Writing A Public Health Grant Application ✓ Solved

Writing a Public Health Grant Application in Response

This assignment provides you the opportunity to demonstrate the knowledge you have gained in your MPH program studies. You will now set your sights on the actual grant application process. Based on the research you conducted in the Required Assignment (RA), you will now complete a grant application (FOA) for the public health intervention you have identified previously. First, confirm that your chosen FOA intervention supports one of the MPH coursework areas of concern to you.

The FOA associated with this public health intervention will be used as the basis for your grant application. Conduct research, analyze the subject matter, and synthesize your findings to include the following steps in your grant application:

• Complete all instructions for your chosen FOA very precisely (that is, provide every form or piece of information required).
• Complete all written pieces in a formal and logical manner.
• Construct all forms or documents in a highly professional manner and in the required format (neatness and professional looking work is necessary).

Submit the overall completed grant application along with all required forms and documents to your instructor. Do not submit the application to the organization. Special Note: Please include all the actual elements to be addressed as required in the FOA, which may vary from topic to topic and agency to agency. Some FOAs require that a standardized form be used and some require a combination of forms and a Microsoft Word document with verbiage. Generally, APA formatting does not apply, other than for proper grammar and spelling.

Read the FOA instructions carefully, as they will be checked for completeness. Write an 8–12-page report in Word format. Apply APA standards to citation of notes.

The focus of this course so far has been on you as the intended grantee. However, there is another aspect for you to consider—subawardees. Often, states or local grantees will take their grant award and filter that money out to other public health entities within their jurisdiction to accomplish their intended interventions.

This process is generally called contracting out for the services of others to be paid with grant funds awarded to you as the grantee. When this occurs, these contracted entities are then referred to as subawardees. Subawardees are subject to the same rules and regulations as the grantee as to how the money is spent. Ultimately, the grantee, not the subawardee, is responsible for the money and the actions taken by the subawardee.

Here is an explanation of how this works: A state grantee is granted an award and elects to establish their own grant program that will utilize the county health departments to achieve the interventions. The county health departments must apply for those funds through a state FOA, request for proposal or application (RFP/RFA), or whichever announcement mechanism they use.

The county health departments are subject to similar criteria to establish their eligibility to apply for the funds, and they must comply with the same administrative guidelines with which the state had to comply. The same sequence of events could repeat itself with a county health department filtering the funds down to city health departments, foundations, or coalitions. Regardless of the entity establishing the grant, all paperwork requirements must be aligned with whatever the grantee identifies as a good practice of business.

These practices must also be supported by GAAP because all entities are subject to audit if they are ultimately receiving federal funds.

The first step in registering is to obtain a Data Universal Number System (DUNS). All organizations applying for funded must have this number. This number is set up by the federal government to identify organizations receiving funding and to provide an accurate name and address data for electronic grant application systems.

The second step is to register with System of Award Management (SAM). This government wide web-based system stores, and circulates information regarding governmental trading partners in regard to grants, awards, and electronic payment processes.

You can use this system to track your organizations’ registration status. Step three is creating a Username and Password which protects the information of the organization and verifies the identity of the AOR. Steps to create a Username and Password requires your DUNS number and the completion of SAM.

The Authorized Organization Representative (AOR) are the staff members in your organization that have been selected to submit grants which is step four and the last step in registering. Ebusiness Point of Contact (EBizPOC) approves the AOR for an organization.

Their job function is to stop organizations that submitted applications without approval from submitting their application. Step five is Track Role Status. This system is set up to track the status of the AOR approval. You may track your status by logging in to Grants.gov.

Under the application tab, input your username and password. Within the welcome box is Role Status. By clicking on the tab, you can track the status of your application.

Paper For Above Instructions

In the context of public health, addressing workforce challenges is paramount, especially concerning elder care. Given the demographic trends toward an aging population, it becomes increasingly important to enhance the quality of care provided by home health aides (HHAs) and Certified Nursing Assistants (CNAs) responsible for elderly care. This grant application seeks funding to establish a dedicated training and staffing agency that focuses on upskilling health care workers, particularly those employed in home health environments.

The primary objective of this proposal is to develop a structured training program that enhances both the competencies and confidence of CNAs and HHAs. The need for such training programs is underscored by the reported gaps in skills that inhibit effective elderly care, particularly in managing chronic conditions and fostering wellness. The FOA outline identifies the necessity for evidence-based training methodologies that are directly aligned with public health objectives.

The significance of this proposed intervention rests upon the increased demand for elder care services, driven by the growing number of older adults requiring assistance in activities of daily living (ADLs). According to the Administration on Aging (AoA), projections estimate that by 2030, one in five Americans will be of retirement age, further augmenting the demand for trained care professionals (AoA, 2018). However, as noted by the American Geriatrics Society (AGS), the existing workforce is often inadequately prepared for the specific challenges faced in geriatric care (AGS, 2015). Thus, enhancing educational resources and support systems for the HHA and CNA workforce is crucial to meeting these growing demands.

Key components of this program will include the following:

• Development of a Training Curriculum: The curriculum will be created in consultation with expert practitioners in geriatric care and will encompass essential topics such as infection control, communication skills, nutritional management, and emergency response. Training modules will also focus on cultural competency, ensuring workers can provide sensitive care to diverse populations.
• Implementation of Continuing Education Programs: In alignment with industry standards, the training agency will offer a series of workshops and certifications aimed at encouraging continuous professional development among CNAs and HHAs.
• Partnerships with Healthcare Facilities: The success of this initiative will rely significantly on collaboration with local healthcare facilities that serve aging populations. These partnerships will facilitate internships, job placements, and allow training to be guided by real-world practices and needs.
• Evaluation and Feedback Mechanisms: Incorporating continuous evaluation processes will help in assessing both the efficacy of the training program and the escalating needs of elderly care. This will involve feedback loops with trainees and employers to ensure relevancy and effectiveness in addressing current care challenges.

This grant application will dutifully follow the referenced FOA guidelines. It will meticulously present required forms including the project description, budget justification, and operational plans. Each document will adhere to a professional format that reflects the seriousness of this public health initiative. Furthermore, the project will not only seek to uplift the existing workforce but also to enhance patient outcomes through better-prepared caregivers.

Moreover, to ensure regulatory compliance, we will address necessary registration processes (DUNS and SAM) as outlined in the FOA. As indicated, all personnel involved in submitting grants will have designated roles to maintain transparency and accountability. This will also encompass the structure of subawards to manage how federal funds are filtered to participating healthcare entities effectively, ensuring equitable disbursement compliant with GAAP principles.

In closing, the proposed training and staffing initiative for CNAs and HHAs represents a critical intervention in public health, addressing the needs of an aging populace through enhanced caregiver preparedness. Through this grant application, we aim to secure the resources necessary to build a sustainable model that not only elevates the standard of elder care but promotes a healthier, more compassionate community for our aging citizens.

References

• Administration on Aging (AoA). (2018). A Profile of Older Americans: 2018. Retrieved from [insert URL]
• American Geriatrics Society (AGS). (2015). Funding Opportunities. Retrieved from [insert URL]
• Bowling, C. Z. & Carmen, M. (2013). Challenges to Implementing the AWHONN Staffing Guidelines. Journal of Obstetric, Gynecologic, & Neonatal Nursing, 41(5), S103-S103.
• Dent, B. (2011). Nine principles for improved nurse staffing. Nursing Economics, 33(1), 41.
• Gerhard, J. K. K., et al. (2012). Business planning tool. U.S. Patent No. 8,165,906.
• Maass, K. L., et al. (2015). Incorporating nurse absenteeism into staffing with demand uncertainty. Health Care Management Science.
• Maenhout, B., Broos, P., & Vanhoucke, M. (2015). An integrated nurse staffing and scheduling analysis for longer-term nursing staff allocation problems. Omega, 41, 1-15.
• Weston, M. J., Brewer, K. C., & Peterson, C. A. (2012). ANA principles: the framework for nurse staffing to positively impact outcomes. Nursing Economics, 30(4), 247.
• Grants.gov. (n.d.). Organization Registration. Retrieved from [insert URL]