Frequently Asked Questions

We anticipate recipients will receive their NOA by November 29, 2022. CDC will continue to ensure this website has the most current dates and deadlines. (11/04/2022)

The anticipated budget period start date is December 1, 2022. CDC will continue to ensure this website has the most current dates and deadlines. (11/04/2022)

Applications were due by 11:59 p.m., Eastern Time on August 15, 2022. We will continue to ensure this website has the most current dates and deadlines. Please reference pages 1 and 2 of the NOFO for these and other important dates.

Our goal is to make sure leadership is informed of the allocation and use of the funding across their agency. Yes, it is acceptable to use the delegation of authority and assign a deputy if appropriate within the confines of your organizational structure. The intent of this grant is to transform and improve the entire public health system. (07/26/22)

Yes, the role of Data Modernization Director in this NOFO is the same role previous NOFOs have referred to as a DMI Lead. While the positions are the same, the language has evolved to emphasize the significant roles and responsibilities of the position. Jurisdictions can and will use the grant to support the Data Modernization Director role and related support staff. (07/26/22)

Bolded outcomes are those that are expected to be achieved during the period of performance. (7/19/2022)

Answers to many questions asked during the Applicant Informational Webinars on June 29 are already available on this FAQ page or within the Applicant Informational Webinar slides. We will continue adding new FAQs as they are received. If you have an urgent or specific question, please feel free to send an email to PHInfrastructure@cdc.gov. We strive to respond to questions within 2 business days, not including weekends or holidays.  (7/8/2022)

The NOFO was published on June 16, 2022.

CDC-RFA-OE22-2203 is an open-competition, multi-component grant.

This open-competition, multi-component grant will provide cross-cutting support to public health agencies for critical infrastructure needs including workforce, foundational capabilities, and data modernization.

The three Strategies for Component A are Workforce, Foundational Capabilities, and Data Modernization. For Component B, the three Strategies include training and technical assistance for Component A, Grant program evaluation, and Grant coordination and communication. The Strategies outlined in the NOFO are broad by design and intended to provide recipients with maximum flexibility to meet their needs. For detailed information, please consult the Strategies and Activities section of the NOFO. More information on Component A Strategies begins on page 8 of the NOFO. More information on Component B Strategies begins on page 13 of the NOFO.

Component A will enable recipients to hire, retain, sustain, and train the public health workforce and strengthen their foundational capabilities. Component A also enables recipients to modernize public health data systems to expand, improve and accelerate public health services and better address public health outcomes including those related to COVID-19. The purpose of Component B is to support Component A recipients to more efficiently and effectively implement Strategies A1-A3. Component B recipients will do this by providing technical assistance, evaluation leadership and support, and mechanisms for communication and coordination across all recipients and CDC.

Yes. This NOFO has been designed with maximum flexibility to meet the needs of recipients. As stated on page 8 of the NOFO, Strategies A1-A3 overlap to some extent, and recipients can fund and organize their proposed activities under whichever strategy they wish, given their program’s priorities and budget. For example, workforce can be supported under all Strategies as appropriate, and work related to data infrastructure can be supported under Strategy A2: Foundational Capabilities and under Strategy A3: Data Modernization. Similarly, activities to strengthen human resource and workforce related systems and processes can be supported under Strategy A1: Workforce or A2 Foundational Capabilities. You may also find Appendix 1, Sample Activities for Component A helpful. (7/8/2022)

Under Component A, Strategy A1: Workforce, the key outcomes that recipients are expected to achieve by the end of the period of performance include increased hiring of diverse staff and increased size and capabilities of the public health workforce with improved wages and protections. For Strategy A2: Foundational Capabilities, the key outcomes include improved organizational systems and processes and evidence of stronger public health foundational capabilities. For Strategy A3: Data Modernization, key outcomes include a more modern and efficient data environment, increased data interoperability, and increased availability of public health data. Key outcomes specific to Component B include increased hiring and retention mechanisms available to Component A recipients and, in the longer term, improved sharing of lessons learned and evidence among Component A recipients, CDC, and other interested partners.

Grantees will be able to hire community health workers as needed and appropriate.

The total period of performance is five years.

Applicants may be able to expedite the federal grants process by using an Administrative Partner (AP).  An AP is an organization that supports a governmental entity, like a health department, with processing federal grants and assuring compliance with requirements. Partnering with an AP can help increase the competitiveness of the health department in applying for and accepting federal funding and expedite implementation of grant activities. Refer to Expediting the Federal Grant Process with an Administrative Partner for additional information.

The purpose of a Letter of Intent (LOI) is for applicants to indicate their intention to apply for a NOFO. LOIs allow CDC program staff to estimate the number of applications that will be submitted and adequately plan for their review.  Applicants are strongly encouraged to submit an LOI but are not required to do so. If applicants plan to submit an LOI for this NOFO, they must be submitted via email to PHInfrastructure@cdc.govby 11:59 p.m., Eastern Time on June 30, 2022. There is no preferred format for an LOI. Please refer to pages 1 and 2 of the NOFO for additional information.

The COVID-19 pandemic emphasized the importance of a robust public health system overall. This grant focuses on three overarching Strategies that complement and reinforce one another, and include workforce, foundational capabilities, and data systems. Health equity, the state in which everyone has a fair and just opportunity to attain their highest level of health, underpins all Strategies of this funding opportunity. This funding opportunity does not preclude the possibility of additional support in the future.

All interested applicants should carefully review the eligibility, organizational capacity, and evaluation criteria sections of the NOFO to decide which components and Strategies best suit their organizations. It is up to each applicant to determine whether they will apply for this funding opportunity. CDC program staff are unable to confirm, deny, or otherwise make judgments on potential applicant eligibility. All applications meeting the requirements of the NOFO will be considered and reviewed. (8/2/22)

As stated on page 31 of the NOFO, applicants to Strategy A3 Data Modernization must “identify as a current or previous recipient of data modernization funding through the CDC Epidemiology and Laboratory Capacity for Prevention and Control of Emerging Infectious Diseases (ELC) supplemental funding.” Recipients must be direct recipients, that is ELC grantees, to be eligible to apply for A3. Sub awardees or contractors are not considered recipients of the ELC grant program. (7/14/22)

As referenced in the NOFO on page 2 and on page 36, CDC-RFA-OE22-2203 is an open-competition, multi-component grant and all applications meeting the requirements of the NOFO will be considered and reviewed. All interested applicants should carefully review the eligibility, organizational capacity, and evaluation criteria sections of the NOFO. Applicants should only apply to Component A or Component B but not both.

• State governments (includes District of Columbia)
• Special district governments
• Local governments (includes county, city, and townships) serving a
  • County population of 2,000,000* or more
  • City population of 400,000* or more
• U.S. territories and freely associated-state governments in the Commonwealth of Puerto Rico, the Virgin Islands, the Commonwealth of the Northern Marianna Islands, American Samoa, Guam, the Federated States of Micronesia, the Republic of the Marshall Islands, and the Republic of Palau.

Please Note:  County and City populations are based on the 2020 U.S. Census

Component B is open competition.

Please Note:  As referenced on page 36 and 37 of the NOFO, Bona fide agents are eligible to apply to Component A or Component B on behalf of an eligible applicant. For more information about bona fide agents, visit Expediting the Federal Grant Process with an Administrative Partner.

If a county public health department is the primary public health agency for a city that has a population greater than 400,000 then the county public health department is eligible to apply for Component A, even though the countywide population is fewer than 2 million.

Please Note: Similar criteria have been used for other notice of funding opportunities (NOFO) such as the National Initiative to Address COVID-19 Health Disparities Among Populations at High-Risk and Underserved, Including Racial and Ethnic Minority Populations and Rural Communities. Reviewing this document may help you determine your organization’s eligibility for Component A, Strategy A1 Workforce and Strategy A2 Foundational Capabilities.

Applicants can apply to either Component A or to Component B of this Notice of Funding Opportunity, but not both. Refer to pages 18, 21, 33, and 42 of the NOFO.

The Strategies and activities outlined in the NOFO are broad by design and intended to provide recipients with maximum flexibility to meet their needs. As such, how the Workforce Director salary is paid, whether it be from this grant or other resources, is up to the grantee’s discretion. It is requested that a portion of the Workforce Director salary be supported by the grant. At a minimum, funding one percent (1%) of the salary would satisfy this request. As stated in the NOFO, this position must report to the highest level of the recipient organization leadership. Additionally, this position must be available to work directly with CDC as a representative of the recipient organization and participate actively in discussions and meetings with other recipients and CDC about the grant and their experiences under it. Although not explicitly stated in the NOFO, the Workforce Director’s role and responsibilities should mirror the Position Description as described in Appendix 2. Appendix 2 is available on the “Related Documents” tab on Grants.gov. (Updated 1/19/2023)

As referenced on page 6 of the NOFO, under Component A, Strategy A1: Workforce, the key outcomes recipients are expected to achieve by the end of the period of performance include increased hiring of diverse staff and increased size and capabilities of the public health workforce with improved wages and protections. With that said, we designed this NOFO to give recipients maximum flexibility to support that goal. Please refer to Appendix 1, specifically to A1.1, regarding recruiting and hiring new staff. It is important to note that recipients will need to keep track of their activities to demonstrate successful achievement of outcomes. (07/26/22)

No, it can be filled by an existing employee.  Please refer to the position description that was provided on grants.gov. (07/26/2022)

As referenced on page 9 of the NOFO, recipients also can use this grant to strengthen their own workforce and human resource related planning, systems, processes, and policies. Improving recipients’ organizational administrative competencies related to human resource services may be necessary to accomplish the other Key Activities under this Strategy. Some modifications and improvements may be put in place to assist directly with rapidly hiring, retaining, supporting, and training staff, but recipients may also pursue longer-term system or process improvements whose effects may not be felt immediately. As mentioned on page 23 of the NOFO, one of the short-term outcome measurements for improved workforce systems and processes is the percent improvement on jurisdiction’s organizational administrative competency assessment from baseline. (07/26/22)

As referenced on pages 8 and 9 of the NOFO, at least 40% of the funding provided to state health department recipients for Strategy A1: Workforce should be distributed among the local health departments that have not received direct funding from this grant. CDC encourages state health departments to consider how funding for Strategy A2: Foundational Capabilities and Strategy A3: Data Modernization can benefit and reach local health departments that have not received direct funding from this grant. This is essential to ensure that rural and smaller local communities have the public health infrastructure required to address local public health needs. Recipients may apply the 40% allocation to local health departments as necessary and as deemed appropriate based on their state’s specific situation (i.e., centralized public health system.)  All recipients should demonstrate how they will reduce or eliminate the administrative requirements and reporting burden put upon local public health departments and nonprofit organizations supporting grant activities. No recipient should request or require additional programmatic reports, Work Plans, or expenditure information from local health departments beyond what is required by the grant unless otherwise required by law. State health departments should ensure that these funds are dispersed to their jurisdictional local health departments within the first year of the grant. (This guidance does not supersede state, and local rules, and regulations, or official funding agreements between state and local public health agencies.) These items should be described in the project and budget narrative.

The intent of the 40% is to ensure that local health departments (LHDs) have the workforce necessary to address local public health needs and achieve local public health goals. This is essential to ensure that rural and smaller local communities have the public health infrastructure required to achieve this. If the State Department of Health can describe and clearly justify how “staff budgeted and hired at the State level but placed in a regional or local offices to provide support to their local health departments within their catchment area” will meet the intent and goal of the “40% distributed to local health departments,” CDC may consider it as part of the 40% direct funding to the LHDs. (7/19/22)

Applicants applying to Strategy A1 may choose to hire contractor for the purposes of Key Activity 6, but please include the resume for the position with your application as noted on page 30 of the NOFO. (7/14/2022)

As stated on page 10 of the NOFO, hiring (or supporting) a Workforce Director is the minimum requirement for Strategy A1: Workforce applicants. There will be no restrictions on the types of positions that can be hired if the minimum requirements are satisfied.

At a minimum, applicants to Component A1 must:

• Support a full-time Workforce Director who has sufficient authority and seniority to effectively manage the work under this grant. This individual must report to the highest level of the recipient organization, be able to represent the recipient organization, and participate actively in discussions and meetings with other recipients and CDC about the grant and their experiences under it. (Required)
• Dedicate at least 1.0 full-time employee to program evaluation and performance measurement for all work proposed under Strategies A1-A3. These evaluation staff will facilitate progress reporting, use of grant performance measures, internal evaluation activities, collaboration with national partners from Component B on evaluation of the grant, and participation in relevant national organizational and workforce assessments. (Required)
• Successful applicants may choose to use Strategy A1: Workforce funding to hire a Data Modernization Director. This is an encouraged option, not a requirement. (7/8/2022)

Yes.  Please refer to Appendix 1 of the NOFO, where on page 2 it outlines the six Key Activities included in Component A, Strategy A1: Workforce. Below each of these Key Activities are sample activities for recipients to consider for their own agency. Recipients are encouraged to think creatively about the types of activities they would like to support with this funding and are not restricted to the sample activities included in this appendix. For example, sample activities include offering “a range of retention incentives, including bonuses, student loan repayment, benefits, moving expenses, remote work, and telework” among many others. (7/8/2022)

As described on page 34 of the NOFO, all $3 billion for Strategy A1: Workforce will be disbursed during FY23. The average amount of one-time funding A1 recipients will receive is $20 million and recipients can use this funding over the full five-year period of performance. Note that the awards for A1 will vary depending on the jurisdiction.  The base award is $2.5 million, and the ceiling is $150 million. Applicants are encouraged to calculate their estimated awards by using the funding formula outlined in Attachment A of the NOFO.  (7/8/2022)

As stated on page 7 of the NOFO, applicants are encouraged to apply for all Strategies A1-A3 and to propose work under some or all Key Activities to benefit from this opportunity. Applicants who apply for Strategy A1 must include Key Activity 6. At a minimum, this includes supporting a fulltime Workforce Director and evaluation staff. Applicants may support a Data Modernization Director under Strategy A1: Workforce, but this is not required. For the benefit of applicants, Appendix 2 provides example position descriptions for the Data Modernization Director as well as the Workforce Director.

The timeline for the availability of A3 funding is unknown and is dependent upon Congressional approval. There will not be a separate NOA for A3. If you have additional questions regarding A3 funding and the timeline for awards, please contact your CDC Project Officer directly. (12/22/22)

Recipients are not expected to meet Strategy A3: Data Modernization deliverables requirements while that Strategy is unfunded. While the position of a Data Modernization Director is strongly recommended, it is not a requirement. Recipients may use funding from Strategies A1 and A2 to support a DMI Director and other data modernization staff based on the needs of their program. (12/22/22)

Investments in stand-alone, monolithic systems implemented with limited operability lead to redundancy, wasted effort, and higher costs. Jurisdictions should avoid building siloed systems that replicate functionality, cause the same data to be stored multiple times, and inhibit the smooth exchange and integration of information. To be consistent with the North Star Architecture* vision for public health data architecture, jurisdictions should implement systems and functionality as coordinated and interoperable components that are supported by shared services.

Examples of coordinated and interoperable components include:

• A “catcher’s mitt” that receives all data coming into the agency, provides basic validation, and delivers it to the intended recipient.
• A common “data lake” that allows integration and sharing, and where different public health uses (e.g., disease surveillance) might have unique views of these data.
• A shared data linkage service to connect the data on an individual coming through different data flows.
• A data mapping and harmonization process that translates data from different sources to common formats, data elements, and values to support integrated analysis.
• Shared analytic and mapping tools for analysis and visualization, possibly including a shared dashboard that is used to drive public health decision making.

When designing or building systems, decisionmakers should consider interoperability, coordination, and the use of shared services within their own jurisdiction and among other jurisdictions. Jurisdictions should also explore centrally hosted solutions and services (e.g., NSSP, AIMS Hub, PRIME SimpleReport).

*Please Note: North Star Architecture aims to accelerate public health readiness by articulating a shared vision of a public health data infrastructure for jurisdictions to share necessary data with each other and CDC.​ This concept of a cloud-oriented environment (currently called the North Star Architecture) is proposed to help jurisdictions plan for efficient integration of public health data systems using modern technologies, data governance, and infrastructure management approaches. This model describes where data flows and information systems might be coordinated, connected, and interoperable across healthcare and public health at all levels of government. Please see Healthcare Information and Management Systems Society’s Guide to Interoperability in Healthcare and Advancing Interoperability for Public Health to learn more. (9/12/2022)

Any proposed investments in systems, tools, applications, services, and licenses that are needed to improve data access, processing, sharing, and reporting should be included within the grant application to initiate internal CDC review and approval. It is expected that any system, application, or tool that is being invested in should be interoperable and a shared service. An IT shared service is an information technology function, process or service that is built once for use by multiple parts of an organization or multiple organizations. It fulfills a common need and is sharable and scalable (e.g., services available on the AIMS platform through the Association of Public Health Laboratories). CDC encourages city, county, and local public health agencies to use systems, tools, applications, services, and licenses available through their state public health agency or CDC before building or purchasing any new systems themselves. (8/10/2022)

States should add the populations of local jurisdictions that are not expected to apply for Strategy A3 back into their A3 funding formula. As a reminder, Strategy A3: Data Modernization applicants must be direct recipients (that is, ELC grantees) to be eligible to apply for A3 as stated on page 31 of the NOFO. CDC encourages state jurisdictions to coordinate with eligible local jurisdictions as applicable. (07/26/22)

Yes, Component B recipients will receive funds directly to support their work. All Component B funds will be provided in Year 1.

As described on pages 31 and 32 of the NOFO, applicants to Component B must demonstrate organizational capacity that is relevant to the Strategies and activities they are applying for. Applicants must also,

• Demonstrate their experience and expertise in providing relevant technical assistance.
• Demonstrate a successful track record of collaborating successfully with governmental public health agencies across the U.S., of varying sizes and geographic regions.
• Demonstrate the capacity to quickly engage a large number of governmental public health agencies across the U.S. soon after award and have the relevant staffing, administrative systems, and partnerships in place to do so.

Health equity is the state in which everyone has a fair and just opportunity to attain their highest level of health. Achieving this requires focused and ongoing societal efforts to address historical and contemporary injustices; overcome economic, social, and other obstacles to health and healthcare; and eliminate preventable health disparities. For more information on health equity, please visit the CDC Health Equity

This grant attempts to support larger efforts to rebalance public health investments and to serve communities and populations in a more equitable way. This program will help address the historic underinvestment in U.S. communities that have been economically or socially marginalized, are located in rural geographic areas, are composed of people from racial and ethnic minority groups, are medically underserved, or are disproportionately affected by COVID-19 or other priority public health problems.

Across the Strategies outlined in the NOFO, recipients are expected to approach planning and implementation with diversity, health equity, inclusion, and accessibility in mind. How this looks may vary by strategy. For example, workforce investments should include dedicated efforts to recruit staff from the communities they serve and continue to create a public health workforce that can meet the needs of all communities. Investments in data systems should be directed in ways that help strengthen ties with, and services in, U.S. communities that have been economically or socially marginalized, are located in rural geographic areas, are composed of people from racial and ethnic minority groups, are medically underserved, and are disproportionately affected by COVID-19 or other priority public health problems.

All work under Component A should be grounded in three key principles: (1) The need for data and evidence to drive planning and implementation (2) The critical role that partnerships will play in success, and (3) The imperative to direct these resources in a way that supports diversity and health equity.

Component A applicants should describe the specific public health problems, groups, and geographic areas towards which they plan to direct the grant effort. They should describe how this plan should serve the aim of reducing health disparities and promoting health equity in the jurisdiction. Component B applicants should describe their commitment to supporting these goals among Component A recipients they will serve.

The populations served by this grant will vary across recipients and will depend on local needs. The population this grant serves are those that use public health services including, U.S. communities that have been economically or socially marginalized, located in rural geographic areas, are composed of people from racial and ethnic minority groups, are medically underserved, and those disproportionately affected by COVID-19 or other priority public health problems. 

Applicants should describe how they will use infrastructure investments to advance health equity in their jurisdictions. This should include involving relevant communities in the planning, implementation, and evaluation of applicants’ current and future infrastructure goals, as appropriate.

For the purposes of this NOFO, an underserved community is defined by the Executive Order On Advancing Racial Equity and Support for Underserved Communities Through the Federal Governmentas a population or geographic community sharing a particular characteristic that has been systematically denied a full opportunity to participate in aspects of economic, social, and civic life.

The deadline to submit final budget revisions is January 17, 2023. Recipients should submit their budget revisions as and upload them into GrantSolutions as a Grant Amendment. (12/22/22)

It is not a requirement that CDC Project Officers provide a final signoff. However, recipients are strongly encouraged to share their revised budget narratives with their CDC Project Officer before uploading it into GrantSolutions as final.  (12/22/22)

The FY23 rate has not yet been negotiated. There are accommodations for utilizing your existing FY22 rate while negotiation proceeds. Please contact your CDC Project Officer to discuss this and related questions in more detail. (12/22/22)

As referenced on page 44 of the NOFO, when developing the budget narrative, applicants must consider whether the proposed budget is reasonable and consistent with the purpose, outcomes, and program strategy outlined in the project narrative. The budget must include: Salaries and wages, Fringe benefits, Consultant costs, Equipment, Supplies, Travel, Other categories, Contractual costs, Total Direct costs, and Total Indirect costs. (07/26/22)

Please refer to NOFO “Attachment A_Funding Strategy” for detailed instructions and examples on how to apply the funding formula. If you have further questions, please email PHInfrastructure@cdc.gov and a member of our team will call to review the funding formula and calculations. (07/26/22)

The budgets for A2 Foundational capabilities and A3 Data modernization should be for 12 months. If the budget period begins on November 30, 2022, it will end on November 29, 2023. (7/19/22)

The budget submissions will vary by Component and Strategy as indicated below. If applying to

• Component A, Strategy A1Workforce, please submit a 5-year budget. The budget narrative should highlight and describe each funding year FY23 – FY27 separately.
• Component A, Strategy A2 Foundational capabilities please submit a 1-year budget.
• Component A, Strategy A3 Data modernization, please submit a 1-year budget.
• Component B, please submit a five 5-year budget. The budget narrative should highlight and describe each funding year FY23 – FY27 separately.

Please refer to CDC’s Budget Preparation Guidelines.

Any items included in the budget proposal of an application (including evaluation and subcontractor activities) that are accepted for funding will be reviewed for allowability, allocability, and reasonableness.

Award amounts were calculated using a funding formula, so any difference between requested budgets and actual award amounts were due to the results calculated by the formula.  (12/22/22)

The budget period started on December 1, 2022. Recipients may draw down funds prior to the submission of Work Plan and budget revisions given the activities align with the intent of the NOFO. Please work with your CDC Project Officer to discuss specific funding questions in more detail. (12/22/22)

Data modernization implementation within jurisdictions will likely require coordination and leverage of several funding sources across several periods of performance. It is anticipated, but not guaranteed, that ELC will continue to support modernization efforts covering core Health Information Systems related to infectious disease epidemiology and laboratory capacity. Jurisdictions are welcome to move activities and workforce positions previously funded through ELC to the Public Health Infrastructure Grant if they wish to do so. (8/10/2022)

Yes, applicants will have the opportunity to amend their budget and Work Plan if they are awarded funds. (8/8/2022)

There are no restrictions on the amount of funding you may request. However, not following the funding strategy may result in budget and Work Plan revisions, which could delay an entity’s ability to receive funding. (8/8/2022)

CDC anticipates recipients of this five-year grant funding may need to adjust and redirect some funds and will work directly with recipients to provide guidance on the rules and budget categories that can be redirected. (07/26/22)

Additional funding for Components A and B may be available based on future appropriations. (07/26/22)

Applicants are encouraged to use a similar funding strategy to distribute funds in a transparent, data driven way with an aim to provide funds to areas with the greatest need but are not required to apply the exact same methodology as used in this award. Applicants may elect to use a strategy, and if needed a vulnerability index, that best fits their need and the needs of local health departments.  (7/19/22)

2 CFR 200 Subpart E – Cost Principles indicates that the purchase of land or construction of buildings requires prior written approval from the HHS awarding agency. Applications which include requests to buy, lease, and/or repair buildings will be reviewed on a case-by-case basis.

Use of funds for mobile labs is dependent on the activities conducted from the mobile lab. If vehicles are included in the application and used to further the activities in the NOFO, they could be considered. All items are subject to further review during the budget discussions once the funding decisions are made. (7/19/22)

Should an eligible jurisdiction choose not to apply, those funds may be allocated to the related, larger jurisdiction (i.e., State) or across all the applicants in that given jurisdiction (i.e., State and other large city or counties). Final decisions on funding are yet to be determined and will not be final until after all applications have been reviewed and approved. (7/19/22)

The funding formula generates funding amounts that applicants will receive in the first year (FY23) of the award. As described on page 34 of the NOFO, all $3 billion for strategy A1 Workforce and all $45 million for Component B will be disbursed at one time in FY23. $140 million for strategy A2 Foundational capabilities and $40 million for strategy A3 Data modernization will be disbursed each budget year starting in FY23 for the five-year period of performance. Since the funding formula generates first year amounts,

• For strategy A1 Workforce and Component B, the formula will generate the full award to be dispersed in FY23 that recipients can use over the five-year period of performance.
• For Strategy A2 Foundational Capabilities and A3 Data modernization, it will generate the funding amount for the first year only.

In summary, funding for component A1 and Component B will be disbursed one time in FY23, and recipients will have the full 5-year period of performance to spend these funds. Funding for A2 and A3 will be disbursed each budget year. Recipients should plan on spending all funding received for A2 Foundational capabilities, and A3 Data modernization each budget year. If recipients are unable to spend all funds for A2 and A3 in the budget year, recipients may submit a carryover requests. Requests to carry over funding for A2 Foundational capabilities and A3 Data modernization will be carefully reviewed and are not guaranteed. (7/14/2022)

The funding provided under this award is primarily for public health workforce development and not to provide clinical services. As stated on page 9 of the NOFO, the intent of Strategy A1 is to provide funding for recipients to hire, retain, support, and train their workforce. Recipients are encouraged to use funds to support positions necessary to bolster their public health workforce including positions such as public health physicians or nurses. Where, as part of the public health department’s workforce and as part of hiring, retaining, supporting and training that workforce, individuals in these positions may provide services in a clinical setting, those services are allowable. For example: A physician or nurse hired, retained, supported or trained with funds provided under this award is able to provide public health services in a city/county or state health department clinical setting. NOFO funding should not be used to purchase medical supplies or medicine.  (7/14/2022)

Cities should use the average percentage for 3+ Risk Factors from the census tracts contained within the city. Step 6 in Attachment A incorrectly states that cities should use the highest percentage, and we are working to update that language. (7/12/2022)

The Population Weighted Percentage of 50% is a constant in each formula and is not a variable that differs by jurisdiction. Please see Attachment A of the NOFO for detailed instructions and examples on how to calculate funding levels for Component A.  No formula will be used for determining funding for Component B. (7/8/2022)

You can find more information from guidance of 45 CFR Part 75.414 concerning indirect cost and de minimis rate of 10%.  If you do not have a negotiated indirect cost rate, you can use the de minimis rate. (7/8/2022)

In this context, de minimis refers to the option to charge a de minimis rate of 10% of modified total direct costs (MTDC). You can find more information from guidance 45 CFR Part 75.  This contains more information about the indirect cost (IDC) rate, including the information about the 10% de minimis. If you do not have a negotiated IDC, you can use the de minimis 10% rate. The specific section is 75.414 which has also been included below for your convenience. (7/8/2022)

(f) In addition to the procedures outlined in the appendices in paragraph (e) of this section, any non-Federal entity that has never received a negotiated indirect cost rate, except for those non-Federal entities described in paragraphs (c)(1)(i) and (ii) of this section and section (D)(1)(b) of appendix VII to this part, may elect to charge a de minimis rate of 10% of modified total direct costs (MTDC) which may be used indefinitely. As described in § 75.403, costs must be consistently charged as either indirect or direct costs, but may not be double charged or inconsistently charged as both. If chosen, this methodology once elected must be used consistently for all Federal awards until such time as a non-Federal entity chooses to negotiate for a rate, which the non-Federal entity may apply to do at any time. (7/8/2022)

There are similarities in grant eligibility with some slight changes to the funding strategy. Please refer to Attachment A of the NOFO for details on how to apply the funding formula for Component A strategies. (7/8/2022)

The funding strategy of the grant aims to distribute funds in a transparent, data-driven way that ensures that they are available to areas with the greatest need. Funding for Component A will be allocated depending on the funding available for each strategy and based on a formula. When developing the funding formula:

• We first looked at the total amount of available funding and the number of eligible applicants to determine the minimum level that would make a difference for the smallest eligible jurisdictions.
• From there, the formula is based on the total population size of the eligible applicants, adjusting for applicants whose population areas may include another eligible applicant’s area. For example, for states that include an eligible local jurisdiction, the state population size used in the formula would be the state population minus the population of the eligible local jurisdiction.
• Finally, we adjusted funding based on a measure of community vulnerability. We did this to help redirect some resources towards areas of greater need. We considered various measures of vulnerability, and we opted to use the U.S. Census Bureau’s Community Resilience Estimate.

Accounting for the applicant’s population size and community vulnerability serves to help direct additional resources towards areas with greater need, and recipients are encouraged to adopt similar principles when allocating funding within their coverage areas or jurisdiction. (7/8/2022)

Yes. This NOFO has been designed with maximum flexibility to meet the needs of recipients. As stated on page 8 of the NOFO, Strategies A1-A3 overlap to some extent, and recipients can fund and organize their proposed activities under whichever strategy they wish, given their program’s priorities and budget. For example, workforce can be supported under all strategies as appropriate, and work related to data infrastructure can be supported under Strategy A2 Foundational capabilities and under Strategy A3 Data modernization. Similarly, activities to strengthen human resource and workforce related systems and processes can be supported under Strategy A1 Workforce or A2 Foundational capabilities. You may also find Appendix 1, Sample Activities for Component A helpful.  (7/8/2022)

Yes.  Please refer to Appendix 1 of the NOFO, where on page 2 it outlines the six Key Activities included in Component A, Strategy 1. Below each of these Key Activities are sample activities for recipients to consider for their own agency. Recipients are encouraged to think creatively about the types of activities they would like to support with this funding and are not restricted to the sample activities included in this appendix. For example, sample activities include offering “a range of retention incentives, including bonuses, student loan repayment, benefits, moving expenses, remote work, and telework” among many others. (7/8/2022)

As described on page 22 of the NOFO, the award ranges for Component A are as follows:

• Strategy A1 Workforce: $2,500,000 to $150,000,000.
• Strategy A2 Foundational capabilities: $250,000 to $8,000,000.
• Strategy A3 Data modernization: $175,000 to $3,600,000.

As referenced on page 34 of the NOFO, Component B funding of $45 million will be disbursed at one time during FY23 to cover 5 years. There is no award range for Component B.

Please see “Attachment A_Funding Strategy” for detailed instructions and examples on how to calculate funding levels for Component A.  No formula will be used for determining funding for Component B.

As stated on page 3 of the NOFO, the average one-year award amount for Component A is $21,938,000 and for Component B is $9,000,000.

As referenced on page 8 of the NOFO, at least 40% of the funding provided to state health department recipients for Strategy A1 Workforce should be distributed among the local health departments that have not received direct funding from this grant. CDC encourages state health departments to consider how funding for Strategy A2 Foundational Capabilities and Strategy A3 Data Modernization can benefit and reach local health departments that have not received direct funding from this grant. This is essential to ensure that rural and smaller communities have the public health infrastructure required to address local public health needs.

Successful recipients may be able to subcontract with appropriate organizations, subject to discussion with their CDC project officer. Any items included in the budget proposal of an application that is accepted for funding would be reviewed for allowability, allocability, and reasonableness.

As referenced on page 4 of the NOFO, maximum flexibility will be provided to the recipients to carry out this work consistent with the purpose of the funding and the scope of this NOFO. The scope of possible workforce investments is wide, including hiring, retaining, supporting, and training the workforce; there will be no restrictions on the types of positions that can be hired for public health capacity building. Other investments and improvements to foundational capabilities will help modernize public health agencies and position them to be even better service providers and partners. Investments and improvements to modernize data systems will serve to improve efficiency and effectiveness of those organizations’ operations and public health work, including their ability to partner in a complex health and health care environments. These outcomes will lead to improved public health services, and in turn improved public health outcomes including those for COVID-19. Please reference “Appendix 1_Sample Activities for Component A” for a list of suggested activities that may be supported with this funding.

Under the strategy, recipients can fill vacancies and create new positions, and they can retain staff who are on term appointments, whom they wish to extend employment. The strategies and activities outlined in the NOFO are broad by design and intended to provide recipients with maximum flexibility to meet their needs. As referenced on page 9 of the NOFO, the intent of Strategy A1 Workforce, in particular, is to reinforce and expand the public health workforce by hiring, retaining, supporting, and training the workforce and by strengthening relevant workforce planning, systems, processes, and policies. The public health workforce that can be supported includes the full range of public health positions, across levels of workforce tenure and seniority, public health topic or program areas, and competencies. Recipients can also make significant new investments in workforce engagement, well-being, and other related programs and services, to assist with retention and help improve emotional, mental, and physical health outcomes of the workforce.

Successful recipients will be able to subcontract with the organizations they deem appropriate to achieve their program goals. Some subcontracting may require a discussion with their CDC project officer.

CDC-RFA-OE22-2203 is an open-competition, multi-component grant, and all applications meeting the requirements of the NOFO will be considered and reviewed. Per the American Rescue Plan Act of 2021Subtitle F. SEC. 2501, Component A of this program provides public health workforce support to state, territorial, and local health agencies. Component B provides support to nonprofit private or public organizations that have a proven track record of working successfully with state, territorial, and local health agencies, particularly in medically underserved areas. CDC encourages tribes, and tribal organizations to partner with state and local public health departments to plan and implement the activities of Component A. 

Of note, outside of this grant as outlined under Title XI – Committee on Indian Affairs in the American Rescue Plan Act of 2021, more than $6 billion was appropriated to support tribes and tribal organizations. Specifically, $240 million has been allocated to tribes and tribal organizations to support, establish, expand, and sustain a public health workforce to prevent, prepare for, and respond to COVID-19, and other public health workforce-related activities. CDC encourages tribes and tribal organizations to reach out to the Indian Health Service for additional information about Title XI – Committee on Indian Affairs in the American Rescue Plan Act of 2021. (8/8/2022)

CDC encourages tribes, and tribal organizations to partner with state and local public health departments to plan and implement the activities of Component A. Of note, as outlined under Title XI – Committee on Indian Affairs in the American Rescue Plan Act of 2021, more than $6 billion was appropriated to support tribes and tribal organizations. Specifically, $240 million has been allocated to tribes and tribal organizations to support, establish, expand, and sustain a public health workforce to prevent, prepare for, and respond to COVID-19, and other public health workforce-related activities. CDC encourages tribes and tribal organizations to reach out to the Indian Health Service for additional information about Title XI – Committee on Indian Affairs in the American Rescue Plan Act of 2021.

The deadline to submit final Work Plan revisions is January 17, 2023. Recipients should revise their Work Plans, including hiring reports, in REDCap. Recipients will download the revised documents from REDCap per the “Downloading REDCap Data as a PDF” SOP in the REDCap File Repository and then upload revised documents into GrantSolutions as a Grant Note. (12/22/22)

Technical reviews are provided by each recipient’s CDC Project Officer and offer detailed feedback on initial Work Plan activities. Technical reviews of recipient Work Plans are available in REDCap. Summary statements were developed by objective reviewers during the application review process and provide high-level feedback on the initial Work Plans. Recipients may access objective review summary statements in GrantSolutions. (12/22/22)

Recipients will revise Work Plans, hiring reports, and budgets based on feedback from several sources including the summary statements, technical reviews, discussions with their CDC Project Officers, and information from trainings and orientation meetings. With that in mind, recipients are not required to respond to every comment and recommendation. (12/22/22)

It is not a requirement that CDC Project Officers provide a final signoff. However, recipients are strongly encouraged to share their revised Work Plans with their CDC Project Officer before uploading them as final. (12/22/22)

The most appropriate access scenarios will differ across recipient jurisdictions. Please work directly with your CDC Project Officer to determine which individuals need access to GrantSolutions. (12/22/22)