Opportunity Information: Apply for HRSA 10 121
Apply for HRSA 10 121
- The Health Resources and Services Administration in the health sector is offering a public funding opportunity titled "AIDS Education and Training Center (AETC) National Center for Expansion of HIV Care in Minority Communities Building Capacity in Community Health Centers" and is now available to receive applicants.
- Interested and eligible applicants and submit their applications by referencing the CFDA number(s): 93.145 AIDS Education and Training Centers.
- This funding opportunity was created on Mar 17, 2010 and posted on Mar 16, 2010.
- Applicants must submit their applications by May 12, 2010. (Agency may still review applications by suitable applicants for the remaining/unused allocated funding in 2026.)
- The funding agency has allocated a total of $3,000,000.00 to eligible and selected applicants.
- The number of recipients for this funding is limited to 1 candidate(s).
- Eligible applicants include: Others (see text field entitled Additional Information on Eligibility for clarification).
- The eligible entities include public and nonprofit, private entities (including faith based and community based organizations) and schools and academic health science centers involved in addressing HIV/AIDS related issues on a national scope are eligible to apply. Applicants must have a minimum four year history of developing and disseminating informational materials, providing capacity building assistance to HIV/AIDS related organizations and constituencies on a national level. The scope of work for this cooperative agreement must also be proposed for a national level. Applications that exceed the ceiling amount of 3.0 million will be considered non responsive and will not be considered for funding under this announcement. Any application that fails to satisfy the deadline requirements referenced in Section IV.3 will be deemed non responsive and will not be considered for funding under this announcement
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Opportunity Summary:
The AIDS Education and Training Center (AETC) National Center for Expansion of HIV Care in Minority Communities: Building Capacity in Community Health Centers (HRSA-10-121) was a Health Resources and Services Administration (HRSA) discretionary funding opportunity offered as a cooperative agreement to support a national-scale effort to expand HIV primary care capacity in community health centers (CHCs) that did not receive Ryan White direct services funding. The core purpose was to strengthen the ability of these safety-net primary care providers to deliver culturally competent, compassionate, high-quality HIV care and treatment to racial and ethnic minority communities, especially in places where unmet need was well documented. The project was positioned as a major HIV/AIDS Bureau initiative to reach beyond the traditional Ryan White-funded network and respond to the changing realities of HIV care in communities of color, while also building on prior Minority AIDS Initiative (MAI) work by incorporating it into AETC training and technical assistance structures.
The award was intended for one national entity capable of designing and operating a comprehensive capacity-building program for CHCs, with an expectation that the program would provide deeper, more sustained assistance than standard training alone. The announcement proposed assisting 30 community health centers during FY 2010, prioritizing centers located in medically underserved areas that could show both a prevailing unmet need for HIV services and a track record of serving as primary care providers for racial and ethnic minorities living with HIV/AIDS. Rather than funding direct patient care, the emphasis was on organizational development and clinical workforce readiness so CHCs could integrate HIV services into routine primary care operations and expand access to life-extending and life-saving treatment.
A central feature of the opportunity was a structured set of required activities that moved from identification of high-need sites through diagnosis, intervention, long-term support, and evaluation. Required elements included outreach to Ryan White Part A and Part B grantees to assess unmet need and identify CHCs that should be targeted for capacity building; conducting an organizational diagnosis to determine each CHC's readiness, gaps, and operational barriers to delivering HIV care; and completing at least one on-site technical assistance visit or intervention. Beyond these initial steps, the awardee was expected to deliver an intensive capacity-building assistance package lasting at least 12 months, reflecting the understanding that sustainable HIV service integration requires more than short trainings and often involves workflow redesign, staffing and role development, clinical protocols, referral relationships, quality improvement systems, and supportive service linkages.
The program also required a "twinning" or mentoring approach. Under this model, CHCs that had previously been non-funded but later became Ryan White-funded would serve as mentors, coaching the targeted CHCs through the practical, step-by-step process of developing HIV capacity. This peer-mentor structure was meant to accelerate learning by pairing organizations facing similar constraints and realities, and to provide realistic, experience-based guidance on implementation challenges such as building an HIV clinical team, establishing lab and pharmacy processes, coordinating case management and retention activities, and maintaining patient-centered, stigma-sensitive care practices.
Partnership expectations were explicit and broad, reflecting a national coordination role. The awardee was expected to work with Part F Regional AIDS Education and Training Centers and the National Minority AIDS Education and Training Center to deliver clinical education and cultural competency training. In addition, the opportunity called for collaboration with primary care infrastructure organizations such as the National Association of Community Health Centers and state or regional primary care associations. These partnerships were intended to connect HIV expertise with the operational and policy context of CHCs, ensuring that training and technical assistance could be adapted to typical CHC governance, reporting requirements, staffing patterns, and community-facing service models.
Another required component was the exploration and support of different models for integrating HIV care into CHCs, recognizing that one structure would not fit every local market or patient population. The announcement anticipated models such as a primary care medical home that provides general medical care while referring patients to HIV specialty providers for HIV-specific management, as well as models where the CHC serves as the medical home for both primary care and HIV care. It also contemplated hybrid approaches that involve referral to another organization while maintaining coordinated medical home functions. This focus on integration models underscored the program's intent to expand access in ways that were feasible for each CHC and that aligned with local specialist availability, payer mix, workforce capacity, and patient preference.
Evaluation was framed around whether providing HIV-focused capacity-building assistance to CHCs resulted in measurable improvements in access and care delivery. Specifically, the project was to assess improvements in the quantity of HIV primary care (such as creation of new services or expansion of existing capacity), the types of services available (for example, broader clinical offerings and supportive components that enable engagement in care), and the overall quality of care delivered to people living with HIV/AIDS. In practice, this implies attention to outcomes that reflect both implementation progress and patient-level impact, such as strengthened clinical systems, expanded provider competence, and better service availability for communities disproportionately affected by HIV.
From an administrative standpoint, this was a single expected award with an estimated total funding level of $3,000,000, with no cost sharing or matching requirement. Applications above the $3.0 million ceiling would be deemed non-responsive. Eligible applicants included public and nonprofit private entities (including faith-based and community-based organizations) as well as schools and academic health science centers, provided they operated at a national scope and had at least four years of experience developing and disseminating informational materials and delivering national-level capacity building assistance related to HIV/AIDS. The opportunity was posted March 16, 2010, with an application closing date of May 12, 2010, under CFDA 93.145 (AIDS Education and Training Centers), and was later archived in 2013.
Frequently Asked Questions (FAQs)
What is the AETC National Center for Expansion of HIV Care in Minority Communities: Building Capacity in Community Health Centers (HRSA-10-121)?
HRSA-10-121 was a Health Resources and Services Administration (HRSA) discretionary funding opportunity offered as a cooperative agreement to support a national-scale effort to expand HIV primary care capacity in community health centers (CHCs) that did not receive Ryan White direct services funding. It was framed as a major HIV/AIDS Bureau initiative intended to strengthen HIV care delivery for racial and ethnic minority communities, especially where unmet need was well documented.
What was the main purpose of this cooperative agreement?
The core purpose was to build and strengthen the capacity of safety-net primary care providers (CHCs) to deliver culturally competent, compassionate, high-quality HIV care and treatment to racial and ethnic minority communities. The project emphasized helping CHCs integrate HIV services into routine primary care operations and expand access to life-extending and life-saving treatment.
Was this funding meant to pay for direct patient care services?
No. The opportunity emphasized organizational development and clinical workforce readiness rather than funding direct patient care. The intent was to prepare and support CHCs so they could build sustainable HIV care capacity within their existing primary care setting.
How many awards were expected under this opportunity?
This opportunity anticipated a single expected award to one national entity capable of designing and operating a comprehensive, national capacity-building program for CHCs.
What was the total estimated funding amount and the maximum award ceiling?
The estimated total funding level was $3,000,000. Applications requesting more than the $3.0 million ceiling would be considered non-responsive.
Was cost sharing or matching required?
No. The announcement stated there was no cost sharing or matching requirement.
Who was eligible to apply?
Eligible applicants included public and nonprofit private entities (including faith-based and community-based organizations) as well as schools and academic health science centers. The applicant needed to operate at a national scope and have at least four years of experience developing and disseminating informational materials and delivering national-level capacity building assistance related to HIV/AIDS.
Did applicants need national-level experience and capacity?
Yes. The opportunity was intended for one national entity, and eligibility requirements included operating at a national scope and having at least four years of relevant national-level capacity-building experience related to HIV/AIDS.
What types of community health centers were the focus of this program?
The focus was on CHCs that did not receive Ryan White direct services funding, particularly those located in medically underserved areas that could demonstrate both a prevailing unmet need for HIV services and a track record of serving as primary care providers for racial and ethnic minorities living with HIV/AIDS.
How many community health centers were expected to be assisted?
The announcement proposed assisting 30 community health centers during FY 2010.
How were CHCs expected to be identified for capacity-building support?
The required approach included outreach to Ryan White Part A and Part B grantees to assess unmet need and identify CHCs that should be targeted for capacity-building assistance.
What were the required program activities for the awardee?
Required elements included: outreach to Ryan White Part A and Part B grantees to assess unmet need and identify CHCs; conducting an organizational diagnosis to determine each CHC's readiness, gaps, and operational barriers to delivering HIV care; completing at least one on-site technical assistance visit or intervention; and providing an intensive capacity-building assistance package lasting at least 12 months.
What is meant by an "organizational diagnosis" for a community health center?
In this opportunity, an organizational diagnosis referred to an assessment process used to determine a CHC's readiness to deliver HIV care, identify gaps, and understand operational barriers that could prevent effective integration of HIV services into routine primary care.
Were on-site visits required as part of technical assistance?
Yes. The required elements included completing at least one on-site technical assistance visit or intervention.
How long was the capacity-building assistance expected to last for each CHC?
The opportunity required an intensive capacity-building assistance package lasting at least 12 months, reflecting the expectation that sustainable HIV service integration generally requires more than brief training events.
Why did the program emphasize assistance beyond standard training?
The announcement anticipated deeper, sustained support because building HIV capacity in CHCs can require workflow redesign, staffing and role development, clinical protocols, referral relationships, quality improvement systems, and linkages to supportive services, not just stand-alone trainings.
What is the "twinning" or mentoring approach described in the opportunity?
The twinning approach was a peer-mentor model where CHCs that had previously been non-funded but later became Ryan White-funded would serve as mentors. These mentor CHCs would coach targeted CHCs through practical steps to develop HIV capacity, with the goal of accelerating learning through real-world, experience-based guidance.
What kinds of implementation topics were mentors expected to help with under the twinning model?
The mentoring concept was meant to support practical challenges such as building an HIV clinical team, establishing lab and pharmacy processes, coordinating case management and retention activities, and maintaining patient-centered, stigma-sensitive care practices.
What partnerships were expected as part of the national program?
The awardee was expected to work with Part F Regional AIDS Education and Training Centers and the National Minority AIDS Education and Training Center to deliver clinical education and cultural competency training. Collaboration was also expected with primary care infrastructure organizations such as the National Association of Community Health Centers and state or regional primary care associations.
Why were partnerships with primary care associations and CHC infrastructure organizations emphasized?
These partnerships were intended to connect HIV clinical expertise with the operational and policy context of CHCs so that training and technical assistance could be adapted to typical CHC governance, reporting requirements, staffing patterns, and community-facing service models.
Did the opportunity require exploring different models for integrating HIV care into CHCs?
Yes. A required component was exploring and supporting different integration models, recognizing that one structure would not fit every local market or patient population.
What integration models were contemplated for HIV care in community health centers?
The announcement anticipated models such as: a primary care medical home that provides general medical care while referring patients to HIV specialty providers for HIV-specific management; models where the CHC serves as the medical home for both primary care and HIV care; and hybrid approaches that involve referral to another organization while maintaining coordinated medical home functions.
What was the evaluation focus for this project?
Evaluation was framed around whether HIV-focused capacity-building assistance led to measurable improvements in access and care delivery, including improvements in the quantity of HIV primary care (such as creation of new services or expanded capacity), the types of services available, and the overall quality of care delivered to people living with HIV/AIDS.
How did this initiative relate to the Ryan White program?
The initiative was designed to reach beyond the traditional Ryan White-funded network by strengthening HIV care capacity in CHCs that did not receive Ryan White direct services funding, while coordinating with Ryan White Part A and Part B grantees to assess unmet need and identify CHCs for support.
How did this opportunity build on the Minority AIDS Initiative (MAI)?
The project built on prior MAI work by incorporating it into AETC training and technical assistance structures, with an emphasis on improving HIV care capacity and cultural competency in communities of color.
What was the timeline for the funding opportunity (posting and closing dates)?
The opportunity was posted on March 16, 2010, and the application closing date was May 12, 2010.
What CFDA number was associated with this opportunity?
The CFDA number listed for this opportunity was 93.145 (AIDS Education and Training Centers).
Is this funding opportunity still active?
No. The opportunity was later archived in 2013.
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