WEBVTT
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Okay, so we'll go to the next slide.
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So here's our overview of our agenda for
today.
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Our team is going to provide a high level
summary of the notice of funding
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opportunity, provide a program overview,
we'll review important dates and key
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components and strategies,
and then we'll conclude with our with
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resources and questions. And so
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just wanting to remind folks that you can
raise your hand if you have questions,
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but we'll also unmute your mic when you
are calling on for your question.
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But please feel free to put questions in
the chat as well.
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Next slide.
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So this NOFO is designed to strengthen
our nation's ability to prevent, detect,
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and respond to infectious disease threats
by leveraging strong partnerships,
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workforce development, health messaging,
and emergency response capabilities.
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Furthermore, this NOFO intends to
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expand training for infection prevention
and control,
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combating antimicrobial resistance,
enhanced engagement of frontline health
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care and public health workers,
improved health care facility resilience,
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improved coordination and search staffing
during public health responses.
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Ultimately, this NOFO
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seeks to build and sustain national
partnerships that will enhance
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preparedness,
strengthen health care safety
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infrastructure, improve our ability,
improve our collective ability to respond
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effectively to current and emerging
infectious disease threats.
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Next slide.
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This NOFO is structured as a
multi-component NOFO. With that in mind,
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let's take a closer look at how the
program and how organizations can
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participate.
So I'll begin with the overview of the
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multi-component framework that serves as
the foundation of this funding opportunity.
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Applicants may submit a single integrated
application that includes work plans and
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budgets for multiple components.
Component 1 is required for all
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applicants and serves as the foundational
infrastructure component that supports
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successful implementation of program
activities.
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This structure is designed to strengthen
accountability and promote coordinated
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implementation.
It also helps to sustain essential
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personnel, administrative,
and operational functions during funding
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disruptions or delays.
By supporting a shared infrastructure,
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this approach helps reduce the need for
individual projects to absorb
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these costs,
allowing more resources to be directed
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towards programmatic activities and
public health impact.
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Next slide.
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The component structure is one of the
most important aspects of this funding
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opportunity because it determines how
applicants will organize their proposed
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work. As we move into the next section,
we'll review each component,
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the activities associated with it,
and how the components work together to
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support a coordinated and comprehensive
public health approach.
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Next slide.
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So now let's turn our attention to the
four program components that make up this
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funding opportunity. Together,
these components provide the framework
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for strengthening infectious disease
prevention, detection, preparedness,
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and response capabilities. First,
Component 1 is the required
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infrastructure component.
It supports that foundational staffing,
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systems and operational capacity needed
to successfully manage and implement
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program activities.
It is important to remember that
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Component 1 is required for all
applicants.
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Component 2 focuses on emerging and
re-emerging pathogens and supports
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efforts to strengthen national disease
prevention
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detection, preparedness,
and response capabilities.
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Component 3 focuses on antimicrobial
resistance and healthcare associated
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infections through education,
communication, implementation,
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and adoption of evidence-based prevention
strategies. Lastly,
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Component 4 supports outbreak and
emergency response activities and
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provides the flexibility to rapidly
address
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emerging public health threats when
needed. Components 2, 3,
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and 4 allow organizations to align their
expertise and propose activities with
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specific public health priorities.
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Next slide.
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So now I'll turn it over to Sue Visser to
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provide a quick introduction
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of our EZID organization.
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Thank you so much. Hello,
my name is Sue Visser,
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and I am the Deputy Director for Policy
and Extramural Program here in the
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Division of Vector-Borne Diseases.
And I am pleased to share with you that
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this Notice of Funding Opportunity
announcement is brought to you by the
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National Center for Emerging and Zoonotic
Infectious Diseases,
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one of the infectious disease centers
here at CDC.
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So NCEZID is made up of seven divisions
and three
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offices that work with partners
throughout the United States and around
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the world to prevent illness, disability,
and death caused by a wide range of
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infectious diseases.
The diverse workforces of these divisions
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support our ability to identify and
respond to emerging and re-emerging
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infectious diseases with your partnership.
DHQP and DVBD are very proud to be
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administratively supporting the direction
and management of this cooperative agreement
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but work might be funded on the SNOFO
from any of the center's divisions.
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Next slide, please.
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So staff in the Division of Vector-Borne
Diseases will administratively support
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all Component 2 applicants and the
activities funded therein.
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Anything funded related to the prevention
and control of emerging and re-emerging
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infectious diseases in that component.
This may include vector-borne diseases,
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but it need not.
Target applicants for this component.
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will include what you see on this slide,
applicants who can strengthen national
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disease prevention, detection,
and response capabilities for emerging
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and reemerging public health threats,
and again, including, but not limited to,
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vector or disease threats.
Professional organizations with clinical
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public health and entomological
membership are really preferred in terms
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of their demonstrated capacity.
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For our funding priorities,
we'd like to prioritize that you
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disseminate and support adoption of
guidance, clinical guidelines,
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best practices,
and messages to prevent infections,
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also to inform and support CDC in
developing those guidance tools,
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best practices, and messages,
engaging frontline workers, which is a
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a broad term across the full public
health system to increase knowledge and
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implementation of CDC best practices,
and finally,
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improve the public health system's
ability to plan for and be ready to
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respond to outbreaks and or public health
emergencies. And with that,
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I'd like to transition the webinar to our
colleagues in DHQP to discuss
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Component 3, Michael.
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Thanks, Sue. I'm Michael Craig.
I'm the Director of the AR Coordination
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and the Strategy Unit,
as well as the Deputy Division Director
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for the Division of Healthcare Quality
Promotion.
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I'm going to talk about Component 3.
This one covers AR and healthcare
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associated infections.
Building on DHQP's missions and the
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capabilities we're seeking in applicants,
we're going to talk about the broader
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impact of this funding and what it's
designed to achieve. So at its core,
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the NOFO is intended to strengthen the
nation's healthcare safety infrastructure
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through innovation, collaboration,
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and implementation of evidence-based
practices that reduce infectious disease
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threats while improving patient outcomes.
To advance these goals,
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DHQP has identified several funding
priorities that represent critical areas
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of need for our opportunity.
Just also would note from the slide,
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the targeted applicants, as you can see,
that we are looking at.
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And I would just note for a couple of
these things,
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for antimicrobial resistance threats,
we're talking about both bacterial as
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well as fungal disease threats.
And we're interested in things that cross
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and go into areas on the funding
priorities below.
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So that includes AR and the microbiome,
healthcare associated infections,
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and then oral infection prevention and
control.
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We have some DHQP SMEs that are going to
speak to our year one program priorities.
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And we're going to start that off with Dr.
Cliff McDonald,
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who will give an overview of AR and
microbiome health.
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And then Lauri Hicks will follow to talk
about some other aspects of that related
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to antibiotic stewardship. Cliff.
So one of our areas of interest is the
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dietary guidance
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to support microbiome recovery after
healthcare associated dysbiosis.
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to support microbiome recovery after
healthcare associated dysbiosis.
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Why this project is needed is that the
human microbiome plays a critical role in
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maintaining health and protecting against
infection, both fungal and bacterial.
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Disruptions of the microbiome,
known as dysbiosis,
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can occur following common healthcare
exposures such as antibiotics,
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surgery, severe illness,
and other medical treatments.
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surgery, severe illness,
and other medical treatments.
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Diet is one of the strongest factors
influencing microbiome composition and
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function.
Yet there is limited clinically focused
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guidance on how patients can use
nutrition to support microbiome recovery
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after these healthcare-related
disruptions.
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Healthcare providers and patients need
practical, evidence-based recommendations
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that translate emerging microbiome
science into actual dietary guidance
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tailored to specific patient populations.
The funded partner would develop
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evidence-based dietary recommendations
that promote microbiome recovery
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following dysbiosis-inducing healthcare
exposures,
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synthesize existing scientific evidence,
conduct systematic reviews where needed,
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and apply transparent methods to evaluate
evidence quality and recommendation
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strength,
produce clinically relevant guidance that
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can be adapted for patients with food
sensitivities, intolerances,
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or other dietary considerations,
and finally,
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engage professional societies and
clinical stakeholders to review
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recommendations for feasibility
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relevance and uptake.
The capabilities in this applicant would
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include strong expertise in nutrition
science, microbiome research,
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and evidence-based guideline development
experience, conducting systematic reviews,
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and applying evidence grading
methodologies.
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The ability to convene multidisciplinary
experts and collaborate with professional
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medical organizations
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And finally,
proven capacity to develop and
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disseminate non-government clinical
guidance products for healthcare
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audiences. So that's one project area.
The other is standards and best practices
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for microbiome laboratory testing and
diagnostics.
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As microbiome-based therapeutics and
interventions,
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continue to advance,
there is growing need for reliable ways
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to measure, monitor,
and interpret microbiome health.
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Standardized approaches are needed to
determine when microbiome-directed
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interventions may be appropriate,
evaluate treatment success,
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and support broader infection prevention
and public health efforts.
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Currently,
there's a lot of variability in sampling
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methods, laboratory practices,
test interpretation,
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and validation approaches,
which is limiting the consistency and
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comparability across settings.
What the funded partner would do would be
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to convene scientific, clinical,
laboratory, and regulatory experts
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to develop consensus-based standards for
microbiome sampling, quality control,
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and clinical interpretation,
identify best practices for analytic
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validation, clinical validation,
and implementation of microbiome-based
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diagnostics,
develop open access resources, standards,
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and publications that can guide public
health clinical laboratory practice and
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ensure recommendations align with
relevant regulatory accreditation and
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quality frameworks such as FDA, CLIA, CAP,
and CMS requirements.
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Capabilities include demonstrated
expertise,
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in clinical laboratory science,
microbiome measurement technologies,
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and diagnostic development,
strong experience leading expert
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consensus processes,
and developing standards of practice
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guidelines, core practice guidelines,
ability to engage diverse stakeholders,
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including laboratorians, clinicians,
researchers,
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regulators and accreditation bodies,
and finally experience publishing and
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disseminating scientific and technical
resources that support adoption across
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healthcare and public health systems.
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Hi, everyone. This is Laurie Hicks.
I'm the Branch Chief for Medical Product
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Safety.
I'm going to build a little bit on what
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Cliff shared.
We have some interest in work related to
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microbiome and cancer patients as well.
I think most folks know that people with
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cancer are often immunocompromised,
and that makes them more susceptible to
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infections.
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So infection prevention is critical to
protect cancer patients from healthcare
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associated infections,
which are often resistant to
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antimicrobials.
We also know that preserving the
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effectiveness of antibiotics is essential
to enable cancer care.
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And as cancer care and therapy has
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evolved,
the immune system is increasingly being
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leveraged to fight cancer with modern
immunotherapies.
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And we know that antibiotics can disrupt
and may actually reduce the effectiveness
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of these immunotherapies.
We are seeking expertise and capabilities
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related to implementation of effective
infection prevention and control,
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diagnostic stewardship,
and antimicrobial stewardship to improve
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the quality of care for cancer patients.
Some example deliverables include
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training and education related to
infection prevention and control and or
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appropriate antibiotic use as part of
cancer care.
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for healthcare professionals and patients
and their families,
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dissemination of messages to healthcare
professionals and the public about the
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connection between the health of the
human microbiome and cancer treatment and
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care.
We're also interested in antimicrobial
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stewardship capabilities that are
independent of the cancer microbiome work,
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that include expertise in developing
scalable electronic health record
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clinical pathways for improving
antibiotic use in outpatient settings.
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Sometimes this is referred to as clinical
decision support.
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We also are looking for subject matter
expertise in academic detailing and
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capability to develop training for
clinicians to optimize antibiotic
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prescribing for hospitalized patients.
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Thanks, Lauri and Cliff.
We're going to go on to the next priority
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under healthcare associated infections.
And I'm going to turn it over to Maggie
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Dudek to talk about a project related to
NHSN. Hi, everyone.
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My name is Maggie Dudek,
and I'm going to talk about a project for
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expanding participation in the National
Healthcare Safety Network's Digital
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Quality Measures.
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NHSN is transforming healthcare
surveillance by using Fast Healthcare
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Interoperability Resources, or FHIR,
to identify and track serious adverse
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events in hospitalized patients,
accelerate improvements in patient safety,
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and reduce harms and death.
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FHIR application programming interfaces,
APIs,
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will be used to submit as a single bundle
to detect new multiple digital quality
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measures or DQMs. These include,
but are not limited to,
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hospital onset bacteremia and fungemia,
or HOB,
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adult community onset sepsis standardized
mortality ratio,
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and healthcare associated antibiotic
treated C. difficile infection or HTCDI.
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To date,
NHSN has collaborated with 19 sites to
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pilot, implement,
and validate DQMs through our CoLab
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program,
and we are prepared to expand this
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reporting to U.S. hospitals nationwide.
The funded partner will be expected to
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partner with healthcare systems,
hospital executives and administrators,
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and hospital
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information technology personnel to
complete successful education and
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onboarding of hospitals to NHSN DQMs.
We define hospital onboarding as
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completing all required permissions for
the hospital to connect their FHIR API
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with NHSN Link.
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Their data complies with the CDC NHSN DQM
content package IG.
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The hospital passes all NHSN verification
and validation steps to ensure complete
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and accurate data,
and their submission of at least one
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month of 1 DQM that confirms end-to-end
connection.
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In close collaboration with and under
guidance of NHSN,
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the funded partner would have the
capabilities to support onboarding
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activities,
such as convene onboarding work groups
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and cohorts of hospitals for peer-to-peer
learning and support,
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develop education and onboarding
materials, train a DQM
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implementation coordinator for each
hospital,
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and facilitate successful connection of
the DQM FHIR API to NHSN for at least one
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DQM.
Our goals at NHSN are by the end of 2027,
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we would have complete onboarding of up
to 2,000 US hospitals
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to within five years have all US
hospitals participating in one or more
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DQMs.
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Thank you, Maggie.
I'm going to turn it over now to Amy
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Colwaite to talk about projects related
to Project Firstline. Great. Thanks,
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Michael. Hi, everyone. I'm Amy Colwaite,
Chief of the Health System Strengthening
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and Resilience Branch,
which includes Project Firstline.
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Project Firstline is CDC's national
infection prevention and control training
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and education collaborative for frontline
health care workers.
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The aim of Project First Line is to
provide accessible, practical,
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and culturally appropriate infection
prevention and control or IPC resources
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tailored to diverse learning preferences.
We place particular emphasis on
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environmental services workers and allied
health professionals, for example,
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certified nurse assistants or CNAs,
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dental assistants, respiratory therapists,
and EMS staff,
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both while they are training to enter the
profession and when they reach the
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workplace.
This work overlaps with our priority
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populations portfolio,
which is focused on strengthening
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infection prevention and control in
historically under-resourced settings.
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This includes rural and critical access
hospitals,
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federally qualified health centers,
Indian health services and tribal
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facilities,
including urban Indian clinics, and the
19:16.166 --> 19:20.033
U.S. affiliated Pacific Islands.
Project Firstline also aligns with our
19:20.033 --> 19:23.266
health care systems resilience efforts,
which focus on the science and
19:23.266 --> 19:27.666
implementation of building health care
systems resilient to infectious disease
19:27.666 --> 19:31.333
threats and other disruptions to save
quality care.
19:31.333 --> 19:34.466
Through this mechanism,
we look forward to working with partners
19:34.466 --> 19:39.200
to deliver culturally appropriate,
innovative IPC training targeting allied
19:39.200 --> 19:42.900
health workers with consideration for
historically under-resourced healthcare
19:42.900 --> 19:47.133
settings.
Identify IPC gaps across identified roles
19:47.133 --> 19:49.900
in healthcare settings and translate
findings into practical,
19:49.900 --> 19:52.533
culturally tailored IPC resources.
19:52.533 --> 19:55.266
This includes understanding and
addressing needs related to cultural
19:55.266 --> 19:58.966
practices such as traditional healers in
healthcare settings.
19:58.966 --> 20:02.500
Strengthen IPC through workforce
readiness tools and rapid onboarding
20:02.500 --> 20:06.500
resources for high turnover roles,
as well as the integration of career
20:06.500 --> 20:12.166
pipelines and other classroom to career
strategies to fill critical allied health roles.
20:12.166 --> 20:16.333
Producing engaging evidence-based
multimedia education and support national
20:16.333 --> 20:19.866
dissemination, whether through broadcast,
webinars, or toolkits,
20:19.866 --> 20:24.933
to scale IPC uptake. Monitor, evaluate,
and apply continuous quality improvement
20:24.933 --> 20:29.133
to measure training effectiveness by
workforce role and refine resources,
20:29.133 --> 20:33.900
linking training impact to IPC practice
change and ultimately patient outcomes.
20:33.900 --> 20:35.566
And finally,
to build more resilient healthcare
20:35.566 --> 20:40.100
systems that provide support for IPC
processes to safely adapt during times of
20:40.100 --> 20:45.666
crises, shocks, or other stressors.
Approaches or features we would like to
20:45.666 --> 20:50.133
see in proposals include both low burden,
role-specific methods for training,
20:50.133 --> 20:53.433
as well as more innovative ways to reach
adult learners.
20:53.433 --> 20:56.633
Methods for integrating IPC teaching in
formal education settings,
20:56.633 --> 21:00.733
including community colleges,
mixed methods scoping and needs
21:00.733 --> 21:05.133
assessments tailored to allied health
perspectives and diverse care settings,
21:05.133 --> 21:08.933
culturally co-created resources that
respect local practices and community
21:08.933 --> 21:12.700
norms, integration of onboarding,
competency checklists,
21:12.700 --> 21:17.500
and train-the-trainer models to address
turnover and scale local teaching capacity.
21:17.500 --> 21:20.600
Multimedia instructional design,
such as interactive scenarios,
21:20.600 --> 21:23.666
short animations,
or spot the risk activities,
21:23.666 --> 21:27.500
which could be suitable as a standalone
or supplemental content,
21:27.500 --> 21:31.300
and the ability for national
dissemination via established platforms,
21:31.300 --> 21:36.866
as well as clear plans for reaching
frontline allied health audiences.
21:36.866 --> 21:41.033
We'd like to see evaluation priorities
around workforce disaggregated metrics to
21:41.033 --> 21:45.400
track competency gains and sustain
practice change across cadres. Again,
21:45.400 --> 21:49.100
this includes EVS, CNAs,
dental assistants, respiratory therapists,
21:49.100 --> 21:52.433
to name just a few.
Assessment of which training modalities
21:52.433 --> 21:55.933
are most effective for different
workforce cadres and settings.
21:55.933 --> 21:59.300
Measures that link training to IPC
practice change and where feasible to
21:59.300 --> 22:03.266
patient safety outcomes,
and continuous QI cycles using evaluation
22:03.266 --> 22:07.100
findings to refine curricula and
resources for greater impact.
22:07.100 --> 22:10.466
Key capacities applicants should
demonstrate would be proven experience
22:10.466 --> 22:13.466
designing and delivering innovative,
culturally appropriate,
22:13.466 --> 22:15.200
competency-based training
22:15.200 --> 22:18.833
that aligns with the core principles of
adult learning and education,
22:18.833 --> 22:22.233
including a track record of co-creating
culturally appropriate resources for
22:22.233 --> 22:25.966
underserved healthcare settings.
Establish networks with healthcare
22:25.966 --> 22:30.033
settings and frontline healthcare cadres
for pilot and scale-up activities,
22:30.033 --> 22:34.400
or establish networks between healthcare
settings and formal education settings.
22:34.400 --> 22:37.766
Skills and mixed methods scoping needs
assessments that capture allied health
22:37.766 --> 22:40.433
perspectives as it relates to infection
control.
22:40.433 --> 22:44.500
Experience in adult learning and
educational best practice and multimedia
22:44.500 --> 22:47.900
production capability for short videos,
interactive cases,
22:47.900 --> 22:51.833
and other novel methods tailored to our
targeted healthcare cadres.
22:51.833 --> 22:56.366
Experience supporting broadcast platforms
and webinars for national dissemination.
22:56.366 --> 22:59.100
Experience in developing and
disseminating practical workforce
22:59.100 --> 23:03.266
retention and onboarding tools for allied
health. For example, quick start guides,
23:03.266 --> 23:05.933
competency checklists,
train the trainer models,
23:05.933 --> 23:09.366
or workforce development partnerships
with community colleges for on-the-job
23:09.366 --> 23:12.400
training. And finally, robust monitoring,
evaluation,
23:12.400 --> 23:15.666
and QI methods with workforce
disaggregated metrics and clear plans to
23:15.666 --> 23:17.766
share lessons learned.
23:17.766 --> 23:22.400
Thanks, thanks, Amy. All right,
and for the last one in the healthcare
23:22.400 --> 23:25.733
associated infection section related to
state and local leadership engagement,
23:25.733 --> 23:28.900
I'm going to turn it over to Wendy Vance.
23:28.900 --> 23:32.433
Great. Thank you, Michael. Hi, everyone.
I'm Wendy Vance,
23:32.433 --> 23:35.900
and I'm a public health analyst in the
Division of Health Care Quality Promotion
23:35.900 --> 23:39.766
and one of the technical monitors for
this funding opportunity. Today,
23:39.766 --> 23:44.433
I'm going to talk about the state and
local leadership engagement component.
23:44.433 --> 23:48.133
We recognize that state, territorial,
and local public health leaders play a
23:48.133 --> 23:50.366
critical role in advancing
23:50.366 --> 23:55.566
healthcare safety and quality,
including HAIs, antimicrobial resistance,
23:55.566 --> 24:00.666
sepsis, healthcare resilience,
and outbreak preparedness efforts.
24:00.666 --> 24:04.566
Through this NOFO,
DHQP is interested in supporting national
24:04.566 --> 24:08.466
partners that have established
relationships with state, territorial,
24:08.466 --> 24:10.300
and local public health leadership.
24:10.300 --> 24:15.000
and can serve as trusted conveners
between CDC and the field.
24:15.000 --> 24:18.700
We are looking for applicants that can
facilitate meaningful leadership
24:18.700 --> 24:25.200
engagement opportunities between CDC,
DHQP leadership and senior leadership of
24:25.200 --> 24:29.766
national partnership organizations that
represent and support state
24:29.766 --> 24:32.966
territorial,
and local public health agencies.
24:32.966 --> 24:37.366
These engagement activities should help
identify emerging issues,
24:37.366 --> 24:40.266
share priorities,
implementation challenges,
24:40.266 --> 24:45.333
and opportunities for strategic alignment
across jurisdictions.
24:45.333 --> 24:48.733
We are particularly interested in
activities that strengthen collaboration,
24:48.733 --> 24:51.066
support information sharing,
24:51.066 --> 24:56.300
and create mechanisms for elevating state
and local perspectives to inform DHQP
24:56.300 --> 25:01.866
priorities and programmatic activities.
Applicants should demonstrate how they
25:01.866 --> 25:07.000
will sustain momentum between leadership
convenings through ongoing engagement,
25:07.000 --> 25:11.366
strategic coordination,
follow up on agreed upon actions,
25:11.366 --> 25:15.766
elevation of emerging issues,
and continuous identification of
25:15.766 --> 25:20.766
opportunities to advance shared
priorities related to healthcare safety
25:20.766 --> 25:25.566
and quality, including HAI,
antimicrobial resistance, sepsis,
25:25.566 --> 25:28.166
healthcare resilience,
outbreak preparedness,
25:28.166 --> 25:31.166
and public health systems strengthening.
25:31.166 --> 25:36.333
The technical expertise needed,
expertise in HAI,
25:36.333 --> 25:40.833
antimicrobial resistance,
infection prevention and control, sepsis,
25:40.833 --> 25:44.833
healthcare resilience,
and outbreak preparedness and response.
25:44.833 --> 25:47.833
We also need experience working with
state, territorial,
25:47.833 --> 25:51.800
and local public health agencies and
understanding the challenges.
25:51.800 --> 25:57.133
and opportunities that are faced here.
Expertise in public health infrastructure,
25:57.133 --> 26:02.166
workforce development, data modernization,
healthcare quality improvement,
26:02.166 --> 26:06.733
and emergency preparedness is highly
valuable as well.
26:06.733 --> 26:11.200
Experience translating technical and
scientific information into actionable
26:11.200 --> 26:14.866
strategies for public health leadership
audiences.
26:14.866 --> 26:19.533
The collaboration would be DHQP is
interested in partnership that fosters
26:19.533 --> 26:22.966
collaboration among federal, state,
territorial,
26:22.966 --> 26:27.400
and local public health partners.
Successful applicants should demonstrate
26:27.400 --> 26:32.400
the ability to convene leadership,
facilitate strategic discussions,
26:32.400 --> 26:34.866
identify shared priorities,
26:34.866 --> 26:37.766
and promote coordinated
approaches to addressing public health
26:37.766 --> 26:41.333
challenges.
Applicants should describe how they will
26:41.333 --> 26:46.166
support information exchange,
identify opportunities for synergy,
26:46.166 --> 26:50.666
and strengthen alignment between DHQP
priorities and public health partner
26:50.666 --> 26:54.000
needs.
Collaboration efforts should support
26:54.000 --> 26:55.433
coordination around HAI
26:55.433 --> 27:00.400
antimicrobial-resistant sepsis,
healthcare resilience,
27:00.400 --> 27:03.333
outbreak preparedness,
public health infrastructure,
27:03.333 --> 27:08.100
and emerging public health threats.
The capability is needed to accomplish
27:08.100 --> 27:13.066
the work over the next five years.
The ability to convene and engage public
27:13.066 --> 27:15.500
health leaders on a national scale.
27:15.500 --> 27:20.900
The ability to facilitate leadership
forums, strategic planning discussions,
27:20.900 --> 27:23.433
policy discussions,
communities of practice,
27:23.433 --> 27:28.200
and other engagement opportunities.
The capacity to identify and elevate
27:28.200 --> 27:33.633
emerging issues, system level changes,
and opportunities for improvement.
27:33.633 --> 27:36.900
The ability to disseminate CDC guidance,
tools,
27:36.900 --> 27:39.600
and resources broadly and effectively.
27:39.600 --> 27:45.566
Expertise supporting HAI and AR
prevention activities, sepsis initiatives,
27:45.566 --> 27:49.333
preparedness, response coordination,
healthcare resilience,
27:49.333 --> 27:52.433
and public health system strengthening.
And lastly,
27:52.433 --> 27:56.600
the ability to collect and synthesize
information from the field and provide
27:56.600 --> 27:58.766
actionable recommendations
27:58.766 --> 28:04.366
that inform future public health
priorities and activities. Thank you.
28:04.366 --> 28:06.933
Thanks, Wendy.
And then for the last section under
28:06.933 --> 28:09.266
funding priorities,
we're going to cover oral infection
28:09.266 --> 28:11.533
prevention and control.
And I'm going to turn that over to
28:11.533 --> 28:12.800
Liz Wilkins first.
28:13.966 --> 28:19.233
So we'd like to work with a partner on
CDC's infection prevention and control
28:19.233 --> 28:22.800
activities and settings providing dental
services.
28:22.800 --> 28:27.433
This includes dental services provided in
outpatient clinics, acute care hospitals,
28:27.433 --> 28:31.000
long-term care facilities,
and other community-based settings and
28:31.000 --> 28:34.766
mobile or portable settings.
Our funding priorities would be for
28:34.766 --> 28:38.566
activities focused in four key areas. One,
updating
28:38.566 --> 28:42.966
the existing CDC dental infection control
guidance for priority topics and
28:42.966 --> 28:47.566
facilitating dissemination and adoption
within the dental community. Two,
28:47.566 --> 28:52.366
updating and or developing new infection
control training materials and resources
28:52.366 --> 28:57.166
for dental health care personnel. Three,
providing technical expertise on
28:57.166 --> 29:00.766
specialized dental topics such as dental
instruments, equipment,
29:00.766 --> 29:02.633
oral surgical procedures.
29:02.633 --> 29:06.566
to support other CDC response and
prevention focused activities,
29:06.566 --> 29:10.500
and facilitating partnership and capacity
building for infection prevention and
29:10.500 --> 29:13.133
control among dental health care
personnel,
29:13.133 --> 29:16.166
dental professional associations,
public health agencies,
29:16.166 --> 29:20.066
regulatory agencies,
and other relevant organizations.
29:20.066 --> 29:21.500
Thanks Liz. And then
29:21.500 --> 29:23.666
last but not least,
I'm going to turn it actually back to
29:23.666 --> 29:28.633
Lauri Hicks to talk about some other work
related to oral health.
29:28.633 --> 29:30.000
Great. Thank you, Michael.
29:30.000 --> 29:34.666
I'm going to speak just briefly.
We have known for a long time that over
29:34.666 --> 29:40.200
10% of all antibiotics used in humans are
prescribed by dentists and infrastructure
29:40.200 --> 29:44.600
to improve antibiotic use in
dentistry is quite limited.
29:44.600 --> 29:49.733
We are seeking capabilities and expertise
at the intersection of dentistry and
29:49.733 --> 29:54.333
antibiotic stewardship.
Example deliverables may include dental
29:54.333 --> 29:59.000
antibiotic prescribing guidelines,
dental quality measure development and
29:59.000 --> 30:00.500
performance improvement,
30:00.500 --> 30:05.133
for management of common conditions that
lead to antibiotic use in dentistry,
30:05.133 --> 30:10.000
and health informatics and electronic
health record-based approaches for
30:10.000 --> 30:14.166
antibiotic use tracking and quality
measurement in dental settings.
30:14.166 --> 30:20.733
Another area of public health importance
is the safety of human tissue transplantation.
30:20.733 --> 30:25.233
Use of human bone material is increasing
rapidly in dentistry,
30:25.233 --> 30:29.566
and there have been serious infectious
outbreaks like tuberculosis linked to
30:29.566 --> 30:33.766
human tissue use.
We are looking for capabilities at the
30:33.766 --> 30:38.600
intersection of human tissue use,
quality improvement, and dentistry.
30:38.600 --> 30:42.333
And one example of a potential
deliverable
30:42.333 --> 30:46.466
includes training which
offers continuing education for dental
30:46.466 --> 30:52.200
professionals to increase understanding
of risks for infections with human tissue
30:52.200 --> 30:57.300
and the importance of informed consent
for patients. Thank you, Lauri.
30:57.300 --> 31:01.133
And that concludes the overview for
Component 3.
31:01.133 --> 31:02.966
Next,
we'll turn it over to Liz McClune for an
31:02.966 --> 31:06.666
overview of the targeted applicants and
funding priorities for Component 4.
31:08.266 --> 31:13.266
Thanks, Michael.
And I want to focus on Component 4 for a
31:13.266 --> 31:16.333
second because it's a bit unique amongst
the components.
31:16.333 --> 31:21.033
So Component 4 exists to support
outbreaks and emergency responses.
31:21.033 --> 31:24.833
As you can imagine,
that is a could touch many of our
31:24.833 --> 31:28.233
different programs,
including the broader infectious disease
31:28.233 --> 31:30.866
portfolio that you heard about in
Component 2,
31:30.866 --> 31:35.500
the more targeted HAI AR one that you've
heard about in Component 3 and others.
31:35.500 --> 31:39.433
And I do want to note that unlike some of
the other components,
31:39.433 --> 31:45.100
applicants to Component 4 may be placed
on an approved but unfunded status
31:45.100 --> 31:49.800
initially for this component,
depending on the needs of public health
31:49.800 --> 31:53.033
for emergency responses,
which would then be leveraged on the
31:53.033 --> 31:55.133
specific public health needs
31:55.133 --> 32:00.266
that either currently arise or may arise
in the near future. I do want to note,
32:00.266 --> 32:01.833
too,
that for applicants interested in
32:01.833 --> 32:06.900
supporting emergency responses now or in
the future, please,
32:06.900 --> 32:10.233
we are strongly encouraged to apply to
Component 4, of course,
32:10.233 --> 32:15.033
in addition to Component 1,
which is required to be considered for
32:15.033 --> 32:17.100
those emergency response scaling
32:17.100 --> 32:20.100
activities.
As far as the targeted applicants,
32:20.100 --> 32:24.033
you'll see that they map very clearly to
what you saw in the broader portfolio of
32:24.033 --> 32:30.933
Component 2, which is infectious disease.
And the focus is the ability to enhance
32:30.933 --> 32:35.500
outbreaks and public health emergencies.
So the ability to increase or accelerate
32:35.500 --> 32:37.433
programming quickly is
32:37.433 --> 32:41.533
really important here.
In the next section, next slide,
32:41.533 --> 32:44.733
we'll take a closer look at how the
program strategies align with the
32:44.733 --> 32:49.733
components we've discussed and the
activities that applicants may propose
32:49.733 --> 32:52.166
under each area. And again,
they're meant to be very broad.
32:52.166 --> 32:57.000
We want to get a broad swath of
applications and your ideas as well.
32:57.000 --> 32:58.366
So next slide, please.
33:00.200 --> 33:03.066
So again,
we've discussed the program components
33:03.066 --> 33:07.866
and we are going to focus on the
strategies and activities that are meant
33:07.866 --> 33:12.766
to support implementations.
The strategies provide a framework for
33:12.766 --> 33:16.933
how recipients will achieve the goals of
each component and will translate the
33:16.933 --> 33:20.100
objectives into action.
33:20.100 --> 33:24.300
As you develop your application,
it's really important to align your
33:24.300 --> 33:28.666
proposed activities with the strategies
associated with the component or
33:28.666 --> 33:31.533
components you're applying for.
So as you can see,
33:31.533 --> 33:34.300
and as you'll see throughout the
narrative of the NOFO,
33:34.300 --> 33:38.600
not every strategy applies to every
component. So please
33:38.600 --> 33:43.766
focus only on the strategies linked to
your selected component. Of course,
33:43.766 --> 33:46.766
can't emphasize this enough,
knowing that Component 1, Strategy 1,
33:46.766 --> 33:53.300
is required. The next slide,
we can go through how they align.
33:53.300 --> 33:57.833
So I'm going to break them down now.
So before I hand it off to my colleagues.
33:57.833 --> 33:59.333
So Component 1,
33:59.333 --> 34:05.333
Strategy 1 is implement and monitor.
So that is the foundational strategy and
34:05.333 --> 34:07.833
component.
Invest in and maintain the people who are
34:07.833 --> 34:12.033
critical and necessary to implement and
fiscally manage the activities.
34:12.033 --> 34:14.633
So regardless of what the specific
activities are,
34:14.633 --> 34:18.833
this is your foundational management
budget,
34:18.833 --> 34:23.833
program management work that you need to
prevent the spread of infectious disease.
34:23.833 --> 34:25.000
Next slide, please.
34:27.433 --> 34:31.500
And then number Strategy 2,
which you can find in
34:31.500 --> 34:32.800
Component 2 and 3,
34:32.800 --> 34:37.766
is disseminate and adopt.
And as noted by Dr. Visser earlier,
34:37.766 --> 34:42.033
we're supporting CDC in disseminating and
adopting guidance, guidelines,
34:42.033 --> 34:45.133
best practices,
and messaging related to either, again,
34:45.133 --> 34:48.500
the broader disease prevention and
control for emerging and re-emerging
34:48.500 --> 34:50.466
pathogens, which is Component 2,
34:50.466 --> 34:56.133
or the more specific AMR HAI infections,
which is Component 3.
34:56.133 --> 35:00.833
So I think Strategy 3 is being handled by
my fabulous colleague, Trisia.
35:00.833 --> 35:02.866
So I will hand it off to her.
35:06.566 --> 35:09.500
Good afternoon, everyone.
My name is Tristia Shannon.
35:09.500 --> 35:12.766
I am the Deputy Program Management
Official in ARX,
35:12.766 --> 35:16.600
the Antimicrobial Resistance Strategy and
Coordination Unit.
35:16.600 --> 35:20.400
I'll be handling the next couple of
slides to continue to review the
35:20.400 --> 35:25.000
strategies.
So Liz just went over Strategy 2,
35:25.000 --> 35:28.500
so I will transition right into Strategy 3.
35:28.500 --> 35:35.633
Strategy 3 is inform and adopt.
Strategy 3 focuses on helping programs
35:35.633 --> 35:39.933
understand how resources can be refined
and adapted to meet the needs of health
35:39.933 --> 35:46.066
care and public health communities
they're intended to support.
35:46.066 --> 35:49.633
Through this strategy,
potential applicants will support CDC by
35:49.633 --> 35:52.766
gathering input from SMEs,
professional communities,
35:52.766 --> 35:56.666
healthcare providers, clinicians,
and other key stakeholders.
35:56.666 --> 36:00.633
This feedback will help CDC better
understand needs, challenges,
36:00.633 --> 36:04.933
and perspectives of different patient
populations, clinical specialties,
36:04.933 --> 36:08.666
and industry sectors.
The goal is to use those insights to
36:08.666 --> 36:13.200
inform, develop, refine,
and adapt guidance tools and practices
36:13.200 --> 36:15.000
and communication resources
36:15.000 --> 36:19.333
so they can be more effectively
implemented in real world settings.
36:19.333 --> 36:20.766
Next slide, please.
36:25.666 --> 36:29.100
The next strategy I will talk about is
under Components 2 and 3 is
36:29.100 --> 36:32.533
strategy 4.
Strategy 4 is educate and train.
36:32.533 --> 36:37.333
This strategy recognizes that guidance
and best practices are most effective
36:37.333 --> 36:42.266
when the workforce has knowledge, skills,
and resources needed to implement them.
36:42.266 --> 36:45.266
Through this strategy,
potential applicants will engage
36:45.266 --> 36:48.100
frontline health care and public health
professionals
36:48.100 --> 36:53.400
to increase awareness, understanding,
and adoption of CDC recommended practices.
36:53.400 --> 36:57.500
This strategy may include developing
educational resources,
36:57.500 --> 37:00.800
delivering training programs,
supporting professional development
37:00.800 --> 37:03.800
opportunities,
and leveraging existing networks to reach
37:03.800 --> 37:06.833
key audiences.
Our goal is to strengthen the workforce
37:06.833 --> 37:11.400
capacity and ensure that evidence-based
practices are effectively implemented
37:11.400 --> 37:15.400
across healthcare and public health settings.
Next slide, please.
37:17.300 --> 37:20.700
The next strategy under Components 2
and 3 is strategy 5,
37:20.700 --> 37:24.733
which is ready and prepare.
The goal of this strategy is to
37:24.733 --> 37:30.000
strengthen the public health system's
ability to anticipate, prepare for,
37:30.000 --> 37:33.366
and respond to infectious disease threats.
Through this strategy,
37:33.366 --> 37:36.633
recipients may support activities that
improve planning, preparedness,
37:36.633 --> 37:39.433
coordination,
and response readiness across healthcare
37:39.433 --> 37:41.300
and public health systems.
37:41.300 --> 37:44.500
Organizations should consider their
expertise, partnerships,
37:44.500 --> 37:49.700
and networks can support preparedness
efforts and improve the ability of health
37:49.700 --> 37:55.700
care and public health systems to respond
effectively when challenges arise.
37:55.700 --> 37:58.200
Ultimately,
strategy 5 is about ensuring that systems
37:58.200 --> 38:01.866
are not only prepared to respond to
threats, but are positioned to do so
38:01.866 --> 38:05.933
quickly, effectively,
in a coordinated manner.
38:05.933 --> 38:10.166
The next strategy is strategy 6.
This is a unique strategy because it's
38:10.166 --> 38:15.766
only unique to Component 3.
It is build and strengthen.
38:15.766 --> 38:20.033
Strategy 6 focuses on improving the
systems and environments where care is
38:20.033 --> 38:24.500
delivered. Through this strategy,
potential applicants will support efforts
38:24.500 --> 38:26.766
to strengthen healthcare resiliency
38:26.766 --> 38:31.600
by identifying and addressing system
level factors that influence consistent
38:31.600 --> 38:35.433
delivery of safe care.
This may include activities that help
38:35.433 --> 38:38.333
health care organizations improve
processes,
38:38.333 --> 38:42.600
strengthen infection prevention practices,
or address barriers that contribute to
38:42.600 --> 38:47.500
healthcare-associated infections or
antimicrobial resistance.
38:47.500 --> 38:51.300
The goal is to create stronger,
more resilient healthcare systems that
38:51.300 --> 38:53.766
can better prevent infections,
improve patient safety,
38:53.766 --> 38:57.833
and reduce the impact of antimicrobial
pathogens.
38:57.833 --> 39:03.166
And the last strategy that we will
discuss is strategy 7 under Component 4.
39:03.166 --> 39:07.433
Strategy 7 is only associated with
Component 4 and focuses on outbreak
39:07.433 --> 39:09.100
and emergency response.
39:09.100 --> 39:13.600
It's designed to support rapid action
when public health emergency occurs.
39:13.600 --> 39:17.933
Through this strategy,
potential applicants may help enhance the
39:17.933 --> 39:21.966
public health system's response to
outbreaks and emerging threats by
39:21.966 --> 39:26.500
expanding or accelerating existing
activities, programs, or services.
39:26.500 --> 39:28.633
This could include increasing
39:28.633 --> 39:31.433
capacity,
expanding public health infrastructure,
39:31.433 --> 39:34.766
scaling up communication and outreach
efforts,
39:34.766 --> 39:39.766
and or providing additional support
needed to address an urgent public health
39:39.766 --> 39:43.200
response.
Our goal is to ensure that our partners
39:43.200 --> 39:48.166
have flexibility and capacity to respond
quickly and effectively when new threats
39:48.166 --> 39:49.700
emerge.
39:49.700 --> 39:54.966
As a reminder, to follow on what Liz said,
Component 4 applications may be approved,
39:54.966 --> 39:59.400
but initially unfunded.
And you must apply for Component 4 to be
39:59.400 --> 40:03.833
considered for future awards if
determined that response support is
40:03.833 --> 40:06.033
needed.
And now I will turn it over to my
40:06.033 --> 40:10.400
colleague, Raven Bradley,
to discuss application tips and reminders.
40:10.400 --> 40:11.033
Thank you.
40:12.833 --> 40:17.833
Good morning, everyone. I'm Raven Bradley.
I'm a public health analyst in the
40:17.833 --> 40:22.633
Antimicrobial Resistance Coordination and
Strategy Unit.
40:22.633 --> 40:28.733
I want to go over a couple of important
application requirements and reminders
40:28.733 --> 40:33.466
from our presentation today.
All applicants must apply for
40:33.466 --> 40:37.833
Component 1, which is the required
infrastructure component,
40:37.833 --> 40:41.433
along with at least one additional
component.
40:41.433 --> 40:46.733
Applicants must also propose activities
that support at least one strategy
40:46.733 --> 40:51.333
associated with each component included
in their application.
40:51.333 --> 40:55.200
Proposed activities should clearly align
with the strategy
40:55.200 --> 40:59.433
or strategies identified under that
component.
40:59.433 --> 41:05.066
It is also important to note that
Component 2 and Component 3 are separate
41:05.066 --> 41:09.100
scopes of work.
Applicants may choose to apply for either
41:09.100 --> 41:15.866
component individually or for both
components, depending on their expertise,
41:15.866 --> 41:19.200
capacity, and proposed activities.
41:19.200 --> 41:24.600
If applying for multiple components,
applicants should submit a separate work
41:24.600 --> 41:29.300
plan and budget for each component.
This helps ensure that proposed
41:29.300 --> 41:34.133
activities, deliverables,
and resources are clearly aligned with
41:34.133 --> 41:39.733
the appropriate component requirements.
Organizations must apply
41:39.733 --> 41:45.233
for Component 4 to be considered for
future activation during an outbreak or
41:45.233 --> 41:51.866
public health emergency response. Finally,
all applicants must maintain an active
41:51.866 --> 41:57.400
Sam.gov registration.
We strongly encourage organizations to
41:57.400 --> 41:59.366
verify their registration
41:59.366 --> 42:05.066
status early to avoid delays or
submission issues. Next slide, please.
42:07.333 --> 42:14.500
Here are some key dates to remember.
Applications are due July 1st, 2026.
42:14.500 --> 42:20.100
CDC anticipates making awards by August
31st, 2026,
42:20.100 --> 42:25.133
with a projected start date of September
30th, 2026.
42:25.133 --> 42:28.733
We encourage applicants to begin
preparing early
42:28.733 --> 42:33.666
and ensure that all required
registrations, including sam.gov
42:33.666 --> 42:38.533
and grants.gov,
are active and current well before the
42:38.533 --> 42:41.033
application deadline.
42:41.033 --> 42:42.066
Next slide, please.
42:44.333 --> 42:47.833
If you have programmatic questions about
the NOFO,
42:47.833 --> 42:53.866
please contact the program team using the
email address listed on this slide.
42:53.866 --> 42:57.366
Additionally,
if you would like to have access to the
42:57.366 --> 43:01.333
recording of this webinar,
please send your email address to the
43:01.333 --> 43:04.266
program mailbox listed on this slide.
43:04.266 --> 43:10.566
idpartnerships@cdc.gov.
For grants management or budget related
43:10.566 --> 43:13.466
questions,
please contact the grants management
43:13.466 --> 43:15.366
specialist listed here.
43:16.500 --> 43:17.500
Next slide, please.
43:19.200 --> 43:23.900
For system support,
applicants should use grants.gov
43:23.900 --> 43:29.866
and sam.gov support resources when
needed and to verify registrations
43:29.866 --> 43:36.966
early to avoid systems submission delays.
The help desk contact information for
43:36.966 --> 43:40.366
both systems can be found on this slide.
43:40.366 --> 43:41.666
Next slide, please.
43:43.400 --> 43:48.466
We also included several websites that
may be useful as you prepare your
43:48.466 --> 43:52.866
application.
These resources provide information on
43:52.866 --> 43:57.533
CDC grants, federal requirements,
application guidance,
43:57.533 --> 44:02.233
and applicable regulations.
We encourage applicants to review
44:02.233 --> 44:03.566
these resources
44:03.566 --> 44:09.500
and use them as references throughout the
application process. Next slide, please.
44:12.300 --> 44:15.700
We have now come to the end of the
webinar.
44:15.700 --> 44:20.666
Thank you for your attention and interest
in partnering with CDC to strengthen
44:20.666 --> 44:26.000
prevention, detection,
and response to emerging and re-emerging
44:26.000 --> 44:32.400
infectious disease threats.
I will now transition to my colleagues,
44:32.400 --> 44:36.566
Trisia and Liz,
and open the floor for questions.
44:36.566 --> 44:37.466
Thank you.
44:44.933 --> 44:48.033
So, Trisia,
I will field the first question first and
44:48.033 --> 44:50.733
then maybe go to you, if that makes sense?
44:52.066 --> 44:53.600
Sounds good. We can go back and forth.
Okay.
44:53.600 --> 44:56.533
So I see a lot of questions in the chat
44:56.533 --> 45:01.666
about eligible organizations. Again,
want to refer you to the NOFO.
45:01.666 --> 45:06.766
Sometimes the slides are shortened in the
full list because of time and space,
45:06.766 --> 45:10.600
but the full eligible recipients are on
page 8 of the NOFO.
45:10.600 --> 45:12.600
You'll see it's a long list.
45:13.800 --> 45:18.833
So please feel free to look at that.
And if you are an eligible organization,
45:18.833 --> 45:23.166
you are allowed to and encouraged to
apply to any and all the components that
45:23.166 --> 45:27.233
you wish. Again, just want to reiterate,
though,
45:27.233 --> 45:30.533
if you are also funded through any other
mechanism,
45:30.533 --> 45:31.766
we want to make sure that the work
45:31.766 --> 45:35.900
itself doesn't duplicate.
So that is just something to
45:35.900 --> 45:40.033
keep in mind as you apply for this
opportunity to make sure it's not the
45:40.033 --> 45:44.133
same as something you're already being
funded for through another opportunity.
45:44.133 --> 45:45.033
Trisia?
45:46.433 --> 45:50.266
So Liz,
I think I will hit the question about the
45:50.266 --> 45:56.133
funding amounts. I'm sorry,
I want to go to the specific question.
45:58.500 --> 46:09.033
So the funding is listed in the estimated
amounts, and they are
46:12.033 --> 46:15.100
Sorry, Trisia,
you are breaking up my dear.
46:15.100 --> 46:20.100
Your connection isn't super fantastic,
but I think I caught what you were saying.
46:20.100 --> 46:23.900
And these are just estimated amounts.
So you should not take these as ceilings
46:23.900 --> 46:30.066
or floors. For the first Component 1,
we did want to make sure that there was a
46:30.066 --> 46:32.400
bare minimum that is estimated
46:32.400 --> 46:36.866
every year of the cooperative agreement.
So that one you can consider more of a
46:36.866 --> 46:39.666
floor, but there is no,
that's estimated and you don't have to
46:39.666 --> 46:45.633
use those,
any of those amounts as specific confines
46:45.633 --> 46:46.800
for your proposal.
46:48.366 --> 46:49.566
Back over to you, Liz.
46:54.066 --> 46:57.500
Sure, thank you, Sue.
So I think another question we're getting
46:57.500 --> 47:02.933
is for Component 4. So noting that,
of course, you may be approved,
47:02.933 --> 47:06.633
but unfunded, and we don't know the exact,
you know,
47:06.633 --> 47:11.766
emergency response or outbreak that
you'll be dealing with. In general,
47:11.766 --> 47:14.333
and our grants management folks,
if I misspoke,
47:14.333 --> 47:16.866
please come off mute and correct me. But
47:16.866 --> 47:22.100
your budget should reflect the activities
and strategies that you propose that you
47:22.100 --> 47:24.833
would think to do the work. So,
and obviously,
47:24.833 --> 47:28.966
there's Component 1 and that budget and
then the Component 4 piece as well.
47:28.966 --> 47:33.266
So there are different ways you could go
about it.
47:33.266 --> 47:37.366
But that would be what I would request so
that we have an idea,
47:37.366 --> 47:38.700
you need to have a budget.
47:38.700 --> 47:42.466
I also am seeing that there is confusion.
I think there was accidentally put in the
47:42.466 --> 47:48.933
chat about the intent of the NOFO and
that is being misconstrued as the
47:48.933 --> 47:53.100
eligibility list.
The eligibility list is on page 8 of the
47:53.100 --> 47:55.800
NOFO.
Please refer to that as opposed to the
47:55.800 --> 47:59.066
broader intent language,
which is not an eligibility list.
47:59.066 --> 48:00.200
So thank you guys.
48:02.200 --> 48:04.333
I don't know who else is is Trisia.
48:04.500 --> 48:08.433
Yes, I can try. Can you guys hear me now?
I came off her camera.
48:10.733 --> 48:11.200
We can.
48:12.066 --> 48:12.533
Yes.
48:13.700 --> 48:15.800
Okay,
so I will go to the question about
48:15.800 --> 48:18.266
Component 1.
There were questions about the funding
48:18.266 --> 48:21.000
amount.
I think that is similar to the previous
48:21.000 --> 48:23.833
question that we asked.
Those are not intended to be,
48:23.833 --> 48:29.266
the 20K is not anticipated to be the
ceiling. It is an estimated amount.
48:29.266 --> 48:32.133
But just noting that when you're applying
for Component 1,
48:32.133 --> 48:34.366
it's an infrastructure component.
48:34.366 --> 48:38.700
And you must apply for another component
with that.
48:38.700 --> 48:43.566
So you must apply for Component 1
and or Component 2,
48:43.566 --> 48:45.233
3 and 4. Or 4.
48:46.366 --> 48:47.666
Liz, I'll hand it back over to you.
48:50.733 --> 48:53.200
Absolutely, and there's many a question.
48:53.200 --> 48:56.733
So let me see if I can pick as many.
48:57.733 --> 48:59.533
There's a question.
Yeah, go ahead.
48:59.533 --> 49:02.500
There鈥檚 a question that I鈥檝e noticed
that's been repeated a couple of times
49:02.500 --> 49:04.700
about a discrepancy in the project
49:04.700 --> 49:08.066
narrative page limit.
One page is saying the limit is 20,
49:08.066 --> 49:12.200
one page is saying 15.
So they just want you to clarify that.
49:12.200 --> 49:13.966
Is it 20 or 15?
49:13.966 --> 49:16.333
I may turn that over to Raven and Trisia.
49:18.700 --> 49:21.666
Hey everyone, I hope you guys can hear me.
The page limit will be 20.
49:21.666 --> 49:25.966
And that question will also be answered
in the FAQ if you need something to go
49:25.966 --> 49:26.566
back to.
49:28.166 --> 49:32.366
Yes, and as far as, again,
you should submit a budget or work
49:32.366 --> 49:35.800
and work plan for component 4.
You may be unapproved but unfunded,
49:35.800 --> 49:40.200
but you may not. Again,
the point of Component 4 is to have
49:40.200 --> 49:45.300
a roster of eligible applicants that can
be utilized in an emergency response.
49:45.300 --> 49:46.366
We certainly have
49:46.366 --> 49:48.933
three going on now in addition to many
outbreaks,
49:48.933 --> 49:53.733
and we may have some in the future.
So I certainly would encourage you to
49:53.733 --> 50:00.666
have a work plan and a budget that can be
leveraged if needed now or in the future.
50:06.400 --> 50:07.333
Over to you, Trisia.
50:13.233 --> 50:15.466
Andrew,
is there another reoccurring question?
50:17.466 --> 50:21.966
Let's see.
That was the most one that I saw.
50:21.966 --> 50:28.100
There was one that stood out about,
would multiple applications from a single
50:28.100 --> 50:32.600
state be considered? So for example,
if a state level health department and a
50:32.600 --> 50:37.433
local health department both apply,
or is there a preference for a single
50:37.433 --> 50:39.200
application per state?
50:40.866 --> 50:46.066
So based off of the requirements in the
NOFO,
50:46.066 --> 50:50.633
organizations can only apply under one
UEI. If that is not applicable,
50:50.633 --> 50:51.800
then you can apply.
50:55.366 --> 50:58.233
I'll turn it over to Liz or...
50:58.233 --> 51:01.300
Sure.
And I know we're running short on time.
51:01.300 --> 51:04.900
So I do want to note that, yes,
the questions in the chat will be
51:04.900 --> 51:09.800
included in the FAQ. There will be,
this is being recorded.
51:09.800 --> 51:15.100
And so that will be posted as well for
you or your colleagues to refer to as you
51:15.100 --> 51:16.833
develop your applications.
51:17.566 --> 51:19.500
Trisia, others from you?
51:22.166 --> 51:25.500
We have someone,
well I thought we had someone whose hand
51:25.500 --> 51:30.600
was up. Give me one sec. Okay,
so there was a question about extending
51:30.600 --> 51:34.066
the application deadline and there seems
to be a lot of comments. Unfortunately,
51:34.066 --> 51:38.400
this is beyond our control and there will
not be an extension for the deadline.
51:38.400 --> 51:40.333
So all applications are due
51:40.333 --> 51:44.400
July 1st, 2026 at 11:59 P.M.
51:46.466 --> 51:49.966
Trisia,
there's another question about the slides
51:49.966 --> 51:54.566
being shared in the transcripts as well.
So just to confirm that the transcripts
51:54.566 --> 51:56.966
will be shared as well as the slides.
51:58.533 --> 52:00.533
Liz, I'll turn it over to you.
52:03.733 --> 52:10.733
Sure, I believe the slides can be shared.
I don't think we will have a transcript
52:10.733 --> 52:15.466
that is just transcribable in the time we
need to get it out and up to you guys
52:15.466 --> 52:18.666
but because you'll have the actual
recording,
52:18.666 --> 52:25.300
you should have access to the words in
addition to the slides themselves.
52:25.300 --> 52:29.866
And I do see a question related to the
resumes of whether you need to do a
52:29.866 --> 52:35.700
resume for anyone and everyone.
It's for the basic piece of Component 1,
52:35.700 --> 52:39.366
which is your foundational piece.
And there is a note in the NOFO that if
52:39.366 --> 52:44.966
you haven't hired that person yet,
you can put a to be determined. So if,
52:44.966 --> 52:47.400
yeah, you know,
if there's someone in your organization
52:47.400 --> 52:50.966
that obviously you would hire,
assuming there was funding,
52:50.966 --> 52:54.500
that is responsive as well,
according to the NOFO.
53:00.933 --> 53:07.633
I think I see a hand up, so maybe Jeffrey,
we can go to you and then we may have
53:07.633 --> 53:13.300
time depending on the answer for one more
question during the time of the webinar.
53:13.300 --> 53:16.800
Yes, thank you very much.
Jeff Skinner from NACCHO.
53:16.800 --> 53:21.000
I just want to have a confirming question.
Regarding attachments,
53:21.000 --> 53:29.566
we are to take all of our attachments and
combine them into one PDF and submit it
53:29.566 --> 53:33.700
titled other attachments.
So that will be table of contents,
53:33.700 --> 53:38.900
resumes, the entire list, org chart,
53:38.900 --> 53:46.266
all of that information combined into one,
because my experience,
53:46.266 --> 53:53.400
I'm accustomed to uploading the
attachments individually under
53:53.400 --> 53:54.766
other attachments.
53:57.833 --> 54:00.233
You're correct.
This will be in the FAQ also,
54:00.233 --> 54:04.633
but all the attachments should be added
into one single other attachments form,
54:04.633 --> 54:07.966
and that will include what I put in chat,
table of contents,
54:07.966 --> 54:11.566
your indirect cost agreement,
resumes and job descriptions,
54:11.566 --> 54:15.366
organizational chart,
your implementing partner list,
54:15.366 --> 54:19.100
administrative requirement capability
letter, data management plan, report of
54:19.100 --> 54:23.733
overlap if applicable, hopefully none,
and then your bona fide agent
54:23.733 --> 54:27.566
documentation if applicable.
And then you can do an other required
54:27.566 --> 54:35.500
forms. So your SF424, 424A, SF triple L,
those are separate,
54:35.500 --> 54:37.633
but all the rest of that,
and I put that in the chat,
54:37.633 --> 54:39.100
the list of attachments.
54:39.100 --> 54:43.266
all go into one other attachments form.
So thanks for the question.
54:43.266 --> 54:44.900
Okay, thank you for the confirming.
54:44.900 --> 54:46.100
Thank you for the answer.
Of course.
54:48.766 --> 54:51.400
And I'm going to answer one question I'm
seeing in the chat before we,
54:51.400 --> 54:56.166
I think we have time for one more.
So if you're, I think Colin, you're my #2.
54:56.166 --> 54:58.766
So put your question in the chat.
I want to make sure you get your question
54:58.766 --> 55:01.800
answered through the FAQ process.
But for the administrative capability
55:01.800 --> 55:04.733
letter,
if you don't have a president or CEO,
55:04.733 --> 55:08.466
because that is not the structure or
title of your organization,
55:08.466 --> 55:12.233
whoever is at a high enough level of
leadership in your organization that can
55:12.233 --> 55:17.100
attest to the existing capacity and
capability for rapid procurement, hiring,
55:17.100 --> 55:20.966
and contracting.
So whoever that is within your
55:20.966 --> 55:25.333
organization, whatever title that is,
that would be the appropriate person
55:25.333 --> 55:29.433
if there isn't a president or CEO
in your specific organization.
55:29.433 --> 55:33.033
And I see, hold on,
I'm trying to get the names right,
55:33.033 --> 55:35.566
but if you are in the number one hand
raise,
55:35.566 --> 55:40.233
you're going to be our final question.
Eli or Ellie, I'm sorry.
55:49.866 --> 55:53.166
I can't hear you if you're talking,
so we're gonna go with Colin.
55:54.433 --> 55:56.966
Liz, we needed to unmute Eli.
55:56.966 --> 55:59.400
Oh, that's on me. That sorry,
that's on me. Go ahead.
55:59.400 --> 56:03.700
Yeah, hey, hi.
So understanding the difference between
56:03.700 --> 56:06.933
eligible and intended,
I know that that's an outer list.
56:06.933 --> 56:09.033
That's a very standard list of eligible
applicants,
56:09.033 --> 56:12.033
but to save a lot of us from wasting our
time,
56:12.033 --> 56:14.800
could you please expand on who
you really intend here,
56:14.800 --> 56:19.200
just because that business around
national organizations that work with
56:19.200 --> 56:23.333
state and local would be very helpful
before a lot of us spin our wheels.
56:23.333 --> 56:25.566
That's totally fair.
I'm going to be frank.
56:25.566 --> 56:30.033
I think that that is,
I would disregard the intent.
56:30.033 --> 56:33.300
If the application addresses the
strategies and activities,
56:33.300 --> 56:35.566
then that is what we're looking for.
56:35.566 --> 56:37.433
Thank you very much.
56:40.133 --> 56:43.933
Okay, we are over time,
so I'm going to turn it over to Trisia to
56:43.933 --> 56:46.900
wrap up, or Tiffany or others.
56:50.166 --> 56:54.466
I think Tiffany may have dropped off.
I just wanted to come on camera and say
56:54.466 --> 56:59.466
thank you guys for your attention this
afternoon and thank you for your patience.
56:59.466 --> 57:03.200
I have received the questions. I am,
unfortunately,
57:03.200 --> 57:06.400
I cannot respond individually,
but we are working to make sure that we
57:06.400 --> 57:12.300
include each question in the FAQs.
And we are also working for the FAQs and
57:12.300 --> 57:13.833
the webinar to be posted.
57:13.833 --> 57:17.566
Once that information has been posted,
you guys will receive a note,
57:17.566 --> 57:21.366
as long as you have subscribed to the
NOFO and on grants.gov,
57:21.366 --> 57:25.433
you should receive a modification comment
that tells you where both documents,
57:25.433 --> 57:29.666
where both the webinar and the FAQs has
been posted.
57:29.666 --> 57:32.766
Thank you again for your time.
We really appreciate it and we look
57:32.766 --> 57:34.566
forward to reviewing your applications.
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