The Administration for Native Americans
Within the Department of Health and Human Services (HHS), ANA serves all Native Americans, including federally recognized tribes, American Indian and Alaska Native organizations, Native Hawaiian organizations, and Native populations throughout the Pacific Basin (including American Samoa, Guam, and the Commonwealth of the Northern Mariana Islands). ANA promotes social and economic self-sufficiency for Native American communities in two ways. First, ANA provides discretionary grant funding, training, and technical assistance in support of community-based projects that address the current social and economic conditions in Native American communities. Second, ANA promotes social and economic self-sufficiency through advocacy and policy development on behalf of Native Americans. ANA’s programmatic goals include: (1) fostering the development of stable diversified local economies to encourage community partnerships and reduce dependency on public funds and social services; (2) supporting local access to, control of and coordination of services and programs that safeguard the health and well-being of native children and families; (3) increasing the number of projects involving youth and intergenerational activities in Native American communities.
ANA supports community-based projects in four major program areas: Social and Economic Development Strategies (SEDS), Native Languages, Environmental Regulatory Enhancement, and Community Research, Demonstration, and Pilot Projects. The purpose of the SEDS program area is to promote the health, safety, and well-being of American Indians, Alaska Natives, Native Hawaiians, and Native American Pacific Islanders from American Samoa, Guam, and the Commonwealth of the Mariana Islands. The SEDS program supports the principle that social and economic developments are inter-related and essential for the development of thriving Native American communities.
ANA funding is meant for projects that are implemented within a defined project period, and identify direct, measurable outcomes that will be achieved within the proposed project period.
ANA funds are not to be used as pass-through funding and must be administered by the applicant's organization.
No projects shall be approved for assistance under this title unless the Commissioner is satisfied that the activities to be carried out under such project will be in addition to, and not in substitution for, comparable activities previously carried out without federal assistance.
The purpose of the SEDS program is to promote economic and social self-sufficiency for American Indians, Alaska Natives (AI/AN), Native Hawaiians, and Native American Pacific Islanders from American Samoa, Guam, and the Commonwealth of the Northern Mariana Islands. The SEDS program supports the principle that social and economic development are inter-related and essential for the development of thriving Native communities. ANA is interested in supporting community-driven projects designed to grow local economies, increase the capacity of tribal governments, strengthen families, preserve Native cultures, and increase self-sufficiency and community well-being. Funded SEDS projects will reflect outcomes and include specific strategies for enhancing or improving community conditions and achieving long-range community goals.
The SEDS program is designed to support community-based projects that increase the ability for Native Americans to define and achieve their own economic and social goals and/or the capacity to exercise local control and decision-making to promote the interests of community members. SEDS projects focus on one or more of the following three inter-related concepts, which form a foundation for self-sufficiency: (1) Social Development, supporting local access to, control of, and coordination with, programs and services that safeguard the health, well-being, and culture of Native peoples; (2) Economic Development, fostering the development of stable, diversified local economies and economic activities that provide jobs and business opportunities that promote economic well-being and self-sufficiency in Native American communities; and (3) Governance, assisting tribes, Native American organizations and Alaska Native village governments to increase their ability to enhance their administrative infrastructure and capacity to develop and enforce laws, regulations, codes, and policies that reflect and promote the interests of community members.
Program Areas of Interest
Program areas of interest for this FOA include, but are not limited to, the following:
Social Development: Projects that develop and implement culturally appropriate strategies to meet the social service needs of Native Americans. Examples include:
- Community Living - Developing and coordinating services to assist people with disabilities and elders by helping them reach their maximum potential through increased independence, productivity, and integration within the community.
- Early Childhood Development - Supporting stable and high-quality, culturally appropriate childhood education programs; creating early childhood education jobs; and improving community-wide planning and coordination of early childhood programs.
- Youth Development - Improving the well-being of youth through life-skills training, leadership development, workforce development training, mentoring programs, cultural connectedness, educational enhancements, and juvenile crime prevention.
- Community Health - Promoting improved access to care and quality of care through coordinated local and regional approaches, expanding access to healthy foods, and supporting environmental health.
- Arts and Culture - Developing or enhancing activities that promote, preserve, or restore Native culture and arts.
- Safety and Security - Developing or enhancing community-based initiatives to protect the community from external threats and reduce insecurity, violence, and crime.
- Substance Abuse - Community outreach, education programs, and coordination that support the prevention of substance abuse, including opioid addiction.
- Organizational Development - Increasing organizational capacity to successfully implement mission and goals.
- Nutrition and Fitness - Promoting increased knowledge and participation in activities that promote healthy foods, active lifestyles, the reduction of obesity, reduction of childhood obesity, and other healthy-living habits.
- Strengthening Families and Responsible Parenting - Incorporating culturally relevant strategies to strengthen families and promote family preservation, healthy relationship skills, responsible parenting (including responsible fatherhood), marriage preservation and counseling, and fostering the well-being of children.
Addressing Mental Health - Promoting safety, resilience, and protective factors necessary to foster mental health, reduce incidences of suicide and suicidal ideation, and respond to the effects of historical trauma.
- Human Trafficking - Working to identify, report, and prevent human trafficking, and providing outreach and services for victims.
Economic Development: Projects that promote the creation of a sustainable local economy. Examples include:
- Agriculture - Creating, developing, or enhancing agricultural enterprise and sustainable farming projects with a focus on distribution at local and commercial markets.
- Asset Building - Increasing availability of effective financial education and other asset-building strategies for individuals and families.
- Career Pathways - Using multi-sector partnerships with entities such as Tribal Colleges, workforce development agencies, social service providers, and employers to develop workforce training programs that respond to local employers’ hiring needs.
- Commercial Trade - Strengthening local economies by increasing the availability of, or demand for, locally produced goods and services.
- Economic Competitiveness - Creating, expanding, and retaining businesses to reflect distinct economies operating in rural and urban areas, in both mature and emergent sectors.
- Economic Infrastructure - Addressing economic infrastructure needs that will strengthen business development and job creation in native communities.
- Entrepreneurship and Microbusiness - Promoting entrepreneurial development through business incubators and other activities that support businesses and market the availability of local products or services.
- Local Sourcing and Technology - Using new technologies to enhance distribution channels for locally produced goods and services.
- Place-based Strategies - Using a tribe or community’s local or regional assets and resources and collaborating with multiple stakeholders to address economic development barriers.
- Preparation for Work - Developing activities that promote short- and long-term job creation by supporting targeted training of individuals to develop new technical skills, secure new credentials, and gain experience that will lead to jobs created and increased earned income.
- Economic Stability - Conducting the necessary planning and/or research to support achievement of long-range economic development goals. Examples may include establishing a separate division to administer economic development programs or performing gap or value-added analyses to identify strengths and weaknesses in the local economy. Strengthening an organization’s capacity to deliver programs that promote economic development and security.
- Subsistence - Enhancing subsistence and agricultural activities to retain or revitalize traditional native food sources and practices.
- Tourism - Planning or developing resources, services, and businesses that promote travel, recreation, and tourism, or branding to tell the story of Native Americans as the First Peoples of the United States. Projects may utilize the arts or other cultural resources to help revitalize Native communities, promote economic development, increase livability, and present the uniqueness of the Native communities to visitors in a way that celebrates the diversity of the United States.
Governance: Governance is defined as increasing the ability of tribal and Alaska Native village governments to exercise local control and decision-making, and to develop and enforce laws, regulations, codes, and policies that reflect and promote the interests of community members. Examples include:
- Federal Recognition - Offering one-time support to tribes during any stage in the process of seeking federal recognition.
- Emergency Preparedness - Planning and coordinating emergency response services within the community and with state and local governments to protect against the acts of nature and other catastrophic events such as floods and hazardous material exposure.
- Integration - Promoting program coordination among human and social service programs for native communities to strengthen the programs they provide to their children, youth, and families.
- Comprehensive Strategies - Developing comprehensive intergovernmental strategies involving tribal, state, and federal governments to meet the needs of community members.
- Self-Governance Infrastructure and Planning - Building the capacity and infrastructure to enter into self-governance compacts and other arrangements with funding agencies to take advantage of administrative flexibilities to more effectively operate programs.
- Leadership Skills - Enriching and strengthening the management and organizational capacities of tribal governments, governing boards, tribally owned enterprises, and community leaders.
- Technology Infrastructure - Establishing and implementing information management systems for effective and efficient administration of tribal governments and governing boards.
- Governmental Administration - Developing and amending tribal constitutions, by-laws and codes, and council or executive branch policies and procedures to improve the regulatory, judicial, and administrative infrastructure of tribal and village governments; supporting and enforcing business and investment transactions, contracts, and property rights; rights and procedures addressing family and child welfare issues; and enhance intergovernmental relations, including clarifying tribal jurisdiction.
- ACF Program Support - Strengthening infrastructure and increased capacity for tribal governments and governing boards to operate various ACF program.
ANA PROJECT FRAMEWORK
Since FY2018, ANA's FOAs outlined and requested information to address the ANA project framework. The ANA project framework is intended to outline the project in a way that focuses long-term community goals toward achievable and measurable project outcomes. ANA’s project framework includes a long-term community goal, current community condition, project goal, objectives, indicators, outcomes, and outputs. Together these components relate a long-term goal for the community to a specific project goal, define targets for project achievement, and provide structure to measure project outcomes. The ANA project framework must demonstrate a logical relationship that connects all concepts.
Additional information about the components of the ANA project framework can be found in Section IV.2. Content and Form of Application Submission, The Project Description, Expected Outcomes.
PROJECT MONITORING TOOLS
Since FY2018, ANA also required information to address an outcome tracking strategy. The outcome tracking strategy must be used along with the Objective Work Plan (OWP), throughout project planning and implementation to identify and monitor the steps towards achieving project objectives.
Outcome Tracking Strategy
The outcome tracking strategy is designed to be used during project implementation to collect data and support project staff in monitoring their own progress towards achieving anticipated outcomes. The outcome tracking strategy includes a narrative description of the means for measuring project progress, and includes who and how the project will collect, manage and analyze data. An outcome tracker provides a visual format that aligns project information with projected targets for achievement at the end of each year of project implementation.
Applicants are encouraged to format the outcome tracker as described in the Appendix C, Outcome Tracker.
See Section IV.2. Content and Form of Application Submission, The Project Description and the Appendix C, Outcome Tracker for additional information.
Objective Work Plan (OWP)
The OWP is a required form approved by the Office of Management and Budget (OMB) that serves as a blueprint for project implementation. The OWP form and its instructions are available in the FOA's Grant Application Package at www.grants.gov and on the Grants.gov Forms/SF-424 Family page at http://www.grants.gov/web/grants/forms/sf-424- family.html. The OWP form and its instructions are also available at http://www.acf.hhs.gov/programs/ana/resource/objective-work-plan.
Applicants are encouraged to use the OWP form on Grants.gov.
See Section IV.2. Content and Form of Application Submission, The Project Description for additional information.
KEY PROJECT FEATURES
Community-Based Strategy: ANA emphasizes projects that are designed around community-based priorities for self-sufficiency; therefore successful applications must address a community-based strategy for implementation and sustainability of project goals, measurable outcomes and objectives. See Section IV.2. Content and Form of Application Submission, The Project Description for additional information.
Key Personnel: It is vital to the success of any project that key personnel are qualified and available. Successful applications must fully plan for project staffing, including recruitment, retention, and contingencies for key staff positions.
If known at the time of submission, applications must identify who will be the Principal Investigator/Project Director (PI/PD) and Authorized Organizational Representative (AOR) for the project. Responsibilities for monitoring progress and maintaining oversight of program reporting, staff, and partners must be assigned to one of these two positions, and the separation of these duties must be identified. In addition, the AOR will have official signing responsibility for the grant. (See Definitions in Appendix B for PI/PD, and AOR) The applicant should also identify who is responsible for the financial administration of the project. The AOR and PI/PD cannot be the same person.
If a permanent PI/PD, or AOR, is unknown, the applicant must identify who will take on these roles until the position is filled, and demonstrate that the temporary candidate(s) are available to commit the time necessary for project implementation. The applicant also must provide a timeline and plan for filling both roles with permanent personnel.
If, during the course of the project, there is a change of personnel for the PI/PD and/or AOR, the applicant shall notify ANA of the change of leadership.
See Section IV.2. Content and Form of Application Submission, The Project Description for additional information.
ANA ADMINISTRATIVE POLICIES
Prioritized Funding for Community-Based Native American Organizations
ANA reserves the right to prioritize funding to community-based Native American organizations serving their local communities and populations. Applications from non-local, national, and regional organizations that propose projects to serve multiple communities, or to be performed in a different geographic location, must clearly demonstrate that the need for the project was originated by each community being served, and that the community and/or tribal government supports the proposed project. They must also describe how each community was selected, identify and describe the intended beneficiaries, demonstrate community involvement in the development of the project, and discuss a community-based delivery strategy for the project. The proposed project goals, objectives, and outcomes must address goals of the community being served. National and regional organizations must describe their membership, and define how the organization operates. The type of community to be served will determine the type of documentation necessary to support the project.
Required Grantee Travel and Attendance at Post-Award Meetings
Grantees will be required to have two individuals working directly on the project to attend Post Award Training during the first year of their award and attend an annual ANA Grantee Meeting during each year of their ANA award. Please refer to Section IV.2. Content and Form of Application Submission, The Project Description, and The Project Budget and Budget Justification, and the Appendix A, Suggested Travel Costs for more information on how to include this in the budget.
Limitation on the Number of Awards Under a Single CFDA Number
Grantees can have only one active grant per Catalog of Federal Domestic Assistance (CFDA) number.(See CFDA definition located in Appendix B, Definitions and Section III.3. Eligibility Information, Other).
Limitation on the Number of Awards Based on Two Consecutive Funding Cycles
ANA will maximize the reach of its limited funding. Therefore, applicants that have implemented at least two consecutive projects within one CFDA number may not be funded for a third consecutive project within the same CFDA number if other applicants who have not received ANA funding in the past 3 years are within the scoring range to be funded. Project implementation periods include newly awarded first year project periods, Non Competing Continuations (NCC) periods, and No Cost Extensions (NCE) periods. See Section V.2. Review and Selection Process, ANA Internal Review of Proposed Projects for additional information.
Compliance with Background Checks and Applicable Child Safety Laws
All recipients are expected to comply with applicable federal, tribal, and state law with respect to criminal history record checks and clearance through child abuse and neglect and sex offender registries.
Conflict of Interest Standards
Under 45 CFR §75.112, the Department of Health and Human Services (HHS) awarding agencies must establish conflict of interest policies for federal awards. The non-federal entity must disclose in writing any potential conflict of interest to the respective HHS awarding agency or pass-through entity in accordance with 45 CFR §75.112 (a)(1)-(a)(3) and other subsequent applicable HHS awarding agency's policy.
It is longstanding ANA policy to preclude members of governing body of grantee organizations from paid employment under an ANA-funded project in order to preserve the independence and impartiality of governing body members and avoid conflicts of interest. The regulations provide for an exception under 45 CFR §1336.50 (f), which permits the Chief Executive of the grantee to serve as project staff with the salary and expenses of the Office of Chief Executive allowable costs under the ANA grant provided such costs are directly related to the project and do not include the costs of general government. A grantee must request prior approval from ANA for such an exemption.
Under Section 811 of NAPA, ANA is required to provide an evaluation of funded projects including evaluations that describe and measure the success of such projects, their effectiveness in achieving stated goals, and their structure and mechanism for delivery of services. ANA currently undertakes a federally sponsored evaluation strategy to assess the effectiveness and success of approved projects. The on-going federal evaluation strategy will include review of grantee-level documentation including, but not limited to, Objective Progress Reports (OPR) and the Annual Data Report (ADR). In accepting a grant award, all grantees agree to participate fully in the federal evaluation if selected, and to follow all evaluation protocols established by ANA or its designee contractor(s).
Currently, federal project evaluations culminate in end-of-project site visits from ANA during which evaluators utilize structured interview tools. The information covered during such site visits follows up on information provided in the grantee’s initial grant application, and require outcomes to be tracked by project staff through the OPR and ADR throughout the project period.
Pre-Application Teleconferences or Webinars
ANA may conduct a pre-application teleconference or webinar about our annual FOAs. If scheduled, the date, time, registration, and call-in information will be available on ACF’s ANA website at http://www.acf.hhs.gov/ana. Pre-application teleconference or webinar materials may be accessed on the same website.
Joining and participating in the teleconference or webinar is voluntary. Only the information provided in this FOA will be presented. No question and answer period will be offered during the session. Participants will remain anonymous. Opting not to participate in the webinar will not affect eligibility, application scoring, or the selection process. Applicants unable to attend can access the recording and transcript on the ANA website after the teleconference or webinar has concluded
Program-specific terms and concepts described in this FOA are found in Appendix B. Definitions.