Section C. List of Acronyms

Advocates for Human Potential (AHP)

Behavioral Health Workforce Center (BHWC)

Clinical Supervision Activities (CSA)

Co-occurring Disorder (COD)

Electronics and Information Technology (EIT)

Illinois Department of Human Services (IDHS)

Modified Total Direct Costs (MTDC)

Negotiated Indirect Cost Rate Agreement (NICRA)

Office of Opioid Settlement Administration (OOSA)

Opioid Training and Technical Assistance Center (OTTAC)

Opioid Use Disorder (OUD)

Paid Training Experience (PTE)

Professional Workforce Development (PWD)

Regional Care Coordination Agency (RCCA)

Statement of Work (SOW)

Subject Matter Experts (SMES)

Substance Use, Prevention and Recovery (SUPR)

Training and Technical Assistance (TTA)

C.1. Background

In 2013, 1,072 people in Illinois died of an opioid overdose.[1] By 2020, the number of fatal overdoses surpassed 3,000.[2] The opioid overdose epidemic has accelerated nationwide.[3] To hold companies responsible for their roles in the opioid crisis, the Illinois Attorney General has engaged in multiple investigations, lawsuits, and settlements with opioid manufacturers, distributors, and chain pharmacies. The funds from the settlements will support recovery in communities hardest hit by the opioid crisis and throughout the state.

The Illinois Office of Opioid Settlement Administration (OOSA) is the entity responsible for planning, administering, and managing fifty-five percent (55%) of the funds received from opioid settlements according to the Illinois Opioid Allocation Agreement and Executive Order 2022-19. The established processes ensure transparency and consideration of regional needs such as overdose rates, disparities created for specific populations, and resources to address opioid-related harms. OOSA is housed within IDHS’ Substance Use, Prevention and Recovery (SUPR) division.

About IDHS/SUPR

The mission of IDHS/SUPR is to provide a recovery-oriented system of care along the continuum of prevention, intervention, treatment, and recovery support where individuals with substance use disorders, those in recovery, and those at risk are valued and treated with dignity and where stigma, accompanying attitudes, discrimination, and other barriers to recovery are eliminated. IDHS/SUPR is working to counteract systemic racism and inequity and to prioritize and maximize diversity throughout its service provision process. This work addresses existing institutionalized inequities, aims to create transformation, and operationalizes equity and racial and social justice. It also focuses on creating a culture of inclusivity for all, regardless of race, gender, religion, sexual orientation, or ability.

Funding Source

The Office of the Illinois Attorney General has certified—and the Governor’s Opioid Overdose Prevention and Recovery Steering Committee has approved—the use of up to $12 million over three (3) years from the Illinois Opioid Remediation State Trust Fund (Fund) for establishing OTTAC in accordance with the Illinois Opioid Allocation Agreement and the Fund allocation process. In April 2023, IDHS/SUPR awarded Advocates for Human Potential, Inc. (AHP) a grant to serve as the RCCA. The RCCA administers subawards with organizations providing prevention, intervention, treatment, and harm reduction services for people with substance use disorders in accordance with state-approved strategies.

C.2. Need

The funds from the settlements will support prevention efforts in communities hardest hit by the opioid crisis and throughout the state. Fund distributions must be used equitably in service areas disproportionately affected by the opioid crisis as outlined in the Illinois Opioid Allocation Agreement, for example, areas with the following characteristics:

• High opioid fatality rates, including
  • Counties other than Cook County with a crude rate of 1.8 or greater per 100,000 people and
  • Zip codes within Cook County with more than 100 overdoses (fatal and nonfatal) within the most recent year included in the Illinois Opioid Data Dashboard, http://idph.illinois.gov/opioiddatadashboard/
• Concentrated poverty, including
  • Counties other than Cook County with a poverty rate greater than 12 percent and
  • Zip codes within Cook County with a poverty rate greater than 12 percent, per the U.S. Census Bureau, https://www.census.gov/quickfacts/fact/map/IL/
• Concentrated firearm violence, including communities eligible for Reimagine Public Safety Act funding, https://www.dhs.state.il.us/page.aspx?item=144282
• Other conditions that hinder the communities from reaching their full potential for health and well-being, including counties other than Cook with a crude nonfatal overdose rate of 4.0 or greater per 100,000 people, as listed in the Illinois Opioid Data Dashboard, http://idph.illinois.gov/opioiddatadashboard/

 

Over the last 5 years, Illinois has experienced increases in fatal opioid overdoses, as well as in the number of individuals reporting significant symptoms of anxiety or depressive disorder.[4] The ability to meet the urgent needs of the populace is hampered by a shortage of healthcare and behavioral health workers. Of the state’s 102 counties, all but 5 are designated as a mental health professional shortage area.[5] Only 21 percent of the need is being addressed.[6]

In 2023, Illinois established the Behavioral Health Workforce Center (BHWC) to expand access points for both practitioners and patients through numerous initiatives. In January 2024 testimony to the House Mental Health & Addiction Committee and the Senate Behavioral Health Committee, BHWC recommended expanding:

• Pathway and mentorship programs to increase the number of people interested in careers in behavioral health and facilitate their progression through the educational and certification process.
• Clinical training for the behavioral health workforce by creating new training programs and training sites across the state.
• Programs to improve the knowledge and skills of existing behavioral health workforce and primary care providers in evidence-based treatments.

 

Pursuant to these goals, IDHS/SUPR recommended development of an opioid TTA center to strengthen the healthcare and behavioral health workforce across the continuum of care, expand professional development opportunities, enhance programmatic collaboration, and diversify the workforce.

C.3. Funding Purpose and Scope of Services

One organization will be awarded OTTAC funding to strengthen the healthcare and behavioral health workforce in Illinois. To accomplish this goal, OTTAC will accomplish the following objectives:

• Provide TTA to healthcare sites, providers, and organizations to increase access to culturally responsive and culturally humble prevention, treatment, recovery, and harm reduction services for individuals with OUD/COD. Communities disproportionately impacted by opioid overdoses and multigenerational harms associated with structural racism and health inequities should be prioritized.
• Administer PWD opportunities to facilitate growth in the number of certified/licensed behavioral health professionals in the state. These opportunities must include clinical supervision of individuals seeking licensure or certification, as well as internships, fellowships, and other PTE.

 

The tasks required and associated performance measures, standards, and potential metrics to be collected are as follows:

Task 1. Award Administration

The subrecipient must fulfill administrative and reporting obligations detailed in Section H.8. Reporting and Grants Administration Requirements, including the following:

1. Complete an organizational needs assessment survey.
2. Complete and update an implementation and sustainability plan (ISP), which informs the performance metric used for program activities.
3. Develop and implement an equity and racial justice plan.
4. Complete program performance reporting.
5. Complete program fiscal reporting.
6. Participate in program status meetings and TTA as prescribed.

Task 2. Program Administration and Infrastructure

The subrecipient must establish and maintain program leadership and staffing, operations, information technology, and other administrative infrastructure required to support program activities pursuant to administrative and legislative requirements.

The following deliverables are required:

Task 2.a. Identify Program Staff

The subrecipient must allocate or hire sufficient staff to support the delivery of the tasks. A minimum of 1.5 – 2 FTE, including a program director/manager and assistant, whose primary responsibilities are to lead and manage OTTAC program activities, would be expected. If new staff will be hired, interim staff must be available at the beginning of the period of performance. Program leadership must be supported by administrative, finance, and legal staff to ensure program operations comply with legislative and administrative requirements pursuant to the subaward agreement.

Task 2.a.i. Performance Measures

Submit a program organizational chart detailing assigned staff (or designated to-be-hired), their roles, and matrixed supports within 15 days of the beginning of the period of performance. This organizational chart should include a list of names and emails of all individuals assigned to work on the program in any capacity.

Task 2.b. Oversee Procurement and Monitoring of Subcontracts and Subawards

The subrecipient must administer procurement and monitoring procedures in accordance with the authorizing statues and regulations in Section C.6.

Task 2.b.i. Performance Measures

Submit a program administration manual that details procurement and monitoring procedures within ninety (90) days of the beginning of the period of performance.

Task 2.c. Establish a Code of Ethics

The subrecipient must deliver services in accordance with a written code of ethics based on standards outlined by the relevant accrediting bodies and other professional groups that address substance use disorder issues.

Task 2.c.i. Performance Measures

Submit written code of ethics within 120 days of the beginning of the period of performance.

Task 2.d. Develop Communications and Electronics and Information Technology (EIT) Plan

The subrecipient must produce a communications and EIT plan that details products and tools planned to support OTTAC activities and implementation timelines for each, as well as the marketing and outreach strategies planned to increase awareness of and engage participants in OTTAC activities. At a minimum, this includes help desk/support procedures, an OTTAC website, a learning management system or alternative, and virtual meeting platforms. Technology needs of staff and subject matter experts (SMEs) who develop and deliver TTA may also be factored into the plan.

Task 2.d.i. Performance Measures

Submit a draft communication and EIT plan within 30 days of the beginning of the period of performance.

Task 2.e. Develop Website

The subrecipient must launch a website to serve as the primary platform to obtain information about and access OTTAC activities, TTA materials, and training schedules and registration.

Task 2.e. Performance Measures

Task 2.e. performance measures include the following:

1. Design concept plan, which should include proposed domain names, logo, styles, and other relevant assets (60 days).
2. Website wireframes (90 days).
3. Website content review (120 days).
4. Beta website (150 days).
5. Production website (180 days).

Task 2.f. Implement and Monitor Communications and EIT Plan

The subrecipient must implement and monitor supporting EIT tools, products, and platforms needed to deliver OTTAC and monitor activities. These must include, but are not limited to, a learning management system or other web-based platform to access and monitor asynchronous training activities, and other platforms to facilitate communications and virtual training activities.

Task 2.f. Performance Measures

The subrecipient must maintain and provide ongoing support related to use of the EIT throughout the period of performance as follows:

1. Launch EIT products within 120 days of the beginning of the period of performance.
2. Reply to requests for assistance from individuals, organizations, and AHP within 2 business days.
3. Report the number of individuals requesting and receiving technical support, website/IT downtime, the amount of time to resolve technical issues, and ongoing issues/concerns on the monthly Program Performance Report (PPR).

Task 2.g. Produce Annual Report

The subrecipient must produce an annual summary report of OTTAC TTA and PWD opportunities.

Task 2.g. Performance Measures

1. Submit draft summary report draft no later than May 15, 2025.
2. Submit final summary report no later than July 15, 2026.

Task 3. Statewide TTA

The subrecipient must assess statewide TTA needs; establish an SME panel; and oversee the development, delivery, and evaluation of TTA activities. The following deliverables are required:

Task 3.a. Conduct Statewide Needs Assessment

The subrecipient must conduct a needs assessment, including focus groups, surveys, and other assessments, to determine providers’ TTA needs related to (a) preventing opioid misuse and overdoses and (b) providing evidence-based services to individuals with OUD/COD. Minimally, the assessment must capture insight from providers and other healthcare sites (e.g., hospitals, federally qualified healthcare centers) on the following:

• Specific challenges to providing evidence-based services for prevention, treatment, recovery, and harm reduction services, particularly in communities disproportionately impacted by the opioid/overdose crisis.
• Target audiences for TTA and strategies for engagement.
• Preferred TTA delivery (e.g., workshops, webinars, in-person training sessions, phone consultations, site visits, online (asynchronous) learning).

 

The subrecipient must then produce a statewide needs assessment plan that builds upon the findings of the needs assessment and describes the actions needed to address identified gaps in healthcare sites and systems, provider skills, and organizational capacity across the state. The plan should detail TTA standards, modalities, content areas, resources acquisition and management, and monitoring processes.

Task 3.a.i. Performance Measures

Submit a Needs Assessment Findings Report within 60 days of the beginning of the period of performance.

Task 3b. Develop a TTA Plan

The subrecipient must develop a TTA plan based on needs assessment findings and outlining specific modalities, SMEs, topics, evaluation procedures, and anticipated timelines.

TTA Modalities: The following modalities are anticipated to be included in the OTTAC TTA catalog. Other innovative approaches are acceptable if a third party evaluates them.

• Online asynchronous trainings (introductory and advanced topics).
• Instructor-led training and/or virtual instructor-led training sessions, which may include workshops, webinars, or hybrid sessions.
• Learning collaboratives/communities.
• Toolkits and other online materials that support virtual or hybrid training.

 

TTA Content Areas: Minimally, TTA content areas must include:

For healthcare sites, such as hospitals, federally qualified healthcare centers, and medical practices:

• Set-up and operation of a medication assisted recovery (MAR) program.
• OUD and opioid prescriber education.

 

For providers:

• Treatment (including MAR), prevention, and recovery services and supports.
• Specific populations (e.g., individuals recently released from custody, pregnant and post-partum people and their families, people with COD and complex needs, youth, people experiencing homelessness).

 

For organizations:

• Collaboration-building practices between organizations and opioid treatment programs (e.g., establishing or improving warm handoffs, making referrals to care/linkages, establishing data-sharing agreements).
• Funding and sustainability strategies to increase the number of recovery and harm reduction-focused community providers in historically marginalized communities (e.g., South Side and West Side of Chicago), including best practices for grant application clarification, development, and submission.
• Navigating social determinants of health and systemic barriers to recovery, such as housing and other basic needs
• Training for potential RCCA applicants and RCCA subrecipients on best practices for grant applications, including content clarification, development, and submission.

 

The following table provides a sample of TTA content areas that align with the approved Opioid Abatement Approved Uses. The complete list of Abatement Uses is listed in Appendix B of the Illinois Opioid Allocation Agreement. Other abatement uses may also be relevant.

Approved Abatement Use ID	Description
A8	Provide training on MAR for healthcare providers, first responders, students, or other supporting professionals, such as peer recovery coaches or recovery outreach specialists, including tele-mentoring to assist community-based providers in rural or underserved areas.
A13	Disseminate web-based training curricula, such as the American Academy of Addiction Psychiatry’s Provider Clinical Support Service–Opioids web-based training curriculum and motivational interviewing.
A14	Develop and disseminate new curricula, such as the American Academy of Addiction Psychiatry’s Provider Clinical Support Service for Medication–Assisted Treatment.
B4	Provide access to housing for people with OUD/COD, including supportive housing, recovery housing, housing assistance programs, training for housing providers, or recovery housing programs that allow or integrate U.S. Food and Drug Administration-approved mediation with other support services.
C3	Provide training and long-term implementation of SBIRT in key systems (health, schools, colleges, criminal justice, and probation), with a focus on youth and young adults when transition from misuse to opioid disorder is common.
C6	Provide training for emergency room personnel treating opioid overdose patients on post-discharge planning, including community referrals for MAR, recovery case management or support services.
D7	Provide training on best practices for addressing the needs of individuals with OUD/COD who are involved with the criminal justice system to law enforcement, correctional, or judicial personnel or to providers of treatment, recovery, harm reduction, case management, or other services offered in connection with any of the strategies described in this section.
E3	Provide training for obstetricians or other healthcare personnel who work with pregnant and postpartum people and their families regarding treatment of OUD/ COD.
E5	Provide training to healthcare providers who work with pregnant or parenting people on best practices for compliance with federal requirements that children born with neonatal abstinence syndrome get referred to appropriate services and receive a plan of safe care.
F2	Training for healthcare providers regarding safe and responsible opioid prescribing, dosing, and tapering patients off opioids.
F4	Providing support for non-opioid pain treatment alternatives, including training providers to offer or refer to multi-modal, evidence-informed treatment of pain.
G6	Supporting community coalitions in implementing evidence-informed prevention, such as reduced social access and physical access, stigma reduction—including staffing, educational campaigns, support for people in treatment or recovery, or training of coalitions in evidence-informed implementation, including the Strategic Prevention Framework developed by the Substance Abuse and Mental Health Services Administration.
K1	Provide funding for staff training or networking programs and services to improve the capability of government, community, and not-for-profit entities to abate the opioid crisis.

Task 3.b.i. Performance Measures

Submit a comprehensive statewide TTA plan within ninety (90) days of the beginning of the period of performance.

Task 3.c. Establish SME Panel

The subrecipient must establish, by hiring or subcontracting, a panel of SMEs who are qualified to inform TTA materials development and to provide individualized TTA on the continuum of services (prevention, treatment, recovery, and harm reduction services) to community-based organizations. SMEs with experience working in communities disproportionately impacted by opioid overdoses and multigenerational harms associated with structural racism and health inequities will receive priority. SMEs residing within or outside of Illinois may be considered.

Task 3.c.i. Performance Measures

Within 120 days of the beginning of the period of performance, submit and maintain a list of SMEs, detailing names, credentials, and experience.

Task 3.d. Develop Content and Deliver TTA

The subrecipient must develop content and deliver TTA in accordance with the following standards:

• Develop TTA content based upon current evidence-based and evidence-informed practices and standards, including innovative approaches to preventing opioid misuse and overdose, and seek to update outdated practices and standards.
• Deliver TTA using innovative materials and approaches. These innovative modalities must be evaluated by independent third parties.
• Incorporate language and practices that reduce stigma of substance use into TTA materials and delivery.
• Ensure TTA materials and delivery methods are accessible for all individuals, including those with different levels of language comprehension and electronically posted/transmitted documents.
• Ensure asynchronous training is supported by access to additional coaching or interpersonal resources.
• Accredit training programs and obtain professional continuing education hours from the relevant accrediting bodies when possible.
• Ensure confidentiality of service recipients’ protected health information according to State and Federal laws and regulations.

Task 3.d. Performance Measures

1. Deliver eighty percent (80%) of TTA activities as estimated in the ISP.
2. Report on new and updated materials and TTA activities in the monthly PPR.

Task 3.e.: Monitor TTA

The subrecipient must monitor program activities through continuous quality improvement processes, which must include:

• Data collection and reporting:
  • Minimally, data points should include participant satisfaction and measures of knowledge gain/skills improvement for each TTA session. Data should be entered or compiled in an agreed-upon database(s) or learning management system. The data should be summarized and reported as part of the monthly PPR.
• Evaluation
  • The subrecipient should engage one or more independent third parties to research the effectiveness of innovative tools and techniques.
• Accreditation
• The subrecipient must attain and maintain accreditation for training programs by relevant accrediting bodies.

Task 3.e.i. Performance Measures

Report TTA performance data and improvement initiatives in the monthly and quarterly PPRs.

Task 4. Professional Workforce Development Opportunities

The subrecipient must establish mechanisms to promote and administer PWD opportunities that facilitate clinical supervision activities (CSA) and support internships, fellowships, and other PTE.

CSAs may be facilitated for those seeking licensure or certification as a:

• Certified Recovery Support Specialist (CRSS)
• Certified Peer Recovery Specialist (CPRS)
• Certified Alcohol and other Drug Counselor (CADC)
• Licensed Clinical Professional Counselor (LCPC)
• Licensed Professional Counselor (LPC)
• Licensed Social Worker (LSW)
• Licensed Clinical Social Worker (LCSW)
• Certified Prevention Specialist (CPS/CSPS)

 

For more information on professional certification, go to the Illinois Alcohol and Other Drug Abuse Professional Certification Association, Inc.

PTE participants include, but are not limited to:

• entry-level and early career clinicians,
• peer support specialists,
• harm reduction providers, and
• individuals working toward licensure or certification within an organization licensed and funded by SUPR, or licensed by SUPR.

 

The following deliverables are required:

Task 4.a. Develop a PWD Opportunities Plan

The subrecipient must develop an implementation plan that includes the development of the application, recruitment, coordination, and monitoring processes required to facilitate CSA and support PTE.

Task 4.a.i. Performance Measures

Submit the implementation plan no later than 90 days after the beginning of the period of performance.

Task 4.b. Establish partnerships and formalize relationships with relevant organizations and SMEs

The subrecipient must establish memoranda of understanding (MOUs) with relevant organizations and recruit sufficient SMEs to facilitate and support PWD opportunities.

Task 4.b. Performance Measures

1. Submit and maintain list of partner organizations within 120 days after the beginning of the period of performance.
2. Submit MOUs prior to the initiation of PWD activities.
3. Recruit and/or sub-contract with a sufficient number of SMEs to deliver clinical supervision services within 150 days after the beginning of the period of performance.

Task 4.c. Facilitate and monitor clinical supervision for licensure or certification

The subrecipient must engage with SMEs to provide clinical supervision or consultation to the workforce and be prepared to facilitate and monitor CSA activities in a timely manner.

Task 4c. Performance Measures

1. Initiate CSA within 150 days after the beginning of the period of performance.
2. Facilitate a minimum of eighty percent (80%) of CSA based upon the ISP.
3. Collect data and report on CSA. Minimally, data points should include number of activities (by type), the number of participants (by type), and participant satisfaction. The data should be summarized and reported on as part of the monthly PPR.

Task 4.d. Support and monitor internships, fellowships, and other PTE

The subrecipient must be prepared to support and monitor PTE in a timely manner.

Task 4.d. Performance Measures

1. Initiate PTE within 150 days of the period of performance.
2. Support a minimum of eighty percent (80%) of PTE based upon the ISP.
3. Collect data and report on PTE activities. Minimally, data points should include number of facilitated experiences (by type), number of participants (by type), and participant satisfaction. The data should be summarized and reported on as part of the monthly and quarterly PPR.

C.4. Deliverables and Performance Measures

The following table details (a) the deliverables required according to the scope of services and (b) associated performance measures, standards, and potential metrics (subject to change) to be collected by task. Time periods refer to the days from the beginning of the period of performance, unless otherwise specified. Standards for activities refer to percentages of those described in the project plan.

Task 1. Award Administration

Deliverable	Standard	Metric – activity	Metric – time/criteria
a)      Organizational needs assessment survey	100%	Complete survey	15 days after distribution
b)      Implementation and sustainability plan	100%	Submit plan	30 days after distribution
	100%	Update plan	340 days
c)      Equity and racial justice plan	100%	Conduct organizational assessment	90 days
	100%	Submit draft plan	180 days
	100%	Submit final plan	240 days
d)      Program performance Report	80%	Submit report	Monthly; 15th
	75%	Submit report	Quarterly; 15th
e)      Program fiscal report	80%	Submit report	Monthly; 15th
	75%	Submit report	Quarterly; 15th
f)        Program status meetings and TTA	80%	Coordinate meetings	Bimonthly (2 per month)
	75%	Participate in TTA	Quarterly or as prescribed

Task 2. Program Administration and Infrastructure

Deliverable	Standard	Metric – activity	Metric – time/criteria
(a)    Staff identification	100%	Submit organizational chart and list of staff	15 days
(b)    Procurement and monitoring oversight	100%	Submit program administration manual	90 days
(c)    Code of ethics	100%	Submit code	120 days
(d)    Communications and EIT plan	100%	Submit plan	30 days
(e)    Website	100%	Submit design concept	60 days
	100%	Submit website wireframes	90 days
	100%	Submit website content	120 days
	100%	Publish beta website	150 days
	100%	Launch website	180 days
(f)      Communications and EIT plan implementation and monitoring	100%	Launch comms and EIT products	120 days
	80%	Respond to requests	# 2 business days
	80%	Submit report	Report monthly: # of requests # days to respond # days to resolve
(g)    Annual report	100%	Submit report	380 days

Task 3. Statewide TTA

Deliverable	Standard	Metric – activity	Metric – time/criteria
(a)    Statewide needs assessment	100%	Submit findings report	60 days
(b)    TTA plan	100%	Submit TTA plan	90 days
(c)    SME panel	100%	Submit list	# of SMEs (by type)
	75%	Update list	Quarterly (15th)
(d)    TTA development and delivery	80%	Report TTA content and TTA delivery	Report monthly: # materials (by type, content area) # trainings (by type, content area) # TA activities (by type, content area)
(e)    TTA monitoring	80%	Submit report	Report monthly: # participants (role, satisfaction, feedback)

Task 4. Professional Workforce Development Opportunities

Deliverable	Standard	Metric – activity	Metric – time/criteria
(a)    PWD opportunities plan	100%	Submit plan	90 days
(b)    Partnerships and formal relationships with relevant organizations	100%	Submit list of partners	120 days
	100%	Submit MOUs	140 days
(c)    CSA for licensure or certification	100%	Initiate activities	150 days
	80%	Facilitate activities	Report monthly (number, type)
(d)    Support and monitoring of internships, fellowships, and other PTE	100%	Initiate experiences	150 days
	80%	Support experiences	Report monthly and quarterly (number, type)

C.5. Funding Details

The following sections discuss allowable and unallowable costs for this funding opportunity. Please refer to 2 CFR § 200 – “Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards”, Part 200 Subpart E – Cost Principles to determine the appropriateness of costs.

Allowable Costs

Allowable costs are those that are necessary and reasonable based on the activity contained in the statement of work (SOW), are justified in the Budget Narrative, and are allowable under 2 CFR §§  200.400-476. It is expected that administrative costs, both direct and indirect, will represent a small portion of the overall program budget. Any budget deemed to include inappropriate or excessive administrative costs will not be approved. Program budgets and narratives must detail how all proposed expenditures are necessary for program implementation.

Unallowable Costs

Refer to 2 CFR § 200, et. al. and “Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards”, Part 200 Subpart E – Cost Principles to determine the appropriateness of costs. In addition, and specific to this grant, the following costs will be unallowable without specific prior written approval:

• Entertainment costs, except where specific costs that might otherwise be considered entertainment have a programmatic purpose and are authorized in the approved budget (2 CFR 200.438)
• Capital expenditures for general purpose equipment, including any vehicle regardless of cost, buildings, and land (2 CFR 200.439)
• Capital expenditures for improvements to land, buildings, or equipment that materially increase their value or useful life (2 CFR 200.439)
• Food and other goods or services for personal use of the grantee’s employees, contractors, or consultants unless authorized as per diem under the Illinois Governor’s Travel Control Board (2 CFR 200.445)
• Deposits for items, services, or space
• Dues to societies, organizations, or federations
• Meetings or conventions, unless directly related to the program and approved in advance by the RCCA
• Alcoholic beverages
• Cash payments to intended recipients of services
• Purchase or repair of vehicles
• Lobbying, political contributions, or compensation of a government body
• Fundraising
• Bad debt, fines, or penalties
• Personal-use items, including expenses related to personal use of vehicles
• Unallowable relocation expenses
• Related-party transactions
• Any other costs not approved in the plan and budget

Indirect Cost Rate

To charge indirect costs to this grant, the applicant organization must: (1) have a federal annually negotiated indirect cost rate agreement (NICRA), or

(2) elect to use the de minimis rate and what percentage up to fifteen percent (15%) the applicant chooses.

Indirect Cost Rate Election

• Federally Negotiated Rate: Organizations that receive direct federal funding may have an indirect cost rate that was negotiated with a federal cognizant agency. The organization must provide a copy of the federal NICRA. Organizations must notify the RCCA of any changes to their previously established NICRA no later than six (6) months after the close of the organization’s fiscal year.
• de minimis Rate: An organization may elect a de minimis rate of up to fifteen (15) percent of modified total direct cost (MTDC).** Once established, the de minimis rate may be used indefinitely. If programs elect to use the de minimis rate, it is critical that program budgets accurately calculate the MTDC base.

 

Please see the regulation below and note the exclusions to MTDC.

**2 CFR § 200.1, Modified Total Direct Costs, means “all direct salaries and wages, applicable fringe benefits, materials and supplies, services, travel, and up to the first $50,000 of each subaward (regardless of the period of performance of the subawards under the award). MTDC excludes equipment, capital expenditures, charges for patient care, rental costs, tuition remission, scholarships and fellowships, participant support costs, and the portion of each subaward in excess of $50,000. Other items may only be excluded when necessary to avoid a serious inequity in the distribution of indirect costs and with the approval of the cognizant agency for indirect costs.”

“No Rate”

Subrecipients have discretion not to request payment for indirect costs. Subrecipients that elect not to claim indirect costs cannot be reimbursed for indirect costs. The organization must record an election of “No Indirect Costs” in the budget workbook.

C.6. Authorizing Statutes and Regulations

Subrecipients are required to adhere to the requirements outlined in the following:

• Grant Accountability and Transparency Act (GATA), 30 ILCS 708
• Illinois Administrative Code, Government Contracts, Title 44, Part 7000
• Grantmaking, Procurement, and Property Management, and federal regulations under Grants and Agreements, 2 CFR 200
• The requirements and policies outlined in the Illinois Department of Human Services Division of Substance Use Prevention and Recovery (IDHS/SUPR) Contractual Policy Manual
• Any other federal or state statutes, regulations or policies specified in the subaward agreement or its attachments.