Support and Capacity Building for an Expansion of the Medical Reserve Corps and a Demonstration of the Public Health Service Auxiliary, 33753-33759 [E6-9035]

Agencies

• DEPARTMENT OF HEALTH AND HUMAN SERVICES

[Federal Register Volume 71, Number 112 (Monday, June 12, 2006)]
[Notices]
[Pages 33753-33759]
From the Federal Register Online via the Government Printing Office [www.gpo.gov]
[FR Doc No: E6-9035]



[[Page 33753]]

-----------------------------------------------------------------------

DEPARTMENT OF HEALTH AND HUMAN SERVICES


Support and Capacity Building for an Expansion of the Medical 
Reserve Corps and a Demonstration of the Public Health Service 
Auxiliary

AGENCY: Medical Reserve Corps (MRC) Program, Office of Force Readiness 
and Deployment, Office of the Surgeon General, Office of Public Health 
and Science, Office of the Secretary, Department of Health and Human 
Services.

ACTION: Notice.

-----------------------------------------------------------------------

    Announcement Type: Urgent Single-eligibility Cooperative Agreement.
    Catalog of Federal Domestic Assistance Number: 93.008.

DATES: Application Availability Date: June 12, 2006. Application 
Deadline: July 12, 2006.

SUMMARY: This announcement is made by the United States Department of 
Health and Human Services (HHS or Department), Medical Reserve Corps 
(MRC) program, located within the Office of the Secretary, Office of 
Public Health and Science (OPHS), Office of the Surgeon General (OSG), 
Office of Force Readiness and Deployment (OFRD).
    Background Information: During his January 2002 State of the Union 
address, President George W. Bush called on all Americans to dedicate 
at least two years--the equivalent of 4,000 hours of their time--to 
provide volunteer service to others. To help every American answer the 
call to service, the President created the USA Freedom Corps, and 
charged it with strengthening and expanding service opportunities for 
volunteers to protect our homeland, to support our communities, and to 
extend American compassion around the World. Simultaneously, the 
President also created the Citizen Corps, within the Department of 
Homeland Security (DHS), as a way to offer Americans new opportunities 
to get involved in their communities through emergency preparation and 
response activities. Along side Citizen Corps are several partner 
programs that share the common goal of helping communities prevent, 
prepare for, and respond to crime, natural disasters, and other 
emergencies. These partner programs include: Community Emergency 
Response Teams (CERT), also under DHS; Neighborhood Watch and 
Volunteers in Police Service, under the direction of the Department of 
Justice; Fire Corps; and the Medical Reserve Corps.
    The MRC is a nationwide network of community-based, citizen 
volunteer units, which have been initiated and established by local 
organizations for their communities. MRC units are local assets to meet 
locally determined needs. Medical and public health volunteers in the 
MRC can utilize their professional expertise to contribute to local 
public health initiatives, such as those meeting the Surgeon General's 
priorities for public health, on an ongoing basis and to supplement the 
existing response capabilities of the community in emergencies. 
Communities across the country are beginning to recognize that 
strengthening the everyday public health infrastructure will improve 
preparedness.
    The MRC was developed following the events of September 11, 2001, 
when many medical and public health professionals showed up at the 
disaster sites to support the response efforts and were mostly turned 
away due to identification, credentialing, and liability issues. One of 
the primary functions of the MRC is to resolve issues of pre-
identifying and preparing volunteer health professionals for 
emergencies. The MRC brings volunteers--health professionals and 
others--together to supplement existing local resources in cities, 
towns, and counties throughout the United States.
    MRC volunteers include medical and public health professionals such 
as physicians, nurses, pharmacists, dentists, veterinarians, physician 
assistants, nurse practitioners, paramedics, EMTs, mental health 
workers, and epidemiologists. Many other community members--
interpreters, chaplains, office workers, legal advisors, etc.--can fill 
key support positions. Many of these professionals have active 
practices in a variety of settings; others are in training; some are 
retired; and yet others are licensed but do not maintain an active 
practice.
    As this is a community-based program, each MRC is responsible for 
determining its own structure and developing its own policies and 
procedures. MRC units may be established and implemented by local 
government agencies, non-governmental organizations, or other non-
profit entities. Partnerships with local medical, public health and 
emergency management entities are essential.
    The MRC Demonstration Project (started in FY 2002 and continued in 
FY 2003) provided start-up grants to 166 communities across the US. 
Other communities have been encouraged to establish MRC units without 
HHS funding support. As of May 19, 2006, there were 431 MRC units in 49 
States, the District of Columbia, Guam, and the U.S. Virgin Islands, 
with more than 75,000 volunteers.
    The OSG has lead responsibility within HHS for the development of 
the MRC. OSG undertook this responsibility in March 2002 and 
subsequently created the MRC Program Office, with a mission to provide 
national and regional leadership, in partnership with key stakeholders, 
to facilitate local efforts to establish, implement, and sustain MRC 
units.
    The MRC program office facilitates the formation and implementation 
of MRC units in communities across the nation by coordinating 
mechanisms for information sharing and providing forums for discussions 
of promising practices and lessons learned. The major MRC program 
office activities include policy development, interagency coordination, 
program management, grants management, contract oversight, technical 
assistance, and outreach.
    Since its inception, the MRC program office has:
    Implemented the MRC Demonstration Project, which awarded small 
grants (of up to $50,000 per year for 3 years) to help jump start the 
establishment of local MRC units. Forty-two grants were awarded in 
September 2002 and an additional 124 grants were awarded in October 
2003.
    Encouraged the development of MRC units in communities outside of 
the MRC Demonstration Project. As of May 19, 2006, over 260 additional 
communities have registered MRC units without receiving grant funding 
through the MRC program office. Developed a technical assistance 
contract to provide valuable expert advice to developing and 
established MRC units. A series of technical assistance documents were 
written to serve as a guide for local leaders to assist with 
establishment and implementation of MRC units.
    Established an MRC Web site (https://www.medicalreservecorps.gov) 
with resources for developing and established MRC units. The Web site 
includes an electronic message board and document clearinghouse to 
allow MRC communities to share information.
    Held consultation meetings with numerous governmental and non-
governmental organizations at the local, State, regional, and national 
levels.
    Displayed the MRC exhibit booth at professional conferences to 
boost awareness of the program.
    Conducted leadership conferences at the national and regional 
levels to facilitate coordination, cooperation, and information 
sharing.
    Coordinated the MRC response following the 2005 Hurricanes. An

[[Page 33754]]

estimated 6,000 MRC volunteers supported the response and recovery 
efforts in their local communities. In the hardest hit areas, and as 
the storm forced hundreds of thousands of Americans to flee the 
affected areas, MRC volunteers were ready and able to help when needed 
and were there to assist as evacuees were welcomed into their 
communities. These volunteers spent countless hours helping the many 
people whose lives were upended by these disastrous events. During the 
2005 Hurricane Response, MRC volunteers throughout the nation served 
their local communities by:
    Establishing medical needs shelters to serve medically fragile and 
other displaced people;
    Staffing and providing medical support in evacuee shelters and 
clinics;
    Filling in locally at hospitals, clinics and health departments for 
others who were deployed to the disaster-affected regions;
    Immunizing responders prior to their deployment to the disaster 
affected regions;
    Staffing a variety of response hotlines created after the 
hurricanes hit;
    Raising funds for those affected by the hurricanes;
    Teaching emergency preparedness to community members; and
    Recruiting more public health and medical professionals who can be 
credentialed, trained and prepared for future disasters that may affect 
their hometowns or elsewhere.
    In addition to this local MRC activity, over 1,500 MRC members 
expressed a willingness to deploy outside their local jurisdiction on 
optional missions to the disaster-affected areas with their state 
agencies, the American Red Cross (ARC) and the U.S. Department of 
Health and Human Services (HHS). Of these, approximately 200 volunteers 
from 25 MRC units were hired by HHS as unpaid temporary Federal 
employees and more than 400 volunteers from over 80 local MRC units 
have been deployed to support ARC disaster operations in areas along 
the Gulf coast.
    Future Direction: Though the MRC was developed as a network of 
local, community-based assets established to meet locally determined 
needs, much national attention has been focused on the program in light 
of its astounding growth and its response following the 2005 
Hurricanes. This attention has led to a call for an expansion of the 
MRC program. For example, in 2005 the White House Homeland Security 
Council charged HHS to establish systems to pre-enroll, credential, 
train, and deploy MRC members who are willing to provide emergency 
health and medical services after a catastrophic event. More recently, 
in the February 2006 Federal Response to Hurricane Katrina: Lessons 
Learned document, the White House recommended that ``HHS should 
organize, train, equip, and roster medical and public health 
professionals in preconfigured and deployable teams'' to include the 
PHS Commissioned Corps, members of the MRC, and other Federal partners.
    In support of the President's national strategies, in keeping with 
the National Response Plan and consistent with the charge from the 
Homeland Security Council, this single-eligibility cooperative 
agreement with the National Association of County and City Health 
Officials (NACCHO) will support HHS efforts to expand the capacity of 
MRC units throughout the nation. All work will be closely coordinated 
with OSG, the MRC program office, State coordinators, MRC regional 
coordinators, Regional Health Administrators and other Federal 
officials. NACCHO will begin by providing capacity-building support to 
all interested MRC units.
    NACCHO will also assist with the development of a comprehensive 
operational manual and support OSG efforts in credentialing, verifying 
backgrounds, badging, assessing levels of training, and utilizing MRC 
members who are willing and able to deploy with HHS as unpaid temporary 
Federal employees on national-level responses (keeping in mind that any 
employment of individuals is under the authority of HHS and will follow 
Federal employment standards). This subset of MRC members will be 
referred to as the ``Public Health Service Auxiliary.'' In addition, a 
Demonstration Project of the Public Health Service Auxiliary will be 
initiated, primarily targeting MRC units in geographic locations in the 
vicinity of the proposed PHS Rapid Deployment Force (RDF) teams: 
Washington DC/Baltimore; Georgia/North Carolina/South Carolina; Texas/
Oklahoma; and Arizona/New Mexico.
    Ultimately, this cooperative agreement with NACCHO will enhance the 
collaboration and coordination between OSG and community/state public 
health and emergency agencies to support and increase the MRC capacity 
to meet local, state and national needs.

I. Funding Opportunity Description

    Authority: This program is authorized by sections 311(c)(1) and 
319A of the Public Health Service Act, as amended, 42 U.S.C. 
sections 243(c)(1) and 247d-1.; and, funded under Public Law 109-
149.

    The primary purpose of the MRC program office, in OSG, is to 
provide national and regional leadership, in partnership with key 
stakeholders, to facilitate local efforts to establish, implement, and 
sustain MRC units. The MRC has developed as a means to organize 
medical, public health and other volunteers in support of existing 
programs and resources to improve the health and safety of communities 
and the nation.
    A major goal of the MRC program is to encourage integration and 
coordination with local, State, and Federal Partners, including public 
health, medical, emergency management and other agencies and 
organizations. A further objective is for the coordinated involvement 
of MRC members in a national-level response.
    The purposes of this single-eligibility cooperative agreement with 
NACCHO are to:
    Enhance the capacity of MRC units throughout the nation to meet 
identified local needs for public health and safety;
    Increase awareness and understanding of the MRC;
    Enhance cooperation between OSG and local/state/national 
authorities to support and increase MRC capacity; and
    Demonstrate the feasibility of the Public Health Service (PHS) 
Auxiliary concept in meeting surge personnel needs during national-
level responses.

Recipient Activities

    NACCHO will:
     Use its networking channels, newsletters, conferences, summits and 
other mechanisms to increase awareness and understanding of the MRC;
    Enable the facilitation of information sharing between MRC units by 
providing logistical support (travel, lodging, per diem, etc.) for a 
representative from each MRC unit to attend the annual MRC National 
Leadership and Training Conference and Regional MRC meetings;
     Further MRC units' ability to meet local public health needs by 
providing capacity-building assistance and necessary support for 
purchases of select equipment and supplies (i.e. individual and team 
go-kits, emergency vests, etc.);
    Develop a comprehensive operational manual and assist HHS/OSG with 
the institution of requirements, standards and processes for utilizing 
MRC volunteers on national-level responses as members of the Public 
Health Service Auxiliary. The following items will be incorporated:
     Credentialing standards and requirements should be aligned with 
the proposed State registries (under the

[[Page 33755]]

HRSA/Emergency System for the Advanced Registration of Volunteer Health 
Professionals (ESAR-HP) program) and in keeping with goals of the MRC/
ESAR-VHP integration project.
     Background checks on the MRC/PHS Auxiliary members should be 
facilitated in order to meet Federal requirements (Homeland Security 
Presidential Directive-12) Unique/standardized badges for MRC/PHS 
Auxiliary members may be necessary. Training and the assessment of MRC 
member competency should be closely aligned with work currently being 
conducted.
    Processes and procedures for utilizing MRC members in responses 
outside their local jurisdiction should be closely aligned with the 
goals of the MRC/ESAR-VHP integration project.
     Conduct a Demonstration Project of the PHS Auxiliary, initially by 
providing additional capacity-building support to targeted MRC units 
(primarily those in geographic locations in a 200-mile vicinity of the 
proposed PHS Rapid Deployment Force teams: Washington DC/Baltimore; 
Georgia/North Carolina/South Carolina; Texas/Oklahoma; and Arizona/New 
Mexico) that have members who are willing and able to deploy on 
national-level responses;
     Facilitate the interaction between the MRC/PHS Auxiliary members 
and the PHS RDF teams by assisting in the design and implementation of 
joint training exercises; and Participate in the annual MRC National 
Leadership and Training Conference and Regional MRC meetings.

OSG/MRC Activities

    OSG and MRC program staff will be substantially involved with the 
design and implementation of all activities conducted under this 
cooperative agreement with NACCHO. In general, MRC program staff will 
provide background information, expert assistance and ongoing 
oversight. MRC program staff and Regional Coordinators will also 
provide liaison to local and State MRC leaders, as well as to Federal 
officials. In addition, OSG and the MRC program will:
     Use its networking channels, presentations, newsletters and other 
mechanisms to increase awareness and understanding of the MRC;
     Facilitate information sharing between MRC units by conducting the 
annual MRC National Leadership and Training Conference and Regional MRC 
meetings;
     Work closely with NACCHO, OFRD, and other HHS partners on the 
development and implementation of the Public Health Service Auxiliary 
Demonstration;
     Identify and target MRC units that have members who are willing 
and able to deploy on national-level responses as the Public Health 
Service Auxiliary; and
     Coordinate activities between NACCHO, MRC units and the PHS RDF 
teams.

II. Award Information

    The MRC expansion will be supported through a single-eligibility 
cooperative agreement mechanism. Using this mechanism, the OSG 
anticipates making only one award in FY 2006. The anticipated start 
date for the new award is August 1, 2006, and the anticipated period of 
performance is August 1, 2006 through September 30, 2009. Approximately 
$8,225,000 is available for the first 12-month period.
    Throughout the project period, the commitment of OSG to the 
continuation of funding will depend on the availability of funds, 
evidence of satisfactory progress by the recipient (as documented in 
required reports), demonstrated commitment of the recipient to the 
goals of the MRC program, and the determination that continued funding 
is in the best interest of the Federal Government.

III. Eligibility Information

1. Eligible Applicants

    The only eligible applicant for this funding opportunity is the 
National Association of County and City Health Officials (NACCHO). In 
making this award, OSG/MRC will be able to capitalize on NACCHO's 
status as a national-level nonprofit organization with significant 
local, state and national networking connections. NACCHO has relevant 
experience in working with local organizations, particularly in the 
areas of capacity-building, strengthening public health infrastructure 
and improving public health preparedness. NACCHO also has relevant 
experience in working with Federal agencies.

2. Cost Sharing or Matching

    Neither cost sharing nor matching funds are required for this 
program.

3. Other

    If an applicant requests a funding amount greater than the ceiling 
of the award range, the application will be considered non-responsive, 
and will not enter into the review process. The applicant will be 
notified that the application did not meet the submission requirements.

IV. Application and Submission Information

1. Address To Request Application Package

    Application kits may be requested by calling (240) 453-8822 or 
writing to the Office of Grants Management, Office of Public Health and 
Science, Department of Health and Human Services, 1101 Wootton Parkway, 
Suite 550, Rockville, MD 20852. Applicants may also fax a written 
request to the OPHS Office of Grants Management at (240) 453-8823 to 
obtain a hard copy of the application kit. Applications must be 
prepared using Form OPHS-1.

2. Content and Form of Application Submission

    Application: Applicants must use Grant Application Form OPHS-1 and 
complete the Face Page/Cover Page (SF424), Checklist, and Budget 
Information Forms for Non-Construction Programs (SF424A). In addition, 
the application must contain a project narrative, submitted in the 
following format:
    Maximum number of pages: 50. If the narrative exceeds the page 
limit, OSG will only review the first 50 pages within the page limit;
    Font size: 12-point, unreduced;
    Double-spaced;
    Paper size: 8.5 by 11 inches;
    Page-margin size: One inch;
    Number all pages of the application sequentially from page one 
(Application Face Page) to the end of the application, including 
charts, figures, tables, and appendices;
    Print only on one side of page; and
    Hold application together only by rubber bands or metal clips, and 
do not bind it in any other way.
    The narrative should address activities to be conducted over the 
entire project period and must include the following items in the order 
listed:

Table of Contents

    Executive Summary: Describe key aspects of the Background, 
Objectives, Program Plan, Evaluation Plan, and Budget. The summary is 
limited to three (3) pages.

Background:

    Understanding of the Requirements. The narrative should include a 
discussion of the organization's understanding of the need, purpose and 
requirements of this cooperative agreement. The discussion should be 
sufficiently specific, detailed and complete to clearly and fully 
demonstrate that the applicant has a thorough understanding of all the

[[Page 33756]]

technical requirements of this announcement.
    Organizational Experience. The narrative should provide a summary 
of organizational experience and include a description of any similar 
projects implemented to work with local community-based organizations, 
particularly in the areas of capacity-building, strengthening public 
health infrastructure and improving public health preparedness.
    Objectives. The narrative should include objectives stated in 
measurable terms, including baseline data, improvement targets and time 
frames for achievement for the project period.
    Program Plan. The program plan must demonstrate that the 
organization has the technical expertise to carry out the requirements 
of this announcement.
    Methods and Techniques. The plan should contain sufficient detail 
to clearly indicate the proposed means for conducting the work, and 
include a complete explanation of the techniques and procedures the 
applicant will use. Specific activities and strategies planned to 
achieve each objective should be described. The role of any partner 
organizations in the project should be described. The applicant should 
also discuss any anticipated problem areas and recommend potential 
solutions.
    Staffing and Management. The applicant must provide a description 
of project staffing and management, with time lines and sufficient 
detail to ensure that it can meet the requirements in a timely and 
efficient manner. The narrative should provide a description of the 
proposed project staff, including resumes and job descriptions for key 
staff, qualifications and responsibilities of each staff member, and 
percent of time each will commit to the project. It should also provide 
a description of duties for any proposed consultants. 
R[eacute]sum[eacute]s must be limited to three pages per person.
    Evaluation Plan. The applicant must clearly delineate how program 
activities will be evaluated and provide measures of effectiveness that 
will demonstrate the accomplishment of the objectives of this 
cooperative agreement and progress toward the goals of the MRC program. 
The evaluation plan must be able to produce documented results that 
demonstrate whether and how the strategies and activities funded under 
this cooperative agreement made a difference in building the capacity 
of the MRC program to meet the needs of local communities and the 
nation. The description should include data collection and analysis 
methods, demographic data to be collected, process measures which 
describe indicators to be used to monitor and measure progress toward 
achieving projected results, outcome measures to show the project has 
accomplished planned activities, and impact measures that demonstrate 
achievement of the objectives.
    Budget Justification. The budget justification will not count 
against the stated page limit, but will be limited to 10 pages and must 
comply with the criteria for applications. The applicant must submit, 
at a minimum, a cost proposal fully supported by information adequate 
to establish the reasonableness of the proposed amount. The budget 
request must include funds for key project staff to attend an annual 
MRC Leadership and Training Conference.
    The applicant may include additional information in the application 
appendices, which will not count toward the narrative page limit. This 
additional information includes the following: Curricula Vitae, 
R[eacute]sum[eacute]s, Organizational Charts, Letters of Support, etc.
    An agency or organization is required to have a Dun and Bradstreet 
Data Universal Numbering System (DUNS) number to apply for a grant or 
cooperative agreement from the Federal government. The DUNS number is a 
nine-digit identification number, which uniquely identifies business 
entities. Obtaining a DUNS number is easy, and there is no charge. To 
obtain a DUNS number, access https://www.dunandbradstreet.com, or call 
1-866-705-5711.

3. Submission Dates and Times

    To be considered for review, applications must be received by the 
Office of Grants Management, Office of Public Health and Science, by 5 
p.m. Eastern Time on July 12, 2006. Applications will be considered as 
meeting the deadline if they are received on or before the deadline 
date. The application due date in this announcement supercedes the 
instructions in the OPHS-1.

Submission Mechanisms

    The Office of Public Health and Science (OPHS) provides multiple 
mechanisms for the submission of applications, as described in the 
following sections. Applicants will receive notification via mail from 
the OPHS Office of Grants Management confirming the receipt of 
applications submitted using any of these mechanisms. Applications 
submitted to the OPHS Office of Grants Management after the deadlines 
described below will not be accepted for review. Applications which do 
not conform to the requirements of the grant announcement will not be 
accepted for review and will be returned to the applicant.
    Applications may only be submitted electronically via the 
electronic submission mechanisms specified below. Any applications 
submitted via any other means of electronic communication, including 
facsimile or electronic mail, will not be accepted for review. While 
applications are accepted in hard copy, the use of the electronic 
application submission capabilities provided by the OPHS eGrants system 
or the Grants.gov Website Portal is encouraged.
    Electronic grant application submissions must be submitted no later 
than 5 p.m. Eastern Time on the deadline date specified in the DATES 
section of the announcement using one of the electronic submission 
mechanisms specified below. All required hardcopy original signatures 
and mail-in items must be received by the OPHS Office of Grants 
Management no later than 5 p.m. Eastern Time on the next business day 
after the deadline date specified in the DATES section of the 
announcement.
    Applications will not be considered valid until all electronic 
application components, hardcopy original signatures, and mail-in items 
are received by the OPHS Office of Grants Management according to the 
deadlines specified above. Application submissions that do not adhere 
to the due date requirements will be considered late and will be deemed 
ineligible.
    Applicants are encouraged to initiate electronic applications early 
in the application development process, and to submit early on the due 
date or before. This will aid in addressing any problems with 
submissions prior to the application deadline.

Electronic Submissions Via the Grants.gov Website Portal

    The Grants.gov Website Portal provides organizations with the 
ability to submit applications for OPHS grant opportunities. 
Organizations must successfully complete the necessary registration 
processes in order to submit an application. Information about this 
system is available on the Grants.gov Web site, https://www.grants.gov.
    In addition to electronically submitted materials, applicants may 
be required to submit hard copy signatures for certain program related 
forms, or original materials as required by the announcement. It is 
imperative that the applicant review both the grant announcement, as 
well as the

[[Page 33757]]

application guidance provided within the Grants.gov application 
package, to determine such requirements. Any required hard copy 
materials, or documents that require a signature, must be submitted 
separately via mail to the OPHS Office of Grants Management, and, if 
required, must contain the original signature of an individual 
authorized to act for the applicant agency and the obligations imposed 
by the terms and conditions of the grant award.
    Electronic applications submitted via the Grants.gov Website Portal 
must contain all completed online forms required by the application 
kit, the Program Narrative, Budget Narrative and any appendices or 
exhibits. All required mail-in items must received by the due date 
requirements specified above. Mail-In items may only include 
publications, resumes, or organizational documentation.
    Upon completion of a successful electronic application submission 
via the Grants.gov Website Portal, the applicant will be provided with 
a confirmation page from Grants.gov indicating the date and time 
(Eastern Time) of the electronic application submission, as well as the 
Grants.gov Receipt Number. It is critical that the applicant print and 
retain this confirmation for their records, as well as a copy of the 
entire application package.
    All applications submitted via the Grants.gov Website Portal will 
be validated by Grants.gov. Any applications deemed ``Invalid'' by the 
Grants.gov Website Portal will not be transferred to the OPHS eGrants 
system, and OPHS has no responsibility for any application that is not 
validated and transferred to OPHS from the Grants.gov Website Portal. 
Grants.gov will notify the applicant regarding the application 
validation status. Once the application is successfully validated by 
the Grants.gov Website Portal, applicants should immediately mail all 
required hard copy materials to the OPHS Office of Grants Management to 
be received by the deadlines specified above. It is critical that the 
applicant clearly identify the Organization name and Grants.gov 
Application Receipt Number on all hard copy materials.
    Once the application is validated by Grants.gov, it will be 
electronically transferred to the OPHS eGrants system for processing. 
Upon receipt of both the electronic application from the Grants.gov 
Website Portal, and the required hardcopy mail-in items, applicants 
will receive notification via mail from the OPHS Office of Grants 
Management confirming the receipt of the application submitted using 
the Grants.gov Website Portal.
    Applicants should contact Grants.gov regarding any questions or 
concerns regarding the electronic application process conducted through 
the Grants.gov Website Portal.

Electronic Submissions Via the OPHS eGrants System

    The OPHS electronic grants management system, eGrants, provides for 
applications to be submitted electronically. Information about this 
system is available on the OPHS eGrants Web site, https://
egrants.osophs.dhhs.gov, or may be requested from the OPHS Office of 
Grants Management at (240) 453-8822.
    When submitting applications via the OPHS eGrants system, 
applicants are required to submit a hard copy of the application face 
page (Standard Form 424) with the original signature of an individual 
authorized to act for the applicant agency and assume the obligations 
imposed by the terms and conditions of the grant award. If required, 
applicants will also need to submit a hard copy of the Standard Form 
LLL and/or certain Program related forms (e.g., Program Certifications) 
with the original signature of an individual authorized to act for the 
applicant agency.
    Electronic applications submitted via the OPHS eGrants system must 
contain all completed online forms required by the application kit, the 
Program Narrative, Budget Narrative and any appendices or exhibits. The 
applicant may identify specific mail-in items to be sent to the Office 
of Grants Management separate from the electronic submission; however 
these mail-in items must be entered on the eGrants Application 
Checklist at the time of electronic submission, and must be received by 
the due date requirements specified above. Mail-In items may only 
include publications, resumes, or organizational documentation.
    Upon completion of a successful electronic application submission, 
the OPHS eGrants system will provide the applicant with a confirmation 
page indicating the date and time (Eastern Time) of the electronic 
application submission. This confirmation page will also provide a 
listing of all items that constitute the final application submission 
including all electronic application components, required hardcopy 
original signatures, and mail-in items, as well as the mailing address 
of the OPHS Office of Grants Management where all required hard copy 
materials must be submitted.
    As items are received by the OPHS Office of Grants Management, the 
electronic application status will be updated to reflect the receipt of 
mail-in items. It is recommended that the applicant monitor the status 
of their application in the OPHS eGrants system to ensure that all 
signatures and mail-in items are received.

Mailed or Hand-Delivered Hard Copy Applications

    Applicants who submit applications in hard copy (via mail or hand-
delivered) are required to submit an original and two copies of the 
application. The original application must be signed by an individual 
authorized to act for the applicant agency or organization and to 
assume for the organization the obligations imposed by the terms and 
conditions of the grant award.
    Mailed or hand-delivered applications will be considered as meeting 
the deadline if they are received by the OPHS Office of Grant 
Management on or before 5 p.m. Eastern Time on the deadline date 
specified in the DATES section of the announcement. The application 
deadline date requirement specified in this announcement supersedes the 
instructions in the OPHS-1. Applications that do not meet the deadline 
will be returned to the applicant unread.

4. Intergovernmental Review

    Executive Order 12372 does not apply.

5. Funding Restrictions

    Grant funds may be used to cover costs of:

 Personnel.
 Consultants.
 Contract Services.
 Equipment and supplies.
 Training.
 Travel, including attendance at national and regional MRC meetings.
 Other grant-related costs

    .Grants funds may not be used for:

 Building alterations or renovations.
 Construction.
 Fund raising activities.
 Political education and lobbying.
 Research studies involving human subjects.
 Reimbursement of pre-award costs.

6. Other Submission Requirements

    None.

V. Application Review Information

1. Criteria

    The technical review of the applications will consider the 
following

[[Page 33758]]

four factors, listed in descending order of weight:
Factor 1: Program Plan (35%)
     Sufficient details provided to clearly indicate the proposed means 
for conducting the work.
     Specific activities and strategies planned to achieve each 
objective are described.
     Methods, procedures and sequencing of planned approaches are 
logical and appropriate.
    Anticipated problem areas are discussed and potential solutions are 
recommended.
     Description of the proposed project staff, including resumes and 
job descriptions for key staff, qualifications and responsibilities of 
each staff member, and percent of time each will commit to the project 
is provided.
     Proposed staff members are qualified and level of effort is 
appropriate.
     Proposed project organizational structure and reporting channels/
lines of authority are rational and appropriate.
Factor 2: Background (25%)
     The organization's understanding of the need, purpose and 
requirements of the project are clearly and fully demonstrated.
     Relevant organizational experience is described.
     Outcomes of past projects and activities with local community-
based organizations (particularly in the areas of capacity-building, 
strengthening public health infrastructure and improving public health 
preparedness) indicate a clear potential for successful completion of 
project objectives.
     The applicant demonstrates a clear understanding of the mission of 
OSG and the responsibilities of Emergency Support Function 8 
under the National Response Plan.
Factor 3: Evaluation Plan (20%)
     Proposed data collection plan, analysis methods and reporting 
procedures are appropriate.
     Plans to assess and document progress towards achieving objectives 
and intended outcomes are clear. Process, outcome, and impact measures 
are suitable.
     Process measures will show progress toward achieving projected 
results.
     Outcome measures will show accomplishment of planned activities.
     Impact measures will demonstrate achievement of the objectives.
Factor 4: Objectives (20%)
    Objectives are realistic and have merit.
    Objectives are stated in measurable terms.
    Objectives are relevant to the project, and in line with MRC 
program goals.
    Objectives are attainable in the stated time frames.

2. Review and Selection Process

    OSG will review applications for completeness. An incomplete 
application or an application that is non-responsive to the eligibility 
criteria will not advance through the review process. HHS will notify 
applicants if their applications did not meet submission requirements.
    An objective review panel, which could include both Federal 
employees and non-Federal members, will evaluate complete and 
responsive applications according to the criteria listed in the ``V.1 
Criteria'' section above. The objective review process will follow the 
policy requirements as stated in the Grants Policy Directives (GPDs) 
2.04. Information pertaining to the GPDs can be found at https://
www.hhs.gov/grantsnet/roadmap/.

VI. Award Administration Information

1. Award Notices

    The successful applicant will receive a Notice of Award (NoA). The 
NoA shall be the only binding, authorizing document between the 
recipient and HHS. An authorized Grants Management Officer will sign 
the NoA, and mail it to the recipient fiscal officer identified in the 
application.

2. Administrative and National Policy Requirements

    The successful applicant must comply with the administrative 
requirements outlined in 45 CFR part 74 and part 92 as appropriate.

3. Reporting

    The applicant will submit an original, plus one hard copy, as well 
as an electronic copy of: (1) Quarterly progress reports (using the 
Federal fiscal quarters); (2) an annual Financial Status Report (FSR) 
SF-269; and (3) a final Progress and Financial Status Report in the 
format established by the OSG, in accordance with provisions of the 
general regulations which apply under ``Monitoring and Reporting 
Program Performance,'' 45 CFR parts 74 and 92.
    The quarterly progress reports shall provide a detailed summary of 
major achievements, problems encountered, and actions taken to overcome 
them. The purpose of the progress reports is to provide accurate and 
timely project information to MRC program managers and to respond to 
Congressional, Departmental, and public requests for information about 
the program. The report for the fourth fiscal quarter (for the period 
July 1--September 30)) will serve as the annual progress report and 
must describe all project activities for the entire fiscal year.
    The second fiscal quarter progress report (for the period January 
1--March 31) will serve as the non-competing continuation application. 
This report must include the budget request for the next grant year, 
with appropriate justification, and be submitted using Form OPHS-1.
    The applicant will be informed of the progress report due dates. 
Instructions, report formats and due dates will be provided prior to 
required submission. The Annual Financial Status Report is due no later 
than 90 days after the close of each budget period. The final Progress 
and Financial Status Report are due 90 days after the end of the 
project period.
    The applicant must mail the reports to the Grants Management Office 
listed in the ``Agency Contacts'' section of this announcement. An 
electronic copy of the report should be sent to the MRC program office 
contact.

VII. Agency Contact(s)

    For program assistance, contact: CDR Robert J. Tosatto, Medical 
Reserve Corps Program, Office of the Surgeon General, Department of 
Health and Human Services, 5600 Fishers Lane, Room 18C-14, Rockville, 
MD 20857. Telephone: 301-443-4951. E-mail: MRCcontact@hhs.gov.
    For financial, grants management, or budget assistance, contact: 
DeWayne Wynn, Grants Management Specialist, Office of Grants 
Management, Office of Public Health and Science, Department of Health 
and Human Services, 1101 Wootton Parkway, Suite 550, Rockville, MD 
20857. Telephone: (240) 453-8822. E-mail: Dewayne.Wynn@hhs.gov.

VIII. Other Information

1. The Surgeon General's Priorities for Public Health

    Surgeon General Richard H. Carmona has outlined his priorities for 
the health of individuals, and the nation as a whole. His goals are to 
increase disease prevention, eliminate health disparities, and 
strengthen public health preparedness. Woven through each of these 
priorities is the effort to improve health literacy.
    Increase Disease Prevention. The Surgeon General encourages health 
care professionals to educate the public on how to prevent diseases and 
injuries. With seven out of ten Americans dying each year of a 
preventable chronic

[[Page 33759]]

disease, it is imperative that we address such problems as obesity, 
HIV/AIDS, tobacco use, birth defects, injury and low physical activity.
    Eliminate Health Disparities. Having grown up facing the 
difficulties of health disparities, eliminating them is of great 
personal importance to the Surgeon General. His goal is to rid minority 
communities of the greater burden of death and disease from illnesses 
such as breast cancer, prostate cancer, and others.
    Strengthen Public Health Preparedness. Americans count on a strong 
public health system capable of meeting any emergency. OSG is investing 
resources to prevent, mitigate and respond to all-hazards emergencies.
    Improve Health Literacy. Improving health literacy is important so 
that all Americans may access, understand and use health-related 
information and services to make good health decisions.

(To learn more about the public health priorities of the Surgeon 
General, please visit https://www.surgeongeneral.gov.)

2. MRC/ESAR-VHP Integration

    MRC and the Emergency System for Advance Registration of Volunteer 
Health Professionals (ESAR-VHP) each represent key national initiatives 
of HHS to improve the nation's ability to enhance public health 
preparedness.
    The ESAR-VHP Program is housed within the HHS Health Resources and 
Services Administration (HRSA). It is designed to standardize State 
efforts to develop programs and systems necessary to register, 
credential, and activate volunteer health professionals in an 
emergency. Volunteer health professionals in this program will 
primarily be expected to augment hospital and/or other medical facility 
staff to support a surge in anticipated health care needs for patients 
and victims during, and immediately following, an emergency.
    There are significant advantages to integrating the MRC and ESAR-
VHP Programs. Generally, integration will minimize duplication of 
effort, address response gaps, and promote long-term savings. For 
example, joint recruiting and training efforts will assure a common 
understanding of each other's program goals, state-level credentialing 
can be expanded to cover MRC volunteers, and common notification and 
deployment technologies will enable significant cost savings.
    The MRC/ESAR-VHP Integration Project's primary goal will be to 
publish guidance for local MRC leaders and state ESAR-VHP coordinators. 
It should include a description of what is expected to occur and how 
the groups are expected to respond, as well as the individual, MRC, and 
ESAR-VHP Program roles and responsibilities.

    Dated: June 6, 2006.
Richard H. Carmona,
Surgeon General.
[FR Doc. E6-9035 Filed 6-9-06; 8:45 am]
BILLING CODE 4150-47-P