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WORK MAY PROCEED M-30oCOTC, A-2021-131
CLERK OF COUNCIL
CM0(�)(00i55�fa)'F6 MEMORDANDUM OF UNDERSTANDING
HEALTH EQUITY AND LITERACY IN OC (HEAL-OC) INITIATIVE
This Memorandum of Understanding ("MOU") is hereby made and entered into this 311 day
of August, 2021, by and between the City of Santa Ana, a charter city and municipal corporation
organized and existing under the Constitution and laws of the State of California ("CITY"), and
the Coalition of OC Community Health Centers, Latino Health Access, Orange County Asian &
Pacific Islander Community Alliance, and the University of California, Irvine (each individually a
"SUBRECIPIENT" and collectively the "SUBRECIPIENTS").
RECITALS:
A. In April 2021, the CITY submitted a grant application to the U.S. Department of Health and
Human Services ("HHS") for its Minority Health Community Programs to hnprove Minority
Health grant funding opportunity. HHS considered the following factors when making
recommendations for awarding this grant: applicants serving localities with the highest social
vulnerability; applicants with identified Minority Serving Institution partners; and, equitable
geographic distribution.
B. Working alongside the SUBRECIPIENTS, the CITY successfully submitted a proposal for
the Health Equity and Literacy in Orange County ("HEAL-OC") initiative, funded from the
Coronavirus Response and Relief Supplemental Appropriations Act, 2021 (P.L. 116-260).
The goal of HEAL-OC is to reduce COVD-19 inequities through four objectives:
1. Increase collaborative capacity of the CITY and an established partnership, the
Orange County Health Equity COVID-19 Community -Academic Partnership.
2. Develop a Disparities Impact Statement as a framework for designing, implementing
and evaluating interventions.
3. Implement a sustainable Health Literacy Plan incorporating National Culturally and
Linguistically Appropriate Services (CLAS) Standards.
4. Engage with a Minority Serving Institution (UC Irvine) to conduct rigorous evaluation
with periodic reporting and quality improvement recommendations to all partners.
C. Through these four objectives, HEAL-OC will work to accomplish the following outcomes:
1. Capacity — Co -develop with community partners and stakeholders a Disparity hnpact
Statement as a framework to guide the development, implementation and evaluation
of a Population Health Literacy Plan.
2. COVID-19 Education— Develop and implement a Population Health Literacy Plan to
deliver linguistically and culturally appropriate COVID-19 education and resources
to Latino and AAPI residents in the targeted communities.
3. COVID-19 Services — In the first 6 months, achieve a 25% gap reduction in COVID-
19 testing and vaccination access for 4' quartile Social Vulnerability hidex areas in
Santa Ana, compared to the rest of the county. By the end of the project period,
achieve a 50% gap reduction and achieve a 50% increase in the proportion ofresidents
with a confirmed vaccination in an information system.
4. Health Literacy Surveillance — Establish a Health Literacy Working Group including
at least four (4) community health centers and conduct baseline measurement of
Healthy People 2030 health objectives.
5. Health Literacy Intervention — Co -develop and implement a feasible, culturally
competent intervention at two community health centers.
6. Health Literacy Outcome— By the end of the project period, achieve Healthy People
target values for health literacy objectives or reduce the gap between the baseline
value and the target value by at least 20%.
D. On June 18, 2021, the CITY was notified by HHS that the CITY would receive a $4,000,000
award to implement the HEAL-OC initiative. A true and correct copy of the HHS Notice of
Award Number 1 CPIMP211286-01-00 is attached hereto as Exhibit A and incorporated
herein by this reference.
E. CITY, as a recipient of the HEAL-OC grant funds, Award Number I CP MP211286-01-00,
and Federal Award Identification Number (FAIN) CPIMP211286, desires to enter into this
MOU with the SUBRECIPIENTS for all parties to aelmowledge the objectives of the HEAL-
OC initiative and to commit to working cooperatively together to achieve the desired
outcomes.
F. CITY is also entering into separate Agreements with each SUBRECIPIENT detailing the
regulations and requirements for the expenditure ofHEAL-OC grant funds in accordance with
the HHS Notice of Award.
G. On July 20, 2021, the Santa Ana City Council approved the acceptance of the HEAL-OC
grant funds, and authorized the City Manager to execute all necessary agreements with the
HEAL-OC SUBRECIPIENTS to administer the initiative.
H. SUBRECIPIENTS were selected by the CITY to receive HEAL-OC grant funds in order to
provide services in accordance with the Scope of Work attached hereto as Exhibit B and
incorporated herein by reference ("said Program"). SUBRECIPIENTS represent that they are
qualified and willing to operate said Program and certify that the activities carried out under
this MOU will meet one or more of the HEAL-OC objectives.
I. SUBRECIPIENTS agree that they will work cooperatively to adhere to the HEAL OC
requirements as indicated in Exhibit A for said Program.
WHEREFORE, it is agreed by and between the parties that the foregoing Recitals are a
substantive part of this MOU and the following terms and conditions are approved and together with
all exhibits and attachments hereto, shall constitute the entire MOU between the CITY and
SUBRECIPIENTS:
L HEAL-OC PROVISIONS
A. Scope of Worlc. SUBRECIPIENTS shall be responsible for the specific tasks and
services of said Program, and agree to work cooperatively to administer said Program in compliance
with the project expectations as described in the Notice of Award attached hereto as Exhibit A and
the Scope of Work attached hereto as Exhibit B.
B. Cost Breakdown. The total amount of funds available for SUBRECIPIENTS for
said Program shall not exceed Four Million Dollars ($4,000,000.00) ("Program Funds") during
the Term of the MOU. Each SUBRECIPIENT will receive a portion of the Program Funds pursuant
to the terms of each separate Subrecipient Agreement, and agrees to use said Program Funds to
administer said Program pursuant to the regulations in Exhibit A.
C. Date Executed. CITY and SUBRECIPIENTS have executed this MOU as of the date
and year first written above.
D. Performance Period. The term of said MOU shall commence on July 1, 2021, and
continue through June 30, 2023 ("Term"), unless terminated earlier pursuant to the terms of this
MOU. This MOU shall also cover any and all services provided by the SUBRECIPIENT to the
CITY since the date the Program Funds were awarded to the CITY. Additionally, the Term of this
MOU may be extended by a writing executed by the City Manager, or her designee, and the City
Attorney.
IL MISCELLANEOUS PROVISIONS
A. Termination.
1. This MOU maybe terminated on thirty (30) days' written notice by either party.
2. This MOU maybe suspended or terminated by CITY upon five (5) days' written
notice for violation by any SUBRECIPIENT of Federal Laws governing the use of Program Funds.
3. Pursuant to 2 CFR 200.340, in the event any SUBRECIPIENT defaults by failing
to fulfill all or any of its obligations hereunder, CITY may declare a default and termination of this
MOU by written notice to SUBRECIPIENTS, which default and termination shall be effective on a
date stated in the notice which is to be not less than ten (10) days after certified mailing or personal
service of such notice, unless such default is cured before the effective date of termination stated in
such notice.
4. The MOU may be terminated for convenience by either the CITY or any
SUBRECIPIENT, in whole or in part, by setting forth the reasons for such termination, the effective
date, and, in the case of portion termination, their portion to be terminated. However, if in the case
of a partial termination, the CITY determines that the remaining portion of the award will not
accomplish the purpose for which the award was made, the CITY may terminate the award in its
entirety.
5. The MOU may be terminated due to the non-performance of any
SUBRECIPIENT and/or failure of any SUBRECIPIENT to perform the work described in Exhibit
B or failure to meet the expectations set forth in Exhibit B. Additionally, CITY may terminate this
MOU immediately for any violation deemed by the CITY to create a risk to the public or CITY.
3
6. The MOU may be terminated due to the failure of the CITY to receive sufficient
or anticipated funding for the Program for any term subject to this MOU.
B. Signature Authority. Each undersigned represents and warrants that its signature herein
below has the power, authority and right to bind their respective parties to each of the terms of this
MOU, and shall indemnify CITY fully, including reasonable costs and attorney's fees, for any injuries
or damages to CITY in the event that such authority or power is not, in fact, held by the signatory or
is withdrawn.
C. Exhibits. All Exhibits and Attachments referenced herein and attached hereto shall be
incorporated as if fully set forth in the body of this MOU.
D. Signatures. This MOU must be signed below and may be signed in counterpart and
delivered by fax, email as a PDF (Portable Document Format) file attachment, or by other means that
displays the original or a copy of the signatures. Any subsequent amendments may be signed and
delivered in the same manner.
(signatures on following page]
A-2021-131
IN WITNESS WHEREOF, the parties hereto have executed this MOU as of the date and year fast
written above.
ATTEST:
0*
DAISY GONM
Clerk of the Council
APPROVED AS TO FORM:
SONIA R. CARVALHO
City Attorney
By: RYE
Assistant
CITY OF SANTA ANA
KPUSTINE RID
City Manager
(Signatures continue on follawing page)
COALITION OF OC COMMUNITY
HEALTH CENTERS:
Name:
Title:
Tax 1D#:
DUNS #:
ORANGE COUNTY ASIAN & PACIFIC
ISLANDER COMMUNITY ALLIANCE:
Name:
Title:
Tax ID#:
DUNS #:
6
LATINO HEALTH ACCESS:
Name:
"Title:
Tax ID#:
DUNS#:
UNIVERSITY OF CALIFORNIA,
IRVINE:
Name:
Title:
Tax ID#:
DUNS#:
COALITION OIL OC COMMUNITY
ItEAL'I'I1 CENTERS;
Name:
ille:
Tax TDN:
DUNS r+:
ORANGE COUNTY ASIAN S PACIFIC
ISLANDER COiNTIMUNITY ALLIANCE:
Nam<::
Title:
Tax LD t:
DUNS rl:
LAT'IiNO HEALTH ACCESS:
VTI�
Title
I
Tax tDlt:'
DUNSfi: `l) 3% 1 (r : I I
UNIVERSITY OF CALIFORNIA,
IRVINE:
Name:
Title:
Tax MY:
DUNSff:
COALITION OF OC COMMUNITY
HEALTH CENTERS:
Name: Isabel Becerra
Title: president/CEO
Tax ID#: 95-2900725
DUNS #: 883816050
ORANGE COUNTY ASIAN & PACIFIC
ISLANDER COMMUNITY ALLIANCE:
Name:
Title:
Tax ID#:
DUNS #:
LATINO HEALTH ACCESS:
Name:
Title:
Tax ID#:
DUNS#:
UNIVERSITY OF CALIFORNIA,
IRVINE:
Name:
Title:
Tax ID#:
DUNS#:
COALITION OF OC COMMUNITY
HEALTH CENTERS:
Name:
Title:
Tax ID#:
DUNS #:
ORANGE COUNTY ASIAN & PACIFIC
ISLANDER COMMUNITY ALLIANCE:
Nam: M Anne Foo
Title. E cutive Director
Tax ID#:91-2047245
DUNS #: 064521169
LATINO HEALTH ACCESS:
Name:
Title:
Tax ID#:
DUNS#:
UNIVERSITY OF CALIFORNIA,
IRVINE:
Name:
Title:
Tax ID#:
DUNS#:
COALITION OF OC COMMUNITY
HEALTH CENTERS:
Name:
Title:
Tax ID#:
DUNS #:
ORANGE COUNTY ASIAN & PACIFIC
ISLANDER COMMUNITY ALLIANCE:
Name:
Title:
Tax ID#:
DUNS #:
13
LATINO HEALTH ACCESS:
Name:
Title:
Tax ID#:
DUNS#:
THE REGENTS OF THE
UNIVERSITY OF CALIFORNIA,
IRVINE:
Name: Erika Blossom
Title:Senior Contract & Grant Officer
Tax ID#: 95-2226406
DUNS#: 04-670-5849
EXHIBIT A
HHS NOTICE OF AWARD
,,rnVvkvyv'fi
DEPARTMENT OF HEALTH AND HUMAN SERVICES
Office of the Secretary
Recipient Information
Notice of Award
Award# 1 CPIMP211286-01-00
FAIN# CPTN P211286
Federal Award Date: 06/18/2021
Federal Award Information
1. Recipient Name
11. Award Number
I CPIMP211286-01-00
SANTA ANA, CITY OF
12. Unique Federal Award Identification Number (FAIN)
20 Civic Center Piz Ft 8
CPIMP211286
13. Statutory Authority
Santa Ana, CA 92701-4058
42 U.S.C. § 30011-6, (Section 1707 of the Public Plealth Service Act)
2. Congressional District of Recipient
46
3. Payment System Identifier (ID)
1956000785A3
4. Employer Identification Number (EIN)
956000785
S. Data Universal Numbering System (DUNS)
083153247
6. Recipient's Unique Entity Identifier
7. Project Director or Principal investigator
Ms. Daisy Perez
dpercz rr sama-ana.mg
(714)647-5219
8. Authorized Official
Ms. Kristine Ridge
kridgerJsanta-ana.org
714-647-5200
Federal Agency Information
DASH Grants and Acquisitions Management Division
9. Awarding Agency Contact information
Miss Robin Fuller
Senior Grants Management Specialist
robin.ftiltcr@lihs.gov
hhs.gov
240-453-8830
Official Contact Information
Brandon Wood
Senior Public Health Analyst
BWoodehrsa.gov
301-594-4426
30. Remarks
14. Federal Award Project Title
Health Equity and Literacy in OC (I-IEAL(OC)
15. Assistance Listing Number
93.137
16. Assistance Listing Program Title
Community Program to Improve Minority Health
17. Award Action Type
New
18. Is the Award R&D?
IT
Summary Federal Award Financial Information
19. Budget Period Start Date 07/01/2021 - End Date 06/30/2023
20. Total Amount of Federal Funds Obligated by this Action
20a. Direct CostAmount
20b. Indirect Cost Amount
21. Authorized Carryover
22. Offset
23. Total Amount of Federal Funds Obligated this budget period
24. Total Approved Cost Sharing or Matching, where applicable
25. Total Federal and Non -Federal Approved this Budget Period
26. Project Period Start Date 07/01/2021 - End Date 06/30/2023
27. Total Amount of the Federal Award including Approved
Cost Sharing or Matching this Project Period
28. Authorized Treatment of Program Income
ADDITIONAL COSTS
29. Grants Management Officer - Signature
Dr. Scott Moore
CASH Grants Management Officer
This action awards Funding from the Coronavirus Response and Relief Supplemental Appropriations Act, 2021 (P.1, 1 16-260).
$4,000,000.00
$4,213,619.00
$36,382.00
$0.00
$0.00
$0.00
$250,000.00
$4,250,000.00
Not Available
Page t
DEPARTMENT OF HEALTH AND HUMAN SERVICES
Office of the Secretary
yW.w
Recipient Information
Recipient Name
SANrA ANA, CITY OF
20 Civic Center Piz FI 8
Santa Ana, CA 92701-4058
Congressional District of Recipient
46
Payment Account Number and Type
1956000785A3
Employer Identification Number (EIN) Data
956000785
Universal Numbering System (DUNS)
083153247
Recipient's Unique Entity Identifier
Not Available
31. Assistance Type
Project Grant
32. Type of Award
Other
34. Accounting Classification Codes
Notice of Award
Award# 1 CPIMP211286-01-00
FAIN# CPIMP211286
Federal Award Date: 06/18/2021
33.
Approved Budget
(Excludes Direct Assistance)
I.
Financial Assistance from the Federal Awarding Agency Only
II.
Total project costs including grant funds and all other financial
participation
a.
Salaries and Wages
$289,750.00
b.
Fringe Benefits
.$57,950.00
c. Total Personnel Costs
$347,700.00
d.
Equipment
$0.00
e.
Supplies
$11,114.00
L
Travel
$S,000.UO
g.
Construction
$000
h.
Other
$0.00
i.
Contractual
$3,849,804.00
j.
TOTAL DIRECT COSTS
$4,213,618.00
k.
INDIRECT COSTS
$36,382.00
1.
TOTAL APPROVED BUDGET
$4,250,000.00
on.
FederalShare
$4,000,000.00
n.
Non -Federal Share
$250,000.00
4YAlI9CVBENO. DC IMP�1 R6C 0. ADMINISryIPn SOVGCODL OBJEAI,SCLASS AMT ACTION FINANCIAL ASSI 400f1,1100A0 Al'PROPRIIA'��ON
Page 2
DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
Award# 1 CPIMP211286-01-00
xti Office of the Secretary FAIN# CPIMP211286
Federal Award Date: 06/18/2021
135. Terms And Conditions �I
SPECIAL TERMS AND REQUIREMENTS
1. Limitations on Burn -rate. Funding for this project has been awarded as a single budget period for
the entire project period. CASH expects awardees appropriate management of funds including
appropriate burn -rates to execute the awarded project in full. To protect the federal interest, OASH is
placing a limitation on the burn -rate of the Total Federal Share awarded. Unless prior written
approval has been obtained from the CASH Grants Management Officer, the awardee is authorized to
drawdown:
up to 30% of the Total Federal Share in the first 6 months of the project period;
up to 55% of the Total Federal Share in the first 12 months of the project period; and
up to 80% of the Total Federal Share in the first 18 months of the project period.
Prior written approval is required from the GASH Grants Management Officer to exceed these limits.
Requests will only be considered after reviewing a sumitted Budget Revision Amendment including a
justification uploaded in Grant Solutions.
2. Special Reporting. For the first 6 months of the project, you must submit monthly reports in Grant
Notes in Grant Solutions. The calendar month is the reporting period. The reports are due no later
than 7 calendar days after the end of the month. Each report shall contain a summary of the previous
month's accomplishments, difficulties, and a 30-, 60-, and 90-day outlook table. Your project officer
will provide additional guidance regarding optional formats. After the sixth report, the reporting
cadence will automatically revert to the quarterly reporting frequency noted in the Reporting Section
of this Notice of Award unless your award has a different reporting cadence under Special
Conditions. The monthly reporting cadence may be extended as necessary for appropriate monitoring
of the project by the Grants Management Officer.
3. First 30 days. The follwing item must be completed and submitted as a Grant Note(s) in Grant
Solutions within the first 30 days of the project period.
a. Budget Revision. No later than 30 days after the project period start date, you must submit a
revised budget via Grant Notes in Grant Solutions on SF-424A for non -construction projects with a
revised, detailed budget justification. The budget must be broken down by year and cover the entire
project period,
Awardee and contractor costs must be properly allocated in the budget categories (e.g., contractor
salaries assigned to contracts and not awardee employee salaries) and correctly apply the indirect cost
rate to the modified total direct costs (MTDC). Budgets must conform to the cost principles in 45
C.F.R. part 75. If you have a negotiated indirect cost rate, you must provide a copy of the
documentation to support it.
b. Acquisition Process Timeline. No later than 30 days after the project period start date, you must
submit a timeline for your acquisition/contracting process to be used to solicit and execute contracts
to support this grant.
c. Staffing Plan. No later than 30 days after the project period start date, you must submit the
staffing plan for the project indicating positions already filled as well as those that are currently
vacant. You must include the anticipated onboarding dates for positions to be filled to execute the
award.
Page 3
y ��rsvxugaa�
DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
Office of the Secretary
Award# 1 CPIMP211286-01-00
FAIN# CPIMP211286
Federal Award Date: 06/18/2021
d. Disparity Impact Statement (DIS). No later than 30 days after the project period start date, you
must submit a Disparity Impact Statement (DIS) prepared according to the guidance posted by the
Office of Minority Health at httus•//minoritvhealth hhs gov/disparities-im act
e. Audit Findings. No later than 30 days after the project period start date, you must submit your
corrective action plan for any material weakness or material non-compliance finding that relates to
internal controls or subrecipient monitoring in your most recent Single Audit.
4. First 60 Days. The follwing item must be completed and submitted as a Grant Note(s) in Grant
Solutions within the first 60 days of the project period.
a. Planning Documents. No later than 60 days after the project period start date, you must submit a
detailed work plan, a health literacy plan incorporating the National standards for Culturally and
Linguistically Appropriate Services in Health and Health Care, and an outcome evaluation plan. The
plans should appropriately relate to and build upon each other.
b. Subrecipient Monitoring Plan. No later than 60 days after the project period start date, you must
submit a comprehensive subrecipient monitoring plan specific to the subrecipient activities under this
project.
5. First 90 days. The follwing item must be completed and submitted as a Grant Note in Grant
Solutions within the first 90 days of the project period.
a. Final Confidentiality Plan. No later than 90 days after the project period start date, you must
submit a final confidentiality plan.
6. Documentation of Agreements. You are expected to submit all signed Memoranda of Understanding
(MOUs) with all partners within the first 60 calendar days of the project period. Additional partners
can and should be added throughout the duration of the award, at which point signed MOUs should be
submitted within 10 calendar days of newly established formal partnerships. MOUs should detail
roles and responsibilities of each partner.
You must submit a notification for each executed contract that includes a brief description of the
contract scope of work, cost breakdown, the date executed, and the performance period of the
contract. The notification is due 10 calendar days following execution of the contract. You should
not send a copy of the contract.
MOUs, contract notifications, and any other supporting documentation for partners and subrecipients
must be submitted via Grant Notes Module in GrantSolutions.
7. Institutional Review Board (IRB). Institutional Review Board (1RB) approvals, when applicable,
must be submitted via Grant Solutions Grant Notes within 5 business days of receipt from the IRB.
No activities that require IRB approval may take place prior to your receipt of the IRB approval,
STANDARD TERMS
1. Compliance with Terms and Conditions. You must comply with all terms and conditions outlined
in the grant award, including grant policy terms and conditions contained in applicable Department of
Health and Human Services (HHS) Grant Policy Statements (GPS), (note any references in the CPS
to 45 C.F.R. Part 74 or 92 are now replaced by 45 C.F.R. Part 75, and the SF-269 is now the SF-425),
and requirements imposed by program statutes and regulations, Executive Orders, and HHS grant
Page 4
DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
Office of the Secretary Award# I CPIMP211286-01-00
rosyu FAIN# CPIMP211286
Federal Award Date: 06/18/2021
administration regulations, as applicable; as well as any requirements or limitations in any applicable
appropriations acts. By drawing or otherwise obtaining funds for the award from the grant payment
system or office, you accept the terms and conditions of the award and agree to perform in accordance
with the requirements of the award. The HHS Grants Policy Statement is available at:
htr // rw hhs goy/sites/default/files/grants/grants[policies-regulations/hhsgpslO7 ]2df Uniform
Administrative Requirements, Cost Principles, and Audit Requirements for HHS awards are at 45
C.F.R. Part 75.
2. Grants Management Officer Prior Approval Requirements. Certain changes to your project or
personnel require prior approval from the Grants Management Officer (GMO). (See Part II, HHS
Grants Policy Statement (CPS), any references in the GPS to 45 C.F.R. Part 74 or 92 are now
replaced by 45 C.F.R. Part 75). All amendment requests requiring prior approval must be signed by
the grantee authorizing official and or PI/PD and submitted through the GrantSolutions Amendment
Module. Only responses signed by the GMO are considered valid. If you take action on the basis of
responses from other officials or individuals, you do so at your own risk. Such responses will not be
considered binding by or upon any OASH Office or HHS component. Any other correspondence not
relating to a prior approval item should be uploaded to Grant Notes within the GrantSolutions system.
Include the Federal grant number and signature of the authorized business official and the project
director on all such correspondence.
3. Salary Limitation (Further Consolidated Appropriations Act, 2020, Div. A, Title II, sec.
202). "None of the funds appropriated in this title shall be used to pay the salary of an individual,
through a grant or other extramural mechanism, at a rate in excess of Executive Level II."
The Salary Limitation is based upon the Executive Level II of the Federal Executive Pay Scale.
Effective January 2021, the Executive Level II salary is $199,300. For the purposes of the salary
limitation, the direct salary is exclusive of fringe benefits and indirect costs. An individual's direct
salary is not constrained by the legislative provision for a limitation of salary. The rate limitation
simply limits the amount that may be awarded and charged to the grant.cooperative agreement. A
recipient may pay an individual's salary amount in excess of the salary cap with non-federal funds.
4. Reporting Subawards and Executive Compensation.
A. Reporting of first -tier subawards.
1) Applicability.
Unless you are exempt as provided in paragraph D. of this award term, you must report each action
that obligates $25,000 or more in Federal funds that does not include Recovery Act funds (as defined
in section 1512(a)(2) of the American Recovery and Reinvestment Act of 2009, Pub. L. 111-5) for a
subaward to an entity (see definitions in paragraph e. of this award term).
2) Where and when to report.
You must report each obligating action described in paragraph A.1. of this award term to the Federal
Funding Accountability and Transparency Act Subaward Reporting System (FFRS). For subaward
information, report no later than the end of the month following the month in which the obligation
was made. (For example, if the obligation was made on November 7, 2010, the obligation must be
reported by no later than December 31, 2010.)
3) What to report.
You must report the information about each obligating action as specified in the submission
Page 5
DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
Office of the Secretary Award# 1 CPIW211286-01-00
w FAIN# CPIMP211286
Federal Award Date: 06/18/2021
instructions posted at http://www.fsrs.gov.
B. Reporting Total Compensation of Recipient Executives.
1) Applicability and what to report.
You must report total compensation for each of your five most highly compensated executives for the
preceding completed fiscal year, if —
a) The total Federal funding authorized to date under this award is $25,000 or
more;
b) In the preceding fiscal year, you received—
(1) 80 percent or more of your annual gross revenues from Federal
procurement contracts (and subcontracts) and Federal financial
assistance subject to the Transparency Act, as defined at 2 C.F.R.
§170.320 (and subawards); and
(2) $25,000,000 or more in annual gross revenues from Federal
procurement contracts (and subcontracts) and Federal financial
assistance subject to the Transparency Act, as defined at 2 C.F.R.
§170.320 (and subawards); and
c) The public does not have access to information about the compensation of
the executives through periodic reports filed under section 13(a) or 15(d) of the
Securities Exchange Act of 1934 (15 U.S.C. § 78m(a), 78o(d)) or section 6104
of the Internal Revenue Code of 1986. (To determine if the public has access to
the compensation information, see the U.S. Security and Exchange Commission
total compensation filings at the Executive Compensation page of the SEC
website.)
2) Where and when to report.
You must report executive total compensation described in paragraph B.I. of this award term:
a) As part of your registration profile in the System for Award Management
(SAM).
b) By the end of the month following the month in which this award is made,
and annually thereafter.
C. Reporting of Total Compensation of Subrecipient Executives.
1) Applicability and what to report.
Unless you are exempt as provided in paragraph D of this award term, for each first -tier Subrecipient
under this award, you shall report the names and total compensation of each of the subrecipient's five
most highly compensated executives for the subrecipient's preceding completed fiscal year, if —
Page 6
DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
Office of the Secretary Award# I CPIMP211286-01-00
FAIN# CPIMP211286
Federal Award Date: 06/18/2021
a) In the subrecipient's preceding fiscal year, the subrecipient received—
(1) 80 percent or more of its annual gross revenues from Federal
procurement contracts (and subcontracts) and Federal financial
assistance subject to the Transparency Act, as defined at 2 C.F.R. §
170.320 (and subawards); and
(2) $25,000,000 or more in annual gross revenues from Federal
procurement contracts (and subcontracts), and Federal financial
assistance subject to the Transparency Act (and subawards); and
b) The public does not have access to information about the compensation of
the executives through periodic reports filed under section 13(a) or 15(d) of the
Securities Exchange Act of 1934 (15 U.S.C. § 78m(a), 78o(d)) or section 6104
of the Internal Revenue Code of 1986. (To determine if the public has access to
the compensation information, see the U.S. Security and Exchange Commission
total compensation filings at the Executive Compensation page of the SEC
website.)
2) Where and when to report.
You must report subrecipient executive total compensation described in paragraph CA. of this award
term:
a) To the recipient.
b) By the end of the month following the month during which you make the
subaward. For example, if a subaward is obligated on any date during the
month of October of a given year (i.e., between October 1 and 31), you must
report any required compensation information of the subrecipient by November
30 of that year.
D. Exemptions.
If, in the previous tax year, you had gross income, from all sources, under $300,000, you are exempt
from the requirements to report:
1) Subawards, and
2) The total compensation of the five most highly compensated executives of any
subrecipient.
E. Definitions.
For purposes of this award term:
1) "Entity"
This term means all of the following, as defined in 2 C.F.R. Part 25:
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DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
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Federal Award Date: 06/18/2021
a) A Governmental organization, which is a State, local government, or Indian
tribe;
b) A foreign public entity;
c) A domestic or foreign nonprofit organization;
d) A domestic or foreign for -profit organization;
e) A Federal agency, but only as a subrecipient under an award or subaward to
a non -Federal entity.
2) "Executive"
This term means officers, managing partners, or any other employees in management positions.
3) "Subaward":
a) This term means a legal instrument to provide support for the performance
of any portion of the substantive project or program for which you received this
award and that you as the recipient award to an eligible subrecipient.
b) The term does not include your procurement of property and services needed
to carry out the project or program (for further explanation, see Sec. 11.210 of
the attachment to OMB Circular A-133, "Audits of States, Local
Governments, and Non -Profit Organizations").
c) A subaward may be provided through any legal agreement, including an
agreement that you or a subrecipient considers a contract.
4) "Subrecipient"
This term means an entity that:
a) Receives a subaward from you (the recipient) under this award; and
b) Is accountable to you for the use of the Federal funds provided by the
subaward.
5) "Total compensation"
This term means the cash and noncash dollar value earned by the executive during the recipient's or
subrecipient's preceding fiscal year and includes the following (for more information see 17 C.F.R. §
229.402(c)(2)):
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DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
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Federal Award Date: 06118/2021
a) Salary and bonus.
b) Awards of stock, stock options, and stock appreciation rights. Use the dollar
amount recognized for financial statement reporting purposes with respect to
the fiscal year in accordance with the Statement of Financial Accounting
Standards No. 123 (Revised 2004) (FAS 123R), Shared Based Payments.
c) Earnings for services under non -equity incentive plans. This does not
include group life, health, hospitalization or medical reimbursement plans that
do not discriminate in favor of executives, and are available generally to all
salaried employees.
d) Change in pension value. This is the change in present value of defined
benefit and actuarial pension plans.
e) Above -market earnings on deferred compensation which is not tax -
qualified.
f) Other compensation, if the aggregate value of all such other compensation
(e.g. severance, termination payments, value of life insurance paid on behalf of
the employee, perquisites or property) for the executive exceeds $10,000.
S. Trafficking in Persons. This award is subject to the requirements of Section 106 (g) of the
Trafficking Victims Protection Act of 2000, as amended (22 U.S.C. § 7104)
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j DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
Office of the Secretary Award# I CPIMP211286-01-00
FAIN# CPIMP211286
Federal Award Date: 06/18/2021
A. Provisions applicable to a recipient that is a private entity.
1) You as the recipient, your employees, subrecipients under this award, and
subrecipients' employees may not
a) Engage in severe forms of trafficking in persons during the period of time
that the award is in effect;
b) Procure a commercial sex act during the period of time that the award is in
effect; or
c) Use forced labor in the performance of the award or subawards under the
award.
2) We as the Federal awarding agency may unilaterally terminate this award, without
penalty, if you or a subrecipient that is a private entity —
a) Is determined to have violated a prohibition in paragraph A.1 of this award
term; or
b) Has an employee who is determined by the agency official authorized to
terminate the award to have violated a prohibition in paragraph A.1 of this
award term through conduct that is either-
(1) Associated with performance under this award; or
(2) Imputed to you or the subrecipient using the standards and due
process for imputing the conduct of an individual to an organization that
are provided in 2 C.F.R. Part 180, "OMB Guidelines to Agencies on
Governmentwide Debarment and Suspension (Nonprocurement)," as
implemented by our agency at 2 C.F.R. Part 376.
B. Provision applicable to a recipient other than a private entity.
We as the Federal awarding agency may unilaterally terminate this award, without penalty, if a
subrecipient that is a private entity -
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s �vriv'[vyyy,�
..(�� DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
`+ Office of the Secretary Award# 1 CPIMP211286-01-00
ltl'w. PAIN# CPIMP211286
Federal Award Date: 06/18/2021
1) Is determined to have violated an applicable prohibition in paragraph a.l of this
award term; or
2) Has an employee who is determined by the agency official authorized to terminate
the award to have violated an applicable prohibition in paragraph a.1 of this award term
through conduct that is either
a) Associated with performance under this award; or
b) Imputed to the subrecipient using the standards and due process for
imputing the conduct of an individual to an organization that are provided in 2
C.F.R. Part 180, "OMB Guidelines to Agencies on Governmentwide
Debarment and Suspension (Nonprocurement)," as implemented by our agency
at 2 C.F.R. Part 376.
C Provisions applicable to any recipient.
1) You must inform us immediately of any information you receive from any source
alleging a violation of a prohibition in paragraph A.1 of this award term
2) Our right to terminate unilaterally that is described in paragraph A.2 or B of this
section:
a) Implements section 106(g) of the Trafficking Victims Protection Act of
2000 (TVPA), as amended (22 U.S.C. § 7104(g)), and
b) Is in addition to all other remedies for noncompliance that are available to us
under this award.
3) You must include the requirements of paragraph A.1 of this award term in any
subaward you make to a private entity.
D. Definitions. For purposes of this award term:
1) "Employee" means either:
a) An individual employed by you or a subrecipient who is engaged in the
performance of the project or program under this award; or
b) Another person engaged in the performance of the project or program under
this award and not compensated by you including, but not limited to, a
volunteer or individual whose services are contributed by a third party as an in -
kind contribution toward cost sharing or matching requirements.
2) "Forced labor" means:
Labor obtained by any of the following methods: the recruitment, harboring,
transportation, provision, or obtaining of a person for labor or services, through the use
of force, fraud, or coercion for the purpose of subjection to involuntary servitude,
peonage, debt bondage, or slavery.
3) "Private entity":
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" Office of the Secretary Award# l CPIMP211286-01-00
FAIN# CPIMP211286
Federal Award Date: 06/18/2021
a) Means any entity other than a State, local government, Indian tribe, or
foreign public entity, as those terms are defined in 2 C.F.R. § 175.25.
b) Includes:
(1) A nonprofit organization, including any nonprofit institution of
higher education, hospital, or tribal organization other than one included
in the definition of Indian tribe at 2 C.F.R. § 175.25(b).
(2) A for -profit organization.
4) "Severe forms of trafficking in persons," "commercial sex act," and "coercion"
These terms have the meanings given at section 103 of the TVPA, as amended (22
U.S.C. § 7102)
6. Whistleblower Protections. You are hereby given notice that the 48 C.F.R. § 3.908 (related to the
enhancement of contractor employee whistleblower protections), implementing 41 U.S.C. § 4712, as
amended (entitled "Enhancement of contractor protection from reprisal for disclosure of certain
information") applies to this award.
7. Reporting of Matters Related to Recipient Integrity and Performance.
A. General Reporting Requirement
If the total value of your currently active grants, cooperative agreements, and procurement contracts
from all Federal awarding agencies exceeds $10,000,000 for any period of time during the period of
performance of this Federal award, then you as the recipient during that period of time must maintain
the currency of information reported to the System for Award Management (SAM) that is made
available in the designated integrity and performance system (currently the Federal Awardee
Performance and Integrity Information System (FAPIIS)) about civil, criminal, or administrative
proceedings described in paragraph 2 of this award term and condition. This is a statutory requirement
under section 872 of Public Law 110-417, as amended (41 U.S.C. § 2313). As required by section
3010 of Public Law 111-212, all information posted in the designated integrity and performance
system on or after April 15, 2011, except past performance reviews required for Federal procurement
contracts, will be publicly available.
B. Proceedings About Which You Must Repot
Submit the information required about each proceeding that:
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FAIN# CPIMP211286
Federal Award Date: 06/18/2021
1) Is in connection with the award or performance of a grant, cooperative agreement,
or procurement contract from the Federal Government;
2) Reached its final disposition during the most recent five-year period; and
3) If one of the following:
a) A criminal proceeding that resulted in a conviction, as defined in paragraph
5 of this award term and condition;
b) A civil proceeding that resulted in a finding of fault and liability and
payment of a monetary fine, penalty, reimbursement, restitution, or damages of
$5,000 or more;
c) An administrative proceeding, as defined in paragraph 5 of this award term
and condition, that resulted in a finding of fault and liability and your payment
of either a monetary fine or penalty of $5,000 or more or reimbursement,
restitution, or damages in excess of $100,000; or
d) Any other criminal, civil, or administrative proceeding if
(1) It could have led to an outcome described in paragraph 2.c.(1), (2),
or (3) of this award tern and condition;
(2) It had a different disposition arrived at by consent or compromise
with an acknowledgement of fault on your part; and
(3) The requirement in this award term and condition to disclose
information about the proceeding does not conflict with applicable laws
and regulations.
C. Reporting Procedures
Enter in the SAM Entity Management area the information that SAM requires about each proceeding
described in paragraph B of this award term and condition. You do not need to submit the information
a second time under assistance awards that you received if you already provided the information
through SAM because you were required to do so under Federal procurement contacts that you were
awarded.
D. Reporting Frequency
During any period of time when you are subject to this requirement in paragraph A of this award term
and condition, you must report proceedings information through SAM for the most recent five year
period, either to report new information about any proceeding(s) that you have not reported
previously or affirm that there is no new information to report. Recipients that have Federal contract,
grant, and cooperative agreement awards with a cumulative total value greater than $10,000,000 must
disclose semiannually any information about the criminal, civil, and administrative proceedings.
E. Definitions
For purposes of this award term and condition:
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Award# I CPIMP211286-01-00
FAIN# CPIMP211286
Federal Award Date: 06/18/2021
1) Administrative proceeding means a non -judicial process that is adjudicatory in
nature in order to make a determination of fault or liability (e.g., Securities and
Exchange Commission Administrative proceedings, Civilian Board of Contract
Appeals proceedings, and Armed Services Board of Contract Appeals proceedings).
This includes proceedings at the Federal and State level but only in connection with
performance of a Federal contract or grant. It does not include audits, site visits,
corrective plans, or inspection of deliverables.
2) Conviction, for purposes of this award term and condition, means a judgment or
conviction of a criminal offense by any court of competent jurisdiction, whether
entered upon a verdict or a plea, and includes a conviction entered upon a plea of nolo
contendere.
3) Total value of currently active grants, cooperative agreements, and procurement
contracts includes —
a) Only the Federal share of the funding under any Federal award with a
recipient cost share or match; and
b) The value of all expected funding increments under a Federal award and
options, even if not yet exercised.
F. Disclosure Requirements.
Consistent with 45 C.F.R. § 75.113, applicants and recipients must disclose, in a timely manner, in
writing to the HHS Awarding Agency, with a copy to the HHS Office of the Inspector General, all
information related to violations of Federal criminal law involving fraud, bribery, or gratuity
violations potentially affecting the Federal award. Subrecipients must disclose, in a timely manner, in
writing to the prime recipient (pass through entity) and the HHS Office of the Inspector General all
information related to violations of Federal criminal law involving fraud, bribery, or gratuity
violations potentially affecting the Federal award. Disclosures must be sent in writing to the awarding
agency and to the HHS OIG at the following addresses:
HHS CASH Grants and Acquisitions Management
1101 Wootton Parkway, Plaza Level
Rockville, MD 20852
I OWD,
US Department of Health and Human Services Office of Inspector General
ATTN: OIG HOTLINE OPERATIONS—MANDATORYGRANTDISCLOSURES
PO Box 23489
Washington, DC 20026
URL: htip:Hoig.lihs.gov/fraud/report-fraud/index,asp
(Include "Mandatory Grant Disclosures" in subject line)
Fax: 1-800-223-8164 (Include "Mandatory Grant Disclosures" in subject line)
Failure to make required disclosures can result in any of the remedies described in 45 C.F.R. § 75.371
("Remedies for noncompliance"), including suspension or debarment (See also 2 C.F.R. Parts 180 &
376 and 31 U.S.C. § 3321).
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DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
+ Office of the Secretary Award# t CP1MP211286-01-00
FAIN# CPIMP211286
Federal Award Date: 0611812021
The recipient must include this mandatory disclosure requirement in all subawards and
contracts under this award.
8. Intellectual Property.
A. Data. The federal government has the right to: 1) Obtain, reproduce, publish, or otherwise use
the data produced under this award; and 2) Authorize others to receive, reproduce, publish, or
otherwise use such data for federal purposes.
B. Copyright. The awardee may copyright any work that is subject to copyright and was
developed, or for which ownership was acquired, under a federal award. The federal government
reserves a royalty -free, nonexclusive and irrevocable right to reproduce, publish, or otherwise use the
work for Federal purposes, and to authorize others to do so.
C. Patents and Inventions. The awardee is subject to applicable regulations governing patents and
Inventions, including government- wide regulations issued by the Department of Commerce at 37
CFR part 401,
9. Acknowledgement of Federal Grant Support. When issuing statements, press releases,
publications, requests for proposal, bid solicitations and other documents --such as tool -kits, resource
guides, websites, and presentations (hereafter "statements") --describing the projects or programs
funded in whole or in part with U.S. Department of Health and Human Services (HHS) federal funds,
the recipient must clearly state:
1) the percentage and dollar amount of the total costs of the program or project funded with
federal money; and,
2) the percentage and dollar amount of the total costs of the project or program funded by non-
governmental sources.
When issuing statements resulting from activities supported by HHS financial assistance, the recipient
entity must include an acknowledgement of federal assistance using one of the following or a similar
statement.
If the HHS Grant or Cooperative Agreement is NOT funded with other non -governmental sources:
This [project/publication/program/website, etc.] [is/was] supported by the [full
name of the PROGRAM OFFICE] of the U.S. Department of Health and
Human Services (HHS) as part of a financial assistance award totaling $XX
with 100 percent funded by [PROGRAM OFFICE]/GASH/HHS. The contents
are those of the author(s) and do not necessarily represent the official views of,
nor an endorsement, by [PROGRAM OFFICE]/GASH/HHS, or the U.S.
Government. For more information, please visit [PROGRAM OFFICE website,
if available].
The HHS Grant or Cooperative Agreement IS partially funded with other nongovernmental sources:
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DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
ro`�C Office of the Secretary Award# 1 CPIMP21 1286-01-00
w FAIN# CPIMP211286
Federal Award Date: 06/18/2021
This [project/publication/program/website, etc.] [is/was] supported by the [full
name of the PROGRAM OFFICE] of the U.S. Department of Health and
Human Services (HHS) as part of a financial assistance award totaling $XX
with XX percentage funded by [PROGRAM OFFICE]/OASH/HHS and $XX
amount and XX percentage funded by non -government source(s). The contents
are those of the author (s) and do not necessarily represent the official views of,
nor an endorsement, by [PROGRAM OFFICE]/OASH/HHS, or the U.S.
Government. For more information, please visit [PROGRAM OFFICE website,
if available].
The federal award total must reflect total costs (direct and indirect) for all authorized funds (including
supplements and carryover) for the total competitive segment up to the time of the public statement.
Any amendments by the recipient to the acknowledgement statement must be coordinated with
the OASH federal project officer and the OASH grants management officer.
If the recipient plans to issue a press release concerning the outcome of activities supported by this
financial assistance, it should notify the the OASH federal project officer and the OASH grants
management officer in advance to allow for coordination.
IO.Prohibition on certain telecommunications and video surveillance services or equipment.
A. As described in CFR 200.216, recipients and subrecipients are prohibited to obligate or spend
grant funds (to include direct and indirect expenditures as well as cost share and program) to:
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DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
Office of the Secretary Award# I CPIMP211286-01-00
�rym,p FAIN# CPIMP211286
Federal Award Date: 0611812021
1) Procure or obtain,
2) Extend or renew a contract to procure or obtain; or
3) Enter into contract (or extend or renew contract) to procure or obtain equipment,
services, or systems that use covered telecommunications equipment or services as a
substantial or essential component of any system, or as critical technology as part of
any system. As described in Pub. L. 115-232, section 889, covered telecommunications
equipment is telecommunications equipment produced by Huawei Technologies
Company or ZTE Corporation (or any subsidiary or affiliate of such entities).
a) For the purpose of public safety, security of government facilities, physical
security surveillance of critical infrastructure, and other national security
purposes, video surveillance and telecommunications equipment produced by
Hytera Communications Corporation, Hangzhou Hikvision Digital Technology
Company, or Dahua Technology Company (or any subsidiary or affiliate of
such entities).
b) Telecommunications or video surveillance services provided by such entities
or using such equipment.
c) Telecommunications or video surveillance equipment or services produced or
provided by an entity that the Secretary of Defense, in consultation with the
Director of the National Intelligence or the Director of the Federal Bureau of
Investigation, reasonably believes to be an entity owned or controlled by, or
otherwise, connected to the government of a covered foreign country.
REPORTING REQUIREMENTS
1. Financial Reporting Requirement —Federal Financial Report (FFR) SF 425. Effective October
1, 2020, you must submit your SF-425 to DASH using the Department of Health and Human Services
(HHS) Payment Management System for any DASH awards with a project period ending October 1,
2020 or later. Failure to submit the FFR in the correct system by the due date may delay processing
of any pending requests or applications.
OASH and the Program Support Center are collaborating in the submission of the SF-425 to reduce
the burden on grantees and assist with the reconciliation of expenditures and disbursements, and to
allow for timely closeout of grants. Your submission must be through the HHS Payment
Management System. SF-425 submissions through Grant Solutions will no longer be accepted for
DASH awards.
You must use the SF-425 Federal Financial Report (FFR) for expenditure reporting. To assist in your
preparation for submission you may find the SF-425 and instructions for completing the form on the
Web at: http://apply07.grants.gov/apply/forms/sample/SF425-V1.O.pdf. You must complete all
sections of the FFR.
A. Quarterly FFR Due Date.
Your FFR is due 30 days after the end of each Quarter in the federal fiscal year. That is for the:
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DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
Office of the Secretary
Quarter ending September 30, your FFR is due October 30
Quarter ending December 31, your FFR is due January 30
Quarter ending March 30, your FFR is due April 30
Quarter ending June 30, your FFR is due July 30.
B. Final FFR Due Date.
Award# I CPIMP211286-01-00
FAIN# CPIMP211286
Federal Award Date: 06/18/2021
Your final FFR covering the entire project is due 90 days after the end date for your project period.
C. Past due reports.
If you have not submitted by the due date, you will receive a message indicating the report is Past
Due. Please ensure your Payment Management System account and contact information are up to date
so you receive notifications.
D. Electronic Submission.
Electronic Submissions are accepted only via the HHS Payment Management System — No other
submission methods will be accepted without prior written approval from the GMO. You must be
assigned to the grant with authorized access to the FFR reporting Module when submitting. If you
encounter any difficulties, contact the HHS Payment Management System Help Desk or your
assigned Grants Management Specialist. Please reference the CONTACTS section of NoA Terms and
Conditions to locate the name of your assigned Grants Management Specialist.
2. Quarterly Progress Report Requirements. You must submit quarterly progress reports 30 days
after the end of each quarter of the performance period unless otherwise required under the Special
Terms and Requirements for this award. Your progress reports must address content required by 45
CFR § 75.342(b)(2). Additonal progess reporting may be required under Special Terms and
Requirements or Special Conditions as required by statute, regulation, or specific
circumstances warranting additional monitoring. Additional guidance may be provided by the
Program Office. Reports must be submitted electronically via upload to Grant Notes in
GrantSolutions.
3. Audit Requirements. The Single Audit Act Amendments of 1996 (31 U.S.C. § § 7501-7507)
combined the audit requirements for all entities under one Act. An audit is required for all non -
Federal entities expending Federal awards, and must be consistent with the standards set out at 45
CFR Part 75, Subpart F ("Audit Requirements"). The audits are due within 30 days of receipt from
the auditor or within 9 months of the end of the fiscal year, whichever occurs first. The audit report
when completed should be submitted online to the Federal Audit Clearinghouse at
https://harvester.census.gov/f,icides/A`ccourit/Login,aspx.
CONTACTS
1. Fraud, Waste, and Abuse. The HHS Inspector General accepts tips and complaints from all sources
about potential fraud, waste, abuse, and mismanagement in Department of Health and Human
Services' programs. Your information will be reviewed promptly by a professional staff member. Due
to the high volume of information that they receive, they are unable to reply to submissions. You may
reach the OIG through various channels.
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3JytVv�`�
\4'
DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award
Office of the Secretary
Internet: https://forms.aig.hhs.gov/hotlineoperations/fndex.aspx
Phone:1-800-HHS-TIPS (1-800-447-8477)
Mail: US Department of Health and Human Services
Office of Inspector General
ATTN: DIG HOTLINE OPERATIONS
PO Box 23489
Washington, DC 20026
Award# 1 CPIMP211286-01-00
FAIN# CPIMP211286
Federal Award Date: 06/18/2021
For additional information visit https://oig.bhs.gov/fraud/report-fraud/fndex.asp
2. Payment Procedures. Payments for grants awarded by CASH Program Offices are made through
Payment Management Services (previously known as the Division of Payment Management)
ht4)s://pms.psc.gov/home.html PMS is administered by the Program Support Center (PSC), HHS.
NOTE: Please contact the Payment Management Services to establish an account if you do not have
one.
Inquiries regarding payments should be directed to https://pms.psc.gov/home.htTnl; or
Payment Management Services, P.O. Box 6021, Rockville, MD 20852;
or 1-877-614-5533.
3. Use of Grant Solutions. GrantSolutions is our web -based system that will be used to manage your
grant throughout its life cycle. Please contact GrantSolutions User Support to establish an account if
you do not have one. Your Grants Management Specialist has the ability to create a GrantSolutions
account for the Grantee Authorized Official and Principle Investigator/Program Director roles.
Financial Officer accounts may only be established by GrantSolutions staff. All account requests must
be signed by the prospective user and their supervisor or other authorized organization official.
For assistance on GrantSolutions issues please contact: GrantSolutions User Support at 202-401-5282
or 866-577-0771, email help@grantsolutions.gov, Monday — Friday, 8 a.m. — 6 p.m. ET. Frequently
Asked Questions and answers are available at https://grantsolutions.secure.force.com/.
4. Grants Administration Assistance. For assistance on grants administration issues please contact:
Robin Fuller, Grants Management Specialist, at (240) 453-8830, or e-mail robin.fuller@bhs.gov or
mail:
OASH Grants and Acquisitions Management Division
Department of Health and Human Services
Office of the Secretary
Office of the Assistant Secretary for Health
1101 Wootton Parkway, Rockville, MD 20852.
Page 19
EXHIBIT B
SCOPE OF WORK
Scope of Work
STATEMENT OF NEED
Orange County (OC) is the sixth most populous county in the US, with large health
inequities affecting Latinos and Asian Americans and Pacific Islanders (AAPIs) who compose
55% of its 3.2 million inhabitants. More than 588,000 residents of the City of Santa Ana and
the surrounding North OC area (up to 10 miles from city center) live in 92 census tracts that
fall in the highest quartile of the Social Vulnerability Index (SVI; see Appendix 5).
Residents of these high-SVI areas face barriers to accessing COVID-19 resources and to
meeting Healthy People 2030 (HP2030) objectives for health literacy. They make up 18% of
OC's total population, but 41% of its confirmed COVID-cases and 43% of COVID
deaths. Latino and AAPI older adults (65+) in these areas have been vaccinated in proportions
10-20% lower than those of the total older adult population. In health care settings, they face
language and access barriers that impede understanding (HC/HIT-01), communication
(HC/HIT-02) and shared decision -making (HC/HIT-03). With COVID-19, inequities have grown
as these communities face increased discrimination and violence, myths spread through ethnic
media and social networks, and language and technical barriers with vaccine registration apps.
The City, through its Santa Ana CARES campaign (see bit.ly/sacaresvideo) has
illuminated burdens and assets unique to North OC, and gaps in leadership in the County's
(OC Health Care Agency; OCHCA) responses to inequities in high SVI areas. Since May
2020, the OC Health Equity COVID-19 Community Academic Partnership (OCHEC-CAP)
has convened community leaders and academic partners from a Minority Serving Institution to
fill these gaps. Santa Ana is partnering with OCHEC-CAP to develop a Disparities Impact
Statement and implement the Health Equity And Literacy in OC (HEAL-OC) Initiative.
PROPOSED APPROACH
The Project Goal of HEAL-OC is to address inequities related to COVID-19 and overall
health literacy by meeting four Objectives listed in Table 1. We propose 6 Outcomes in Table 2.
Table 1. Project Objectives overview
Objective 1: Community -based Partnerships.
Increase collaborative capacity of the City of Santa
Ana and an established partnership, the Orange
County Health Equity COVID-19
Community-Academic Partnership (OCHEC-CAP),
comprised of community- based organizations,
community health centers and an MIS], to achieve
health literacy objectives.
Objective 2: Disparity Impact Statement (DIS).
Develop a Disparity Impact Statement as a
framework for designing, implementing and
evaluating Interventions.
Objective 3: Health Literacy Plan (HLP)
Implementation & Sustainability. Implement a
sustainable HLP, Incorporating National CLAS
Standards, to promote health literacy with respect to
COVID49 Information and resources, including
Increasing the proportion of individuals with
vaccination records in an information system (HP2030
objective IID-1)02), and in the healthcare delivery
system to advance HP2030 objectives HC/HIT-01,
HC/HIT-02 and HC/HIT03.
active 4- Evaluation & Cg. Engage with the
ierslty of California, Irvine (UCI, an MSI) to
duct rigorous evaluation with periodic reporting
quality improvement (OI) recommendations to
partners for all objectives.
Health Literacy Strategies
Table 2. Proposed Outcomes
Outcome 1: Capacity -1.11n the #at3 months co -develop with community
partners and stakeholders a Disparity Impact Statement as a framework to
guide the development, Implementation and evaluation of a Population
Health Literacy Plan.
Outcome 2: COVID 19 Education -2,11n the frrst6 months, develop and
Implement a Population Health Literacy Plan to deliver linguistically and
culturally appropriate COVID-19 education and resources to Latino and AAPI
residents in the targeted communities.22 By the endof the protect perfect
deliver education to residents in the targeted communities.
Outcome 3: COVID-19 Services - 3.1 In the Brst 6 months, achieve a 25%gap
reduction in COVID-19 testing and vaccination access for 4th quartile SVI
areas, predominantly in Santa Ana and surrounding areas, compared to the
rest of the County. 3.2 By the end of the protect period achievea SO%gap
reduction, and achieve a 50% Increase In the proportion of residents with a
confirmed vaccination in an information system (HP2030 measure IID-D02).
outcoma4: Health Literacy Surveillance- 4.1 In theflrst4months establish
a Health Litemcy Working Group including at least 4 community health
centers and conduct baseline measurement of Healthy People 2030 health
literacy objectives HC/HI7-01, HC/HIT-02, and HC/HIT-03. Continue
surveillance and inter -organizational Information exchange and
solution -building for these objectives throughout the project period,
____.__.._ ------ —________.______._.__.__.___________._________..____
Outcome S: Health Literacy Intervention - $1tt)_t(sflr99 months
co -develop and implement a feasible, culturally competent intervention at
two community health centers(CHCs). 5.2ft the endpf tbg oroJgI;tXff1Qd,
Implement the intervention at two or more additional CHCs.
Outcome 6: Health Literacy Outcome - 6.1 By month 18 of the project
period. achieve HP2030 target values for health literacy objectives
HC/HIT O3, HC/HIT-02, and HC/HIT03 or reduce the gap between the
baseline value and the target value by at least 20%.
Rapid start-up activities. OCHEC-CAP will use its established weekly meeting forum to
develop a Disparities Impact Statement (DIS; Outcome 1) during months 0-3. The DIS will
follow the CMS "Building an Organizational Response to Health Disparities" process and will
become the framework for development, implementation, and evaluation of a Health Literacy
Plan (HLP). A Community Stewardship Board (CSB) of local leaders and residents will guide
the DIS and all HEAL-OC activities, engage broader communities in materials creation and
testing, and advise on process improvements and outcome assessment.
The HLP will include two tracks. First, a Population Health (PH) track, led by two
experienced local organizations, LHA and OCAPICA, will implement a Population Health
Literacy Plan (PHLP) in community settings to improve access and use of COVID-19 health
resources (Outcome 2) and reduce gaps in COVID-19 testing and vaccination (Outcome 3).
Building on decades of work within high-SVI Latino and AAPI communities in North OC, the
PHLP will leverage the resources and expertise of HEAL-OC to augment and expand ongoing,
feasible, data -driven and culturally and linguistically appropriate efforts including community
forums, mobile vaccination hubs, call centers and direct outreach (see Budget Narrative).
Second, a Community Health Center (CHC) track, led by The Coalition of OC CHCs
will target HP2030 Health Literacy objectives (Outcome 6) in health care settings in high-SVI
areas. The Coalition will establish a Health Literacy Working Group (HLWG) consisting of
four CHCs (two Latino -serving and two AAPI-serving) during its monthly Leadership Task
Force meetings. With guidance and funding from HEAL-OC, HLWG members will develop and
implement a Health Literacy Surveillance and Intervention Plan Fi re 1; Outcomes 4 & S).
.. e
1EWffAAZAW—
Convene Health Literacy Working
Developclinic-based
Phased Implementation of
Group with at least 4 CHC
members, guided by CHCTrack
Including
Interventions, first at 2 CHCs followed
Coordinator at the Coalition
provider and patient -focused
Provider and
2 more CHCs after 3 months to
Broader
education, following ODPHP
following
serve as "waitlist controls' for
se
dissemination
Use existing validated
National Framework for
comparative evaluation of Impact.
of
questionnaire measures of
Health Literacy and CDC
interventions
Ob J
HP2030 Health LiteracyObjectives
Making Health Literacy Real
Analyze gap reductions in HP2030
to other CHC
HC/HIT-01, 02 &03, following
workbook,
measures at CHCs vs. national targets
members
National CLAS Standards, In clinic
Continue adding Working
Continue adding Working Group
sites to establish baseline &
Group member CHCs
member CHCs
ongoing surveillance.
011111
.. ..
mom
Figure 1. CHC Trad( Health Literacy Surveillance & Intervention Plan overview
Quality Improvement (QI) Approach
The Program Manager (PM) and CSB will provide ongoing QI support to the PH and
CHC Track leaders to refine HLP implementation. A Technical Advisory Group (TAG) will
include academic and clinical experts from the MSI (UCI) in infectious disease, public health,
community engagement and primary care. The TAG will represent UCI evaluators to provide
data -driven izuidanee and periodic reporting on Process, reach and outcome measures from the
ongoing evaluation. Data will be stratified by key demographic characteristics including
race/ethnicity, zip code and language to support targeted adaptations through the QI process.
The PM will work with the Implementation Leads to build timelines for internal review,
pilot testing and ramp -up prior to deployment of intervention components to ensure alignment
with the DIS and National CLAS Standards. Implementation Leads will follow iterative, rapid
cycle QI strategies (e.g. PDSA cycles) and will share updates at monthly Steering Committee
meetings to build collective knowledge and identify strategic collaborative opportunities.
Evaluation Approach
The Evaluation and Q1 core at UCI will use mixed methods to assess process (adherence
to DIS & National CLAS Standards; group dynamics; alignment with community priorities),
reach (units of service; engagement), and outcomes (see Table 2). They will develop, with input
from the TAG, PM and CSB, logic models for the PH and CHC Tracks. A dedicated Data
Coordination Center at UCI has a contractual relationship with OCHCA to receive and analyze
COVID-19 and population health data at weekly intervals, and will collect and manage all
evaluation data from partners using the RCDCap data platform. For the PH Track, UCI will
accrue data on COVID-19 testing and vaccination rates and documentation (IID-D02) at the zip
code or census tract level from State/County datasets weekly. Gap reductions between high and
lower SVI areas will be assessed for all outcomes (Outcome 3). For the CHC Track UCI will
identify appropriate measures of HP2030 objectives HC/HIT-01, HC/HIT-02 and HC/HIT-03
from existing HRSA Health Center Patient Survey and other validated survey items. HLWG
CHCs will collect these measures monthly via their routine Patient Experience Surveys, with
promotions/incentives to boost survey response. Data will be transmitted to UCI Data
Coordination Center monthly. CHCs with active interventions will be compared to waitlist
controls to assess impact (See Fiatre I). Gap reductions between baseline and HP2030 target
values for all IILWG CI-ICs will be analyzed at Month 18 (Outcome 6). Qualitative assessment
of process and reach, including interorganizational dynamics and alignment with community
priorities, will include community interviews and focus groups led by qualitative experts.
ORGANIZATIONAL CAPACITY
HEAL-OC builds upon established multi -dear partnerships among all of its partners.
Throughout the pandemic, OCHEC-CAP and Santa Ana have collaborated to reverse
practices and responses by OCHCA that exacerbated inequities in North OC. OCHEC-CAP
has trained a workforce of English, Spanish, and AAPI-speaking contact tracers from the
community for Santa Ana and North OC; analyzed and presented epidemiological and interview
data to OCHCA to illuminate inequities; and led community -based, culturally tailored efforts for
equitable testing and vaccination.
HEAL-OC partners currently meet weekly, have prior financial and data sharing
agreements and are therefore poised to complete project start-up without delay. Roles and
responsibilities of project leadership are summarized in Appendix 3. The oversight structure
delineates UCI's role as evaluator and advisor, but not decision -maker, to ensure independent
evaluation. The PM will provide programmatic oversight, with strategic decision -making
responsibilities assigned to a Steering Committee composed of the PM, voting members from the
CSB, the Coalition, LHA, OCAPICA, and a non -voting advisory representative from UCI.
SCOPE OF WORK - BUDGET BREAKDOWN
City of Santa Ana
The budget for the City of Santa Ana includes costs for personnel, local travel, and supplies that will
allow for the rapid expansion of current and planned services to increase COVID-19 testing and
vaccination, reduce gaps in disparities, and improve health literacy -related health outcomes for low
income, medically underserved patients at federally -qualified health centers and other community
clinics in the highest SVI areas of Orange County.
Overall Budget - Year 1
Object Class
Federal Funds
Requested
Non -Federal
Resources
Total Budget
Personnel
$144,875
$0
$144,875
Fringe Benefits (20%)
$ 28,975
$0
$ 28,975
Travel
$ 2,500
$0
$ 2,500
Equipment
$ 0
$0
$ 0
Supplies
$ 5,557
$0
$ 5,557
Contractual
$1,799,902
$146,810*
$ 1,799,902
Construction
$ 0
$0
$ 0
Other
$ 0
$0
$ 0
Total Direct Charges
$1,979,990
$146,810
$1,979,990
Indirect Charges
$ 18,191
$0
$ 18,191
TOTAL
$2,000,000
$146,810
$2,000,000
* One subrecipient, OCAPICA, will devote $146,810 in non -Federal Resources to the project. Please see
the Budget Narrative for OCAPICA for details.
Personnel
Position Title &
Percent
Annual
Federally-
Non -Federal
Total Project
Full Name
Time
Salary
Funded Salary
Salary
Sala
Program Director
10%
$139,900
$13,900
$0
$13,900
Daisy Perez
Program
100%
$130,975
$130,975
$0
$130,975
Manager TBD
Daisy Perez, Program Director (10%) will provide overall management oversight of the
project, including serving on the Steering Committee, fiscal oversight of the grant funding, and
all staffing.
TBD, Project Manager (100%) is responsible for the day to day management of the program,
coordinating with subgrantees, and ensuring that all deliverables are met for this grant.
Fringe Benefits @ 20% ($28,975)
Fringe benefits include Retirement, Medicare, and Medical Benefits. The City currently offers
one Dental HMO plan and one Dental PPO plan and provides an allowance towards Single or
Family Plans based on bargaining unit. Please see Union Labor Contracts located on
the Employee Salary and Benefit Information page.
Non -Personnel
Travel ($2,500)
This cost covers fuel expenses and maintenance for city -issued vehicle assigned to staff to
conduct field visits, outreach events, and other local travel.
Equipment
No funding for Equipment is requested.
Supplies ($5,557)
This cost supports the purchase of office supplies, program materials and printing needed to
fulfil the grant requirements.
Contractual Services ($1,799,902) Annual Amount
The City of Santa Ana will contract with the Orange County Health Equity COVID-19
Community -Academic Partnership (OCHEC-CAP) compromised of community -based
organizations, community health centers and an MSI, to achieve health literacy objectives. The
individual agencies and contract amounts are listed below. See detailed budget narratives for all
subrecipients appended to this document.
Agency
Federal Funds
Non -Federal
Total Budget
Reguested AnnuallyResources
Coalition of OC Community Health Centers (COCCHC)
$ 60Q 000.00
$ -
$ 1,200,000.00
Latino Health Access (LHA)
$ 455,000.00
$ -
$ 910,000.00
Orange County Asian and Pacific
Islander Comrunity Alliance
$ 400,000.00
$ -
$ 800,000.00
(OCAPICA)
University of California, hvine
$ 344,902.00
$ -
$ 689,804.00
(UCI)
Totals
$1,799,902.00
$ -
$ 3,599,804.00
Indirect @ 10%
The City of Santa Ana is requesting the de minimis of 10% of total direct charges excluding
contractual services and includes payroll expenses, financial management including time from
the Director of Finance, Accounting Supervisor, Accountants, and Accounting Clerk.
Program Income
No program income is anticipated through the execution of this grant.
Oversight of Federal Funds
The seven -member City Council approves grant award agreements, accepts/appropriates grant
funds and then delegates receipt and contract execution to the City Manager if delegation is
allowed by the grantor agency.
The program staff in the City Manager's office are responsible for designating a grant
coordinator, in this case the Project Manager, to plan, coordinate, and provide direction
regarding management of grant programs and compliance. The Project Manager initiates setup of
grant activities in the City's financial system and provide budget allocation file to Finance -
Accounting. After Finance completes the setup, approve the setup. The Project Manager submits
grantor billings to Finance Department for review to ensure billed amounts match the grant
expenditure ledgers. Issuance of billing invoice numbers tracked in the Accounts Receivable
system will ensure proper tracking of outstanding billings and payments received. The PM is
responsible for monitoring grant expenditures and receipt of revenues. All reported expenditures
are reconciled with the general leger as provided by the Finance Department. The PM
coordinates on -site grantee monitoring visits and review by the grantor agency during the grant
term.
Accounting staff in the Finance and Management Services Agency:
a. Establish and assign a grant revenue and expenditure account numbers.
b. Record grant fiords to the appropriate grant revenue account.
C. Review invoices for payment and ensure they are coded appropriately to the correct
grant program account numbers.
d. Obtain Grant Summary Form from Administering Departments and update the City's
financial system that identifies grant awards.
e. Establish the grant budget by processing an appropriations adjustment submitted by
departments, completing setup of grant activities including approval of initial budget
allocation, and approving subsequent budget change orders in the City's financial
system.
f. Prepare and submit the financial reports to the administering department or awarding
agency by any deadlines as set forth in grant agreement.
g. Draw down grant funds in a timely manner for reimbursable grant funds in
accordance with the grant award or agreement and prepare applicable journal entries.
h. Monitor grant revenue reimbursements and grant fund cash deficits to ensure billings
are submitted timely and grantor payments are current.
i. Coordinate the annual Single Audit, provide certain financial documents requested by
the auditors, and distribute the Single Audit reports.
j. Retain certain financial records for the period of time required by grantor agency.
Grant -administering departments maintain internal procedures related to grant management to
ensure the segregation of responsibilities are in place to provide an adequate system of checks
and balances. Grant Program Managers review and approve payroll information (e.g. timesheets)
and major grant related transactions (e.g. payment requests, invoices, etc.) for processing. Each
department uses separate project activity numbers to track grant related transactions. Time
distribution records are maintained for all employees that spend a portion of their time working
on a particular grant through time exception sheets.
The City of Santa Ana's Finance and Management Services Agency has procedures in place for
cash receipts and disbursements including logging receipts properly, endorsed, and deposited in
an insured bank account. Bank statements are promptly reconciled monthly to the account
records and are reconciled by someone other than the individuals handling cash, disbursements
and maintaining accounting records. All disbursements (except for petty cash disbursements
under $100) are made by either EFT or pre -numbered checks. Accounts payable review payment
requests to ensure that supportive documents (signed agreements, current insurance, purchase
orders, invoices, etc. ) are included as part of payment requests.
Organizational Description
Santa Ana is downtown for the world famous Orange County, California. It is the County Seat,
the second -most populous city in Orange County, and home to a vibrant evening scene and arts
community. About three-quarters of the City's residents are Latino. Over 1,200 City employees
work hard every day to deliver efficient public services in partnership with our community to
ensure public safety, a prosperous economic environment, opportunities for our youth, and a high
quality of life for residents. Learn more at www.santa-ana.org.
On Aug. 4, 2020, the Santa Ana City Council voted unanimously to allocate $28.6 million in
federal money toward a massive effort to provide financial and health assistance to members of
the Santa Ana community affected by the pandemic. Santa Ana CARES was an undertaking
unlike any by the City before. Within two weeks, the City had launched financial assistance
programs for residents, businesses, non -profits and local artists. City staff established COVID-19
testing sites, handed out masks and rolled into neighborhoods and parks with a Mobile Resource
Center to bring this aid directly to the people.
By Dec. 31, 2020, the City of Santa Ana had distributed:
• $4,689,415 in business grants to 440 Santa Ana businesses
• $2,985,239 in housing assistance grants for landlords and tenants
• $928,500 in utility assistance grants to 1,857 Santa Ana households
• $480,000 in artist grants to Santa Ana based artists and art organizations
• $220,500 in childcare grants to 221 families
• $122,580 in isolation assistance for 81 Santa Ana households with a COVID-19
diagnosis
• Over 35,000 COVID-19 tests for at -risk populations
• Over 300,000 face masks and other supplies at 121 Santa Ana neighborhoods and parks
Throughout this, Santa Ana CARES ambassadors were on the front lines in neighborhoods or
staffing the Santa Ana CARES hotline — which took more than 7,500 calls in English, Spanish
and Vietnamese— so they could help residents access these programs.
CONTRACTUAL: OVERALL BUDGETS AND JUSTIFICATIONS
Budget Justification: Coalition of OC Community Health Centers
The budget for the Coalition of OC Community Health Centers includes costs for
personnel, local travel, laptop equipment, supplies, consultants and subcontractors that will
allow for the rapid expansion of current and planned services to increase COVID-19 testing
and vaccination, reduce gaps in disparities, and improve health literacy -related health
outcomes for low income, medically underserved patients at federally -qualified health centers
and other community clinics in the highest SVI areas of Orange County.
Overall Budget - Year 1
T..610 1 R..d,.of T�61P
Object Class
Federal Funds Requested
Non -Federal Resources
Total Budget
Personnel
$153,691
$0
$153,691
Fringe Benefits (20%
$ 30,738
$0
$ 30,738
Travel
$ 5,000
$0
$ 5,000
Equipment
$ 3,000
$0
$ 3,000
supplies
$ 1,474
$0
$ 1,474
Contractual
$350,000
$0
$350,000
Construction
$ 0
$0
$ 0
Other
$ 0
$0
$ 0
Total Direct Charges
$543,903
$0
$543,903
Indirect Charges 36.5% salaries only)
$ 56,097
$0
$ 56,097
TOTALS
$600,000
$0
$600,000
Personnel (Principal Investigator: Isabel Becerra)
Table 2 Personnel Table
Position Title & Full Name
Percent
Annual
Federally-
Non -Federal
Total Project
Time
Salary
Funded Salary
Salary
Salary
CEO
6%
$177,916
$10,675
$0
$10,675
Isabel Becerra
CFO
10%
$111,000
$11,100
$0
$11,100
Wen -Ling Chen
COO
10%
$137,500
$13,750
$0
$13,750
Ryan Yamamoto
Director of Programs
25%
$113,700
$28,425
$0
$28,425
Sonia Shah
Data Analyst
Hourly
I $33.65/hr
1 $ 8,749
1 $0
$ 8,749
Scott Sherpa
Director Policy/Gout Affairs
20%
$ 80,000
$16,000
$0
$16,000
Aurora Garcia-Barrera
Policy Analyst
20%
$50,000
$10,000
$0
$10,000
TBN
Grant Accounting Analyst
Hourly
$24/hr
$ 4,992
$0
$ 4,992
June Non
Program Manager
100%
$50,000
$50,000
$0
$50,000
TBN
Isabel Becerra, President and CPO (6% effort) has overall management oversight of
the project. In addition, the President and CEO will lead and have final decision malting for the
selection and vetting of the community clinic member participants that will provide the
interventions at the clinic level
Wen -Ling Cheng, Chief Financial Officer (10%) will manage the fiscal oversight of
the grant funding and ensure the invoicing and payment process to the clinics and consultants is
managed accurately.
Ryan Yamamoto, Chief Operating Officer (10% effort) is responsible for the day to
day management of the staff assigned this program and for ensuring the clinics and coalition are
meeting their deliverables as assigned for this grant.
Sonia Shah, Director of Programs (25% effort) will have oversight of the training and
programmatic components of this grant related to the clinics and managing the oversight of the
consultants brought onto support the clinic partners.
Scott Serpa, Data Analyst ($33.65/hr for 260 hours per year) will be responsible for
the creation of the data indicators and for the collection of data from the participating clinics
using an automated or manual process to collect the data. In addition, the ICDA will be
responsible for providing the initial analysis and packaging of the data for use by the evaluation
team other key stakeholders
Aurora Garcia-Barrera, Director Policy and Government Affairs (20%) will be
responsible for the tracking of legislative bills related to the fiscal sustainability of this work
beyond the grant period, ensuring project staff and partners are aware of potential fiscal issues
related to DHCS interpretation of billing and reimbursement policies and overall communication
of health literacy messaging and advocacy to both internal and external audiences.
TBN, Policy Analyst (20% effort) will assist the DPGA with the tracking of bills and
will be responsible for assisting with the messaging and communication aspects of the work
related to patient education and communication.
June Nong, Grant and Accounting Analyst ($24/hr for 208 hours/year) will support
the CFO and will directly work with the clinic partners with submitting and receiving invoices
and overseeing the payments to the clinics.
TBN, Program Manager (100% effort) will support the Director of Programs with
managing the day to day operations of the project at the direction of the DOP and will lead the
coordination of the trainings, operations and key programmatic components with the clinics as
well as assisting with the development of the patient education and communication messaging
for clinic patients.
Fringe Benefits @ 20%. Fringe benefits include portions of medical and other insurance
coverage products that are offered and provided to Coalition staff.
Non -Personnel
Travel. This cost covers local transportation and meeting costs associated with working
with the four clinics including training, education and support. Total= $5,000
Equipment. Laptops are being requested to support staff that will work with the clinics
for onsite support and technical assistance. Total = $3,000
Supplies. This cost supports the purchase of office supplies and resources needed to fulfil
the grant requirements. $1,474
Contractors. Annual stipend to support four community health center (CHC) clinics
($87,500/clinic) in operationalizing the interventions and other programmatic aspects of this
work at the clinic level. The clinics will be selected within the first two months of the study
based upon the criteria of proportion of patients of highest need (e.g., positivity rate, uninsured
persons, etc) in the highest social vulnerability index census tracts, geographic coverage, and
readiness to adopt health literacy quality improvement initiatives targeting providers and
patients. With 26 member health centers, the Coalition is highly experienced in coordinating
clinical intervention testing for improved patient outcomes among low-income, uninsured and
medically underserved populations in Orange County. Total = $350,000
Consultants. Consultants will be hired to assist with the development of the
interventions as well as operationalizing and sustaining change beyond the grant period. Total =
$50,000
Indirect @ 36.5%. Indirect charges reflect the Coalition's federally approved indirect
cost rate to all federal funding received. This indirect rate is applied to salaries and wages only
and does not include fringe benefits in the calculation.
Oversight of Federal Funds
The Coalition's policies and procedures have established a system of financial oversight
that safeguards organizational assets and ensures financial stability. Procedures are in place to
safeguard the organization's finances, such as requiring two authorized signatures on all checks
exceeding $5,000; requiring Board approval for any expense greater than $25,000; giving access
to bank accounts to only select, authorized staff; utilizing purchase requisitions that require CFO
approval; entering all purchases greater than $5,000 as assets rather than expenses; and tracking
all assets to ensure accountability. The accounting/grants analyst conducts monthly bank
reconciliations, which are reviewed by the CFO. Oversight is provided by the CEO and Board
that actively reviews monthly and quarterly financial statements, and the annual audit. The CFO
is responsible for ensuring the tracking and reporting of the Coalition's finances and financial
health to the Board of Directors and the Board is responsible for approving the audit and
financial statements as well as determining the long-term strategic direction of the organization
in relation to its financial standing.
The Coalition sustains its operations and programs through responsible fiscal
management and active efforts to build revenue from private and public revenue streams. This
revenue mix of member fees, regional contracts for ACA-related implementation and enrollment
outreach, and private grants have supported programmatic areas such as OERU, EHR and
meaningful use, and adoption of PCMH requirements. The financial management and control
policies of the organization provide accurate and complete information about all financial
transactions related to each project including expenditures of grant funds and cost share
expenses, and achieve consistency and efficiency across a multitude of projects and funding
streams.
The Coalition considers HEAL-OC interventions and activities to be low risk due to
reliance on existing clinical infrastructures and personnel. The Coalition's accounting and
internal controls are compliant with federal requirements organization -wide and appropriate for
an organization of the Coalition's size and complexity. Generally Accepted Accounting
Principles (GAAP) accounting standards, conventions, and rules for recording and summarizing
accounts are universally applied, such as recording all revenue and expenses within the correct
accounting. The standards are supported by the organization's accounting system software and
all finance department staff are required to utilize GAAP standards. Annual independent audits
consistently report that the Coalition is in compliance with GAAP standards.
Finance reports are an integral part of monthly meetings of the Board of Directors, with
in-depth analysis conducted on a quarterly and annual basis, as well as during strategic planning
retreats. Monthly finance reports keep the Board apprised on the organization's revenues and
expenses. Established financial accounting and control systems allow the Board to make
informed decisions and to identify performance projection changes early so that management can
immediately initiate a corrective course of action to address any shortfalls. Pro forma financials
are performed and presented to the Board in advance of discussions related to new financial
ventures such as initiating new clinical services, expanding services in an existing service area,
or establishing a clinic in a new service area. These reports predict anticipated results of a
proposed venture, including projected cash flow, expected revenues, and possible debt, to assist
the Board in making informed, strategic decisions.
It is the Coalition's policy to arrange for an annual audit of the agency's financial
statements. The Coalition has historically received unqualified audit opinions from its
independent auditors. Annual audits consistently conclude that sound fiscal practices are in place
and the Coalition follows proper accounting procedure.
Organizational Description
The Coalition of Orange County Community Health Centers represents a network of 26
health centers in OC serving over 340,000 patients with nearly 1 million visits per year. Since the
start of the pandemic, the Coalition of Orange County Community Health Centers and its
members have been focused on a holistic approach to reduce and/or prevent the spread of
COVID-19 amongst community residents in medically to an underserved area or population(s) in
Orange County. COVID-19 has had a significant impact on communities of color in the United
States, who account for a disproportionate share of COVID-19 cases, hospitalizations, and
deaths. More specifically in Orange County, data demonstrates the hot spots for COVID-19 are
in cities such as Anaheim, Santa Ana, and as far south as San Juan Capistrano. Recognizing
there are multiple drivers such testing, treatment, vaccination; communication, messaging, and
education; advocacy; workforce and supply chain that can impact this overall goal; and knowing
that the Community Health Centers are the trusted entities, that continue to serve the hard -to -
reach populations and communities that face barriers to care because of their race, ethnicity,
immigration status, and/or zip code. As such, the Coalition and its members have been actively
involved in Orange County's COVID-19 response (mitigation, testing, vaccination) efforts since
March 2020, to continue to prioritize health equity.
To date the Coalition and Member Health Centers have
• Supply Chain: The Coalition addressed supply shortage by coordinating over 65,000 in PPE
donations for members to using in testing and vaccination efforts.
• Communication/Messaging/Education: The Coalition facilitated weekly COVID-19
leadership calls and provider forums with the clinical and non -clinical executive teams. The
Coalition in partnership with member health centers hosted and/or participated in COVID-19
Townhall series.
e Advocacy (Coalition): Federal, State, and Local level around supply shortages in PPE, tests
and vaccine supplies; participation of CHCs in increasing testing and vaccination capacity;
telehealth flexibilities and reimbursement; relief funds; etc. The Coalition facilitated
discussions with the County HCA to discuss the need to prioritize vaccination for healthcare
workers in Community Health Center who are on the frontlines taking care of the vulnerable
communities through efforts such as testing. The Coalition also facilitated discussions with
the County to discuss the importance and role of the Community Health Centers in
expanding testing and vaccination capacity for the vulnerable populations and to address
health inequities related to testing and/or vaccination.
Through the Coalition's advocacy efforts:
• Member Health Centers have transitioned to Telehealth and continue to provide
comprehensive services from screening, testing, case management, and education to their
patients and communities in an effort to help reduce unnecessary ER visits or
hospitalizations.
• Member Health Centers expanded testing capacity by providing walk in/drive thru
testing; as well as deploying out licensed mobile units.
• County Testing Network (Five -member health centers providing over 42,000 tests as of
October 2020)
• County's efforts to provide Home testing kits: Five -member health centers participated in
initial pilot in November 2020 and program is being expanded to five more -member health
centers as of February 2021.
• Participation in Federal programs such as the Monoclonal Antibody Infusion Program (E.g.
Lestonnac Free Clinic)
• COVID-19 Vaccination Efforts: To ensure the equitable administration of the COVID-19
vaccine reaches Orange County community residents who are the most vulnerable to the
virus (e.g., low income; underserved; under and/or uninsured; unemployed; etc.)
o December 2020: The Coalition member health centers created a HUB model to
vaccinate all their healthcare workers. Through seven HUBs, all the HCWs for the 25
health member health centers were provided first dose vaccines and in the process of
receiving second dose.
o February 2021 to date: The Coalition of Orange County Community Health Centers
(Coalition OC) in partnership with Community Health Centers developed two
distinct approaches to administer vaccines to the hardest lit communities and
populations. First, we created a centralized approach for Community Health Centers
to administer vaccines — through the HUB and SPOKE model. Five Health Centers
with the appropriate freezer capacity and infrastructure in place were selected to serve
as the primary entity (HUB) to receive vaccine supply from the County Health Care
Agency. These five clinics were paired up with the remaining Community Health
Center members (SPOKEs) of the Coalition OC in their geographic footprint to work
in partnership to administer vaccinations. The HUBS included: 1) Nhan Hoa
Comprehensive Health Care Clinic; 2) A1taMed; 3) Families Together of Orange
County; 4) Family Health Matters and Serve the People; 5) Southland Integrated
Services; and Korean Community Services From February 2020 to date — the HUB
and SPOKE Model has been responsible for administering over 80K doses of vaccine
to the hardest hit communities.
In partnership with elected officials in Supervisorial Districts One & Four- the Coalition
of Orange County Community Health Centers coordinated eight pop-up events to date (first and
second dose). Planning and implementation of these events was led in collaboration with select
member health centers. Additionally, the Coalition worked with other partners such as school
districts; markets; and community -based organizations to assist with planning of events; outreach
and scheduling of eligible individuals within these communities; and operating the vaccination
events the day of The Coalition has also partnered with academic institutions such a Cal State
Fullerton School of Nursing and Vanguard University for volunteer workforce. The Orange
County Health Care Agency supplied the vaccine for each event. Total Shots in Arms for 9
events to date: 3,187.
Success in the COVID-19 Response Efforts have included the opportunity to partner with
key stakeholders that are part of Orange County's Healthcare Delivery System; participation in
the County OC Vaccine Taskforce and Equity Initiative; continued opportunity to not only
educate the larger Orange County Healthcare Delivery System about Community Health Centers
and the services provided and communities served; and the opportunity to bring to the forefront
the importance of the Community Health Centers in efforts related to COVID-19 response, and
more specifically in prioritizing health equity for the Orange County community members.
Budget Justification: Latino Health Access
Overall Budget - Year 1
The budget for Latino Health Access includes costs associated with personnel, supplies,
incentives and consultants that will be used in the conduct of community -wide outreach
campaign to reduce health literacy barriers to COVID education, prevention, testing and
vaccination in the highest social vulnerability index areas of Santa Ana, Garden Grove, and
Anaheim, California.
Tahle t nndapt Tnhle
Object Class
Federal Funds Requested
Non -Federal Resources
Total Budget
Personnel
$254,738
$0
$254,738
Fringe Benefits 23.7%)
$ 60,247
$0
$ 60,247
Travel
$ 1,125
$0
$ 1,500
Equipment
$ 0
$0
$ 0
Supplies
$ 51,800
$0
$ 51,425
Contractual
$ 53,000
$0
$ 53,000
Construction
$ 0
$0
$ 0
Other
$ 0
$0
$ 0
Total Direct Charges
$420,910
$0
$420,910
Indirect Charges 10%
$ 34,090
$0
$ 34,090
TOTALS
$455,000
$0
$455,000
Personnel (Principal Investigator: America Bracho)
W,1,') Pn,en A Tahlr
Position Title & Full Name
Percent
Annual
Federally-
Non -Federal
Total Project
Time
Salary
Funded Salary
Salary
I Salary
Chief Executive Officer
6%
$145,000
$ 8,700
$0
$ 8,700
America Bracho
Chief Program Officer
5%
$ 85,000
$ 4,250
$0
$ 4,250
Nancy Mejia
Program Director
15%
$ 90,000
$13,500
$0
$13,500
TBN
Director of Evaluation
5%
$ 80,000
$ 4,000
$0
$ 4,000
Patricia Cantero
Evaluation Analyst
5%
$ 54,080
$ 2,704
$0
$ 2,704
Ale'andra Chavez
Program Coordinator
100%
$ 63,000
$63,000
$0
$63,000
TBN
Communications Associate
5%
$ 60,000
$ 3,000
$0
$ 3,000
Loretta Sierra
Lead Promotor
100%
$ 45,760
$45,760
$0
$45,760
TBN
Promoter
100%
$ 35,360
$35,360
$0
$35,360
TBN
Promoter
100%
$ 35,360
$35,360
$0
$35,360
TBN
Promotor
100%
$ 35,360
$35,360
$0
$35,360
TBN
Data Entry Clerk
20%
$ 18,720
$ 3,744
$0
$ 3,744
TBN
America Bracho, Chief Executive Officer (6% effort) has overall management oversight of
the project, including serving on the Steering Committee, providing oversight to all outreach
education in the Latino populations, and informing measures, metrics and outcomes for
decreases in health literacy and COVID-19 disparities.
Nancy Mejia, Chief Program Officer (5%) will manage the fiscal oversight of the grant
funding, including Radiate Consulting and all staffing.
TBN, Program Director (15% effort) is responsible for the day to day management of the staff
assigned this program and for ensuring the community outreach and education efforts are
meeting their deliverables as assigned for this grant.
Patricia Cantero, Director of Evaluation (5% effort) will have oversight of the data indicators
and for the collection of data.
Alejandra Chavez, Evaluation Analyst (5% effort) will assist the Director of Evaluation with
the tracking of qualitative and quantitative data collected from the community.
TBN, Program Coordinator (100% effort) will support the Program Director of Programs
with managing the day to day operations of the project and will lead the coordination of
promotore trainings, operations and key programmatic components with the development of the
community education and communication messaging.
Loretta Sierra, Communications Associate (5%) will transmit messages via social media for a
wider reach and support with visual design of printed education and outreach materials.
TBN, Lead Promotor (100%) will serve as a senior level community health worker (promoter)
with more experience in outreach, education, engagement, and will take a lead role in day-to-day
field work and coaching other promotores.
3 TBN Promotor (100 %) will conduct outreach, education, and engagement activities to
promote health and resource information via direct contact activities including phone banking,
door-to-door outreach, creative outreach in neighborhoods.
TBN, Data Entry Clerk (20%) will enter data collected by program staff in day-to-day
community engagement activities
Fringe Benefits @ 23.7%
Fringe benefits include FICA (7.65%), SDI (1.08%), SUI (3.4%), worker's compensation
(1.81%), and medical benefits (9.76%).
Non -Personnel
Travel. This cost covers local mileage costs. Total= $1,125.
Supplies. This cost supports the purchase of office supplies, program materials and printing
needed to fulfil the grant requirements, including loudspeaker system, signage, arts/crafts, t-
shirts, promotional and informational giveaways, canopies, PPE, Thrutexing platform, EE
internet reimbursement, and Google Voice. Total=$24,800.
Participant honoraria will also be provided to Community Stewardship Board members in the
amount of $1000 per year for a total of n=27 members. Total=$27,000.
Consultants. Radiate Consulting will be supported to coordinate convenings and trainings for
the Community Stewardship Board (CSB) for the HEAL-OC Project. Total=$53,000.
Table 3. Radiate Budget Table
Object Class
Federal Funds Requested
Non -Federal Resources
Total Budget
Personnel
$53,000
$0
$53,000
Fringe Benefits
$ 0
$0
$ 0
Travel
$ 0
$0
$ 0
Equipment
$ 0
$0
$ 0
Supplies
$ 0
$0
$ 0
Contractual
$ 0
$0
$ 0
Construction
$ 0
$0
$ 0
Other
$ 0
$0
$ 0
Total Direct Charges
$53,000
$0
$53,000
Indirect Charges
$ 0
$0
1 $ 0
TOTALS
$53,000
$0
1 $53,000
Table 4. Radiate Consultant Table
Position Title & Full Name
Percent
Annual
Federally-
Non -Federal
Total Project
Time
Salary
Funded Salary
Salary
Salary
Project Manager
N/A
$23,500
$23,500
$0
$23,500
Cesilia Vega
Contact Tracer
N/A
$ 6,000
$ 6,000
$0
$ 6,000
Guadalupe Capistran
Administration
N/A
$ 6,500
$ 6,500
$0
$ 6,500
Jocelyn Marta
TranslationQnterpretation
N/A
$ 7,000
$ 7,000
$0
$ 7,000
Adriana Brindis
Community Organizer
N/A
$10,000
$10,000
$0
$10,000
Ana Urzua
Indirect @ 10%. This is the de minimis rate of 10%, excluding honoraria and contractors, and
includes payroll expenses, and financial management including time for finance, accounting, and
audits.
Oversight of Federal Funds
Latino Health Access (LHA) has a strong system of internal control consisting of administrative
and account processes and procedures for strong oversight of federal and other funds. The
HEAL-OC initiative is considered low risk due to reliance on outreach, education, community
engagement and promoter training that are usual practices for the agency; hence, the agency will
rely on usual accounting procedures. Administrative control includes organization, guidelines,
and records that are implemented leading to management's authorization of transaction. This
authorization is directly associated with achieving the objectives of LHA and is the starting point
for establishing the accounting controls. Accounting control consists of organization, guidelines
and records that are concerned with the safeguarding of assets and ensuring the reliability of
financial records. The transactions are executed in accordance with management's authorization.
The transactions are recorded as necessary to permit preparation of financial statements in
conformity with General Accepted Accounting Principles and maintain accountability for assets.
Accounts Receivables consist of invoicing, and contributions. Invoicing consists of ensuring
that invoices are prepared at the time of rendering the service and accurately recording on a
timely basis. When LHA enters into an agreement and services are rendered or the requirements
stipulated on the contract are met, an invoice is prepared by the accounting manager and mailed.
Invoices are posted to the General Ledger on a monthly basis. LHA also minimizes the time for
transfer of funds from the US Treasury and disbursement for project activities; authorization to
request for cash draw -downs are obtained when needed. Accounts Payable consists of accounts
payable, purchasing, and expense reimbursement, and ensures that invoices are accurately
recorded, paid and approved on a timely basis. Incentives totaling less than $600 per participant
(e.g., Community Stewardship Board member) are tracked by recipient name, contact
information, date, and supervising staff, and confirmed through recipient signature. Cost
allocations ensure that expenses are properly recorded amongst the programs including properly
classifying direct and indirect costs. LHA's accounting department receives copy of all approved
grants and contracts entered into by LHA, including the budgets and budget narratives. The
approved budgets are entered into the accounting system for comparison to actual expenses to
assure proper recording. Indirect costs are administrative and common costs allocated using an
allocation method; these include expenses such as rent, utilities (electricity, water and gas),
telephone and long distance services, computer and Internet access, accounting services, office
maintenance and security. Management reports consist of an annual budget, monthly balance
sheets and income statements, annual financial records for the audit, program budget reports and
tax documents. An annual budget is prepared by the accounting manager and reviewed and
approved by the Board of Directors and the CEO/President. Once approved the budgets will be
entered in the general ledger by the accounting department in order to track actual costs against
budgeted amounts. Actual expenses are compared to budgets for each grant or contract. These
reports are reviewed to ensure actual expenses do not exceed budget amounts for the grant period
and specifically for that grant. Monthly balance sheets and income statements are prepared by
the accounting manager for review by the Treasurer and then presented to the Board of Directors
in the monthly board meetings. A variance analysis is also prepared for accuracy and
completeness of accounting information. A qualified public accounting firm will audit the
annual financial statements. The auditor prepares a final audit report done on our fiscal year
(January — December) financial information. The accounting manager prepares the statements,
reports and reconciliations required for the audit. The books are closed yearly. If our yearly
federal expenses exceed the federal requirements, than an annual audit will be performed in
accordance with OMB Circular A-133, Audits of States, Local Governments, and Non -Profit
Organizations. The payroll service Paycom completes the employee related tax documents and
reports. The auditor completed all government and federal tax compliance documents.
Organizational Description — Latino Health Access
For 29 years, LHA has engaged Latinx and other people of color in high -impact disease
prevention and management. Among LHA's adult participants, 46% are uninsured. These
uninsured individuals often do not have a medical home, are subject to high rates of diabetes and
other chronic disease risk and face significant challenges to receiving appropriate care due to a
range of social determinants of health present in the communities in which they live. Since its
inception in 1993, Latino Health Access has been a pioneer in the Promotor de
Salud/Community Health Worker (CHW) model in the United States. Through its Promotor
model, LHA trains individuals and families affected with a physical or mental health condition to
gain control of their health and lives. Promotores can sustainably assist health systems to reach
and help these populations to make considerable health improvements in an integrated service
delivery model. Promotores are an important part of the health care team, as they present a direct
and sustained link between the patient and the health care system. There is significant evidence
on the effectiveness of CHWs on patient access to preventive services and on improving disease
outcomes for patients with asthma, hypertension, diabetes, cancer, tuberculosis, HIV/AIDS,
depression, and now COVID-19 among others. In addition to paid Promotores, LHA also has
experience training cohorts of volunteer -based, student or community -peer networks who assist
those in their schools, neighborhoods, or organizations to navigate systems and make health
improvements. Our work focuses on building relationships with communities, helping
individuals and families to address immediate health concerns, and most importantly, engaging
those same individuals and families to address the underlying causes of health disparities. It was
this ongoing community capacity -building infrastructure that allowed LHA to scale hiring,
training, and placement of Promotores to respond to COVID-19 over the last year.
Mobile Testing Sites. LHA will continue to support neighborhood testing sites at strategic
locations within the most affected Zip Codes in partnership with school districts to facilitate
testing for students, teachers, and school personnel as youth return to school for the end of the
2020-2021 school year, during summer school, and in the fall. Additional partners will be
considered on an as -needed basis to increase testing among essential workers or other
populations. Once the model for testing changes to in -home kits, LHA will shift its efforts to
helping individuals navigating access through local pharmacies, the County of Orange,
community health centers, and elsewhere where tests are provided.
Vaccine Mobile PODS Support. LHA's Mobile PODS in collaboration with OCHCA, the
Orange County Coalition of Community Health Centers, and vaccine site partners have the
benefit of addressing these and other strategies because they are located within a familiar setting
for the communities that are least likely to be otherwise vaccinated. The purpose of the Mobile
PODS is to serve those individuals who would otherwise not be vaccinated due to a myriad of
barriers that range from access to transportation to lack of support to navigate electronic
appointment systems to a need for support and accompaniment throughout the entire process.
LHA Promotores supports mobile PODs by:
• Serving as cultural and linguistic brokers for the entire vaccine process.
• Provide an overview of vaccine process and respond to questions related to eligibility,
immigration, insurance, identification requirements, among others.
• Assessing barriers to making or arriving to an appointment.
• Coordinating solutions to barriers (e.g. arranging transportation) with staff and/or
partners.
• Pre -registering individuals for an appointment.
• Manually supporting scheduling in Othena due to the system's inability to match
appointment times to the clinic's availability.
• Sending appointment reminders.
• Assisting with pre -check and registration on the day of the event to ensure cultural and
linguistic concordance.
• Calling no-shows and assessing additional assistance they may need to obtain a vaccine
on that day or ensuring that waitlisted individuals are able to fill the vaccine slot.
Expanded COVID-19 Outreach. Over the last year, LHA has conducted intensive outreach and
engagement around COVID-19 prevention, testing, and vaccines. In the two months prior to the
partnership with the County of Orange Health Care Agency, LHA conducted outbound phone
calls to more than three thousand individuals in its database to assess the impact of COVID-19 in
Latinx communities, essential workers, immigrants, and individuals at higher -risk due to pre-
existing chronic conditions. Through the partnership with OCHCA, LHA has scaled its efforts to
reach the most affected neighborhoods across the entire county, with an emphasis on the 8 Zip
Codes identified in Santa Ana and Anaheim, and in parallel the four Zip Codes identified by the
State of California in the last month. In the Recovery phase, it will be critical to prioritize
outreach and education to individuals with chronic conditions. Specific education programs for
this population are outlined in the following section. Additionally, LHA will continue to conduct
outreach and engagement to ensure that individuals receive their COVID-19 booster shots, have
prevention information related to COVID-19 variants, and that they receive their flu shot to
mitigate its impact as we continue to expand COVID-19 immunity. Outreach strategies include:
• Information Dissemination— whether verbal or written information, these short one-on-one
or group (in -person or virtual) interactions are intended to transmit key health messages or a
brief introduction to specific community resources.
• Door-to-Door—Promotores organize systematic door-to-door outreach in pre -identified
neighborhoods and apartment complexes. They work in pairs and bring information with
them on a given topic and encourage householders to connect to services and program in
their area. LHA has had tremendous success using this method of outreach because it is
effective in seeking out the individuals and families who are most marginalized, underserved,
and who may not know where to find resources or how to gain access to them. Before
conducting this outreach, Promotores take a thorough inventory of services within the local
communities. This allows them to provide referrals to local resources, since transportation is
often a barrier to accessing services for many communities in Central Orange County.
• Community Events—LHA participates in community wellness events and health fairs
throughout Orange County to promote and provide health and wellness information. Our
community faces numerous cultural, linguistic, and financial barriers to access health care
services. LHA partners with community -based organizations, municipalities, school districts,
local colleges and universities, and business districts to take health information, services, and
resources into communities, especially in medically underserved regions of the county,
where individuals may have limited transportation to seek out services or where there are
gaps in culturally and linguistically concordant care for residents.
• Creative Outreach —Leveraging popular education techniques that uplift creativity,
resilience, and commitment of local communities to health practices, Promotores implement
educational art displays, distribute culturally resonant items with health messaging, introduce
a modified version of a popular song to help retain health information, deploy the LHA
Infomovil with a loudspeaker playing key messaging, among other activities that successfully
reach individuals with health information and information about how to access specific
community resources. Creative outreach is especially effective for topics that are sensitive
and historically stigmatized.
• Mini Campaigns —Mini campaigns up to three days of outreach events designed to build
trust between LHA Promotores and specific neighborhoods. These are designed provide
more extensive coverage on a particular topic. Promotores will set up a booth or various
booths with activities for the entire family that introduce a particular topic. The stations will
have additional information and resources available in the form of flyers and other collateral.
During the campaign, LHA Promotores will make active efforts to establish conversations
with individuals. By the third or fourth day, individuals approach them asking for assistance
for a friend or family member and eventually revealing their own needs and circumstances.
Promotores are prepared to offer additional local resources and to direct them to our various
engagement services.
• Townhalls and Community Forums —usually co -hosted with multi -disciplinary partners to
address various aspects of a particular health or social issue of priority. These educational
sessions include brief presentations from a panel and an open forum for questions, answers,
and discussion. Sessions are intended to bring transparency to topics that have limited or very
new information, have the potential to incite concern among communities, or may be
stigmatized.
• Platicas—culturally rooted intimate chats conducted at community gathering place, home of
a participant, or other place of comfort and safety. These settings are rooted in trust between
community members and Promotores, providing the space for Promotores to approach
sensitive topics and engage participants in multi -directional conversation to identify
concerns, openly ask questions, and create the space for learning from each of the attendees'
experiences. Platicas are especially effective for mental health and emotional wellness
education as well as with advanced topics in managing chronic disease or other severe
illnesses.
Organizational Description — Radiate Consulting
Radiate Consulting Orange County is a worker -owned and managed cooperative focusing on
COVID response, facilitation, and connection to resources. Radiate OC members bring years of
experience in community services and rapid response, and are themselves from the communities
presently most impacted by COVID-19 in Santa Ana and Anaheim. Radiate OC members were
trained by UC Irvine as discussion section facilitators and participants in the Summer 2020
Health Equity Contact Tracing Workshop series, and continue to be coached and trained by
members of the OC Health Equity COVID-19 Community -Academic Partnership (OCHEC-
CAP). Radiate OC holds many trusted partnerships, including with Cooperacion Santa Ana and
UC Irvine in Orange County, and is part of a network of Radiate cooperatives, operating in the
California Bay Area and New York. Lastly, as a democratically -run cooperative, Radiate OC
shifts power dynamics in the way they work with each other and with our clients; instead of
setting out to maximize profits or returns to investors, Radiate puts community benefit first.
Project management consulting activities specific to community advisory boards include the
following activities: 1) convene, facilitate and participate in a community advisory committee to
provide feedback about the direction and progress of projects; 2) facilitate the design of the
CABs/Community Steward Boards to include membership characteristics, governance and
decision -malting, honorariums, and topics to address; 3) recruit and onboard participants for the
board in partnership; 4) convene and facilitate the board meetings to support the planning,
implementation, evaluation and dissemination of project activities; 5) engage broader
communities in materials creation and testing; advise on process improvements, and inform
outcome measures and interpretations; and 6) include outreach and partnerships with other
diverse populations, including African, Black, Caribbean and indigenous communities.
Budget Justification: Orange County Asian and Pacific Islander Community Alliance, Inc.
Overall Budget - Year 1 (Federal Funds Requested=$400,000)
The budget for the Orange County Asian Pacific Islander Community Alliance (OCAPICA)
includes costs associated with personnel, supplies, and subcontractors that are essential to the
conduct of community -wide outreach campaign to reduce health literacy barriers to COVID
education, prevention, testing and vaccination in the highest social vulnerability index areas
of Santa Ana, Garden Grove, and Anaheim, California.
Table 1. Budget Table
Object Class
Federal Funds Requested
Non -Federal Resources
Total Budget
Personnel
$120,558
$ 34,632
$155,190
Fringe Benefits
$ 33,757
$ 9,698
$ 43,455
Travel
$ 3,300
$ 2,640
$ 5,940
Equipment
$ 0
$ 0
$ 0
Supplies
$ 5,940
$ 2,400
$ 8,340
Contractual
$144,000
$ 54,000
$198,000
Construction
$ 0
$ 0
$ 0
Other
$ 69,170
$ 35,000
$104,170
Total Direct Charges
$376,725
$138,370
$501,865
Indirect Charges 10%
$ 23,275
$ 8,440
1 $ 31,715
TOTALS
$40Q 000
$146,810
1 $546,810
Personnel (Principal Investigator: Mary Anne Foo, MPH)
Table 2. Personnel Table
Position Title & Full
Percent
Annual Salary
Federally-
Non Federal
Total Project
Name
Time
Funded Salary
Salary
Salary
Executive Director
20%
$132,300
$13,230
$ 0
$26,460
Mary Anne Foo
Program Manager
30%
$ 73,840
$14,768
$ 7,384
$22,152
John Gutierrez
Program Supervisor
60%
$ 54,080
$27,040
$ 5,408
$32,448
Gabby Del Barrio
Health Educator
100%
$ 43,680
$32,760
$10,920
$43,680
Clara Ahsiu
Health Educator
100%
$ 43,680
$32,760
$10,920
$43,680
Phuc "Catherine" To
Mary Anne Foo, MPH, Executive Director (20%) serves as OCAPICA's Executive Director
and has over 30 years of experience working on community health issues in the AAPI
community. Mary Anne has led several community health initiatives with large coalitions as
well as been a Principal Investigator on several research projects. The Executive Director will
work 20% on the project. 10% will be charged to the project and another 10% will come from
private foundation funding. Mary Anne will help to lead the development and implementation of
the project including, setting up the Community Advisory Board, help to develop the health
literacy education materials, tools, and interventions, assist on evaluation, and work on the health
policy activities. ($13,230 in federal funds for year 1 and $13,892 in federal funds for year 2)
John Gutierrez, Program Manager (30%) serves as OCAPICA's Program Manager and has
almost 20 years of experience in program management in health, mental health, youth
development, workforce development, and community organizing. John will provide 30% time
on the project. 20% will be charged to the project over the two years. An additional 10% will be
provided from private foundation funding. The Program Manager will have overall supervision
and direction of the prograrn. John has extensive experience in Santa Ana working with
underserved, low income families and will support the development of the health literacy
materials, tools, and interventions. John will also provide supervision to the staff and ensure
administrative and financial compliance of the program. ($14,768 in federal funds for year 1 and
$15,392 in federal funds for year 2)
Gabby del Barrio, Program Supervisor (60%) serves as OCAPICA's Program Supervisor.
Gabby has over almost 15 years of experience and currently supervises and manages the
agency's COVID-19 program. Gabby will be supporting the health educators and the nine
agency partners of the API COVID-19 Task Force in developing and implementing the program.
Gabby works closely with all of the ethnic businesses and ethnic media. Gabby is also bilingual
in Tagalog. The Program Manager will provide 60% time to the project with 50% requested
from the federal funds and 10% provided from private foundation funds. ($27,040 requested
from federally -funded salary for year 1 and $28,080 for year 2)
Clara Ahsiu, Health Educator (100%) serves as OCAPICA's Health Educator. Clara has 8
years of experience working in health care and with the Pacific Islander communities. Clara has
been working since 2020 with OCAPICA's COVID-19 program as well as leading the agency's
NIH Precision Medicine Program All of Us. Clara will work closely with the community to
develop health literacy education materials, tools, and interventions. Clara is bilingual in
Samoan. OCAPICA is requesting 75% of her time from the federal funds and will provide
another 25% through private foundation funding. ($32,760 in federal funds for year 1 and
$36,608 in federal funds for year 2)
Phuc "Catherine" To, Health Educator (100%) serves as OCAPICA's Health Educator. Phuc
has 6 years of experience working in health care with the Vietnamese communities. Phuc has
been working since 2020 with OCAPICA's COVID-19 program as well as other health and civic
engagement programs. Phuc has a Master of Arts degree in Asian American Studies and leads a
great deal of work in the Vietnamese community. Orange County has the largest Vietnamese
population outside of Vietnam. Phuc is bilingual in Vietnamese. OCAPICA is requesting 75%
of her time from the federal funds and will provide another 25% through private foundation
funding. ($32,760 in federal funds for year 1 and $36,608 in federal funds for year 2)
Benefits @ 28%
Benefits are at 28% and include FICA at 7.65%, SDI at 1.08%, SUI at 3.40%, worker's
compensation at 1.8 1%, medical/dental/eye at 9.66%, LTD at .40%, and retirement at 4.00%.
Travel ($3,300)
Travel is anticipated to be 500 miles driven per month by staff to meetings, educational sessions,
outreach, community gatherings, etc. 500 x $0.55/mile x 12 months = $3,300. An additional
$2,640 will be provided through other grants for additional mileage, parking, and other travel as
needed.
Supplies ($5,940)
Supplies includes, copier paper, pencils, flip charts, markers, storage boxes, banners, educational
materials, printing, etc. It is anticipated that supplies will be about $250 - $500 per month.
Contractual($144,000)
Our API Task Force Partners have all been working together since early 2020 to address
COVID-19 in the Asian American and Pacific Islander communities in Orange County.
OCAPICA will subcontract to its API COVID-19 Task Force partners to support the program
and develop and test the health literacy educational materials, tools, strategies, and interventions
developed. These partners will each receive $18,000 from the federal funds and an additional
$6,000 from the private foundation funds each year to support program efforts in the Asian
American and Pacific Islander communities. In the first month of funding, we will undergo a
process with the existing task force for those with the most capacities, proximity to underserved
populations, and abilities to engage in the population health literacy strategies. We anticipate that
the most -likely partners will include:
- Korean Community Services (Federally Qualified Health Center and largest Korean
serving organization)
- Southland Integrated Services (Federal Qualified Health Center and largest Vietnamese
serving organization)
- The Cambodian Family (community based nonprofit serving the Cambodian community)
- Asian American Senior Citizens Service Center (community based nonprofit serving the
older adult population especially the Chinese community)
- Pacific Islander Health Partnership (community based nonprofit serving the Native
Hawaii and Pacific Islander communities)
- South Asian Network (community based nonprofit serving the South Asian communities)
- Vietnamese American Cancer Foundation (community based nonprofit serving the
Vietnamese community)
- Hope Community Center (community based nonprofit serving the Vietnamese
community)
Other ($69,170)
Other expenses includes rent, copier lease, communications (phone and internet), cost allocation
of insurance, cost allocation of the agency's single audit, and printing. Rent is approximately
$2.50/sq ft x 2000 sq foot (for staff, meetings, education gatherings and rental of community
forum space). Phone and internet costs is $300/month. And cost allocation of liability insurance
is $1,570 and cost allocation of the annual single audit is $4,000. For year 2, only rent is
requested. The rest of the costs will be covered by matching private foundation funding.
Non -Federal Resources
OCAPICA will provide additional non-federal resources in the form of private foundation
funding for operations. This includes funding from The California Endowment, Weingart
Foundation, and St. Joseph Community Partnership Fund.
Indirect @ 10%
OCAPICA is requesting the de minimis of 10% and includes payroll expenses, financial
management including time from the Director of Finance, Accounting Supervisor, Accountants,
and Accounting Cleric.
Oversight of Federal Funds
The activities associated with the proposed initiatives have been deemed low risk by OCAPICA,
based upon the scope of efforts that are educational and coalition building in nature. All funds
awarded under this program will be maintained in a manner that they will be accounted for
separately and distinctly from other sources of revenue/funding. Class codes numbers are
assigned to each contract so that revenues and expenditures can be properly maintained. Chart of
Accounts are assigned to adequately account for revenues, expenditures and Balance Sheet
accounts. OCAPICA utilizes the cost principles of OMB Circular A-110 and A-122 and review
the contracts to provide information as to costs, which are not allowed. Separate expense
accounts are maintained for unallowable costs and to be charged to unrestricted funds. The
agency's financial management system is able to track actual expenditures and outlays with the
budgeted amounts for each grant or sub grant. OCAPICA utilizes Abila MIP Fund Accounting
System and each grant or sub grant is assigned a different cost center/class code to be able to
track all expenses and revenue separately and accurately against budgeted amounts. Class codes
are established for other agency functions (i.e. management and fundraising) as well. All
expenditures are assigned an account number and it is matched back to the approved budget.
Participant incentives that are less than $600 per participant in a year are tracked by recipient
name, contact information, date, and supervising staff, and confirmed through recipient
signature. OCAPICA also has procedures in place for minimizing the time elapsing between the
transfer of funds from the US Treasury and disbursement for project activities. Authorization to
request for cash draw downs are obtained whenever they are needed. The time between receipt of
cash from funding source and disbursement of cash for program expenditures is minimal. The
Director of Finance and Administration prepares a Revenue and Expenditure worksheet using the
current expenditure listing; source of known expenditures includes the Accounts Payable ledger,
payroll reports, General Ledger and open invoice file. The Current Expenditures Worksheet
reflects the actual personnel and non -personnel expenses in Accounts Payable postings from the
last cash request to the current date, as well as the Estimated Payroll expenses based on the prior
pay period. The expenditure listing prepared by the Director of Finance and Administration
includes only settled obligations since last cash request or obligations scheduled for settlement
within three to five business days of cash request from the funding source. The Director of
Finance and Administration prepares the Cash Request Form and submits it along with the
Current Expenditures Worksheet and back-ups for approval and signature to the Executive
Director. After approval, the Director of Finance and Administration requests the cash amount
needed through the Federal Division of Payment Management System (PMS). Lastly,
OCAPICA's financial management capacity is well established. The Director of Finance and
Administration has over 30 years of nonprofit financial management and previously managed
more than $16 million annually at another nonprofit. OCAPICA also has an Accounting
Supervisor with more than 20 years of experience, three accountants, and two bookkeepers to
complete our Finance Team. OCAPICA's Board of Directors has a Finance Committee and an
Audit Committee made up of financial professionals from banking institutions, auditing firms,
school district, and universities. Since OCAPICA has received over $750,000 in federal funds,
OCAPICA receives an annual single -audit, and has had no findings and has low risk status.
Organizational Description
OCAPICA is a 5010 nonprofit organization serving the diverse communities of Orange County.
OCAPICA provides free services in health, mental health, workforce development, youth
development and education, and civic engagement. OCAPICA serves more than 50,000
annually in 26 different languages on an annual basis. OCAPICA also leads a large coalition of
30 AAPI community based organizations as well as co -leads the Orange County Asian and
Pacific Islander COVID-19 Task Force made up of nine organizations including two FQHCs.
The API Task Force has educated more than 88,000 limited English proficient community
members about COVID-19, tested 20,000+, and has vaccinated 30,000+. OCAPICA is also
helping to lead #StopAsianHate efforts in Orange County as well as health equity work for
AAPIs in Orange County. OCAPICA will serve as a partner to the project and help support the
AAPI community's involvement and leadership in the program. OCAPICA has a history of
leading health equity efforts and is a former CDC National Centers of Excellence to Eliminate
Disparities among Racial and Ethnic communities.
Budget Narrative: University of California, Irvine (UCI)
Overall Budget - Year 1 ($344,902)
The UCI budget includes costs associated with personnel and supplies that are essential to the
conduct of a quasi -experimental evaluation of health literacy interventions with community
health centers and communities located in the highest social vulnerability index areas of
Orange County, California.
Table 1. Budget Table (Year 1)
Object Class
Federal Funds Requested
Non -Federal Resources
Total Budget
Personnel
$180,454
$0
$190,454
Fringe Benefits
$ 25,025
$0
$ 25,025
Travel
$ 0
$0
$ 0
Equipment
$ 0
$0
$ 0
Supplies
$ 23,000
$0
$ 23,000
Contractual
$ 0
$0
$ 0
Construction
$ 0
$0
$ 0
Other
$ 57,018
$0
$ 57,018
Total Direct Charges
$285,497
$0
$285,497
Indirect Charges
$ 59,405
$0
$ 59,405
TOTALS
$344,902
$0
$344,902
Personnel (Co -Principal Investigators: Dr. John Billimek & Dr. Sora Tanjasiri) ($180,454)
Table 2. Personnel Table
Position Title & Full
Percent
Annual
Federally-
Non -Federal
Total Project
Name
Time
Salary*
Funded Salary
Salary
Salary
Co -PI
10.0%
$145,024
$14,502
$0
$14,502
John Billimck
Co -PI
10.0%
$149,475
$14,948
$0
$14,948
Sora Tanjasiri
Qualitative Expert
9.3%
$103,206
$ 9,633
$0
$ 9,633
Alana LeBron
Qualitative Expert
11.0%
$100,322
$11,136
$0
$11,136
Salvador Zarate
Technical Advisor (PH)
1.0%
$ 91,155
$ 912
$0
$ 912
Brittany Morey
Technical Advisor (CHCs)
1.0%
$360,500
$ 1,993
$0
$ 1,993
Cynthia Ha
Technical Advisor (PH)
1.0%
$ 95,481
$ 955
$0
$ 955
Daniel Parker
Technical Advisor (CHCs)
L0%
$216,300
$ 1,993
$0
$ 1,993
Candice Taylor -Lucas
Technical Advisor (PH)
1.0%
$143,067
$ 1,431
$0
$ 1,431
Jun Wu
Evaluation Coordinator
83.3%
$ 60,599
$50,499
$0
$50,499
TBN
Evaluation Assistant
67.5%
$ 44,011
$29,707
$0
$29,707
TBN
Evaluation Assistant
67.5%
$ 44,011
$29,707
$0
$29,707
TBN
Statistical Expert
5.0%
$140,029
$ 7,001
$0
$ 7,001
TBN
Data Manager
10.0%
$ 60,366
$ 6,037
$0
$ 6,037
TBN
*Annual salaries for Drs. Cynthia Haq and Candice Taylor -Lucas were adjusted to $199,300 per the
Federal Executive Pay Scale Level II.
John Billimek, PhD (Co-PI,10% effort): Dr. Billimek will be responsible for shared oversight
of the entire project, including community health center -focused evaluation, instrument
development, data collection, data management and analyses, presentations to inform further
quality improvements, community and scientific dissemination, and finder and report writing.
He will serve on the project Steering Committee and oversee the work of the evaluation
coordinator and data manager.
Sora Park Tanjasiri, DrPH, MPH (Co -PI, 10% effort): Dr. Tanjasiri will be responsible for
shared oversight of the entire project, including population track evaluation design, instrument
and interview development, data collection, data management and analyses, community and
scientific dissemination, liaising with the funder and report writing. She will serve on the project
Steering Committee and oversee the work of the evaluation coordinator and evaluation
assistants.
Technical Assistance Group (1% effort, unless otherwise noted): Drs. Abigail Reyes (in -
kind), Jun Wu, Brittany Morey, Daniel Parker, Candice Taylor -Lucas, and Cynthia Haq will
provide guidance on technical aspects of the planned evaluation, including in the areas of
environmental measurements and analyses, racism and ethnic enclaves, epidemiology and GIS
mapping, pediatric and adult clinical analyses. Furthermore, Drs. Alana LeBron (9.3% effort)
and Salvadore Zarate (11.1 % effort) will provide greater assistance with the qualitative aspects
of the evaluation plan, including tracking collaborative capacity building and impacts on health
disparities.
Evaluation Coordinator (GSR V, 50% effort academic year + 100% summer
months=83.3% overall): will be responsible for oversight of all day-to-day activities, including
facilitating meetings of the multiple PIs, technical advisory group (TAG), and with community
partners; creation and/or maintenance of data collection protocols, REDCap databases, and
codebooks; oversight of two evaluation assistants; creation of community presentations and
report -backs; maintenance of all project files.
Evaluation Assistants (GSR 1, 50% effort academic year + 70% summer months=67.5%
overall): two bilingual evaluation assistants will support evaluation needs of the two tracks:
population/community, and clinic/quality improvement. They will support development of data
collection instruments, REDCap programming and testing, oversee language translations,
document and report on data processes, and conduct preliminary descriptive data analyses.
Statistical Expert (TBN, 5% effort): will provide input into the population and clinic data
processes, including design, participant recruitment, and analyses.
Data Manager (TBN, 10% effort): will provide support to the statistician, including IRB
applications for approval, and REDCap programming and maintenance.
Fringe Benefits ($25,025)
Salaries for all personnel are based upon current University of California academic and staff
salary scales. All personnel budget calculations include salary range adjustments (3%) as
applicable for each year of support in accordance with published University guidelines. Fringe
benefit rates for personnel were derived using composite benefit rates agreed upon by the
University of California Office of the President and the DHHS Audit Agency, the Cognizant
Audit Agency for the University of California: http://research.uci.edu/sponsored-projects/rates-
fees/fringe-benefits.html Vacation leave accruals are excluded from the composite benefit rate
and are assessed at 7%.
Supplies ($23,000)
Participant incentives are requested at the following numbers and rates:
• Focus groups: a total of N=10 focus groups (with n=10 participants each) will be conducted
with community members to assess changes in community attitudes, norms, and capacities to
address COVID health literacy needs. Each focus group will last approximately 2 hours long,
and each participant will be provided $50 cash for their participation. Total = $5,000
• In-depth interviews: a total of n=40 (year 1) and n=35 (year 2) qualitative in-depth interviews
will be conducted with community and clinic leaders and members to assess changes in
community capacities, clinic workflows, and impacts in proposed outcomes. Each in-depth
interview will last approximately 1 hour, and each participant will be provided $50 cash for
their participation. Total = $2,000
• Surveys: a total of n=500 surveys will be conducted each year with program participants to
assess changes in knowledge, attitudes, and intentions due to the health literacy programs.
Each individual will receive $10 cash for completion of an online survey. Total = 5,000
• Transcription/translation: a vendor will be hired to conduct transcriptions and translations
from each of the focus group and interview audio recordings. Total = $10,000
• Light snacks (e.g., water, fruit, cookies, etc) at the amount of $1000 per year are requested to
serve as all focus groups, and at evaluation dissemination events with community members.
Given the high food insecurity of community members living in the cities of Santa Ana,
Garden Grove and Anaheim, these snacks will be provided to honor their for their inputs to
the evaluation team and provide light sustenance for their time. Total = $1,000
Other (Student Fees, $57,018)
Tuition remission is requested for the Evaluation Coordinator and two Evaluation Assistants, all
of whom will be doctoral students in public health and/or medicine. University policy requires
the inclusion of fee remission for graduate student researchers employed during the academic
year with an appointment of 25 percent time or more. Therefore, graduate student fringe benefits
also include the cost of fee remission, which is estimated using currently published fee rates as
the base. For multi -year projects, the in -state resident tuition base rate is escalated by 6%
annually (non-resident tuition is escalated by 7%) in accordance with the guidelines published by
UCI's Sponsored Projects Administration. These escalations reflect the average historical
increase in fees over the past several years. http://www.research.uci.edu/Monsored-
nroj ects/rates-fees/grad-fees-tuition-remission. html
Facilities and Administrative Expenses ($59,405)
F&A costs were estimated in accordance with UCI's rate agreement approved by the Department
of Health and Human Services, the Federal Cognizant Audit Agency on 5/29/2019. Given the
preponderance of work in the community, the current F&A is based upon the off -campus
research rates that is set at 26.0% for the period 7/1/2016 and beyond. Organized research F&A
cost rates are applied to the Modified Total Direct Costs (MTDC) base, which is the total direct
costs for a project less those budget items that are excluded by agreement with the audit agency.
The excluded costs are: equipment, construction, alterations and renovations, hospital or clinic
charges for patient care, space rental or lease, tuition and fee remission, scholarships and the
amount that exceeds $25,000 of any subaward.
Plan for Oversight of Federal Award Funds
As a recipient of federal funds, UCI is required to propose, account for, and report costs in a
consistent manner and in accordance with federal regulations and University policies. OMB
Circular A-21 requires that administrative expenses shall normally be treated as Facilities and
Administrative costs. Definitions, justifications, and processes for documentation of
administrative expenses are summarized at https://www.research.uci.edu/sponsored-
prof ects/contracts-grants-admin/post-award-adinin/justifying-administrative-eUenses.html.
Risks associated with this project are deemed minimal given the focus on education and
prevention evaluation, with considerations for careful handling of data containing PHI through
REDCap (Research Electronic Data Capture), which is a secure web application for building and
managing online surveys and databases for research studies. Policies regarding disbursement and
tracking of participant incentives must also follow University policies
https://www.policies.uci.edu/policies/nrocs/701-03.php. Lastly, financial reporting for sponsored
awards are prepared and submitted by Contracts and Grants Accounting (CGA). Reporting
requirements, frequency, due dates and format are determined by the sponsor, and must adhere to
University policies as specified to ensure they are accurate, current, complete and timely
https://www.accounting.uci.edu/cg/post-award/reporting.littul. CGA is responsible for billing for
sponsored projects. This includes preparation and submission of invoices and Letter of Credit
drawdowns of federal funds as specified at hftps://www.accounting.uci.edLi/eg/post-
award/billing.hunl.
Organizational Description
Founded in 1965, the University of California, Ivine's mission is to catalyze the community
and enhance lives through rigorous academics, cutting -edge research, and dedicated public
service. UCI is both a Hispanic Serving Institution (HSI) and Asian American and Native
American Pacific Islander Serving Institution (AANAPISI), and the student population is
very diverse: of the over 30,000 undergraduate and graduate students, 43.9% are Asian
Pacific Islander, 21.3% Hispanic, and 2.8% Black. UCI ranked seventh in the nation for
awarding bachelor's degrees to minority students and has been referred to by the New York
Times as the number 1 university doing the most for the American dream. Academically, UCI
ranks among the top 10 U.S. universities — public and private — in the number of
undergraduate applications. UCI offers 87 undergraduate degree programs, as well as 59
master's; an M.D., Ed.D. and J.D.; and 46 Ph.D. programs. US News & World Report ranked
UCI 98 in public universities in the U.S., with 29 graduate programs ranked among the
nation's top 50. Today, UCI draws on the unyielding spirit of pioneering faculty, staff and
students who arrived on campus with a dream to inspire change and generate new ideas.
UCI's strategic plan sets forth an ambitious path to reach new heights of excellence and
social impact. Based on four strategic pillars, the plan aims to increase growth that makes a
difference, elevate the student experience to prepare future leaders, make regional and global
connections that enhance the mission and serve people, and forge best practices to power
innovations of the future.
UCI School of Medicine (Dean: Michael J. Stamos). Ranked as one of the top U.S. medical
schools for research by U.S. News & World Report, UCI Health SOM is dedicated to
advancing medical knowledge and clinical practice through scholarly research, physician
education and high -quality care. The medical school nurtures the development of medical
students, resident physicians and scholars in the clinical and basic sciences and supports the
dissemination of research advances for the benefit of society. Each year, the school educates
more than 400 medical students and trains more than 600 residents and fellows at UCI
Medical Center and affiliated institutions. The school's 560 full-time and 1,300 volunteer
faculty members are involved in teaching, providing medical care and conducting research
into the health challenges facing the 21 st century. The school has 26 departments, ranging
from basic science research to clinical medical and surgical specialties. It has research,
clinical and teaching relationships with Children's Hospital of Orange County (CHOC), the
VA Long Beach Healthcare System and Long Beach Memorial Medical Center.
The UCI Medical Center is located in Orange, CA, 15 miles northeast of the UCI main
campus, in the heart of a diverse socioeconomic and ethnic population in Orange County. In
early 2009, UCI Health opened UCI Douglas Hospital, a modem facility for conducting the
latest medical research and training future and practicing physicians. The seven -story hospital
has spacious, mostly private rooms and 15 state-of-the-art operating rooms. In addition, the
hospital provides an environment for translational research, allowing more opportunities for
researchers and clinicians to collaborate on patient care. The UCI School of Medicine has 26
departments, ranging from basic science research to clinical medical and surgical specialties.
The Department of Epidemiology is located in the School of Medicine. The School of
Medicine nurtures the development of medical students, resident physicians and scholars in
the clinical and basic sciences and supports the dissemination of research advances for the
benefit of society.
Lastly, School of Medicine faculty have led research related to COVID-19 detection/testing,
prevention and treatment, including launching one of the first clinical testing sites for
Remdesivir. In order to increase collaboration, they have submitted information to create a
UCI COVID-19 Research Project Inventory regarding proposed and ongoing projects. The
inventory enables researchers and administrators to stay up to date with COVID-19 research
at UCI and enables the linking of researchers to funding opportunities, collaborators, and
research resources.
UCI School of Population and Public Health (Dean: Bernadette Boden-Albala). The
School of Population and Public Health is dedicated to emphasizing the synthesis, integration,
and dissemination of population and community -based knowledge to promote health, well-
being, and quality of life and reduce the societal burden of human disease and disability
through excellence in research, education, and public service, while also championing the
principles of evidence -based health practices. The school's vision is for faculty and students
to engage in unrestricted inquiry as they develop strategies to prevent disease and improve the
health and well-being of all populations, unlimited by geography, socioeconomics, gender,
sexual orientation, race, ethnicity, nationality or political affiliations.
The school is located in over 20,000 sq 11 of office space in the Anteater Instruction and
Research Building, specifically floors 2 and 3. The building also houses one large classroom,
three small conference rooms, including one outfitted for active learning and video- and tele-
conferencing, and Office of Information and Technology's AIRB training lab (that includes 1
instructor and 20 student stations that are Dell OptiPlex 9020, 24" monitor, intel core i7, 8gb
RAM, Intel Graphics, CD-FW, 256GB SSD. To support our academic and professional
mission the school has a complement of faculty trained in the academic research tradition and
those trained in the practice traditions. All core faculty have earned professional graduate
degrees, either a quintessential doctoral research degree, (i.e. PhD, .SeD, DPhil) or a
professional practice degree (DrPH). Many of our faculty have, in addition to the
quintessential doctoral research degree, a professional practice degree (MPH). To maintain a
highly qualified faculty, all academic personnel are reviewed for performance at regular
intervals (i.e. every two years for pre -tenure faculty members; every three years for tenured
faculty, and every five years for faculty at and above Full Professor, Step V). The objectives
of the undergraduate and graduate degrees are to create a motivated cadre of public health
professionals who are prepared to implement effective strategies for reducing the burden of
disease and disability in culturally diverse communities; and to work collaboratively on
assessments of health risk factors and on the management of evidence -based prevention
strategies. Hence, the core competencies cover the main theoretical and methodological
subjects and crosscutting interdisciplinary themes that underpin advanced study and
professional practice in public health.
For the past year, the School of Population and Public Health has worked collaboratively with
the Cities of Santa Ana, Garden Grove, Anaheim in North OC, and the Orange County Health
Care Agency, and as a founding partner of the OC COVID-19 Health Equity Community -
Academic Partnership. Using a population education framework, the school developed and
launched the bilingual Health Equity COVID-19 Contact Tracing curriculum in August -
September, 2020 that trained 500 community and students members, and led to the hiring of
100+ contact tracers at UCI and the creation of the worker -cooperative called Radiate
Consulting (see LHA Budget Justification). Faculty in the school collaborated with the City
of Santa Ana on the COVID antibody testing student that found a positivity rate of 30%
among community residents (over two times the county's test positivity rate for the city).
Lastly, the school has led several efforts to educate county elected officials and
representatives at the Orange County Health Care Agency about the critical importance of
health equity perspective in deployment of education, testing, and vaccinations, which led in
large part to the creation of a new Director of Population Health and Equity position at the
county's leading public health institution.
APPENDIX 1: PROJECT PARTNERS
City of Santa
Ana
*Coalition of
OC
Community
Health
Centers
*Latino
Health
Access
*Orange
County Asian
Pacific
Islander
Community
Alliance
of California,
Irvine
Project oversight, program reporting,
partnership facilitation, inter -city
coordination and collaboration, and lead
HEAL-OC Steering Committee member
for development of the Disparities Impact
Statement, Health Literacy Plan, and
collaboration between the Population
Health and Community Health Center
tracks.
HEAL-OC Steering Committee member;
Community health center (CIIC)
workforce training; design and
implementation of quality improvement
projects at 4 sites; EHR data abstraction
and sharing; clinical improvements
following national CLAS standards.
HEAL-OC Steering Committee member;
design and develop low -literacy,
multilingual community education
materials; outreach education; promotor
training and implementation for testing
and vaccination; provider cultural
competence education following national
CLAS standards.
HEAL-OC Steering Committee member;
design and develop low -literacy,
multilingual community education
materials; outreach education; patient
navigation to testing and vaccination;
coordination of 8 community partners for
AAPI ethnic -specific strategies; and
provider cultural competence education
HEAL-OC Steering Committee member;
design mixed methods evaluation for
HEAL-OC's Population Health and
Community Health Center tracks, develop
measures and instruments for population
health and HP2030 objectives, obtain IRB
approvals, train data collectors, maintain
and analyze data, and report back for
*See letters of commitment
Represents city with highest social
vulnerability index in Orange
County; strong partnerships with
cities of Anaheim and Garden Grove;
actively collaborating with all
proposed partners for coordinated
COVID-19 population and clinic
services including Santa Ana CARES
initiative.
Founding member of the OC Health
Equity COVID-19 Community -
Academic Partnership
(OCHEC-CAP); network of 26
health centers; member of OC Hub &
Spoke vaccination model leading to
80K doses in high SVI communities;
will lead Health Literacy Working
Group of 4 CHCs.
Founding member of OCHEC-CAP;
national model for promotor training,
outreach education, and disease
prevention and management; will
co -lead Population Health Literacy
Plan with focus on Latinos in highest
SVI areas.
Founding member of OCHEC-CAP;
national model for Asian American
and Pacific Islander multiethnic
coalition building for coordinated
outreach, education, health services,
policy advocacy, and workforce
development; will co -lead Population
Health Literacy Plan with focus on
Sole RI Minority Serving Institution
in Orange County; founding member
and lead facilitator of OCHEC-CAP;
experts in social, environmental,
epidemiological, medical and
behavioral aspects of COVID-19
prevention, testing, vaccination and
treatment in Orange County;
APPENDIX 2: DOCUMENTATION OF COMMITMENT FROM
ORGS AND AGENCIES
Coalition
of Orange County Community Health Centers
Phone: (714)362.5990
Address: $15 N. Cabrillo Park Drive, SUltO 225
Santa Ana, CA 92701
Cntall: liifo@cocce.org
April 9, 2021
Clinic Members:
AltaMed Health Services, Inc.
Daisy Perez, Assistant to the City Manager
Camino Health Center
City of Santa Ana
20 Civic Center Plaza
Celebrating Life Community Health
Santa Ana, CA 92701
Ctr
Re: HHS FOA# MP-CPI-21-006, Advancing Health Literacy to Enhance
Centerforinlroritad8loodDisordors
Equitable Community Responses to COVID-19
Central City Community Health
Center
Dear Ms. Perez:
CHOC Health Clinics
F.A.C.E.S., Inc.
I am writing to express the commitment of the Coalition of Orange County
Families Together of OC
Community Health Centers to the city of Santa Ana's application to
Family Health Matters Community
participate as a key partner in the proposed OC IIealth Equity and Literacy
HealthCentertNOCRHF
(HEAL)Project.
HOPE Clinic- NMUSD
Hurtt Family Health Center
The Coalition, an anchor institution, operates a consortium of safety net
providers that support more than 370,000 patients annually --a network that
Korean Community Services
providew vital care to the vulnerable, underserved members of our
Legate Beach Community Clinic
community who have been disproportionately impacted by the COVID-19
lostonnac rroeCllnte
pandemic. We are proud to be a founding member of the Orange County
Livingstone CDC
Health Equity COVID-19 Community -Academic Partnership, and to have
Nhan Hatt Comprehensive Iloaith
worked side -by -side with the city on several initiatives including promotion
Care Clinic
of testing, contact tracing, and vaccinations for low-income, ethnic/racial and
Club Ilealni Clinics
housing insecure patients. For HEAL, the Coalition is pleased to commit to:
Serve The People CommunityHoailh
• Clinic workforce training
Center
• Design and implementation of quality improvement processes
Share Our Selves Healur Contars
• EHR data abstraction and sharing
Sierra Health Center The Coalition is a leader in advocacy and technical assistance with a long
Southland integrated Services history of collaborative community work and sustainable programming. We
St. Jude Nelghimrhood Ifeafth look forward to partnering with the city to undertake this important program
Centers to meet the needs of our community.
UCI Famlty Health Centers
VCC The Gary Center Sincerely,
Isabel Becerra,
ProsldanUChlof Fxocutive Officer
Isabel Becerra
President & CEO
The Coalition of Orange County Community Health Centers
! ICCL-SS
450 West Fourth Street
Suite 130
Santa Ana, CA 92701
Ph: 714-542-7792
Fax: 714-542.4853
lati nohealthoccess.org
April 9, 2021
Daisy Perez, Assistant to the City Manager
City of Santa Ana
20 Civic Center Plaza
Santa Ana, CA 92701
Re: HHS FOA# MP-CPI-21-006, Advancing Health Literacy to Enhance
Equitable Community Responses to COVID-19
Dear Daisy Perez:
I am writing to express the enthusiastic support of Latino Health Access for the city of
Santa Ana's application for the Orange County Health Equity and Literacy (HEAL)
Project As a founding member of the Orange County Health Equity COVID-19
Community -Academic Partnership, we eagerly commit to leading HEAL with a focus
on the most socially vulnerable populations in our county.
Latino Health Access and the city of Santa Ana have a longstanding collaborative
relationship, as our 501(c)(3) has been a leader in advancing health, equity, and
sustainable change in our community through education, services, consciousness -
raising and civic participation for more than 25 years. We have previously partnered
with the City of Santa Ana to conduct community engagement. During the pandemic,
we have collaborated to ensure a streamlined process to refer individuals to COVID-
19 testing and vaccine.
In an effort to continue the strong partnership our organization has had with the city
throughout the COVID-19 pandemic, Latino Health Access is pleased to make the
following commitment to this important proposal:
• Design and develop low -literacy, multilingual community education materials
• Conduct community -led outreach education
• Conduct promotora training and implementation for testing and vaccination
• Conduct provider cultural competence education
We look forward to continuing our work together in order to facilitate empowerment
around COVID-19 response in our community.
Sincerely,
Dr. America Bracho, MPH, CDE
President and CEO
Latino Health Access
PREVENTION EDUCATION ACTION
April 9, 2021
Daisy Perez, Assistant to the City Manager
City of Santa Ana
20 Civic Center Plaza
Santa Ana, CA 92701
Re: HHS FOA# MP-CPI-21-006, Advancing Health Literacy to Enhance Equitable Community Responses to
COVID-19
Dear Ms. Perez:
The Orange County Asian and Pacific Islander Community Alliance (OCAPICA) is pleased to offer its full
support and commitment to the City of Santa Ana's application for the proposal titled Orange County
HEAL: Health Equity and Literacy Project.
For nearly 25 years, OCAPICA, a 501(c)(3), has been a local leader in our community, dedicated to
enhancing the health, and social and economic well-being of Orange County's Asians and Pacific Islanders
(AAPI) through service, education, advocacy, organizing and research. OCAPICA is the largest AAPI
nonprofit in the area serving more than 50,000 a year with free health, mental health, youth development,
workforce development, and civic engagement services and activities in 26 different languages. OCAPICA is
also a former CDC National Centers of Excellence to Eliminate Disparities among Racial and Ethnic
Communities as well as helps to lead the Orange County API COVID-19 Task Force whose members just
recently tested more than 20,000, vaccinated 20,000+thus far, and educated 88,000+ on COVID-19.
OCAPICA will make the following contributions to this collaborative program:
• Work with the community to design and develop community based education materials, tools,
interventions and activities to improve health literacy
• Conduct multilingual outreach education and training with underserved community members
• Provide support for community advisory members and their inclusion in the leadership of the
program
• Provide patient navigation to testing and vaccination and provider cultural competence education
• Work closely with evaluation team on community based approaches in measuring outcomes as well
as appropriately evaluating health literacy tools for diverse, low income communities
• Work on transforming policies in health and education systems to improve health literacy, access,
and equity
We are a leader of a coalition of more than 30 AAPI community organizations and a founding member and
leader in multiple initiatives to advance COVID-19 health equity in our community, including as founding
member of the OC Health Equity COVID-19 Community -Academic Partnership (OCHEC-CAP). OCAPICA is
well -positioned to be an integral partner in this important project. We look forward to growing our
longstanding relationship with the City of Santa Ana with a focus on reducing COVID-19 health disparities
and improving health literacy in the city and surrounding communities.
Sincerely,
V
l
nne F ,MPHr and xecutive Director
12912 Brookhurst Street, Suite 410 1 Garden Grove, California 92840 1 Phone 714.636.9095 1 Fax 714.636.8828 1 www.ocapica.org
Orange County Asian and Pacific Islander Community Alliance
UCIUniversity of
California, Irvine
April 15, 2021
Daisy Perez, Assistant to the City Manager
City of Santa Ana
20 Civic Center Plaza
Santa Ana, CA 92701
Office of the Vice Chancellor for health Affairs
1001 Health Sciences Road
Irvine, CA 92697 -3950
Re: HHS FOA# MP-CPI-21-006, Advancing Health Literacy to Enhance
Equitable Community Responses to COVID-19
Dear Daisy Perez:
I am writing to express the enthusiastic support and commitment of the University of California, Irvine
(UCI), for the application submitted by the city of Santa Ana, California for the Health Equity and
Literacy in Orange County (HEAL-OC) initiative.
As a Minority Serving Institution (MSI), designated as both an Asian American and Native American
Pacific Islander -Serving Institution (AANAPISI) and a Hispanic -Serving Institution (HSI), UCI has a
long-standing relationship with the city and the other community partners included in this proposal.
These relationships —and subsequent founding of the OC Health Equity COVID-19 Community
Academic Partnership (OCHEC-CAP) under the leadership of Dean Bernadette Boden-Albala of the
UCI Program in Public Health —have been integral to our joint efforts to identify and reduce
disparities in COVID-19 burden throughout our community and to contribute evidence -based
recommendations for equitable allocation of resources. Dean Boden-Albala and the Program in Public
Health have led this important work with Santa Ana and surrounding communities on behalf of the
university throughout the pandemic. UCI also has a contractual agreement with the Orange County
Health Care Agency to receive and analyze COVID-19 data at regular intervals.
We are pleased to commit the time and talent of diverse faculty and staff from the Program in
Public Health and the School of Medicine to leading the evaluation and quality improvement
phases of the program, reporting periodically back to community partners on progress toward
program objectives, and malting evidence -based recommendations to accelerate progress toward
program objectives. Further, Dean Boden-Albala has committed to independently funding a data
analyst and manager to support UCI's efforts on this project.
As always, we look forward to a process of learning, collaborating, and innovating collectively with
the city and other partners and to leveraging our expertise in research to contribute to the successful
planning and implementation of this program in our community.
Sincerely,
QZ
Steve . Ga to , MA, MD, PhD, FAAP
Distinguished Professor, Pediatrics, Physiology & Biophysics, and
Pharmaceutical Sciences
Susan and Henry Samueli College of Health Sciences
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Appendix 4 - Summary Biographical Sketches for Key Persons
Daisy Perez
Role: Project Director/Principal Investigator
Affiliation: Assistant to the City Manager, City of Santa Ana
Daisy Perez is a Senior Management Analyst and Assistant to the City Manager for the City of Santa Ana.
She will serve as the Project Director/Principal Investigator for the HEAL-OC Initiative. Ms. Perez was
selected to be the PD/PI by the Mayor and City Manager based on her successful leadership of the Santa
Ana CARES program, a $28.6-million program including the CARES Mobile Resource Center. Through
this program, residents were provided direct access to walk-up COVID-19 testing, in -person grant
application assistance, personal protective equipment, and other critical resources to over 50,000
households and over 200 unique sites across the city within a five -month period. Since joining the City in
2017, she has also led the 2020 Census Education and Outreach Campaign, Santa Ana Counts,
administered various federally funded programs including the HUD Community Development Block
Grant (CDBG) and Home Investment Partnership (HOME) programs, and has experience in
administering grants for local transportation projects, Tax Allocation Bonds, and affordable housing.
For HEAL-OC, Ms. Perez will apply her experiences in Community Engagement, Program
Management, and Administrative Leadership and Compliance, to ensure the project is successful. As
PD/PI, she will provide oversight to all aspects of the project including serving as the primary
administrative lead for the City. She will work with the Program Manager and Steering Committee to
ensure timely progress toward milestones, subcontract set-up and monitoring, and financial reporting.
Margarita Gonzalez Macedonio, MA
Role: Program Manager
Affiliation: District Manager and Senior Community Planner, City of Santa Ana
Ms. Gonzalez Macedonio is a seasoned and innovative city and county planning, affordable housing, and
community development professional with 24+ years' experience working in the public sector in
collaboration with a network of community and business stakeholders. A solution -oriented and driven
leader focused on a meaningful process to deliver impactful social outcomes and collectively strengthen
organizations. In her role with the City, she coordinates with City COVID-19 task force to implement
on -the -ground $28M Santa Ana CARES program strategy in direct assistance, testing at City facilities and
neighborhoods blocks. She supports the City Manager's Office on implementing equity- and place -based
strategies to sign up people from high SVI neighborhoods to receive COVID-19 vaccine.
For HEAL-OC, Ms. Gonzales Macedonia will apply her programmatic and project management
experience to oversee the technical, professional, managerial, and support functions, and will assume
responsibility for assuring the validity and quality of proposed activities including the Disparity Impact
Statement and Population Health Literacy Plan.
Isabel Becerra
Role: Implementation Lead - Community Health Centers Track
Affiliation: Chief Executive Office, Orange County Coalition of Community Health Centers
Isabel Becerra is CEO of the Coalition of Orange County Community Health Centers and a founding
member of OCHEC-CAP with more than 30 years of experience. As CEO, she provides administrative
leadership, financial direction and oversight of advocacy matters on behalf of Orange County community
health centers (CHCs). She has led numerous collaborative initiatives with the 26 member CHCs,
including COVID-19 testing and vaccination campaigns for thousands of Santa Ana and North OC
residents in the CHCs, and implementation of capacity building initiatives for Patient Centered Medical
Home and Federally Qualified Health Center certification for member CHCs. She prepared for these roles
through a MATCH Fellowship sponsored by the National Association of Community Health Centers,
Johns Hopkins University and the U.S. Department of Health & Human Services, and through service on
boards including the California Wellness Foundation and the Latina Coalition for a Healthy California.
For HEAL-OC, Ms. Becerra will lead the CHC Track and the Health Literacy Working Group and will
support the partner CHCs in developing, implementing and evaluating health literacy interventions.
Mary Anne Foo, MPH
Role: Implementation Lead l - Population Health Track
Affiliation: Executive Director, Orange County Asian Pacific Islander Community Alliance
Mary Anne Foo is founder and executive director of the Orange County Asian and Pacific Islander
Community Alliance, a nonprofit community -based organization helping the Asian and Pacific Islander
communities with 125 staff speaking 26 different languages, and serving 40,000 per year with health,
policy, youth, education and economic development needs. A founding member of OCHEC-CAP, Foo has
spent the past 28 years working with the Southern California Asian and Pacific Islander community. She
serves on numerous boards and advisory committees and has been a national trainer for Asian Pacific
Islander cancer prevention, cultural competency and women's health issues. She is principal investigator
and co -principal investigator on several health research projects, including a breast and cervical cancer
prevention program for Pacific Islanders and Southeast Asians, a cardiovascular and diabetes program for
Asians and Pacific Islanders, and a Southeast Asian children's health research project. She is founder and
co-chair of the OC AAPI COVID-19 Taskforce, a coalition of 9 organizations leading multilingual
community education on prevention, testing, and vaccination; anti -Asian hate; and advocacy for data
disaggregation, language access, and expansion of social service programs.
For HEAL-OC, Ms. Foo will oversee the Implementation core for the Population Health Track with a
focus on intervention for Asian American, Pacific Islander, and other ethnic/racial residents of the high
SVI areas of Santa Ana and North OC.
America Bracho, MD, MPH
Role: Implementation Lead 2 - Population Health Track
Affiliation: President and CEO, Latino Health Access
Dr. America Bracho is a physician and President and CEO of Latino Health Access, a center for health
promotion and disease prevention located in Santa Ana and created under her leadership to assist with the
health needs of Latinos in Orange County. Dr. Bracho is a leader in community organizing, and a pioneer
in participatory approaches to community health education in North OC. She is recognized at the local
and national levels as an expert in the area of Latino health issues, health education, cultural competency,
community organizing, diabetes education and HIV. A founding member of OCHEC-CAP, Dr. Bracho
lead the effort to engage County health officials in the Orange County Health Care Agency (OCHCA) to
examine inequities in their responses to the COVID-19 pandemic, and led efforts in Santa Ana and North
OC to offer community -based COVID testing sites and mobile vaccine PODS.
For HEAL-OC, Dr. Bracho will oversee the Implementation core for the Population Health Track with a
focus on intervention for Latino residents of the high SVI areas of Santa Ana and North OC.
Sora Tanjasiri, DrPH
Role: Evaluation Co -Lead and Subaward Site Co -PI
Affiliation: Associate Director, Chao Family Comprehensive Cancer Center and Professor, Dept. of
Epidemiology, Program in Public Health, University of California Irvine (MSI)
Dr. Tanjasiri is a behavioral scientist with 23 years of experience applying community -based participatory
research (CBPR) to developing and testing cancer prevention and cancer early detection interventions for
disparity populations, particularly Asian Americans and Pacific Islanders. She has served as PI, Shared
PI, or Co -PI on more than a dozen CBPR studies to address cancer and other health disparities. She also
serves as the Associate Director for Cancer Health Disparities and Community Engagement for the UCI
Chao Family Comprehensive Cancer Center. Previous research -related leadership roles have included
training director or co -director on two large center projects to promote health disparities research, create
community partnerships, recruit and retain diverse populations in longitudinal studies, and identify
efficacious approaches to improving the health care of racial/ethnic minority populations. Last, she has
led three studies to assess the impacts of COVID on ethnic/racial populations, resulting in two
publications with another four in development or under review.
Her role in HEAL-OC is that of Evaluation Co -Lead and Site Co -PI for the Minority Serving Institution.
Dr. Tanjasiri will lead the evaluation of the Population Track and provide periodic quality improvement
feedback to the PD/PI, Project Manager and Implementation Core leads.
Complete List of Published Work:
litn�//w r ncbi nlrn nihLyom/ i s/m ncbi�rataniasiri tlbihliography/40832819/public/
John Billimek, PhD
Role: Evaluation Co -Lead and Subaward Site Co -PI
Affiliation: Co -Director, Program in Medical Education for Latino Communities (PRIME -LC)
Residency Track, Vice Chair and Associate Professor, Department of Family Medicine, School of
Medicine, University of California, Irvine (MSI)
Dr. Billimek is an experienced community engaged researcher in the Department of Family Medicine and
Health Policy Research Institute and PI of 2 NIH/NHLBI grants focused on addressing underuse of
medical services in underserved Latino communities. As lead evaluator on the LiveHealthyOC project, he
guided the development and evaluation of culturally acceptable interventions to promote prevention and
disease management for low-income Latino and AAPI patients at seven community health centers
(CHCs) with the Coalition of Orange County Community Health Centers, and has served on quality
improvement task forces to reduce disparities in CHC settings. He collaborated with Latino Health Access
to develop an evaluation report for their diabetes health education promotora program. As a member of
the OCHEC-CAP, he led a bilingual team of interviewers to gather stakeholder input from dozens of
Spanish-speaking Santa Ana residents, health workers and community leaders to understand impacts of
COVID mitigation efforts, and presented findings to government and community stakeholders.
His role in HEAL-OC is that of Evaluation Co -Lead and Site Co -PI for the Minority Serving Institution.
Dr. Billimek will lead the evaluation of the Community Health Center Track, and provide periodic QI
feedback to the PD/PI, Project Manager and Implementation Core leads.
Complete List of Published Work: https•//www ncbi nlm nih eov/mvnebi/browse/collection/476906tO
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