Pre-application Webinar for Emergency Department Alternatives to Opioids Program NOFO TI-26-018

Hello, everybody, and welcome to the Emergency Department Alternatives to Opioids Program, or the short title is ED-Alt. This is Opportunity TI-26-018. And this is the pre-application webinar to present details and information about this NOFO opportunity, and to be able to walk prospective applicants through what are some of the expectations in regards to this grant funding. So, before we begin, I'd like to provide some introductions. So, first and foremost, I'm introducing myself. My name is Belinda Greenfield. Thank you so much, Milton. So, what we're going to do today is I will be beginning the first part of the webinar, and then Milton will be concluding it in regards to fiscal and application-related issues. So, here are the different agenda items that we will be covering today. We'll be talking about funding. We will be talking about key personnel expectations as well as program purpose. What are some of the required activities and the specific allowable activities that are represented in the NOFO? Who is eligible to be able to apply? We'll be covering data collection, performance measurement, and performance assessment. We will be also discussing using evidence-based and evidence-informed practices, reporting and other requirements, application and format, merit review, and then specific deliverables in regards to application submission. So, in moving to the next slide, so, as I said, I'm going to be covering the programmatic elements for the next approximate half hour or so. So, moving along, funding details. So, this is a grant funding. The estimated total available funding is $6 million. That is comprised of 12 awards. So, 12 applicants will be the ones that will be chosen based on the merit of the application review process for this funding opportunity. Each award amount is up to $500,000 per year per award. So, again, $500,000 for each of the three years, which is the length of the project period. The application deadline is July 27th. The expected start date is September 30th of 2026. We've provided to you the authorizing statute. It's not statue. It's statute. And there is no cost sharing or match required in regards to this funding opportunity. So, let's talk a little bit about program purpose. So, the program purpose is to establish and implement practices which will help your organization develop alternatives to pharmacologic opioid interventions, reducing the potential harmful consequences of opioid use for pain in hospitals and emergency departments or EDs, and in turn, promoting safer pain treatment and reducing the risk of future opioid misuse and possible opioid overdose. So, really, the idea is to reduce the use of opioid prescribing and availability for pain in emergency department settings by being able to utilize and integrate alternative therapies, but while at the same time identifying and addressing OUD and preventing overdose. Further, the program purpose speaks to the intent to and wishing to support early identification of OUD or opioid use disorder, as well as timely intervention and referral for OUD treatment. So, the expectations, there's a large list that you see in front of you. Develop and implement person-centered care approaches, collecting data, analyzing pain conditions and treatment strategies, providing practitioners with training on medications for treating OUD or MOUD, providing practitioner and ED personnel training on the use of opioids and alternatives to opioids in treating pain, we want applicants to develop and or enhance the use of alternatives in pain treatment, disseminating information on those alternatives to the public where applicable. We want to be able to have the funding utilized to support MOUD training, as well as technical assistance resources. You will need to be able to integrate when you are choosing medication and intervention alternatives to secure SAMHSA approval in the use of opioid pain medication, as well as coordinating care with external organizations to ensure treatment continuity. And lastly, in regards to program purpose, we are asking applicants that they need to must align with SAMHSA strategic priorities. I'll share those strategic priorities later on in the presentation. As well as being able to not support the harm reduction, which is outlined in SAMHSA's Dear Colleague letter on harm reduction. And basically, the next bullet speaks to that these awards, which are discretionary awards, shall not be used to fund, promote, encourage, subsidize, or facilitate racial preferences or other forms of racial discrimination by the recipient, and including activities where race or intentional proxies for race will be used as selection criteria for employment or program participation. And there's other aspects in regards to illegal immigration or any other initiatives that compromise public safety or promote anti-American values. If an application does not align, the application will not receive funding. So, being very purposeful in referencing where applicable the strategic priorities, ensuring compliance with the SAMHSA's Dear Colleague letter, as well as this specific bullet are important in considering your preparation for your application. So, the program goals. We kind of spoke about this earlier. This is kind of a little bit of a reformatting of the same. But the idea and intention is reducing reliance on opioid medication for pain management in ED and hospital settings. We want to increase evidence-based non-opioid pain management alternatives. We want to lower the risk of future opioid misuse among patients treated for pain. We want to be able to support and see earlier identification of opioid use disorder in individuals that are presenting for pain in your emergency departments. And we want to improve intervention and linkage to care for patients with identified OUD. We also want to be able to have the program expand practitioner capacity to deliver medications for opioid use disorder or, again, MOUD. And we want to be able to see increased training in buprenorphine prescribing capability, improve the quality and consistency of pain management practices across the ED settings that are participating in this NOFO funding, seeking to improve patient outcomes, including better pain control, reduced unnecessary opioid prescribing, as well as stronger care coordination and referral pathways, those pathways between emergency departments and community-based services. And we also just in general want to be able to strengthen the emergency department workforce knowledge on these alternatives, on safe opioid prescribing, on OUD screening, as well as the use and integration of FDA-approved medications for opioid use disorder in your emergency department settings. So switching gears a little bit, this focuses on what are considered key personnel in this grant funding opportunity. So the specific key personnel that is a requirement for the ED UALT program is a project director. This specifies what are the expectations of the project director or PD essentially overseeing the grant, ensuring all goals are met, all reports are filed on time, those reports to SAMHSA, as well as whatever alternative mechanisms and tracking mechanisms you may be putting in place within your organization and ensuring that all rules are followed, providing guidance to enhance the evaluation, quality improvement, as well as performance measurements of the project, ensuring that the training content and curriculum design that is being incorporated in regards to the alternatives to pain management and the MOUD or OUD training is evidence-based and meets the needs of learning with disparate learning styles. And in this particular key personnel item, the level of effort is 1.0 full-time equivalent or FTE. Other expectations and requirements and compliance obligations, this more speaks to the idea of participating in meetings that will be held with SAMHSA staff in regards to program monitoring. If you were awarded this grant funding, the person hired will be selected and should be selected based on merit and qualifications and executive orders strictly prohibiting use of demographics to give preference in hiring or not to be incorporated in the choosing of key personnel. And of course, ensuring key personnel have the skills, the time, and commitment to meet the expectations of the grant. And as well, if awarded funding, the approved key personnel will be identified on the notice of award or NOA, as we call it. And changes to any key personnel do require written prior approval from SAMHSA. That may include either replacing, removing, or reducing any key personnel level of effort by 25 percent or more. Although, again, this is all post-funding, but these are aspects of key personnel that should be on your radar as you're looking to prepare for your application. So next, we're going to be going through a bunch of different slides. This is listing all the different required activities. So when it states required activity, it means all of this must be done. It's not a portion of which. All of these required activities are expected and required as part of this funding. So we're going to move through the varying required activities so that, you know, to highlight and be able to explain them in some detail. So first and foremost, recipients are expected to begin providing services within four months of receiving the award. That means you have to be up and running within that first four-month period. So the expectation is that you're really working diligently on implementation in the initial four months post-receiving the award. Second, integrating person-centered care approaches, being able to, you know, ensure that they are collaborative, recovery-oriented, tailored to recipient strengths, goals, and preferences rather than driven solely by a provider-driven system. That's an expectation of this grant. Another required activity is data collection and analysis of pain conditions and treatment strategies. So the intent should be that grant recipients are identifying which specific pain conditions are most frequent and directing those strategies to address those conditions. So some type of focus in regards to specific pain conditions would be an expectation, and then accordingly data collection and analysis of these pain conditions as well as the treatment strategies you employed would be integrated. Practitioner training on MOUD, Medications for Opioid Use Disorder, is another required activity, and here it's speaking to training ED practitioners on how to screen for opioid use disorder as well as other SUDs or substance use disorders, and that screening should be done using standardized and validated screening tools and incorporating the use of SBIRT, which is Screening Brief Intervention and Referral to Treatment, or any other evidence-based practice protocol that you may want to identify in order to standardize this process needs to be done. As well, training of ED practitioners on the use of medications to treat OUD. So those are the FDA-approved medications and how you are going to be successfully incorporating MOUD during the ED treatment experience for people that are coming into your emergency departments, specifically with a focus on buprenorphine prescribing, but also potential access to methadone. This activity is to ensure treatment is available for people with OUD who may be identified through screening and need treatment for pain and OUD in your ED setting. Other required activities. The next one, practitioner and ED personnel training on use of opioids and alternatives to opioids in treating pain. So the idea for this is training practitioners as well as other ED personnel on the protocols or best practices related to the use of opioid prescribing, evidence-based opioid prescribing practices, risk mitigation with opioid prescribing, as well as alternatives to opioids for pain management in the ED setting. Developing and enhancing use of alternatives in treating pain. So the idea is developing and integrating new or enhanced existing strategies to provide alternatives to opioid prescribing in the ED setting is this expectation. Alternatives must include non-pharmacological interventions alone or in combination with non-opioid pharmacological interventions. So either the combination of pharmacological and non-pharmacological or exclusively non-pharmacological would be a required activity of this grant funding. And some of the strategies are team-based care, including conducting comprehensive physical examinations to accurately describe the medical condition and the pain experienced by the individual, being able to examine for the presence of co-occurring mental and or substance use disorders, as well as supporting appropriate laboratory studies to assist in the diagnosis and identification of current opioid medication and other substance use. Next, oh, excuse me, this is continuing, sorry. Developing and or enhancing the use of alternatives in treating pain. Some other specific key elements, looking at that, the resources must be initiated in the ED setting with referral made for continued treatment in other organizational settings, such as primary care, specialty pain management, that offers this alternative to opioid therapy so that there's continuity. It's not just what happens in the ED setting, but that there's basically that warm handoff for the individual to be able to continue those alternative treatments for pain on the outside. This may include identification of a specific patient population focus, could be pediatric, could be geriatric, or specific medical conditions, such as patients with pain that may be associated with sickle cell or other chronic painful medical conditions, or for an example, pregnant and postpartum women. So that's something to be able to think about as you're developing your application, and what is it that you're looking to use these funds specifically for. If focusing on a specific patient population, programs must ensure that efforts to reduce opioid use do not result in the undertreatment of pain in populations that have historically faced barriers to adequate pain management is going to be important as part of this required activity. As well as non-opioid pharmacological alternatives for pain management must be identified and implemented according to evidence-based protocols. Multimodal pain management approaches combining pharmacological with non-pharmacological interventions do permit greater flexibility in addressing pain as compared to a single modality approach based on pain management research and the varying experiences of private prior ED grantees. Some alternatives include physical therapy, psychosocial interventions, as well as other evidence-based interventions. Next required activity is the dissemination of use of opioid pain alternatives work to the public. So, the idea of being able to catalog best practices that have been developed in the use of opioid pain alternatives, ensuring the strategies are shared across the project portfolio, as well as with the healthcare field at large, would be a required activity. Next required activity is the use of SAMHSA-funded MOUD training and technical assistance resources. We basically want you to take advantage of the infrastructure that SAMHSA already possesses in regards to different training and technical assistance, or TTA, resources that are out there. So, here's a couple of examples. We have technology transfer centers, the Opioid Response Network, or ORN, PCSS, TA centers, which are the provider's clinical support system. All of these are available to educate and train staff on integrating the effective use of MOUD and could be used specifically in the integration in an ED setting. SAMHSA approval of all medication and intervention alternatives. I referenced this earlier. This is a required activity, the expectation being that you will be submitting the proposed medications and your intervention techniques to your SAMHSA government project officer or GPO for review and approval by the Office of the Chief Medical Officer. So, you're proposing whatever your strategy is, but please note that if you're funded, the idea would be is that you would be formally submitting your proposed medication intervention techniques to the GPO for review and for approval as part of your setting up your program during those initial four months post-funding. Next required activity, care coordination with external organizations to ensure treatment continuity. Again, kind of referenced earlier, but this gives more clarity in regards to being able to increase, improve, strengthen, and evaluate those partnerships that the emergency department has with community-based organizations, faith-based organizations, or government agencies, businesses, educational institutions, and any other organizations that would be helpful in meeting patient needs in relation to managing pain, as well as MOUD continuity after an ED visit has taken place. Developing a sustainability plan, how are you going to continue this post-funding? So, if the funding is for a three-year period, being able to integrate and have a sustainability plan for how is this going to continue becomes part and a required activity of this grant funding. So, next, we're going to talk a little bit about what are allowable activities. So, allowable activities, these are suggestions. And any allowable activity, though, if you have something that isn't on this list, please note that this would be something that your GPO would need to review in conjunction with GMS from a fiscal standpoint to be able to make sure it would be considered allowable. But we've provided some examples in regards to allowable activities. So, one is hiring and training peer support specialists, case managers, health promotion advocates to be able to support some of the ED-based interventions and operations that you are putting in place in the emergency department, as well as in relation to post-ED follow-up. So, and there's a couple of different roles that are provided as examples. Being able to extend EDO implementation and or staff training to other hospital departments within your organization. That could be another allowable activity. Addressing patient social factors, which affect health. It could be housing-related, food access, transportation barriers, which are causes for interference in the patients being able to continue their care and attendance of alternatives to opioid pain management after the ED visit has taken place. Other allowable activities. Developing and or enhancing your existing data collection and analysis platforms that would be there to support the ED-OLD project. Establishing new or modifications for existing order sets that would identify patients who are being considered for alternatives to opioid pain management in your ED setting. Developing outreach referral pathways that reach all community groups and conduct data collection activities, including administering pre- and post-surveys of both ED staff and or patients is also an allowable activity. As well as considering the communities that will be affected by the project and engaging them in the overall program planning. So, if you are interested in being able to integrate where the ED setting, the community that it's housed in, if there's practicality and logic in doing so, integrating them in their design phase, use of consultation and developing programs and consultation with communities benefiting from or impacted by the ED-OLD project, or considering available data, evidence, and evaluation results from past programs to make every effort to extend eligibility requirements to all potential applicants is also an allowable activity. In addition, conducting on-site or by referral screening and testing for infectious diseases associated with SUD. We provide a couple of different examples in regards to those screening and testing for infectious disease and specific expectations. And if you're doing this as an allowable activity and examples of which that could be considered and would be allowable under this grant funding. So, next, eligibility. This specifically references what is the eligibility expectation. So, eligibility is statutorily limited to hospitals and emergency departments, which include freestanding EDs and rural emergency hospitals or REHs. Per statutory language, priority consideration will be given to applicants who are not from the following states. That's Arkansas, California, Indiana, Massachusetts, New Jersey, New York, North Carolina, and Ohio. So, we are really looking to seek geographic distribution, and we'd like to be able to focus and we will be providing priority consideration for applicants that are not located in those states. As well as, please note, recipients who have received ED-OLD funding in fiscal year 2024 under NOFO TI-23010 are not eligible for this funding opportunity. And just a notation that if you are a nonprofit organization, you must provide documentation of your nonprofit status in Attachment 8 of the application. Next, we're going to talk a little bit about data collection, performance measurement, and performance assessment. So, this is specifically important for applicants to understand. There is an ED-OLD data collection report tool, which is an approved U.S. Office of Management and Budget, or OMB, form that is used for the collection of data and reporting to SAMHSA. So, it's an Excel spreadsheet. It includes five different data categories, and you see the five different categories listed right here on the slide. And the data is collected quarterly by the applicant or recipient and reported to SAMHSA semi-annually as well as annually. So, again, the data is collected on a quarterly basis, but you report out to SAMHSA semi-annually and annually on all the data that's collected. This is basically explaining the process. The data collection report is uploaded into SPARS, which is SAMHSA's performance, accountability, and reporting system. And these are the different quarters that are identified specific to quarter one through quarter four and the different timeframes. And the collection of this data enables SAMHSA to report on key outcome measures relating to the program. So, there's varying data points. We've shared a couple of them in the NOFO. So, for instance, number of practitioners trained on non-opioid therapies, number of patients who received non-opioid therapies, number of practitioners trained in opioid use disorder, OUD, as well as data on patients who received prescriptions for opioids after alternative pain management protocols and treatments were utilized. So, we're really trying to get a sense of the patients themselves, what their patient experiences have been in relation to the use of alternatives to pain management to be able to measure your performance and your success. And these are the measures that you would be reporting to SAMHSA on. All performance measurement data that is collected by you and reported to us, to SAMHSA, will be used to demonstrate how the key outcome measures are increasing access to behavioral health services, retention and treatment service use, and outcomes nationally. So, that's why this is really important for us and, you know, wanting to be able to highlight that for you today. And again, this is referenced in the NOFA. Reporting requirements. So, this specifies, again, frequency. So, each of the three years, we expect semi-annual as well as annual programmatic progress reports. Here are the different due dates that you see here. One mention is the annual programmatic progress report, which, as you can see here, is due within 90 days of the end of each budget period. However, in year three, we do not expect that to be submitted for the last budget period because there will be a final progress report that will be due 120 days after the end of the project period and will be expected to be accumulative and include all activities during the entire project period. So, those are the reporting requirements, specifically the cadence and the different reports that are expected to be submitted by the grant recipient. In addition, this is in relation to the EDL data collection report and the different aspects related to the programmatic progress report section of the report itself. And this kind of lists the information that we expect you to discuss, which is kind of the narrative portion of the EDL data collection report. We want to be able to have you speak on updates on key personnel, progress in achieving goals, progress in implementing all of the required activities, which may include accomplishments, challenges, and barriers, and any of the other things that are expected in the data collection report as it relates to the narrative are shared in this slide. Performance assessment is the next topic. Just being able to make sure that you do understand that the data that you share with us, it allows us to help in measuring success and progress, not only of your specific project, but across all of the 12 funded projects of EDL for this funding cycle. So, being able to clarify for you, do refer to reporting requirements and the hyperlink available to you for information on submitting these reports if you want to do a little bit of a deeper dive, and then this also is a helpful bullet, the last bullet at the bottom of the slide, speaking to us providing assistance to you in developing goals and measurable objectives, as well as developing the plan for data collection and performance measurement that may be helpful for you in thinking about the reporting section and those expectations of the grant application. We do expect you to use evidence-based and evidence-informed practices, so this slide speaks to that expectation. There's a grants glossary that we provide some information for that may be helpful because in Section C of the project narrative, you must identify the EBP or evidence-based practice and or the evidence-informed practice or EIP that will be used. You need to be able to demonstrate that these are evidence-based and you need to talk in C3 how you will ensure the fidelity of the practice that you are going to implement. There is a SAMHSA evidence-based practices resource center guide that may be helpful to you in identifying appropriate practices for both mental health and substance use prevention, treatment, and recovery support for your project. The next few slides are a little bit of a deep dive on the SAMHSA strategic priorities and other expectations. We just wanted to be able to put this in front of you so that you are aware of what these strategic priorities are so that you are in alignment with the administration's Make America Healthy Again commission. We want to make sure that you are aware of this. The next few slides, as I said, will be listing out these SAMHSA strategic priorities. I'm going to move quickly through this. You have the content in front of you, and this will be referenced. Excuse me, I should say this PowerPoint will be accessible to you for future reference on the webpage for this NOFO. Please do review it more closely. For time's sake, I'm just going to move through the main titles of the strategic priorities. The first one is evidence-based and outcome-focused practice. We want to make sure that it is evidence-based or evidence-informed. We want to make sure that the work that you do has program integrity and meets fiscal stewardship expectations. That means being applicable to any and all federal statutes, regulations, as well as award conditions, and that you do so with that intention to prevent waste, fraud, and abuse. The partnership and coordination aspect, this strategic priority speaks to that, you know, your commitment to coordinating with different entities. It could be law enforcement. It could be crisis services, any other community partners that are appropriate to your project. Treatment for serious mental illness and complex needs is another strategic priority. Crisis intervention and emergency services is the fifth strategic priority. And then recovery, sobriety, and self-sufficiency, as well as parental rights and family engagement are also strategic priorities. And the expectation that all projects are in compliance with these principles and objectives are a part of the expectations that we require of people, of projects that are using federal funds. Other expectations, I mentioned before the SAMHSA Dear Colleague letter, this is specific on MAT, or medication-assisted treatment, and being able to ensure compliance with that. So, this is, again, a repeat of that, but, you know, wanting to make sure that that is emphasized. And we want to ensure that, you know, continuation is evaluated on an individual basis and that you're taking into account consideration progress towards treatment goals, stability and treatment, recovery capital, and patient preference. Shared decision-making is important in relation to the use of medication. So, we want to make sure that that's an expectation that is understood by both applicants as well as then prospective grant recipients, and being able to comply with aspects that are aligned with effective use of MAT or the use of medications in treating opioid use disorder, which may include safe tapering, discontinuation, protocols, reviews for continuing treatment, that you're really doing things in a way that ensures that patients are knowledgeable about, they're educated about, and that they're able to access comprehensive substance use treatment and recovery support services, as well as that trainings are supporting the development of individualized comprehensive treatment plans with patients. That's another aspect of the project and an aspect of SAMHSA's work in ensuring that, you know, treatments, I mean, patients' treatments, individual circumstances, recovery, and preferences are integrated in all the work that you do. This slide speaks to recipient meetings and technical assistance and the fact that we, on the SAMHSA end, will be meeting with you. We will be meeting with you individually, as well as we will be holding virtual grant meetings of the entire cohort with some frequency, and the expectation is that as a grant recipient, you would be participating in those meetings. This is a visual on what is expected of the application as it relates to the project narrative. The project narrative is a 10-page narrative. These are the different sections, the point allocations, as well as approximately the page amounts. You are not bound to exactly these pages. As you can see, there are approximations, but please note it has to be 10 pages maximum. You cannot exceed 10 pages. Anything above 10 pages will not be reviewed as part of the application review process. The specific sections in regards to the project narrative, we've shared the page numbers in the NOFO that relates to each of the sections, so you can look more closely at what is going to be expected of you as you're preparing for and writing your application. The bottom table speaks to what is also a requirement in an application of indicating the number of unduplicated individuals that are going to be served with the award funds broken out by each of the three years, as well as summing up what that total will be, so that's important. This is the landing page of when you need to submit. Again, I informed you right at the beginning, July 27th is the due date. For electronic submissions, the due date is 1159 p.m., but if you are receiving an exemption from electronic submission, the due date, excuse me, the due time is 430 p.m. So you need to make sure, though, that your application submission passes all validation checks for both Grants.gov as well as ERA, and so this speaks to you will receive emails from both systems to confirm the application successfully passed validation checks or to notify you if there were errors that must be fixed before the application can be considered successfully submitted, so you need to be aware of that. This speaks to further information in regards to the validating process and feature, and definitely it is advised that organizations log into their ERA Commons account post-submission to confirm submission status as emails from each system could be misdirected to a recipient's junk mail folder and go unread, so do be wary of that. So this concludes my portion of this webinar presentation. So I'm going to hand over the reins to Milton, and he will share with you some additional information as it relates to the Division of Grants Management. Milton? Once again, good morning, everyone. My name is Dr. Blay once again, and I welcome those who joined the webinar session late. I will be addressing the budget section of this webinar. Next slide. This section addresses all the different subjects that we will be going through in order to help you and help you successfully with the preparation of the budget application process. We will address the application guide, application policy and regulations, factors affecting allowability of costs, budget narrative and justification, SF-424A, sample budget template, key personnel, funding limitations, restrictions, and I will end with these questions and technical support. Applying for a grant, SAMHSA has its challenges. Therefore, SAMHSA will provide you with the NOFO, which basically will guide you through the process, what needs to be done, and what the requirements are. Some of the requirements are the registration requirement, required attachment and budget preparation, applicable federal policies and irregularities, and the applicant should review all sections carefully to ensure that to be in compliance with the application process and the funding requirements. Next section, please. In this section, we are addressing the applicable policies and regulations and that will be guiding the budget section and the entire budget process. We have the authorizing statutes, the federal regulations, SAMHSA policy and the policy statement. The most important one that you will be looking at is the NOFO, Notice of Funding Opportunity, and I encourage everyone, please, before you start processing preparing your budget, please pay attention to the budget section of the NOFO. It is very important because every information that you need to prepare a successful budget is in the NOFO. Based on that, you will get the Notice of Award. The Notice of Award is actually a contract that if your application is accepted, that SAMHSA will give to you and acknowledging that you have been awarded to work on this program. The last one is the executive order and SAMHSA priorities. Next section, please. Estimate award amount. Funding limits and continuation. Annual funding limit is $500,000 per awardee. That means you cannot exceed this total amount. Based on your first year of the process, you can then receive a continuation of funding, which is based on the annual awards that are subject to availability of funding. Progress towards your project goals and objectives. Timely submission and required data and reports. Compliance with all award terms and conditions in alignment with SAMHSA, HHS, and drug administration priorities. Next section. SAMHSA budget template. We at SAMHSA encourage you to use the provided budget template. It makes it easier for us to actually navigate through the budget and basically addresses all the things that need to be addressed. I see that you are using the guidance that is provided in the NOFO. The access template, you can access the budget template through the link provided below. Submission requirements. Confirm the template. You should confirm the template to PDF format, which basically is the blue button on the top right-hand side of the budget when you finish your preparation of the budget. Additional resources that are provided within the budget template are the key features of the budget and the budget template, budget template user guide, and budget review checklist. Next section, please. The budget narrative and justification. The budget requirement and justification. Consistency across forms. Detailed budget must align with the SF-424A. Basically, what that means, your detailed budget summary total should actually match section B of the SF-424A summary total. Each budget category must match your budget detailed category. The SF-424 and consistent with the project narrative. The budget justification. The budget justification basically provides clear specific explanations for each cost, including how amounts were calculated. The cost principle allow cost must be reasonable, allowable, allocable, and necessary. The project period coverage, detailed budget, and justification for one year only. The budget summary includes future years and explains any charges from year one. Compliance requirements follow the NOVO funding restrictions. Next section, please. Affording common issues with the SF-424A. The SF-424A budget alignment requirement. Those that must match section D, the forecast needs, the forecasted cash needs, line 15 must equal section A budget summary, line 5, line 5 total D. The section B, the budget category, this section basically is a specification of all the budget category with the amount that are being charged to these budget sections. The project period alignment should align with the future funding priorities. Data entry guidance, enter year one budget in section D and future years in section E. Additional guidance, refer to the NOVO for program specific requirements. Next section. This is a sample of the SF-424A. The first section, section A, basically you have to state the, I think it's the category of the federal and the document, and then you'll go to section D where you will actually list the funding amount that you receive. Section B basically gives you an outline of the different budget category. If you utilize all these categories, all these categories, and summary total must match that of the budget that you will be submitting. And then you have that section, the section I, which is basically the total budget amount for this particular project period. Next section. Section C, basically you don't address that one unless you have matching funds. Section D, basically you will provide us with a quarterly breakdown of how you will be spending $500,000. That comes down to like $125,000 for each quarter. Section D, section E basically addresses the future funding periods. So these are for future fundings. I don't know, yeah, three future fundings it will be for this grant. So yeah, the first year basically it's going to be $500,000, and then the second and the third year will be $500,000. And then you have section C and E, F, basically that where you will list the direct and the total charge of the budget and the indirect costs. And those two numbers must match section B, line I and J from your SF-424. And also it must match with your submitted budget, indirect costs, and total costs, direct costs. Next section, please. Key personnel. The key personnel for this program is the project director. One has to mean that this person should be full-time on this program. Application and budget requirements include that you need to submit a resume, job description, and anything that goes that is required for this designated person. Also, the information of this individual must be listed in section F of the SF-424 because that is the field that will be telling us who this person is that is going to be the POC for this grant. And in field 4 of the SF-424, you have to go into ERA Commons to create a common ID for this person. That is a unique ID that basically gives the person the right to Next section, please. Indirect costs. Indirect cost rate agreement is very important and needs to be submitted if you don't have an indirect cost rate. SAMHSA is providing a de minimis rate, which is 50%, and a qualified total direct cost. And it should be stated in the budget that due to the fact that you do not have an approved indirect cost, you will be using the 15% de minimis rate. Next section, please. Funding restriction and limitation. I see that there's, I think, one. Food is an unallowable expense, so that is the one thing that you need to take into consideration. It doesn't matter what type of food it is. Food is not an unallowable cost. Recipient must comply with all applicable federal anti-discrimination laws materials of the government payment decision for purpose of 31 USC. The indirect cost rate may not exceed 80% of the proposed budget. Please take these things into consideration and keep them in mind when you are submitting your budget, because all these things will be checked. And if they are not compiled correctly, we will send the budget back to make sure that these things are in compliance with the funding restrictions and limitations. Next section, please. Funding restriction and limitation continues. Discretionary awards shall not be used to fund, promote, encourage, or subsidize or facilitate a racial preference or other forms of racial discrimination by recipients, including activities where race or intentional proxies for race will be used as a selection criteria for employment or program participation. Denial by the recipient of sex binary in humans or the belief that sex is a chosen or mutable characteristic, illegal immigration, or any other initiative that compromise public. Next section, please. And this is the end where you can reach out for any information or any questions that you may have that have not been provided throughout the process. Thank you and have a great day. Yes, have a great day, everyone. I hope this was helpful. Good luck in your application preparation and submission and have a great day and take care. Thank you. Okay.