Attachment 2.

• Address how you will:

o Establish the national governance structure for the RPPN, including bylaws, operating procedures, and a shared decision-making model, within four months of the award.

o Convene and manage the RPPN Executive Committee and any relevant governance, leadership, or advisory committees.

o Center youth and family voices by establishing and/or directly partnering with youth and family advisory groups.

o Coordinate development of a unified network strategy and facilitate alignment with national pediatric preparedness priorities.

o Operationalize infrastructure for network-wide collaboration, including shared communication channels, document repositories, and inter-hospital agreements.

o Advance models that children’s hospitals may adopt to increase pediatric preparedness.

o Collaborate across all RPPN centers on network-wide activities.

o Collaborate with other children’s hospitals within each region.

o Leverage or expand your existing pediatric preparedness and response infrastructure, services, and partnerships, including local, regional, and national public and private partners supporting preparedness and readiness initiatives.

o Disseminate reports, products, and outputs with relevant target audiences.

• Demonstrate how you will build on prior work and previous experience in public health and community preparedness, including in emergencies and disasters.

• Coordinate with families, children’s hospitals, EMS agencies, community hospitals, and primary care providers.

• Plan for ongoing staff training, interprofessional teamwork, and effective information sharing to ensure sustained capacity and quality.

High-level work plan See merit review criteria 2: Response and 4: Impact

Develop a high-level work plan that outlines how you will achieve your objectives over the project period. Your plan should:

• Describe the approach to implementing each objective, including the major strategies and key activities.

• Identify lead roles and responsibilities and describe how key stakeholders will be engaged in planning, design, and implementation.

• Integrate performance measurement, evaluation, and continuous quality improvement

(CQI).

• Highlight anticipated deliverables and major milestones demonstrating progress toward improved pediatric preparedness.

o Include what indicators you will be reporting on a quarterly basis.

• You will also include detailed activity timelines, including measures, milestones, and responsible parties, as Attachment 1. Each center must develop a work plan and timeline that is aligned with and incorporated into the overall network work plan and timeline.

• This includes timeline(s) for:

o Outlining milestones for governance establishment, network convenings, and shared decision-making processes.

o Defining a schedule and structure for regular communication and coordination with RPPN centers, HRSA, and national partners.

o Detailing plans for launching and supporting RPPN-wide learning collaboratives or communities of practice.

Resolving challenges See merit review criterion 2: Response

Discuss possible challenges and how you plan to address them, including:

• The risk of duplicating or overlapping with existing local, state, regional, or national preparedness initiatives.

• How your program scales beyond children’s hospitals and their neighboring community partners into rural, remote, and tribal areas.

• The complexity of coordinating with many stakeholders, such as with EMS agencies, public health departments, schools, emergency services, and community organizations.

• Challenges engaging children, caregivers, children's unique preparedness needs, as well as barriers like distrust and competing priorities.

• Facilitating meaningful participation and shared ownership of network-wide activities among all centers.

• Aligning performance and operation practices across various institutions and geographic regions.

• Challenges related to the administrative and oversight responsibilities for sub-awards

• Managing communication and accountability across multiple partners with varying capacities and priorities.

Performance management See merit review criteria 3: Performance reporting and evaluation and 5: Resources and capabilities

Propose a performance measurement plan that will guide how you monitor, assess, and report progress toward your program’s goals. This plan should clearly align with your project objectives, activities, and expected outcomes.

Address each of the following components in your plan:

• Clearly align your program’s objectives with the NOFO goals, and specify the expected short-, intermediate-, and long-term outcomes of your funded activities.

• Specific performance indicators for each objective you will track. For each indicator, include:

o A clear definition.

o Numerator/denominator (if applicable).

o Data sources.

o Methodology (qualitative and/or quantitative).

o Reporting frequency.

• How these outcomes address local risks, needs, and leverage available resources.

Describe how you will collect accurate performance data, such as staff roles and tools used. Also include:

• How you will review and verify data before submission.

• How you will report data using standardized formats and timelines.

• Explain how your organization will store performance data securely. Examples include:

o Encrypted databases.

o Access controls.

o Data integrity and availability practices.

o Cybersecurity threat safeguards.

o Accidental data loss plans.

o Complying with applicable data protection regulations (e.g., HIPAA if applicable).

Describe how you will routinely monitor performance data to:

• Identify trends or gaps.

• Compare results against targets or benchmarks.

• Share findings with program staff and stakeholders.

Explain how data will be used to:

• Make real-time adjustments to activities.

• Inform decision-making and planning.

• Support continuous improvement and accountability.

In addition, centers will collaborate on the development and implementation of a National

Network Performance Measurement Framework within 6 months of the start of the program.

This framework should:

• Align NOFO goals, objectives, activities, and performance metrics across the children’s hospital centers in the network.

• Establish a set of core shared performance measures across RPPN centers and national metrics for advancing pediatric preparedness.

• Define processes for aggregating, analyzing, and disseminating data at the regional and national level.

• Ensure the network produces meaningful, generalizable results that demonstrate local and national impact and inform future preparedness strategies.

See the reporting section for more information.

Sustainability See merit review criterion 4: Impact

We expect you to sustain key project elements that improve practices and outcomes for the target population. Propose a plan for project sustainability after the period of federal funding ends.

• Highlight key elements to sustain, such as:

o Training and education methods.

o Pediatric disaster care protocols.

o Telehealth capabilities supporting surge capacity.

o Partner engagement strategies.

• Describe how you’ll secure future funding.

• Determine the timing to become self-sufficient.

• Discuss…