Opportunity Information: Apply for HRSA 16 047
Apply for HRSA 16 047
- The HHS-HRSA in the health sector is offering a public funding opportunity titled "Early Comprehensive Childhood Systems Impact (ECCS Impact)" and is now available to receive applicants.
- Interested and eligible applicants and submit their applications by referencing the CFDA number(s): 93.110.
- This funding opportunity was created on Jan 15, 2016 and posted on Jan 15, 2016.
- Applicants must submit their applications by Mar 15, 2016. (Agency may still review applications by suitable applicants for the remaining/unused allocated funding in 2026.)
- The number of recipients for this funding is limited to 15 candidate(s).
- Eligible applicants include: Others (see text field entitled Additional Information on Eligibility for clarification).
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Opportunity Summary:
The Early Comprehensive Childhood Systems Impact (ECCS Impact) opportunity is a FY 2016 discretionary grant from the Health Resources and Services Administration (HRSA), Maternal and Child Health Bureau (MCHB) (Funding Opportunity Number HRSA-16-047; CFDA 93.110). HRSA anticipated making up to 15 awards, with one recipient selected per state or territory. Applications were due March 15, 2016. The central idea behind the program is to strengthen how early childhood systems are built and connected across a state or territory, and to show measurable improvements in children s developmental health and family well-being using a structured quality-improvement model called a Collaborative Innovation and Improvement Network (CoIIN).
At its core, ECCS Impact is about taking early childhood work that often happens in separate lanes (health care, mental health, early learning, social services, family supports) and organizing it into a coordinated system that can produce population-level results. HRSA defines an early childhood comprehensive system as a purposeful partnership of interdependent agencies and organizations spanning health, mental health, social services, families and caregivers, and early childhood education, all working to create seamless supports from birth through kindergarten entry. The expectation is not just coordination on paper, but practical alignment of services and policies so children are healthier, developmentally on track, and ready to learn, while families experience improved well-being.
The program is built around participation in the ECCS CoIIN, which is coordinated and supported by a separate Technical Assistance Center (the ECCS CoIIN TAC, funded under another HRSA cooperative agreement). That TAC provides intensive, targeted technical assistance on how to run CoIIN work, including continuous quality improvement (CQI) methods and rapid-cycle testing. The TAC also convenes the learning structure: three successive 18-month CoIIN cohorts made up of place-based communities selected by ECCS Impact recipients. In practice, this means states and territories are not working alone; they are expected to learn alongside other jurisdictions, use shared methods, compare progress through common measures, and spread effective approaches.
The headline performance target is ambitious and explicit: within 60 months, participating communities are expected to achieve a 25 percent increase from baseline in age-appropriate developmental skills among 3-year-old children in their communities. The program also lays out several secondary aims that describe how grantees are supposed to get there. These include building leadership and expertise in CQI, strengthening collective impact capabilities (common aims, shared metrics, coordinated strategies, continuous communication, and backbone support), and advancing two-generation approaches that integrate supports for children and their caregivers. Integration is described both vertically (within a sector, such as improving developmental screening and follow-up within health care) and horizontally (across sectors, such as linking pediatric primary care with early intervention, home visiting, Head Start, child care, and family support services).
A key structural requirement is that each funded recipient must select between one and five place-based communities in their state or territory to participate in the CoIIN work. At least one of these communities is expected to be a community receiving state and/or tribal Maternal, Infant, and Early Childhood Home Visiting (MIECHV) services, ensuring alignment with major existing federal early childhood investments. HRSA also offered priority points during application review if at least one selected community was a Promise Zone and/or a Rural IMPACT community, reflecting an intent to leverage and deepen the effects of other federal place-based initiatives.
On governance and partnerships, ECCS Impact expects recipients to already have an early childhood comprehensive system in place and to formalize a strong state or territory Advisory Team to steer the work. The Advisory Team is expected to include leadership from the Governor s Office; MIECHV; the Early Childhood Advisory Council or similar body; Title V maternal and child health leadership; family engagement leadership; primary health care and coverage stakeholders such as Medicaid/CHIP and EPSDT leadership, medical home and safety net providers (including organizations like AAP/AAFP and HRSA-funded health centers); mental health representatives (for example, Project LAUNCH where relevant); early childhood education leaders (such as early learning agencies, Head Start, child care administrators, and pre-K); and designated leaders from each participating community. The notice also strongly recommends, though does not require, bringing in partners such as trauma-informed care networks, WIC, housing, public-private early childhood partnerships, and business stakeholders focused on child and family outcomes.
At the community level, recipients must form CoIIN teams in each selected place. These teams are meant to be cross-sector and action-oriented, typically including representatives of local government (mayor s office, city council, or other governing bodies), family engagement leadership, primary care and early intervention, mental health, and early childhood education (Head Start, child care, family child care, and school pre-K). Teams can include additional partners as needed, but the intent is to ensure that the people who control key services, policies, and resources are at the same table and working from the same improvement plan.
The operational expectations are heavily data- and improvement-driven. Recipients are required to identify, implement, and if needed build or enhance an early childhood data system capable of collecting and reporting core process and outcome indicators developed through the CoIIN. HRSA strongly encourages integrating this work into an existing statewide or territory-wide early childhood data system rather than creating a standalone system that disappears when the grant ends. Recipients also must participate in CoIIN virtual sessions, attend at least one in-person learning collaborative facilitated by the TAC (and ensure community teams attend as well), and attend at least one annual ECCS Impact recipient meeting. Sustainability is treated as a formal deliverable: grantees must develop and implement both programmatic and financial sustainability plans to continue activities beyond the project period and to expand the approach to additional communities.
Community CoIIN teams are expected to commit to a multi-year improvement effort (48 to 60 months), using CQI tools and CoIIN methods. They must identify barriers and gaps that prevent systems from functioning effectively, pinpoint policies and procedures needing immediate and long-term attention, adopt the ECCS Impact overall aim, and translate that aim into SMART goals for their local two-generation strategy. They are also expected to report monthly, including submitting data and Plan-Do-Study-Act (PDSA) cycle documentation, sharing progress with peers and CoIIN faculty, engaging in peer-to-peer mentoring, and staying open to new financing and implementation ideas such as Pay for Success models when appropriate.
Finally, the opportunity lays out a staged view of outcomes. In the first one to three years, the emphasis is on building coordinated and integrated systems, agreeing on a core set of process indicators (how well the system is functioning) and outcome indicators (child development and family well-being at a population level), and using an existing early childhood data system to store, analyze, and report on those measures. In years four and five, the focus shifts toward institutionalizing what worked: sustaining collective impact and improvement infrastructure, spreading successful policies and practices to additional communities, incorporating CoIIN-developed indicators into broader state and public health measurement systems (including alignment with Title V performance measurement), and ensuring system innovations complement other early childhood initiatives tied to school readiness.
ECCS Impact (HRSA-16-047) Grant Opportunity FAQs
What is the ECCS Impact opportunity?
The Early Comprehensive Childhood Systems Impact (ECCS Impact) opportunity is a FY 2016 discretionary grant from the Health Resources and Services Administration (HRSA), Maternal and Child Health Bureau (MCHB). It is identified as Funding Opportunity Number HRSA-16-047 and CFDA 93.110.
Who is the federal funder and which HRSA office leads this program?
The funder is HRSA, and the program is led by HRSA's Maternal and Child Health Bureau (MCHB).
What is the main purpose of ECCS Impact?
The central purpose is to strengthen how early childhood systems are built, aligned, and connected across a state or territory, and to demonstrate measurable improvements in children's developmental health and family well-being using a structured quality-improvement model called a Collaborative Innovation and Improvement Network (CoIIN).
What does HRSA mean by an "early childhood comprehensive system" in this program?
HRSA describes an early childhood comprehensive system as a purposeful partnership of interdependent agencies and organizations spanning health, mental health, social services, families and caregivers, and early childhood education. The goal is to create seamless supports from birth through kindergarten entry.
Is the program focused on coordination only, or on measurable outcomes?
The expectation is not just coordination on paper. ECCS Impact is meant to produce practical alignment of services and policies and show measurable improvements in child developmental health, school readiness, and family well-being.
How many awards did HRSA anticipate making under this funding opportunity?
HRSA anticipated making up to 15 awards.
How many recipients could be selected per state or territory?
The notice anticipated one recipient selected per state or territory.
When were applications due?
Applications were due March 15, 2016.
What is a CoIIN and how does it fit into ECCS Impact?
A Collaborative Innovation and Improvement Network (CoIIN) is the structured quality improvement approach used by the program. ECCS Impact recipients are expected to participate in the ECCS CoIIN to organize cross-sector work, use continuous quality improvement (CQI) methods, and track progress through shared measures.
Who provides technical assistance and supports the CoIIN structure?
CoIIN coordination and intensive, targeted technical assistance are provided by a separate Technical Assistance Center known as the ECCS CoIIN TAC, funded under another HRSA cooperative agreement.
What kind of support does the ECCS CoIIN TAC provide?
The TAC provides intensive, targeted technical assistance on how to run CoIIN work, including CQI methods and rapid-cycle testing. It also convenes the learning structure that connects recipients and participating communities.
What is the learning structure for ECCS Impact?
The learning structure includes three successive 18-month CoIIN cohorts made up of place-based communities selected by ECCS Impact recipients. Jurisdictions are expected to learn alongside others, use shared methods, compare progress using common measures, and spread effective approaches.
What is the primary performance target for ECCS Impact?
Within 60 months, participating communities are expected to achieve a 25 percent increase from baseline in age-appropriate developmental skills among 3-year-old children in their communities.
Are there secondary aims in addition to the 25 percent target?
Yes. Secondary aims include building leadership and expertise in CQI, strengthening collective impact capabilities, and advancing two-generation approaches that integrate supports for children and their caregivers.
What does "collective impact" mean in the context of this program?
The opportunity describes collective impact capabilities as having common aims, shared metrics, coordinated strategies, continuous communication, and backbone support to keep the cross-sector work moving.
What is meant by a "two-generation" approach here?
A two-generation approach means integrating supports for children and their caregivers so that strategies improve child development and also strengthen family well-being.
What does the program mean by vertical and horizontal integration?
Integration is described vertically (within a sector, such as improving developmental screening and follow-up within health care) and horizontally (across sectors, such as linking pediatric primary care with early intervention, home visiting, Head Start, child care, and family support services).
How many communities must a funded recipient select to participate?
Each funded recipient must select between one and five place-based communities within their state or territory to participate in the CoIIN work.
Is any type of community required among the selected communities?
Yes. At least one selected community is expected to be a community receiving state and/or tribal Maternal, Infant, and Early Childhood Home Visiting (MIECHV) services.
Were any community types prioritized during application review?
HRSA offered priority points if at least one selected community was a Promise Zone and/or a Rural IMPACT community.
Why does the opportunity emphasize MIECHV alignment?
The notice ties at least one community selection to MIECHV service areas to align ECCS Impact work with a major existing federal early childhood investment.
What does the program expect regarding a statewide or territory-wide system before applying?
ECCS Impact expects recipients to already have an early childhood comprehensive system in place and to strengthen and formalize governance and partnerships to steer the work.
What is the role of the state or territory Advisory Team?
The Advisory Team is meant to steer the work and provide strong cross-sector governance, ensuring the effort is aligned across agencies, communities, and policy levers.
Which partners are expected to be represented on the Advisory Team?
The opportunity expects Advisory Team membership to include leadership from: the Governor's Office; MIECHV; the Early Childhood Advisory Council (or similar body); Title V maternal and child health leadership; family engagement leadership; primary health care and coverage stakeholders such as Medicaid/CHIP and EPSDT leadership, medical home and safety net providers (including organizations like AAP/AAFP and HRSA-funded health centers); mental health representatives (for example, Project LAUNCH where relevant); early childhood education leaders (early learning agencies, Head Start, child care administrators, and pre-K); and designated leaders from each participating community.
Are any additional partners recommended (but not required)?
Yes. The notice strongly recommends partners such as trauma-informed care networks, WIC, housing, public-private early childhood partnerships, and business stakeholders focused on child and family outcomes.
What is required at the community level to carry out the CoIIN work?
Recipients must form CoIIN teams in each selected community. These teams are intended to be cross-sector and action-oriented and to carry out the multi-year improvement work locally.
Who typically participates on a community CoIIN team?
Teams typically include representatives of local government (mayor's office, city council, or other governing bodies), family engagement leadership, primary care and early intervention, mental health, and early childhood education (Head Start, child care, family child care, and school pre-K).
Can community teams include additional partners?
Yes. Teams can include additional partners as needed, with the intent of bringing together people who control key services, policies, and resources to work from the same improvement plan.
What are the program's expectations related to data systems?
Recipients are required to identify, implement, and if needed build or enhance an early childhood data system capable of collecting and reporting core process and outcome indicators developed through the CoIIN.
Does HRSA prefer building a new data system or using an existing one?
HRSA strongly encourages integrating ECCS Impact work into an existing statewide or territory-wide early childhood data system rather than creating a standalone system that may not continue after the grant ends.
What kinds of indicators are involved in ECCS Impact measurement?
The program emphasizes both process indicators (how well the system is functioning) and outcome indicators (child development and family well-being at a population level). These are developed through the CoIIN.
What participation requirements are tied to the CoIIN learning activities?
Recipients must participate in CoIIN virtual sessions, attend at least one in-person learning collaborative facilitated by the TAC (and ensure community teams attend as well), and attend at least one annual ECCS Impact recipient meeting.
How long is the expected improvement effort for community CoIIN teams?
Community CoIIN teams are expected to commit to a multi-year improvement effort lasting 48 to 60 months.
What improvement method are communities expected to use?
Communities are expected to use continuous quality improvement (CQI) tools and CoIIN methods, including rapid-cycle testing and documenting Plan-Do-Study-Act (PDSA) cycles.
What are communities expected to do early in the improvement work?
Teams are expected to identify barriers and gaps that prevent systems from functioning effectively, pinpoint policies and procedures needing immediate and long-term attention, adopt the ECCS Impact overall aim, and translate it into SMART goals for their local two-generation strategy.
What are the reporting expectations for communities?
Communities are expected to report monthly. This includes submitting data and PDSA cycle documentation, sharing progress with peers and CoIIN faculty, engaging in peer-to-peer mentoring, and staying open to new financing and implementation ideas such as Pay for Success models when appropriate.
What is required regarding sustainability?
Sustainability is a formal deliverable. Grantees must develop and implement both programmatic and financial sustainability plans to continue activities beyond the project period and to expand the approach to additional communities.
How does the opportunity describe the timeline and staged outcomes?
In years 1 to 3, the emphasis is on building coordinated and integrated systems, agreeing on a core set of process and outcome indicators, and using an existing early childhood data system to store, analyze, and report measures. In years 4 and 5, the focus shifts to institutionalizing what worked, sustaining collective impact and improvement infrastructure, spreading successful policies and practices to additional communities, and incorporating CoIIN-developed indicators into broader measurement systems.
How does ECCS Impact relate to Title V performance measurement?
The later-stage outcomes include incorporating CoIIN-developed indicators into broader state and public health measurement systems, including alignment with Title V performance measurement.
What does the opportunity say about connecting ECCS Impact to school readiness efforts?
In the later years, the program emphasizes ensuring that system innovations complement other early childhood initiatives tied to school readiness.
What is the overall theme of how ECCS Impact expects change to happen?
The opportunity is built around organizing work that often happens in separate lanes (health care, mental health, early learning, social services, family supports) into a coordinated system, using shared CQI methods and data, and then sustaining and spreading what works to produce population-level results.
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