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AmeriCorps

FY 2023 Congressional Budget 

Justification
2

Contents

MESSAGE FROM THE CHIEF EXECUTIVE OFFICER ....................................................................3

AGENCY OVERVIEW..........................................................................................................................5

FY 2023 PRESIDENT’S BUDGET................................................................................................... 12

BILL LANGUAGE AND ANALYSIS................................................................................................. 16

AMERICORPS STATE AND NATIONAL ....................................................................................... 21

AMERICORPS VISTA....................................................................................................................... 23

AMERICORPS NCCC....................................................................................................................... 26

STATE SERVICE COMMISSION SUPPORT GRANTS................................................................. 29

AMERICORPS SENIORS RSVP ...................................................................................................... 32

AMERICORPS SENIORS FOSTER GRANDPARENTS PROGRAM (FGP) ................................ 35

AMERICORPS SENIORS SENIOR COMPANION PROGRAM (SCP) ....................................... 38

INNOVATION AND DEMONSTRATION...................................................................................... 42

EVALUATION ................................................................................................................................... 45

SALARIES AND EXPENSES............................................................................................................ 49

NATIONAL SERVICE TRUST FUND .............................................................................................. 52

OFFICE OF THE INSPECTOR GENERAL ...................................................................................... 54

ADDENDUM 1 - AGENCY ANNUAL PERFORMANCE PLAN AND REPORT......................... 60

ADDENDUM 2 – GOOD ACCOUNTING IN GOVERNMENT ACT............................................ 71
3

MESSAGE FROM THE CHIEF EXECUTIVE OFFICER 

For nearly three decades, AmeriCorps has tapped the ingenuity and courage of the 

American people to meet our toughest challenges. Working with nonprofit and community 

organizations, state and local agencies, Tribal nations, and other partners, AmeriCorps 

programs improve lives, strengthen communities, and foster civic engagement through 

service and volunteering. Each year, AmeriCorps engages Americans of all ages and 

backgrounds in sustained, results-driven service at 40,000 locations across the country, 

meeting a wide range of community needs in education, health, economic opportunity, 

disaster services, environmental stewardship, and supporting veterans and military families. 

AmeriCorps provides a return on investment benefitting the recipients of service, the people 

who serve, their sponsor organizations, and the larger community and nation. AmeriCorps 

members – who are more racially diverse than the nation as a whole – gain 21st century 

workforce skills, hands on experience, and an education award to pay for college or technical 

school, with 80 percent of alumni saying AmeriCorps benefited their career path.1

To support this mission, the President’s Budget for fiscal year 2023 provides $1.34 billion for 

AmeriCorps, an increase of $189 million or 16 percent over the FY 2022 Enacted level. This 

Budget will support AmeriCorps and its state and local partners in meeting public health, 

education and other community needs related to the pandemic, advancing racial and 

economic equity, developing active and civically engaged members of society, and helping 

unite communities and strengthen our democracy. The President’s Budget builds on the 

unprecedented investment made by the American Rescue Plan Act and reflects the priorities 

of our new five-year Strategic Plan.

Alleviate Poverty and Advance Racial Equity 

The Budget will support more than 250,000 AmeriCorps members and AmeriCorps Seniors 

volunteers in meeting important issues of our time - addressing public health needs, 

responding to disasters and climate change, and expanding education and economic 

opportunity. AmeriCorps’ work to tutor and mentor students, support independent living, 

provide financial literacy training, build affordable housing, and connect the unemployed to 

jobs help alleviate poverty and reduce racial and other forms of inequity. The Budget will 

support targeted investments in communities where the need is greatest and enhance our 

efforts to recruit members and volunteers who reflect the communities they serve.

Enhance the Service Experience

The Budget will support our goal of improving the experience of AmeriCorps members and 

AmeriCorps Seniors volunteers by strengthening pathways to education and employment, 

removing barriers to service, and providing an increase to the member living allowance and 

1

 AmeriCorps, Office of Research and Evaluation. (2020-2021) Return on Investment (ROI) Studies. ICF 

International https://americorps.gov/evidence-exchange/return-investment-roi-studies
4

volunteer stipend so that service is a viable opportunity open to Americans of all

backgrounds.

Unite Americans in Service

By bringing people from different backgrounds together to meet local needs, service builds 

bridges and strengthens our democracy. The Budget provides key resources to strengthen 

the nation’s volunteer sector, elevate awareness of service, support governor-supported 

State Service Commissions, and build the capacity of voluntary organizations to recruit and 

retain volunteers to increase their reach and impact.

Effectively Steward Federal Resources

The Budget makes investments to modernize our technology infrastructure, simplify our 

application and administrative procedures, and make other improvements in operations and 

core business practices. These investments will enable us to strengthen financial 

management, more effectively steward taxpayer resources, and better serve our grantees 

and partners in meeting needs across the nation.

Strengthen and Diversify Our Workforce

Building and retaining a diverse and high performing workforce is important to maximizing 

our impact in communities across the nation. The Budget supports this goal by increasing 

funding to support additional staff capacity; strengthen workforce diversity, equity, inclusion, 

and accessibility; build our evidence and evaluation capabilities; and invest in leadership

development.

As we work to defeat the pandemic, strengthen our economy, address racial inequity, 

address the climate crisis, and meet other needs, national service and volunteering is needed 

more than ever.

With the resources provided in this Budget and working together with our state and local 

partners and the American people, we can help build a healthier, safer, and more inclusive 

and equitable future for all Americans.

In service,

Michael D. Smith

Chief Executive Officer
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AGENCY OVERVIEW 

AmeriCorps is the federal government’s agency for national service and volunteerism,

providing opportunities for Americans to serve their country domestically. Through grants 

and directly managed programs, AmeriCorps members and volunteers address the nation’s 

pressing challenges, improve lives and communities, and strengthen civic engagement.

Service through AmeriCorps transforms those who serve into lifelong civic leaders, builds the 

capacity of our nation’s service organizations, and unites the country in service. AmeriCorps 

offers individuals and organizations flexible ways to make a local impact through our 

programs: State and National, VISTA, National Civilian Community Corps (NCCC), Foster 

Grandparent (FGP), Senior Companion (SCP), RSVP, and Volunteer Generation Fund (VGF), 

along with initiatives including 9/11 and MLK Days of Service.

Each year, AmeriCorps places more than 200,000 AmeriCorps members and AmeriCorps 

Seniors volunteers at over 40,000 locations across the country, helping communities tackle 

pressing challenges—including addressing public health needs, preparing students for 

success, responding to natural disasters, supporting veterans and military families, 

environmental stewardship, fostering economic opportunity, and more. 0F

2

Working with governor-appointed State Service Commissions and thousands of partners 

across the country, AmeriCorps provides cost-effective and locally appropriate solutions to 

American communities. For every dollar invested by AmeriCorps, over $17 is returned to the 

Federal Government, members serving, or society.3 AmeriCorps is based on the principles

of:

• Partnering with local leaders to support community solutions

• Bolstering existing nonprofit, faith-based, and voluntary organizations

• Leveraging private sector resources to improve outcomes and stretch the taxpayer 

dollar

• Using evidence and evaluation to inform decision-making

• Bringing Americans from different backgrounds together to achieve common goals 

for their communities

AmeriCorps brings leadership, resources, coordination, focus, and scale to America’s 

voluntary sector, empowering millions to serve as long-term, short-term, or one-time 

volunteers. Our programs unite the passion, commitment, and talent of volunteers with the 

assets of community organizations and funding from public and private sectors to enable 

communities to solve problems. Together, national service and volunteerism provide a 

2 Data will be updated in AmeriCorps’ FY 2022 Agency Management Report, which will be released in November 

2022.

3 Dominic Modicamore, and Alix Naugler. July 2020. “AmeriCorps and Senior Corps: Quantifying the Impact CostBenefit Analysis and Return on Investment of AmeriCorps and Senior Corps.” https://voicesforservice.org/wpcontent/uploads/2020/07/ICF_AmeriCorps-and-Senior-Corps_Quantifying-the-Impact_FINAL.pdf
6

powerful return on investment, benefitting the recipients of service, the people who serve, 

their sponsor organizations, and the larger community and nation.4

Uniting America Through Service

Service is a fundamental American value. From our earliest days, Americans have stepped 

forward to help their neighbors and tackle our toughest challenges. One in four Americans 

volunteer officially through an organization, serving an estimated 5.8 billion hours annually, 

and three in five have helped a neighbor.

5 Our commitment to service reflects the 

understanding that we have responsibilities--and rights--that our destinies are bound 

together, that America’s greatness is not about what can be done for us, it’s about what can 

be done by us, together.

Today, America faces a series of unprecedented and interlocking challenges that require a 

renewed commitment to service and civic engagement. These challenges include a once-ina-century global pandemic; major upheavals in the economy; a national reckoning on racial 

inequity centuries in the making; and the growing threat of climate change. 

This moment of crisis is also a moment of opportunity. America has a once-in-a-generation 

opportunity to not just return to the way things were before, but to build a better, stronger, 

and more inclusive nation. As the federal agency for service and volunteerism, AmeriCorps is 

committed to this goal. For nearly three decades, AmeriCorps has strengthened America’s 

culture of service, meeting the moments of both crisis and opportunity in countless 

communities. 

AmeriCorps is committed to making service more accessible and inclusive, focusing service 

on important challenges, expanding opportunities to serve, and uniting Americans of all ages 

and backgrounds in strengthening their communities through service. To address 

longstanding inequities, we need the participation of Americans from all backgrounds. While 

AmeriCorps members and volunteers are more racially diverse than the U.S. average, there is 

still more we can do to increase diversity at all levels and ensure our members and volunteers 

reflect the communities they are serving. AmeriCorps is committed to removing barriers to 

service, increasing diversity of our members and volunteers, and strengthening pathways to 

education, employment, and lifelong civic engagement. 

4 Dominic Modicamore, and Alix Naugler. July 2020. “AmeriCorps and Senior Corps: Quantifying the Impact CostBenefit Analysis and Return on Investment of AmeriCorps and Senior Corps.” https://voicesforservice.org/wpcontent/uploads/2020/07/ICF_AmeriCorps-and-Senior-Corps_Quantifying-the-Impact_FINAL.pdf

5 AmeriCorps, Office of Research and Evaluation. (2021). Key Findings from the 2019 Current Population Survey: 

Civic Engagement and Volunteering Supplement. (by Laura Hanson Schlachter, Ph.D.). Washington, DC: Author. 

https://americorps.gov/sites/default/files/document/2019%20CPS%20CEV%20findings%20report%20CLEAN_10

Dec2021_508.pdf; and Corporation for National and Community Service (November 2016). Volunteering and 

Civic Life in America. Office of Research and Evaluation. https://americorps.gov/newsroom/pressreleases/2016/new-report-service-unites-americans-volunteers-give-service-worth-184
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Our Progress

With significant new investment provided by the American Rescue Plan Act (ARPA), 

AmeriCorps has provided support to individuals and communities in need:

• Following the outbreak of the COVID-19 pandemic, AmeriCorps members and 

AmeriCorps Seniors volunteers provided pandemic related assistance to more than 12.3

million Americans, supporting vaccination, contact tracing, testing, wellness checks, and 

other public health strategies; assisting food banks and meal delivery programs; and 

helping students stay on track through virtual teaching, tutoring, mentoring, and other 

services. 

• With a $400 million investment from the Centers for Disease Control and Prevention, 

AmeriCorps has developed Public Health AmeriCorps – a new program to provide muchneeded surge capacity to meet state and local public health needs while developing 

workforce pathways for public health careers. AmeriCorps is working with other federal 

agencies on potential collaborations to meet Administration priorities through national 

service partnerships that cost-effectively meet agency goals while expanding

opportunities to serve and future federal employment.

• AmeriCorps continues to prioritize racial equity and inclusion principles, strategies, and 

initiatives across our programs, policies, and operations, taking steps to build a more 

diverse agency workforce, promote equitable grantmaking, and recruit a more diverse 

corps of members and volunteers. 

• AmeriCorps has raised the living allowance for AmeriCorps members in the State and 

National, and VISTA programs, expanded national service opportunities, provided match 

replacement funds, and expanded outreach to underserved individuals and communities, 

which includes inner city, rural, and tribal, amongst others.

• Building on its decades of experience, AmeriCorps is expanding its efforts to integrate 

climate change adaptation, mitigation, and resilience across its programming and 

operations and expand efforts to prepare for and respond to disasters, conserve public 

lands and waters, transition to clean energy, increase community resilience, and build 

pathways to the clean energy jobs of the future.

As we work to overcome the impacts of the pandemic, strengthen our economy, address 

racial inequity, and tackle the climate crisis, national service and volunteering is needed more 

than ever. Working together with government at all levels, nonprofit and community 

organizations, the private sector, and the American people — we can help build a healthier, 

safer, more prosperous, and more just future for all Americans.

AMERICORPS STRATEGIC PLAN

AmeriCorps’ strategic plan reflects key cross-cutting priorities management and performance 

goals of the agency and Administration. It builds on the unprecedented investment made in 

AmeriCorps by ARPA that required an increase to the member living allowances; expand 

national service opportunities through partnerships; make service more accessible and 

inclusive; and focus resources on underserved communities and individuals, which includes 

inner city, rural, and tribal, and other communities.

AmeriCorps’ top five strategic goals over the next five years are:

1. Partner with communities to alleviate poverty and advance racial equity
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2. Enhance the experience for AmeriCorps members and AmeriCorps Seniors volunteers

3. Unite Americans by bringing them together in service

4. Effectively steward federal resources

5. Make AmeriCorps one of the best and most equitable places to work in the Federal 

Government

The agency goals and objectives are outlined below and are further described in the

Addendum, which addresses the agency’s performance plan and reporting direction 

outlined in the Government Performance Results Act.

GOAL 1: Partner with communities to alleviate poverty and advance racial equity 

It is the policy of the Biden-Harris administration that “the Federal Government should pursue 

a comprehensive approach to advancing equity for all, including people of color and others 

who have been historically underserved, marginalized, and adversely affected by persistent 

poverty and inequality”.6 Over the next five years, we will invest in existing and 

new partnerships with nonprofit, faith-based, Tribal organizations, and state 

service commissions, to get things done for America. We will focus on important issues of our 

time — public health, climate and the environment, and education and economic opportunity 

— and we will increase our efforts to ensure our AmeriCorps members and AmeriCorps 

Senior volunteers reflect the communities where they serve. 

We will target our investments toward communities where the need is greatest, particularly 

those with populations that face racial inequality and poverty. These steps will enable more 

Americans than ever to strengthen the communities that need it most across the nation 

through their service. Over the next five years, we project that AmeriCorps will help 27.5 

million people and 17,000 organizations and improve 2.3 million places across America. 

Moreover, we aim to have 40% or more of our portfolio dedicated to helping people in 

poverty.

The objectives under this goal are: 

1.1: Mitigate the impacts of the COVID‐19 pandemic and other public health crises

1.2: Reduce greenhouse gas emissions, conserve lands and waters, and adapt to the 

changing climate

1.3: Expand educational and economic opportunity

1.4: Prioritize investment in the most underserved individuals and communities

1.5: Recruit a diverse corps of members and volunteers who reflect those we are serving

GOAL 2: Enhance the experience for AmeriCorps members and AmeriCorps Seniors 

volunteers

“When more Americans step forward to serve, it renews our sense of community and 

strengthens our democracy. Acts of service unite people from different backgrounds and 

allow us to truly see and hear one another” – President Joe Biden. Over the next five years, we 

6 Per Presidential Executive Order 13985: Executive Order on Diversity, Equity, Inclusion, and Accessibility in the 

Federal Workforce. (https://www.whitehouse.gov/briefing-room/presidential-actions/2021/06/25/executiveorder-on-diversity-equity-inclusion-and-accessibility-in-the-federal-workforce/)
9

will focus our efforts on improving the experience for AmeriCorps members and AmeriCorps 

Seniors volunteers, making it easier and more rewarding than ever to serve. Service and 

volunteering create positive results for the communities we serve, the organizations we 

partner with, and the AmeriCorps members and AmeriCorps Seniors volunteers who serve. 

Our research has demonstrated the transformative nature of national service for members 

and volunteers, often resulting in improved access to educational and employment 

opportunities and increased civic engagement long after their term of service has ended. 

Additionally, we will focus on modernizing the application and placement technology we use 

to be more user-friendly, expanding the benefits that members and volunteers receive, and 

providing support to ensure a compelling and rewarding service experience.

The objectives under this goal are: 

2.1: Empower AmeriCorps members to thrive and complete their term of service, and 

empower AmeriCorps Seniors volunteers to continue their service

2.2: Simplify the applicant journey and update AmeriCorps’ member technology system

2.3: Strengthen pathways to education, employment, and other opportunities

GOAL 3: Unite Americans by bringing them together in service

“To meet the unprecedented challenges of today and build back better for tomorrow, we 

must unite around a renewed commitment to service and to civic duty” – President Joe Biden. 

National service through AmeriCorps is a proven model for building bridges and uniting 

communities, bringing out the best of America. Service also creates positive health and wellbeing outcomes for people who serve, improving lives and increasing civic engagement. By 

increasing the number of available service opportunities and elevating national awareness of 

AmeriCorps, more community volunteers will serve alongside members and volunteers, 

amplifying the impact in the communities that need help the most. Over the next five years, 

we plan to expand volunteering in America, encouraging Americans to volunteer their time 

and talents alongside their neighbors to produce a positive impact and a stronger, more 

unified national spirit.

The objectives under this goal are: 

3.1: Increase awareness of AmeriCorps and favorability toward national service among the 

American public

3.2: Increase the number of AmeriCorps member and AmeriCorps Seniors volunteer service 

opportunities through partnerships and philanthropy

3.3: Create a stronger, universal identity for AmeriCorps among members and volunteers

3.4: Grow volunteering in America

GOAL 4: Effectively steward federal resources

“The Federal Government must design and deliver services in a manner that people of all 

abilities can navigate. We must use technology to modernize Government and implement 

services that are simple to use, accessible, equitable, protective, transparent, and responsive 
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for all people of the United States”.

7 AmeriCorps is committed to operational excellence. In 

the next five years, we will build modern and effective systems for financial, human capital, 

procurement, information, and grants management. These efforts will enable us to steward 

taxpayer resources more effectively and amplify our efforts to strengthen communities and 

foster civic engagement through service and volunteering.

The objectives under this goal are: 

4.1: Simplify AmeriCorps’ application and administration procedures for grants and projects

4.2: Modernize AmeriCorps’ grant management technology 

4.3: Ensure responsible management of financial resources

GOAL 5: Make AmeriCorps one of the best and most equitable places to work in the 

Federal Government

President Biden has “made it the policy of the United States to protect, empower, and rebuild 

the career Federal workforce” including “Continuing to build a diverse, equitable, inclusive, 

and accessible workforce that reflects our nation.” Over the next five years, we will elevate the 

experience of AmeriCorps employees, fostering an equitable, engaging, and supportive 

workplace. We recognize that people are our most valuable resource at AmeriCorps, so 

building and retaining a diverse, satisfied, and motivated workforce is vital to maximizing our 

impact in communities across our nation. We will uplift the employee journey by investing in 

leadership development, prioritizing the well-being and productivity of our workforce, 

building a workplace culture that enables all employees to thrive, and strengthening the 

foundation of diversity, equity, inclusion, and accessibility (DEIA) in the workplace.

The objectives under this goal are: 

5.1: Foster employee well-being and productivity

5.2: Strengthen the foundation of diversity, equity, inclusion, and accessibility in the 

workplace

5.3: Build a workplace culture that enables all AmeriCorps employees to thrive

5.4: Invest in leadership development

The highest priority related agency performance objectives and measures can be found later 

in the performance plan and report addendum.

7 Per Presidential Executive Order 14058: Transforming Federal Customer Experience and Service Delivery to 

Rebuild Trust in Government. (https://public-inspection.federalregister.gov/2021-27380.pdf)
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Organizational Chart
12

FY 2023 PRESIDENT’S BUDGET8

Budget Summary (in thousands)

Items

FY 2021 

Enacted 

(Annual)

FY 2021 

Enacted 

(ARPA)

9

FY 2022 

Enacted

FY 2023 

President's 

Budget

Difference 

(FY22-FY23)

Total Agency $1,121,102 $1,000,000 $1,150,636 $1,339,933 $189,297 

Operating Expenses $843,115 $770,000 $865,409 $982,126 $116,717 

 State and National $455,096 $620,000 $466,749 $557,094 $90,345 

 VISTA $97,364 $80,000 $100,285 $106,264 $5,979 

 NCCC $33,500 $0 $34,505 $37,735 $3,230 

 State Commission Support $18,538 $20,000 $19,094 $19,538 $444 

 Seniors $225,017 $30,000 $230,768 $245,145 $14,377 

 Foster Grandparents Program $118,799 $0 $122,363 $131,335 $8,972 

 Senior Companion Program $52,863 $0 $54,449 $58,705 $4,256 

 Retired Senior Volunteer Program $53,355 $0 $53,956 $55,105 $1,149 

 Innovation and Demonstration $9,600 $20,000 $9,888 $10,100 $212 

 Innovation, Demonstration, & Other $3,200 $0 $3,330 $3,400 $70 

 Volunteer Generation Fund $6,400 $20,000 $6,558 $6,700 $142 

 Evaluation $4,000 $0 $4,120 $6,250 $2,130 

National Service Trust $185,000 $148,000 $190,550 $235,000 $44,450 

Salaries and Expenses $86,487 $73,000 $88,082 $114,686 $26,604 

OIG $6,500 $9,000 $6,595 $8,121 $1,526

The FY 2023 President’s Budget provides AmeriCorps with $1.340 billion, an increase of

$189.297 million above the FY 2022 Enacted level, to support AmeriCorps and its state and 

local partners in service to improve lives, strengthen communities, foster civic engagement, 

and engage Americans in national service and volunteerism. This Budget will provide 

resources to support AmeriCorps and its network of partners in helping to overcome the 

impacts of the pandemic, rebuild the economy, address racial inequity, tackle the climate 

crisis, and meet other challenges. Below is additional information for each agency program.

AmeriCorps State and National

The Budget provides $557.094 million to AmeriCorps State and National, an increase of 

$90.345 million above the FY 2022 Enacted level that will support approximately 75,000

AmeriCorps members who will support communities in addressing challenges following the

COVID-19 pandemic, economic opportunity, environmental stewardship and climate change, 

and other community needs. With this funding, AmeriCorps State and National will continue 

to invest in evidence-informed and evidence-based community solutions, providing a source 

8 AmeriCorps’ performance plan and report is presented as an addendum to this section at the end of this Budget.

9 ARPA funds are available through FY 2024, with the exception of the AmeriCorps OIG funding that is available 

through FY 2026.
13

of human capital to meet pressing community needs across the country and a pathway to 

economic and educational opportunities for Americans who serve. The Budget will help

underserved and under-resourced communities develop program models that will benefit 

their communities and engage community members as AmeriCorps members. 

AmeriCorps VISTA

The Budget provides $106.264 million to AmeriCorps VISTA, an increase of $5.979 million

above the FY 2022 Enacted level. This funding level will support approximately 7,275 VISTA 

members. Additionally, ARPA funding will be used to support approximately 400 more 

members in FY 2023, for a grand total of approximately 7,675 members serving in FY 2023.

AmeriCorps VISTA members focus on capacity building of local anti-poverty initiatives. VISTA 

will support communities in overcoming the impacts of the pandemic, direct resources to 

under-served individuals and communities to advance equity and alleviate poverty and focus

resources to enable a meaningful experience for those who serve. 

AmeriCorps NCCC

The Budget provides $37.735 million to AmeriCorps NCCC, an increase of $3.230 million 

above the FY 2022 Enacted level, that will support an estimated 2,080 members in direct, 

team-based national service. This includes 1,440 members in the traditional program and 

640 members in the NCCC-FEMA Corps program.

State Service Commission Support

The Budget provides $19.538 million, an increase of $444,000 above the FY 2022 Enacted 

level, to build the capacity of State Service Commissions to conduct outreach and provide 

oversight, monitoring, and technical assistance and training to support subgrantees to 

implement their AmeriCorps programs and support their AmeriCorps members.

AmeriCorps Seniors

The Budget provides $245.145 million, an increase of $14.377 million above the FY 2022

Enacted level that will support more than 174,800 Americans ages 55 and older serving 

through AmeriCorps Seniors programs to address ongoing impacts of the pandemic 

including learning loss and food insecurity and meet other community needs in independent 

living, disaster response, substance abuse prevention, and the environment. It will also 

increase the stipend to FGP and SCP volunteers, supporting the recruitment and 

engagement of a diverse group of older adult volunteers.

• RSVP: The increase of $1.149 million will support an estimated 146,000 RSVP 

volunteers to improve educational outcomes for at-risk and special needs youth, 

connect veterans and military families to needed services, support vaccination and 

other public health efforts, increase food security, and provide independent living 

services. AmeriCorps Seniors will conduct outreach and target the new funding to 

under-represented communities, communities that have experienced persistent 

poverty, and organizations that serve Tribal Nations and veterans and military families.

• FGP: The increase of $8.972 million will support an increase in the stipend to $3.65

per hour to more than 19,500 FGP volunteers who provide support to children and 

youth in academic and social-emotional growth. This increase advances racial and 
14

economic equity for the low-income seniors, of whom approximately 95 percent are 

women and 50 percent are people of color. The stipend increase is the only financial

incentive that supports service for older adults and supports continued engagement 

of a diverse group of senior volunteers.

• SCP: The increase of $4.256 million will improve benefits for 9,300 low-income 

seniors, of whom approximately 87 percent are women and 45 percent are people of 

color, primarily African American. The stipend increase to $3.65 per hour will advance 

AmeriCorps’ racial and economic equity goals and support the recruitment and 

retention of volunteers who provide services to help seniors live independently and 

avoid costly institutional care. The stipend increase is the only financial incentive that 

supports their service and the continued engagement of a diverse group of seniors 

and those that have low incomes. 

Innovation and Demonstration

The Budget provides $10.100 million, an increase of $212,000 above the FY 2022 Enacted 

level, to support Administration priorities of advancing racial and economic equity and 

expanding awareness and partnerships by increasing AmeriCorps recruitment capacity and 

building the capacity of voluntary organizations to recruit and manage volunteers to address 

the expanding challenges facing our communities and country. Specifically:

• VGF: The Budget provides $6.700 million that will be used to strengthen volunteer 

management practices around the country and increase the number of volunteers

serving to meet community needs. Funding will be used to support State Service 

Commissions in adopting approaches that strengthen their capacity to recruit and 

retain volunteers, including skills-based volunteers, and develop strategies to more 

effectively use volunteers to meet community needs.

• Call to Service Initiatives: The Budget provides $3.400 million to help nonprofit and 

voluntary organizations broaden their volunteer base, mobilize underserved 

individuals in volunteering, and increase their impact on community challenges. 

AmeriCorps will focus the Martin Luther King Jr. Day of Service on advancing racial 

justice and equity solutions and the September 11th National Day of Service and 

Remembrance on increasing support for and honoring veterans, military members, 

and their families and engaging them in service and volunteering, and service that 

honors and supports first responders. 

Evaluation

The Budget provides $6.250 million for AmeriCorps evaluation, an increase of $2.130 million

above the FY 2022 Enacted level that will bolster the agency’s use of evidence and evaluation 

to drive programmatic and funding decisions and increase the use of evidence-based 

approaches in AmeriCorps programs. 

Salaries and Expenses

The Budget provides $114.686 million, an increase of $26.604 million above the FY 2022

Enacted level, to support the agency’s staffing, information technology, and other core 

business operations. Of the total amount provided by the Budget for AmeriCorps salaries 

and expenses, $20.000 million is for AmeriCorps to establish a Civilian Climate Corps (CCC)

in partnership with other Federal agencies. This funding would be used by AmeriCorps to
15

hire new staff, develop new capacity, and enhance core business functions to successfully

stand up this new program. These investments in staff and administrative capacity will

support grantees’ work related to environmental stewardship and climate resilience, as well

as AmeriCorps’ collaboration with other agencies implementing the CCC.

National Service Trust

The Budget provides $235.000 million for the AmeriCorps National Service Trust, an increase 

of $44.450 million above the FY 2022 Enacted level to fund Segal AmeriCorps Education 

Awards to eligible AmeriCorps members who complete their terms of service.

Office of Inspector General

The Budget provides $8.121 million, an increase of $1.526 above the FY 2022 Enacted level

request, to support Office of Inspector General activities including conducting audits, 

evaluations, and investigations to enhance the management and overall performance of 

AmeriCorps and its grantees and promote economy and efficiency. 
16

BILL LANGUAGE AND ANALYSIS 

OPERATING EXPENSES

For necessary expenses for the Corporation for National and Community Service (referred to 

in this title as ‘‘CNCS’’) to carry out the Domestic Volunteer Service Act of 1973 (referred to in

-this title as ‘‘1973 Act’’) and the National and Community Service Act of 1990 (referred to in 

this title as ‘‘1990 Act’’), $982,126,000 [$921,120,000], notwithstanding sections 198B(b)(3), 

198S(g), 501(a)(4)(C), and 501(a)(4)(F) of the 1990 Act: Provided, That of the amounts 

provided under this heading: (1) up to 1 percent of program grant funds may be used to 

defray the costs of conducting grant application reviews, including the use of outside peer 

reviewers and electronic management of the grants cycle; (2) $19,538,000 [$19,538,000] 

shall be available to provide assistance to State commissions on national and community 

service, under section 126(a) of the 1990 Act and notwithstanding section 501(a)(5)(B) of the 

1990 Act; (3) $37,735,000 [$37,735,000] shall be available to carry out subtitle E of the 1990 

Act; and (4) $6,700,000 [$6,700,000] shall be available for expenses authorized under 

section 501(a)(4)(F) of the 1990 Act, which, notwithstanding the provisions of section 198P 

shall be awarded by CNCS on a competitive basis: Provided further, That for the purposes of 

carrying out the 1990 Act, satisfying the requirements in section 122(c)(1)(D) may include a 

determination of need by the local community.

NATIONAL SERVICE TRUST

(INCLUDING TRANSFER OF FUNDS)

For expenses of the National Service Trust established under subtitle D of title I of the 1990 

Act, $235,000,000, to remain available until expended, of which $150,000,000 shall be 

derived from the National Service Trust and $85,000,000 shall be derived from the General 

Fund of the Treasury: Provided, That CNCS may transfer additional funds from the amount 

provided within "Operating Expenses" allocated to grants under subtitle C of title I of the 

1990 Act to the National Service Trust upon determination that such transfer is necessary to 

support the activities of national service participants and after notice is transmitted to the 

Committees on Appropriations of the House of Representatives and the Senate: Provided 

further, That amounts appropriated for or transferred to the National Service Trust may be 

invested under section 145(b) of the 1990 Act without regard to the requirement to 

apportion funds under 31 U.S.C. 1513(b).

SALARIES AND EXPENSES

For necessary expenses of administration as provided under section 501(a)(5) of the 1990 Act 

and under section 504(a) of the 1973 Act, including payment of salaries, authorized travel, 

hire of passenger motor vehicles, the rental of conference rooms in the District of Columbia, 

the employment of experts and consultants authorized under 5 U.S.C. 3109, and not to 

exceed $2,500 for official reception and representation expenses, $114,686,000

[$91,186,000].

OFFICE OF INSPECTOR GENERAL

For necessary expenses of the Office of Inspector General in carrying out the Inspector 

General Act of 1978, $8,121,000 [$6,960,000].
17

ADMINISTRATIVE PROVISIONS

SEC. 401. CNCS shall make any significant changes to program requirements, service 

delivery or policy only through public notice and comment rulemaking. For fiscal year 2023, 

during any grant selection process, an officer or employee of CNCS shall not knowingly 

disclose any covered grant selection information regarding such selection, directly or 

indirectly, to any person other than an officer or employee of CNCS that is authorized by 

CNCS to receive such information. 

SEC. 402. AmeriCorps programs receiving grants under the National Service Trust program 

shall meet an overall minimum share requirement of 24 percent for the first 3 years that they 

receive AmeriCorps funding, and thereafter shall meet the overall minimum share 

requirement as provided in section 2521.60 of title 45, Code of Federal Regulations, without 

regard to the operating costs match requirement in section 121(e) or the member support 

Federal share limitations in section 140 of the 1990 Act, and subject to partial waiver 

consistent with section 2521.70 of title 45, Code of Federal Regulations. 

SEC. 403. Donations made to CNCS under section 196 of the 1990 Act for the purposes of 

financing programs and operations under titles I and II of the 1973 Act or subtitle B, C, D, or E 

of title I of the 1990 Act shall be used to supplement and not supplant current programs and 

operations. 

SEC. 404. In addition to the requirements in section 146(a) of the 1990 Act, use of an 

educational award for the purpose described in section 148(a)(4) shall be limited to 

individuals who are veterans as defined under section 101 of the Act.

SEC. 405. For the purpose of carrying out section 189D of the 1990 Act—

(1) entities described in paragraph (a) of such section shall be considered "qualified entities" 

under section 3 of the National Child Protection Act of 1993 ("NCPA"); 

(2) individuals described in such section shall be considered "volunteers" under section 3 of 

NCPA; and (3) State Commissions on National and Community Service established pursuant 

to section 178 of the 1990 Act, are authorized to receive criminal history record information, 

consistent with Public Law 92–544.

SEC. 406. Notwithstanding sections 139(b), 146 and 147 of the 1990 Act, an individual who 

successfully completes a term of service of not less than 1,200 hours during a period of not 

more than one year may receive a national service education award having a value of 70 

percent of the value of a national service education award determined under section 147(a) 

of the Act. 

SEC. 407. Section 148(f)(2)(A)(i) of the 1990 Act shall be applied for this fiscal year by striking 

"a national service program that receives a grant under subtitle C" and inserting "an 

approved national service position".

SEC. 408. (a) Section 137(a)(5) of the 1990 Act shall be applied in fiscal year 2023 as if the 

following were inserted before the period: ", or has submitted a request for administrative 

relief pursuant to the policy established in the memorandum of the Secretary of Homeland 
18

Security dated June 15, 2012, and entitled 'Exercising Discretion with Respect to Individuals 

Who Came to the United States as Children' (Deferred Action for Childhood Arrivals)". 

(b) Section 146(a)(3) of the 1990 Act shall be applied in fiscal year 2023 as if the following 

were inserted before the period: ", or has submitted a request for administrative relief 

pursuant to the policy established in the memorandum of the Secretary of Homeland Security 

dated June 15, 2012, and entitled 'Exercising Discretion with Respect to Individuals Who 

Came to the United States as Children' (Deferred Action for Childhood Arrivals)". 

(c) Notwithstanding sections 141 and 146 of the 1990 Act, or any other provision of law, a 

participant in a national service program carried out under the authority of the 1973 Act shall 

be eligible for the national service educational award described in subtitle D of title I of the 

1990 Act if the participant—

(1) meets the criteria specified in paragraphs (1) through (4) of subsection (a) of section 137 

of the 1990 Act; and 

(2) is a citizen or national of the United States or lawful permanent resident alien of the United 

States, is able to provide evidence from the Department of Homeland Security that he or she 

is in the United States for other than a temporary purpose with the intention of becoming a 

citizen or permanent resident, or has submitted a request for administrative relief pursuant to 

the policy established in the memorandum of the Secretary of Homeland Security dated June 

15, 2012, and entitled 'Exercising Discretion with Respect to Individuals Who Came to the 

United States as Children' (Deferred Action for Childhood Arrivals)"

SEC. 409. An individual in an approved national service position in a program under section 

152(a) of the 1990 Act may upon the approval of the Director of the National Civilian 

Community Corps continue in a term of service for up to 180 days beyond the period 

otherwise specified in section 153(d), or 90 days beyond the period otherwise specified in 

section 154(c).

SEC. 410. (a) Notwithstanding sections 139, 147, 153, and 154 of the 1990 Act, the Director 

of the National Civilian Community Corps may enter into agreements with eligible individuals 

to participate in a National Civilian Community Corps program for a period of not less than 

90 days and not more than 180 days. 

(b) An eligible individual who enters into an agreement with the Director under subsection (a) 

may receive an educational award equivalent to a proportional amount of the full-time 

national service educational award authorized under section 147(a) of the 1990 Act that 

corresponds to the term of service that such individual completes.

(c) For purposes of this section, the term “eligible individual” means an individual who is at 

least 18 years of age and not more than 26 years of age as of the date the term of service 

commences. 
19

Bill Language and Analysis - Changes

New Bill Language and Analysis Explanation

Add Sec 408

SEC. 408. (a) Section 137(a)(5) of the 1990 Act shall be 

applied in fiscal year 2023 as if the following were 

inserted before the period: ", or has submitted a 

request for administrative relief pursuant to the policy 

established in the memorandum of the Secretary of 

Homeland Security dated June 15, 2012, and entitled 

'Exercising Discretion with Respect to Individuals Who 

Came to the United States as Children' (Deferred 

Action for Childhood Arrivals)". 

(b) Section 146(a)(3) of the 1990 Act shall be applied in 

fiscal year 2023 as if the following were inserted before 

the period: ", or has submitted a request for 

administrative relief pursuant to the policy established 

in the memorandum of the Secretary of Homeland 

Security dated June 15, 2012, and entitled 'Exercising 

Discretion with Respect to Individuals Who Came to 

the United States as Children' (Deferred Action for 

Childhood Arrivals)". 

(c) Notwithstanding sections 141 and 146 of the 1990 

Act, or any other provision of law, a participant in a 

national service program carried out under the 

authority of the 1973 Act shall be eligible for the 

national service educational award described in 

subtitle D of title I of the 1990 Act if the participant—

(1) meets the criteria specified in paragraphs (1) 

through (4) of subsection (a) of section 137 of the 1990 

Act; and 

(2) is a citizen or national of the United States or lawful 

permanent resident alien of the United States, is able 

to provide evidence from the Department of 

Homeland Security that he or she is in the United 

States for other than a temporary purpose with the 

intention of becoming a citizen or permanent resident, 

or has submitted a request for administrative relief 

pursuant to the policy established in the memorandum 

of the Secretary of Homeland Security dated June 15, 

2012, and entitled 'Exercising Discretion with Respect 

to Individuals Who Came to the United States as 

Children' (Deferred Action for Childhood Arrivals)"

Allows individuals with Deferred Action of 

Childhood Arrivals (DACA) status who successfully 

serve a term in AmeriCorps State and National, 

NCCC or VISTA, to be eligible for an Education 

Award.
20

New Bill Language and Analysis Explanation

Add Sec 409

An individual in an approved national service position 

in a program under section 152(a) of the 1990 Act may 

upon the approval of the Director of the National 

Civilian Community Corps continue in a term of service 

for up to 180 days beyond the period otherwise 

specified in section 153(d), or 90 days beyond the 

period otherwise specified in section 154(c).

AmeriCorps NCCC may keep teams in place over 

the 12-month statutory restriction for work on 

disaster response or recovery, enabling overlap in 

NCCC service. Doing so addresses a clear and 

present need given NCCC members offboard in 

May and a new group onboards in 

September/October, which results in the summer 

months (i.e., fire season) with no coverage. 

AmeriCorps will not offer a prorated augmentation 

to the educational award of any NCCC member who 

extends their service.

Add Sec 410

(a) Notwithstanding sections 139, 147, 153, and 154 of 

the 1990 Act, the Director of the National Civilian 

Community Corps may enter into agreements with 

eligible individuals to participate in a National Civilian 

Community Corps program for a period of not less 

than 90 days and not more than 180 days. 

(b) An eligible individual who enters into an agreement 

with the Director under subsection (a) may receive an 

educational award equivalent to a proportional amount 

of the full-time national service educational award 

authorized under section 147(a) of the 1990 Act that 

corresponds to the term of service that such individual 

completes.

(c) For purposes of this section, the term “eligible 

individual” means an individual who is at least 18 years 

of age and not more than 26 years of age as of the 

date the term of service commences. 

AmeriCorps NCCC may engage potential 

participants ages 18-26 for a period of three to six 

months (i.e. a season of service) rather than the 

usual term of 11 to 12 months. AmeriCorps shall 

prorate the Segal education award for these 

particular members accordingly.
21

AMERICORPS STATE AND NATIONAL

Program Summary

For more than two decades, AmeriCorps State and National has engaged Americans in 

community service in every state and many territories and Tribal communities. The program 

awards grants to organizations that engage AmeriCorps members who have dedicated 

millions of hours of service in communities across the nation, supporting children to achieve 

academic success; responding to natural disasters; building and renovating homes for 

families in under-resourced communities; giving back to veterans and their families;

preserving and restoring the environment; and addressing needs identified by communities. 

Budget Summary (in thousands)

Items

FY 2021 

Enacted 

(Annual)

FY 2021 

(ARPA)10

FY 2022 

Enacted

FY 2023 

President’s 

Budget

Difference

(FY22-FY23)

Competitive 

Grants $270,771 $380,965 $277,695 $333,080 $55,385

Formula Grants $152,482 $214,482 $156,342 $187,580 $31,238

Grants to Tribes $4,319 $6,076 $4,428 $5,313 $885

Grants to 

Territories $4,319 $6,076 $4,428 $5,313 $885

Subtotal Grants $431,891 $607,600 $442,893 $531,286 $88,393

Program Support $23,205 $12,400 $23,854 $25,808 $1,954

Total11 $455,096 $620,000 $466,749 $557,094 $90,347

Budget Request and Objectives

The Budget provides $557.094 million to AmeriCorps State and National, an increase of 

$90.347 million above the FY 2022 Enacted level, that will fund approximately 75,000

members. The funding will support agency goals 1-3 with a focus on the following objectives 

and strategies:

• Recruit a diverse corps of members and volunteers who reflect those we are serving

(Objective 1.5); Increase awareness of AmeriCorps (Objective 3.1); Increase the 

number of AmeriCorps member service opportunities (Objective 3.2); Grow 

volunteering in America (Objective 3.4)

o Agency strategy: Institute a living allowance increase 

o Programmatic strategy: Increase benefits and supports for members 

• Prioritize investments in the most underserved individuals and communities

(Objective 1.4)

o Programmatic strategy: Focus on funding community centered and 

representative programs in new communities

10 ARPA funds are available through FY 2024, with the exception of the AmeriCorps OIG funding that is available 

through FY 2026.

11 Total may equal sum of contributing lines due to rounding.
22

o Agency strategy: Institute a living allowance increase

o Programmatic strategy: Increase the funding for grantees to administer 

programming

Performance Results

The following is a selection of core metrics the program has used to track its progress aligned 

with the agency’s strategic goals.

Goals Results

FY 2021 

Actual 

FY 2022 

Target 

FY 2023 

Target 

1,4

Percentage funding to projects 

with moderate or strong 

evidence 51% 68% 65%

2 Member fill rate 74% 78% 82%

2 Member retention rate 88% 89% 90%

Discussion of Performance Results

AmeriCorps State and National continues to invest in projects with growing evidence of 

impact. As indicated in this section, the agency will target more of these investments toward 

priority projects in the coming years.

Evidence/Research

AmeriCorps State and National invests in evidence-based interventions. Data collected is 

used to inform annual award decisions and coordinate research proposals with the Office of 

Research and Evaluation. Below is a selection of supporting studies.

• A 2020 quasi-experimental evaluation of the Great Basin Institute’s Nevada 

Conservation Corps (NCC) AmeriCorps program showed that the NCC’s treatment of 

public land was effective in reducing the fire regime condition class of the treated 

land, thereby reducing the risk of catastrophic wildfire. The effect size of the treatment 

intervention was found to be large, with a partial eta squared value of .287. The 

evaluator concluded that NCC’s fuel reduction program activities are effective 

methods to mitigate fire risk in this region.12

• A 2020 randomized controlled trial of Reading & Math Inc.’s Reading Corps program 

demonstrated that students who successfully completed the program have a higher 

probability of going on to pass future benchmark assessments. All students that 

participated in Reading Corps demonstrated weekly growth rates that far exceeded a 

control group of students.13 The evaluation also showed that a brief follow-up 

intervention for kindergarten students helped to accelerate improvement and 

increase proficiency in reading.14

12 https://americorps.gov/evidence-exchange/great-basin-institute-nevada-conservation-corps-evaluation-report2019-2020

13 The control group consisted of students not at risk for reading difficulties.

14 https://americorps.gov/evidence-exchange/evaluation-report-impact-post-exit-progress-monitoring-literacyoutcomes-reading
23

AMERICORPS VISTA

Program Summary

For more than five decades, AmeriCorps VISTA has provided resources to nonprofit

organizations and public agencies to address poverty and poverty-related problems in the 

United States. VISTA supports community-driven efforts to address poverty by engaging 

individuals aged 18 and older through 12 months (or targeted 8-10 summer weeks) of fulltime service. 

These AmeriCorps members strengthen local initiatives that help Americans experiencing 

poverty improve their lives. By mobilizing community volunteers, securing private sector 

resources, designing programs, and strengthening partnerships, members help local 

organizations expand and improve their ability to feed the hungry, tutor at-risk youth, assist 

those without shelter find homes, and more.

Budget Summary (in thousands)

Items

FY 2021 

Enacted 

(Annual)

FY 2021 

(ARPA)15

FY 2022 

Enacted

FY 2023 

President’

s Budget

Difference 

(FY22-FY23)

Subsistence $70,911 $58,520 $69,589 $72,069 $2,480

Post Service Stipend $2,500 $955 $2,153 $2,500 $347

Healthcare $3,000 $100 $3,500 $4,395 $895

Childcare $641 $50 $672 $1,000 $328

Travel $1,365 $100 $1,500 $2,000 $500

Training $1,036 $100 $3,171 $4,000 $829

Sub-Total Direct 

Member Costs: $79,453 $59,825 $80,585 $85,964 $5,379

Grants $12,625 $15,000 $13,500 $15,000 $1,500

Recruitment $1,125 $2,750 $1,500 $2,500 $1,000

Evaluation $159 $800 $1,000 $1,000 $0

Program 

Admin/Support $4,002 $1,625 $3,700 $1,800 ($1,900)

Total $97,364 $80,000 $100,285 $106,264 $5,979

Budget Request and Objectives

The Budget provides $106.264 million to AmeriCorps VISTA, an increase of $5.979 million

above the FY 2022 Enacted level that will fund approximately 7,275 members. The funding 

will support agency goals 1-3 with a focus on the following objectives and strategies:

• Prioritize investment in the most underserved individuals and communities (Objective 

1.4)

15 ARPA funds are available through FY 2024, with the exception of the AmeriCorps OIG funding that is available 

through FY 2026.
24

o Programmatic strategy: Focus new project development and resources in 

areas of poverty

o Programmatic strategy: Allocate grant funds to organizations to enable them 

to support members in carrying out assignments

• Recruit a diverse corps of members and volunteers who reflect those we are serving

(Objective 1.5)

o Agency strategy: Institute a living allowance increase 

o Programmatic strategy: Implement an offline and online member recruitment 

strategy that targets diverse prospects

• Empower AmeriCorps members to thrive and complete their term of service

(Objective 2.1)

o Agency strategy: Institute a living allowance increase 

o Programmatic strategy: Investigate member attrition, then identify and 

implement strategies for equitable VISTA member retention 

o Programmatic strategy: Invest in member and supervisor training

Performance Results

The following is a selection of core metrics the program has used to track its progress aligned 

with the agency’s strategic goals. The reduction in target values from FY 2022 to FY 2023 

reflects the strategic decision to increase the member living allowance to help recruit more 

diverse members. Additional performance results will be accounted for with ARPA funding. 

Goals Results

FY 2021 

Actuals

FY 2022 

Targets

FY 2023 

Targets

1,3 Community volunteers mobilized 451,000 451,000 405,900

1

Percent of participating 

organizations reporting that they 

gained capacity through VISTA 93% 93% 93%

Discussion of Performance Results

AmeriCorps VISTA focuses its investment on supporting local initiatives and organizations 

that address poverty. AmeriCorps VISTA will continue to carry out that support through a

broad range of capacity-building activities that mobilize community members, leverage cash 

and in-kind resources, develop new partnerships, strengthen agencies, and help project 

activities become more sustainable, even after the VISTA resource is gone. 

Evidence/Research

AmeriCorps VISTA collects evidence through community-strengthening performance 

measures (see previous page), qualitative surveys (member exit), and administrative data. 

Relevant evidence is used to inform program design and implementation decisions and 

coordinate research proposals with the AmeriCorps Office of Research and Evaluation. The 

following is a selection of relevant studies.
25

Researchers at the University of Texas conducted two studies involving AmeriCorps VISTA.

16

• One study found that nonprofits that receive VISTA service members show higher 

levels of both volunteers and donations two years later than matched nonprofits that 

did not receive VISTA members. Researchers then followed the trajectories of VISTA 

receiving organizations from 2010 to 2016 and found a robust relationship of VISTA 

service to volunteering. 

• A second study used longitudinal models from 2005 to 2013 to explore whether 

communities with national service programs exhibited greater subjective well-being. 

Using measures of subjective well-being in 1,347 U.S. counties, results show that, 

where AmeriCorps VISTA members are serving, communities had improved

subjective well-being, achieved primarily by mitigating threats to well-being and 

positively increasing engagement.

16 Messamore, A., Paxton, P., & Velasco, K. (2021). Can Government Intervention Increase Volunteers and 

Donations? Analyzing the Influence of VISTA With a Matched Design. Administration and Society, 53(10), 1547-

1579. https://doi.org/10.1177/00953997211009885
AMERICORPS NCCC

Program Summary

For nearly three decades, AmeriCorps National Civilian Community Corps (NCCC) has 

engaged Americans between the ages of 18 and 24 to address community needs in all 50 

states and territories through 10 months of full-time, intensive volunteer service. Members 

serve through regional campuses that allow rapid and flexible deployment when responding 

to natural disasters and other emerging priorities. In 2021 and 2022, AmeriCorps NCCC 

continued to be a national service asset by support emerging national priorities. Hundreds of 

members in the NCCC program supported FEMA in standing up, supporting, and managing 

COVID-10 vaccination centers across the country. At the end of 2021 and into 2022, NCCC 

teams deployed to Safe Havens and resettlement agencies to support the Department of 

Homeland Security through Operations Allies Welcome. NCCC’s support in these two 

priorities was seen as a major inter-agency partnership success.

Budget Summary (in thousands)

Items

FY 2021 

Enacted

(Annual)

FY 2022 

Enacted

FY 2023 

President's 

Budget

Difference 

(FY22-FY23) 

Program Support $20,100 $20,703 $22,641 $1,938 

Program Operations $13,400 $13,802 $15,094 $1,292 

Total $33,500 $34,505 $37,735 $3,230 

Budget Request and Objectives

The Budget provides $37.735 million to AmeriCorps NCCC, an increase of $3.230 million 

above the FY 2022 Enacted level that will fund 1,440 members in the traditional program and 

640 in the AmeriCorps NCCC-FEMA Corps program. The funding will support agency goals 

1-3 with a focus on the following objectives and strategies:

• Reduce greenhouse gas emissions, conserve lands and waters, and adapt to the 

changing climate (Objective 1.2); Prioritize investment in the most underserved 

individuals and communities (Objective 1.4)

o Programmatic strategy: Commit all 150 Summer of Service members to 

climate change mitigation work and develop outreach strategies to 

identify climate change mitigation projects that intersect with underserved 

populations

• Recruit a diverse corps of members and volunteers who reflect those we are serving 

(Objective 1.5); Empower AmeriCorps members to thrive and complete their term 

of service (Objective 2.1)

o Programmatic strategy: Develop recruitment strategies that support nonEnglish speaking populations, engage new partners for marketing and 

recruitment, and strengthen resources for the self-care of members’ 

behavioral health needs while in service

• Strengthen pathways to education, employment, and other opportunities (Objective 

2.3)
o Programmatic strategy: Build on the successful strategies of FEMA’s hiring 

of FEMA Corps members and prepare members for an expanding green 

industry through a broader climate change mitigation project base (over 

the last 10 years, FEMA Corps has hired 23% of program graduates)

Performance Results

The following is a selection of core metrics the program has used to track its progress aligned 

with the agency’s strategic goals. AmeriCorps NCCC made significant contributions to 

mitigating the impact of the COVID-19 pandemic on the people and communities across the 

country. These results will not have future targets, but the NCCC program model is poised to 

be engaged in the next unforeseeable, emerging national priority.

AmeriCorps members serving in NCCC respond to priority needs across the nation to work

side-by-side with community members. At the invitation of community and organizational

leaders across the nation, members in NCCC contribute to strengthening communities in a 

wide variety of ways. In addition, AmeriCorps NCCC continues to optimize its operations, to 

include taking steps to mitigate COVID-19 across program operations, increasing behavioral 

health support for members, and expanding opportunities for service members with 

disabilities. 

Results FY 2021

Actuals

FY 2022

Targets

FY 2023

Targets

People assisted in disaster areas 790,027 444,416 515,227

Number of strategic disaster response reports 

created for FEMA operations 80 91 126

Pounds of donations sorted 1,060,520 891,063 876,431

Dollars returned to communities through tax 

returns 8,028,532 10,028,221 10,853,241

People assisted at mass care facilities 443,100 181,230 250,969

Pounds of food collected, harvested, or 

distributed 16,982,884 10,953,369 12,292,989

People assisted with language barriers to receive 

public service 11,704 6,629 8,869

Number of disadvantaged youth assisted17 41,606 19,537 24,794

Wellness check calls with seniors initiated or 

conducted 1,077 2,047 0

COVID-19 vaccination sites supported 174 70 0

Number of people assisted during COVID-19 

pandemic 1,934,516 774,779 242,423

Number of people assisted in hospitals for nonmedical needs 18,126 7,250

Total project hours served 1,211,108 1,255,948 1,259,340

Performance Results Discussion

As indicated in the measures above, AmeriCorps NCCC continues to track progress toward 

strengthening its mission impact. NCCC will also continue to expand the number of projects 

17 Target populations defined in Serve America Act (P.L. 11-13)
successfully helping communities in target agency objectives. To find out more about 

AmeriCorps NCCC projects, please visit the agency website and review the program’s latest 

deployment reports.7F

18

Evidence/Research

AmeriCorps NCCC collects evidence through community strengthening performance 

outputs (see previous page), qualitative surveys (member exit and sponsor), administrative 

data, and operational program research projects. Related data is used to inform annual 

award decisions and coordinate research proposals with the Office of Research and 

Evaluation (relevant recent studies). Below is a selection of relevant studies.8F

19

• AmeriCorps NCCC is engaged in a multi-year longitudinal study to identify the impact 

of the NCCC program on member leadership development, member retention, and 

strengthening communities. In collaboration with the Office of Research and 

Evaluation, NCCC began collecting information for the study in FY 2020. The final 

analysis will help NCCC determine program effectiveness, support management 

decisions for program enhancement, and support messaging for recruitment efforts.

• Through the collection of regular program performance data, AmeriCorps NCCC has 

generated analyses on member outputs. Using the data from member progress 

reports, NCCC can identify successful collection of output data and create stronger 

correlations to intended outcomes. These analyses span several years and provide 

NCCC with trends and insight into what data the program does and should collect as 

well as indications of how to strengthen program outcomes. 

These analyses support strategy adjustment and increasing the return of NCCC service on 

members and communities. 

18 https://americorps.gov/serve/fit-finder/americorps-nccc/deployment-reports

19 https://americorps.gov/sites/default/files/documents/CNCS Strategic Evidence Plan FY2020_508.pdf
29

STATE SERVICE COMMISSION SUPPORT GRANTS

Program Summary

State Service Commissions conduct outreach to prospective AmeriCorps grantees, 

administer oversight and monitoring of their subgrantees – both formula and competitive, 

and provide the training and technical assistance necessary to build the capacity of 

community-based organizations that implement strategies to improve its community with the 

help of AmeriCorps members. In addition, State Service Commissions are responsible for 

encouraging service and volunteerism throughout its respective states in collaboration with 

other national service programs, volunteer centers, Voluntary Organizations Active in Disaster 

(VOADs), and other constituencies. 

These operating funds support the capacity of the State Service Commissions to serve as the 

agency’s partner in grantmaking, oversight, and technical assistance. Per AmeriCorps

legislation, the agency cascades the formula grantmaking to the State Service Commissions 

and expects them to recruit, develop, and submit competitive applications to the national 

process. State Service Commissions manage around two-thirds of the AmeriCorps State and 

National portfolio. They provide oversight, technical assistance, and training to all 

subgrantees in its portfolio.

Budget Summary (in thousands)

Item

FY 2020 

Enacted

(Annual)

FY 2021

(ARPA)

20

FY 2022 

Enacted

FY 2023 

President’s 

Budget

Difference 

(FY22-FY23)

State Commission 

Grants $17,538 $20,000 $19,094 $19,538 $444

Total $17,538 $20,000 $19,094 $19,538 $444

Budget Request and Objectives

The Budget provides $19.538 million to AmeriCorps State Service Commissions, an increase 

of $444,000 above the FY 2022 Enacted level. The funding will support agency goals 1-3 with 

a focus on the following objectives and strategies:

• Prioritize investment in the most underserved individuals and communities (Objective 

1.4)

o Programmatic strategy: Engage at the state and community level to build and 

strengthen partnerships that lead to the development of AmeriCorps 

programs 

• Ensure responsible management of financial resources (Objective 4.3)

o Programmatic strategy: Responsibly utilizing Commission Support Grants 

20 ARPA funds are available through FY 2024, with the exception of the AmeriCorps OIG funding that is available 

through FY 2026.
30

Performance Results

The following is a selection of core metrics the program has used to track its progress aligned 

with the agency’s strategic goals. As State Service Commissions are independent partners 

from the agency, the metrics are focused on the deliverables from grants they receive from 

the agency. As AmeriCorps finalizes its agency-level annual performance goals, the measure 

and targets below will be updated as necessary.21

Goals Items

FY 2021 

Actuals

FY 2022 

Targets

FY 2023 

Targets

3

Number of new applicants to commissions’ 

AmeriCorps competitions 320 340 360

4

Percentage of commission subgrantees 

reporting improved capacity as a result of 

commission training, technical assistance, 

and monitoring 75% 80% 85%

Discussion of Performance Results

State Service Commissions will continue to prioritize providing technical assistance and 

support to their subgrantees. Below are recent examples of related success.22

• In FY 2020, state commissions collectively reported recruiting and/or managing over 

39,000 volunteers to meet key needs in their states.

• Serve Washington recognized that the global pandemic created immense challenges 

for AmeriCorps members, not only in providing their service but also in navigating 

their daily lives. By hosting a series titled “Extending Wellness in a Time of Great 

Uncertainty” in FY 2020, Serve WA offered support for deepening self-care practices 

and strategies for being balanced, grounded, and centered amidst change and 

uncertainty. Of equal importance was the commitment to provide additional ways for 

members to connect to one another and strengthen relationships across the service 

network community. Over a series of three virtual workshops on Zoom, 117 members 

interacted with each other and with a group of four diverse facilitators known as “Care 

Capacity Coaches.” Feedback from members was very positive, and Serve WA went 

on to host a slightly expanded version of the Extending Wellness series in the spring 

of 2021.

• Eight Indian Nations representing 12 Tribes live in Montana, and each one is unique. 

Strengthening partnerships with Tribes is a priority of the 2019-2021 Montana State 

Service Plan and is essential to serving well in this state. To meet this priority, the 

Montana Governor’s Office of Community Service used Commission Investment Fund 

resources to fund commission and program staff’s attendance at the 2020 Tribal 

Relations Training, hosted by the Governor’s Office of Indian Affairs.

• ServeMinnesota worked with programs and members in FY 2020 on increasing 

diversity, equity, and inclusion (DEI). The commission focused a portion of each 

program staff training on recruiting and supporting Black, Indigenous, and other 

21 See the Agency Performance Plan and Report presented in this Budget’s addendum.
31

People of Color (BIPOC) members. They also added DEI focused questions to their 

annual meetings and gathered innovative practices to share at future program staff 

meetings for peer learning opportunities. The commission has updated their program 

operating procedures monitoring document to ensure that AmeriCorps subgrantees 

create and update their own policies through a DEI lens and intends to review 

subgrantees’ policies next year to verify that programs are strengthening their 

practices. The commission’s new Vice President of Equity and Inclusion has developed 

an advisory group that will be holding stakeholder meetings to guide their work in this 

area moving forward.
32

AMERICORPS SENIORS RSVP

Program Summary

For five decades, AmeriCorps Seniors RSVP has partnered with communities to provide 

services across the nation. It engages Americans 55 years and older to tutor and mentor 

children, decrease food insecurity, provide services to veterans and military families, engage 

in conservation efforts, help communities recover from and prepare for disasters, and much 

more. RSVP provides flexible volunteer opportunities for AmeriCorps Seniors volunteers to

serve in the communities where they live. As communities continue to recover from the 

COVID-19 pandemic, schools reopen, and Americans begin to rebuild, the wisdom and 

dedication of senior volunteers will be needed more than ever.

Budget Summary

Items

FY 2021 

Enacted

(Annual)

FY 2022 

Enacted

FY 2023 

President’s 

Budget

Difference 

(FY22-FY23)

Grants $50,977 $51,200 $52,349 $1,149

Business Support $2,378 $2,756 $2,756 $0

Total $53,355 $53,956 $55,105 $1,149

Budget Request and Objectives

The Budget provides $55.105 million to AmeriCorps Seniors RSVP, an increase of $1.149

million above the FY 2022 Enacted level. The funding will support agency goals 1-3 with a 

focus on the following objectives and strategies:

• Prioritize investment in the most underserved individuals and communities (Objective 

1.4); Recruit a diverse corps of members and volunteers who reflect those we are 

serving (Objective 1.5); Empower AmeriCorps Seniors volunteers to continue their 

service (Objective 2.1); Increase awareness of AmeriCorps and favorability toward 

national service among the American public (Objective 3.1)

o Programmatic strategy: Support RSVP grantees in underserved communities

o Programmatic strategy: Support current grantees efforts to focus on volunteer 

recruitment as a way to rebuild programs after the pandemic and to bring 

volunteers back into service

o Programmatic strategy: Remove barriers and provide additional technical 

assistance for grantees who are underrepresented in the RSVP portfolio by 

reviewing grantmaking through the lens of diversity, equity, inclusion, and 

access

o Programmatic strategy: Deploy outreach strategies to reach communities and 

organizations that are underrepresented in the RSVP portfolio, including 

targeting geographies that are not served by AmeriCorps Seniors

o Programmatic strategy: Continue to partner with AmeriCorps’ Special Advisors 

to identify Administration priorities that RSVP volunteers could support and 

contribute solutions to, such as the current national crisis COVID-19 

vaccinations and recovery efforts, public health, learning loss support for 

children and youth, and food insecurity
33

• AmeriCorps Seniors RSVP will also support AmeriCorps strategic plan by:

o Programmatic strategy: Serve Veterans and Military Families. RSVP volunteers 

serve veterans and military families by helping to ensure isolated veterans have 

transportation services for medical appointments, assistance with basic 

household tasks, companionship, and a strong social network. In total, 42,980 

United States Armed Forces service member veterans are currently being 

served by AmeriCorps Seniors volunteers.

o Programmatic strategy: Increase Food Security. RSVP supports food security 

through the efforts of volunteers at food banks and food delivery nonprofits

across the country 

o Programmatic strategy: Support Public Health. RSVP members supported the 

COVID-19 vaccination efforts by providing vaccinations, vaccination education, 

contact tracing, transportation to appointments, and vaccination center 

capacity. AmeriCorps Seniors will continue to work on public health projects

that support underserved communities through partnerships with Federally 

Qualified Health Centers and like organizations

o Programmatic strategy: Work with communities to identify needs. AmeriCorps 

Seniors provides grants to local community organization to meet local needs, 

by engaging older adults from the community. By doing targeted outreach to 

community organizations and engaging them in joint planning, AmeriCorps 

Seniors RSVP supports this priority

Business Support – Funds in this category will support the development of national 

promotional and recruitment materials and resources in coordination with the agency’s 

centralized recruitment efforts as well as support outreach to new communities and potential 

grantees. 

Performance Results

The following is a selection of core metrics the program has used to track its progress aligned 

with the agency’s strategic goals.

23 Estimated. Final data will be available by March and presented in the agency’s Annual Management Report (fall 

2022).

Goals Results

FY 2021 

Estimate23

FY 2022 

Targets 

FY 2023 

Targets

1 Number of children tutored or mentored 55,000 55,000 55,000

1

Number of seniors who received 

support to help them live independently 282,000 282,000 282,000

1 Total number of veterans served 141,000 145,000 145,000

1

Number of individuals reporting 

increased food security 1,300,000 1,350,000 1,350,000

1

Number of individuals receiving services 

related to increasing economic 

opportunity 140,000 145,000 145,000
34

Discussion of Performance Results

As indicated in AmeriCorps Seniors RSVP’s performance table, the program continues to 

support programming that strengthens communities while starting to focus on 

Administration priorities. In FY 2020, AmeriCorps Seniors volunteers in RSVP delivered 12.4 

million hours of service in their communities. Through a network of more than 670 grantees, 

an estimated 146,000 AmeriCorps Seniors RSVP volunteers expanded the capacity of more 

than 11,700 community organizations nationwide to deliver essential services.24 Working 

through such infrastructure networks as Area Agencies on Aging, Volunteer Centers, United 

Ways, social services agencies, and other eligible grantees to fund local organizations that 

are tackling local problems. 

Evidence/Research

AmeriCorps Seniors collects evidence through performance measures, administrative data, 

and awardee-specific research projects for our three programs. As the evidence/research for 

all programs in interconnected to reduce redundancy in text, the research for all three 

programs is included in the AmeriCorps Seniors Senior Companion Program section below.

24 AmeriCorps is currently reviewing FY 2021 actual data reported by grant awardees. This data will be available 

for the agency’s FY 2022 Annual Management Report in the fall of 2022.
35

AMERICORPS SENIORS FOSTER GRANDPARENTS PROGRAM (FGP)

Program Summary

For more than five decades, AmeriCorps Seniors Foster Grandparent Program (FGP) has 

partnered with communities to deliver high impact services to communities across the nation. 

It engages Americans 55 years of age and older to provide one-on-one mentoring, tutoring, 

and support to children with special or exceptional needs, those who face challenges with 

academic or social development and those who have families with low incomes and are 

underserved or financially disadvantaged. Children and youth served by the program benefit 

immensely from the additional support FGP volunteers provide as a presence in their lives. In 

return, AmeriCorps Seniors FGP volunteers gain benefits from their service, which often 

improve their quality of life, their health and wellness, and provides a strong sense of 

purpose. 

Budget Summary (in thousands)

Items

FY 2021 

Enacted

(Annual)

FY 2021 

(ARPA)

FY 2022 

Enacted

FY 2023 

President's 

Budget

Difference 

(FY22-FY23)

Grants $113,259 $27,000 $115,817 $124,685 $8,868 

Business Support $5,540 $3,000 $6,546 $6,650 $104 

Total $118,799 $30,000 $122,363 $131,335 $8,972 

 

Budget Request and Objectives

The Budget provides $131.335 million to the AmeriCorps Seniors Foster Grand Parents 

Program, an increase of $8.972 million above the FY 2022 Enacted level. The funding will 

support agency goals 1-3 with a focus on the following objectives and strategies: 

• Recruit a diverse corps of members and volunteers who reflect those we are serving 

(Objective 1.5); Create a stronger, universal identity for AmeriCorps among members 

and volunteers (Objective 3.3)

o Programmatic strategy: Increase the AmeriCorps Seniors FGP stipend from 

$3.15 to $3.65 per hour to allow low-income seniors to serve as FGP volunteers 

in their communities as part of the agency’s strategy to lowering a barrier to 

service. 

o Programmatic strategy: Remove barriers and provide additional technical 

assistance for grantees who are underrepresented in the FGP portfolio by 

reviewing grantmaking through the lens of diversity, equity, inclusion, and 

access

o Programmatic strategy: Support improved benefits (the stipend increase) for 

low-income seniors participating in FGP programming. Ninety plus percent of 

participants are women and approximately 50 percent are people of color, 

primarily African American. This stipend increase does not only speak to 

bringing equity amongst AmeriCorps programs, but to the Administration’s 

priorities of racial equity supporting older Americans and providing 

opportunities for women.

• Expand educational and economic opportunities (Objective 1.3)
36

• Increase awareness of AmeriCorps and favorability toward national service among the 

American public (Objective 3.1)

o Programmatic strategy: Support current grantees’ efforts to focus on volunteer 

recruitment as a way to rebuild programs after the pandemic and to bring 

volunteers back into service.

o Programmatic strategy: Continue to support current grantees in implementing 

high quality programs to support children and youth in academic and socialemotional growth.

o Programmatic strategy: Employ outreach strategies to reach communities and 

organizations that are underrepresented in the FGP portfolio, including 

targeting geographies that are not served by AmeriCorps Seniors, when 

funding comes available through program turnover. 

o Programmatic strategy: Work with current grantees to expand their services 

into additional geographic areas and explore new service opportunities to 

meet community needs when funding comes available through program 

turnover. 

Business Support – Funds in this category will support the development of national 

promotional and recruitment materials and resources in coordination with the agency’s 

centralized recruitment efforts as well as support outreach to new communities and potential 

grantees. 

Performance Results

The following is a selection of core metrics the program has used to track its progress aligned 

with the agency’s strategic goals.

Goal Items

FY 2021 

Estimate25

FY 2022 

Targets 

FY 2023 

Targets

1 Number of children mentored 60,000 60,000 60,000

1 Number of children served1F

26 116,000 116,000 116,000

Discussion of Performance Results

As indicated in this section’s performance data, AmeriCorps Seniors FGP continues to 

support programming that strengthens communities while meeting Administration priorities 

and its longstanding statutory focus areas. In FY 2020, AmeriCorps Seniors volunteers in FGP 

delivered 11.9 million hours of service in their communities. Through a network of more than 

320 grantees, an estimated 19,500 AmeriCorps Seniors FGP volunteers expanded the 

capacity of more than 6,600 community organizations nationwide to deliver essential 

services.27 Working through such infrastructure networks as Area Agencies on Aging, 

Volunteer Centers, United Ways, social services agencies, and other eligible grantees to fund 

local organizations that are tackling local problems. 

25 Estimated. Final data will be available by March and presented in the agency’s Annual Management Report (fall 

2022)

26 Measure includes activities such as tutoring and social/emotional support.

27 AmeriCorps is currently reviewing FY 2021 actual data reported by grant awardees. This data will be available 

for the agency’s FY 2022 Annual Management Report in fall 2022.
37

Evidence/Research

AmeriCorps Seniors collects evidence through performance measures, administrative data, 

and awardee-specific research projects for our three programs. As the evidence/research for 

all programs in interconnected to reduce redundancy in text, the research for all three 

programs is included in the AmeriCorps Seniors Senior Companion Program section below.
38

AMERICORPS SENIORS SENIOR COMPANION PROGRAM (SCP)

Program Summary

For almost five decades, AmeriCorps’ Senior Companion Program (SCP) has partnered with 

communities to deliver high impact services across the nation. It engages Americans 55 years

of age and older to help older Americans live independently, a cost-effective option to the 

continuum of care available to the nation’s aging population. Each year, AmeriCorps Seniors 

volunteers in SCP provide the companionship and support needed to help aging adults 

remain independent and in their own homes at a cost much lower than institutional care. 

They help aging Americans maintain their dignity and independence, while enriching their 

own lives through a high-quality and impactful service experience, all while reducing the 

devasting effects of social isolation. In addition, AmeriCorps Seniors SCP volunteers gain 

benefits from their service, which often improves their quality of life, their health and 

wellness, and provides a strong sense of purpose.

Budget Summary (in thousands)

Items

FY 2021 

Enacted

(Annual)

FY 2022 

Enacted

FY 2023 

President’s 

Budget

Difference 

(FY22-FY23)

Grants $50,488 $51,523 $55,705 $4,182

Business Support $2,375 $2,926 $3,000 $74

Total $52,863 $54,449 $58,705 $4,256

 

Budget Request and Objectives

The Budget provides $58.705 million to the AmeriCorps Seniors Senior Companion Program, 

an increase of $4.256 million above the FY 2022 Enacted level. The funding will support 

agency goals 1-3 with a focus on the following objectives and strategies: 

• Recruit a diverse corps of members and volunteers who reflect those we are serving

(Objective 1.5); Create a stronger, universal identity for AmeriCorps among members 

and volunteers (Objective 3.3)

o Programmatic strategy: Increase the AmeriCorps Seniors SCP stipend from 

$3.15 to $3.65 per hour to assist more low-income seniors and allow them to

serve as SCP volunteers in their communities as part of the agency’s strategy to 

lowering a barrier to service

o Programmatic strategy: Support current grantees efforts to focus on volunteer 

recruitment as a way to rebuild programs after the pandemic and to bring 

volunteers back into service

o Programmatic strategy: Support improved benefits, stipend increase, for lowincome seniors participating in SCP programming. Approximately 87 percent

are women and 45 percent are people of color, primarily African American. 

This increase does not only speak to bringing equity amongst AmeriCorps 

programs, but to the Administration’s priorities of racial equity and supporting 

older Americans.
39

o Programmatic strategy: Remove barriers and provide additional technical 

assistance for grantees who are underrepresented in the SCP portfolio by 

reviewing grantmaking through the lens of DEIA

• Mitigate the impacts of the COVID-19 pandemic and other public health crises

(Objective 1.1); Increase awareness of AmeriCorps and favorability toward national 

service among the American public (Objective 3.1)

o Programmatic strategy: Continue to support current grantees in implementing 

high quality programs to meet the needs of seniors served by SCP

o Programmatic strategy: Employ outreach strategies to reach communities and 

organizations that are underrepresented in the SCP portfolio, including 

targeting geographies that are not served by AmeriCorps Seniors, when 

funding comes available through program turnover 

o Programmatic strategy: Work with current grantees to expand their services 

into additional geographic areas and explore new service opportunities to 

meet community needs when funding comes available through program 

turnover

Business Support – Funds in this category will support the development of national 

promotional and recruitment materials and resources in coordination with the agency’s 

centralized recruitment efforts as well as support outreach to new communities and potential 

grantees. 

Performance Results

The following is a selection of core metrics the program has used to track its progress aligned 

with the agency’s strategic goals.

Goals Results

FY 2021

Estimate28

FY 2022 

Targets 

FY 2023 

Targets

1

Number of Americans who received 

support to help them live independently 27,000 27,000 27,000

1

Number of Americans receiving respite 

care 4,200 4,200 4,200

1

Number of Veterans receiving

independent living assistance 1,700 1,700 1,700

Discussion of Performance Results

As indicated in this section’s performance data, AmeriCorps Seniors SCP continues to 

support programming that strengthens communities while focusing on new Administration 

priorities and longstanding statutory focus areas. 

In FY 2020, AmeriCorps Seniors SCP volunteers delivered 5.7 million hours of service in their 

communities. Through a network of more than 180 grantees, an estimated 9,300 AmeriCorps 

Seniors volunteers in SCP expanded the capacity of more than 1,400 community 

28 Estimated. Final data will be available by March and presented in the agency’s Annual Management Report (fall 

2022)
40

organizations nationwide to deliver essential services.29 AmeriCorps Seniors SCP continued 

working through such infrastructure networks as Area Agencies on Aging, Volunteer Centers, 

United Ways, social services agencies, and other eligible grantees to fund local organizations 

that are tackling local problems. 

Evidence/Research

AmeriCorps Seniors FGP, RSVP and SCP collects evidence through performance measures, 

administrative data, and awardee-specific research projects such as those highlighted below. 

In 2019, JBS International, Inc. published A Systematic Review of Senior Corps’ Impact on 

Volunteers and Program Beneficiaries.12F

30 This review of 27 evaluation studies completed on 

the effectiveness of AmeriCorps Seniors was intended to: (1) identify the strength of the 

evidence base for AmeriCorps Seniors, (2) contextualize these findings within the larger 

literature on the impacts of volunteering for older adults, and (3) offer recommendations and 

lessons learned from this review. Findings show a positive impact of AmeriCorps Seniors 

participation (75 percent of the outcomes studied having positive results) on both volunteers 

and beneficiaries. The majority of the evaluations reviewed examined psychosocial and 

physical health outcomes. Consequently, the majority of the positive outcomes observed for 

volunteers are in these two domains.

In 2020, ICF, Inc. published Return on Investment Study: AmeriCorps Seniors Foster 

Grandparent Program and Senior Companion Program which explored and quantified the 

return on investment (ROI) of the FGP and SCP programs.13F

31 This study estimates that:

• The AmeriCorps Seniors FGP and SCP generate an ROI of $3.50 per funder dollar. 

SCP has an ROI of $5.08 per funder dollar

• AmeriCorps Seniors FGP & SCP contribute to the significant savings in healthcare 

expenditures and assisted living expenditure savings from their improvement in 

health outcomes of participants, volunteers, and caregivers

AmeriCorps Seniors is moving to implement a multi-year research proposal intended to 

provide AmeriCorps with a foundation for sustained analysis of older volunteers – both 

through AmeriCorps Seniors programs (Foster Grandparent Program, Senior Companion 

Program, and RSVP) and outside of AmeriCorps during COVID-19. AmeriCorps Seniors will 

direct research to answer the below questions:

• How has older adult volunteering changed due to the pandemic? It is anticipated that 

new innovative interventions – activities in which volunteer are meaningfully engaged 

and in which beneficiaries saw meaningful outcomes – will be identified as well as new 

modalities for volunteers. The research will look to identify impactful interventions that

can be shared broadly with the goal of encouraging replications and expansion of 

effective solutions.

29 AmeriCorps is currently reviewing FY 2021 actual data reported by grant awardees. This data will be available 

for the agency’s FY 2022 Annual Management Report in fall 2022.

30 https://americorps.gov/sites/default/files/evidenceexchange/2019-09-09-Senior-Corps-Research-ReviewSynthesis-Report%20_to%20CNCS_508_1.pdf

31 https://www.americorps.gov/evidence-exchange/return-investment-study-americorps-seniors-fostergrandparent-program-senior
41

• What was the experience of AmeriCorps Seniors volunteers during COVID-19? 

Volunteering pivoted during the pandemic to safe volunteering activities. The 

research will look to identify how safe volunteering practices during COVID-19 

impacted volunteer’s health, feelings of depression, isolation, and volunteering 

satisfaction levels.

• How did COVID-19 change volunteerism at the volunteer station-level and what are 

the impacts of that change? AmeriCorps Seniors seeks to catalogue and analyze the 

impact of the new ways that grantees pivoted in their relationships with their 

community partners during COVID-19.

AmeriCorps Seniors has begun an in-depth analysis of the communities in which programs 

are engaged. This analysis will enable AmeriCorps Seniors to better target vulnerable and 

underserved communities with funding. It will also support efforts to make the AmeriCorps

Seniors portfolio more diverse and inclusive. As part of AmeriCorps’ continued effort to 

increase the impact of its programs, AmeriCorps Seniors FGP, RSVP and SCP have

successfully implemented agency performance measures across its portfolio. Finally, as 

AmeriCorps does not currently have the authority to compete grants in FGP, RSVP and SCP, 

AmeriCorps introduced emphasis in the administrative renewal process in FY 2022 to require 

that successfully renewed grants demonstrate full compliance with AmeriCorps national 

performance measure goals.
42

INNOVATION AND DEMONSTRATION

Program Summary

Innovation funding provides resources for AmeriCorps to strengthen the nation’s volunteer 

sector, bring more Americans into service, strengthen existing national service programs, and 

support and encourage new forms of national service and civic participation. This includes 

resourcing the new centralized Recruitment Unit to return recruitment to historic levels, 

expanding the Volunteer Generation Fund (VGF) and Call to Service initiatives to engage 

more Americans in service, including the Martin Luther King Jr. National Day of Service and 

the September 11th National Day of Service and Remembrance. The activities promote 

national service and volunteering, disseminate effective practices, and strengthen the reach 

and impact of national service programs and voluntary organizations across the country and 

support goal 3.4 in the agency strategic plan.

Budget Summary (in thousands)

Items

FY 2021 

Enacted

(Annual)

FY 2021 

(ARPA)

32

FY 2022 

Enacted

FY 2023 

President’s 

Budget

Difference 

(FY22-FY23)

Innovation (Days of Service) $3,200 $0 $3,330 $3,400 $70 

Volunteer Generation Fund 

Grants $6,400 $20,000 $6,558 $6,700 $142

Total $9,600 $20,000 $9,888 $10,100 $212

Budget Request and Objectives

The Budget provides $10.100 million for AmeriCorps Innovation activities, an increase of 

$212,000 above the FY 2022 Enacted level. The funding will support agency goals 1-3 with a 

focus on the following objectives and strategies:

• Grow volunteering in America (Objective 3.4).

o Strategy: Leverage AmeriCorps’ research findings to inform the country on 

rates of volunteerism, leading with the “Volunteering in America” research 

report and provide best practices for volunteer management 

o Strategy: Leverage AmeriCorps’ national stature to communicate about the 

value and benefits of volunteering, and drive Americans to take action through 

volunteering by sharing individual and community research outcomes of 

volunteering

o Strategy: Position AmeriCorps as a top national aggregator of volunteering 

opportunities

o Strategy: Prioritize volunteer recruitment as a desired outcome across all 

AmeriCorps programs, where possible

o Strategy: Leverage AmeriCorps’ volunteer programs to mobilize volunteers 

and raise awareness of volunteer opportunities, with emphasis addressing 

issues, especially in states not reaching our 1-in-3 target 

32 ARPA funds are available through FY 2024, with the exception of the AmeriCorps OIG funding that is available 

through FY 2026.
43

• Prioritize investment in the most underserved individuals and communities (Objective 

1.4)

o Strategy: Prioritizing Investments: Prioritize awards to programs and projects 

focused on serving underserved populations

• Recruit a diverse corps of members and volunteers who reflect those we are serving

(Objective 1.5)

o Strategy: Launch coordinated agency-wide member/volunteer recruitment 

campaigns to reach individuals who reflect the communities we serve 

In addition to the objectives above, the program will utilize the Martin Luther King Jr. 

National Day of Service to advance racial justice and equity solutions and the September 11th

National Day of Service and Remembrance to increase support for veterans, military 

members, and their families as well as families of the victims and others impacted by the 

September 11, 2001, terrorist attacks.

Performance Results

The following is a selection of core metrics the program has used to track its progress aligned 

with the agency’s strategic goals.

Goals Results15F

33

FY 2021 

Actuals

FY 2022 

Targets 

FY 2023 

Targets

3 NCCC Applications 7,548 7,800 8,000

3 VGF Leveraged Volunteers 171,558 180,136 189,143

3

VGF Number of Organizations that 

received capacity building services 5,811 6,102 6,407

4

VGF Number of Organizations that 

increase their efficiency, effectiveness, 

and/or program reach 3,545 3,722 3,908

Discussion of Performance Results

AmeriCorps continues to invest in projects that expand national service and engage

Americans through VGF and Days of Service. Below are recent examples of related success.

In FY 2019, Volunteer Iowa created a partnership with the Iowa Healthiest State Initiative and 

the Iowa Department of Public Health. A question was tested and added to the state 

Behavioral Risk Factor Surveillance Survey (BRFSS) about the number of hours respondents 

volunteer each year. The collected data has the potential to show correlations between 

volunteering and other health outcomes. In the coming year Volunteer Iowa will partner with 

graduate public health students to review the data and learn from survey findings. They hope 

to use information about Iowa specific correlations between volunteering and health to 

33 AmeriCorps is forming a new Recruitment Unit to support agency goals 2 and 3. Centralized recruitment targets 

have not been established previously, except for NCCC. Remaining targets, including those for diversity, will be 

set through work in the new unit to determine realistic goals and timelines.

AmeriCorps is also finalizing its methodology for projecting Days of Service leveraged volunteers and expects to 

estimate approximately 205,000 for FY 2023.
44

increase volunteerism rates across the state and increase volunteering’s positive health 

outcomes.

In FY 2019, the Massachusetts Service Alliance offered COVID Resiliency grants, ServiceLearning grants, and mini-grants that allowed them to partner with new organizations across 

the state and reach more isolated areas. A testimonial from one community-based 

organization that received a mini-grant: “Groundworks Southcoast was greatly enhanced by 

the funding provided by MSA. Their grant has been incredibly beneficial for us as an 

organization and has allowed us to think creatively about how to further engage youth and -

volunteers in new ways every year. This was evident with the success of our Green Explorers 

and Sow and Grow programs, where the Green Team (team of older youth volunteers) could 

directly see how they were making a difference in dozens of younger youths’ lives. This direct 

community involvement had a positive impact on our programs [and served to] deepen 

youth centered leadership in our organization...We are extremely grateful for the continued 

opportunities that MSA has provided us and look forward to partnering with MSA to continue 

engaging more youth and volunteers than ever before.”

In FY 2020, Martin Luther King Jr. National Day of Service grantee, Center for Food Action in 

Englewood, NJ hosted 866 volunteers and packaged over 5000 snack packs for students and 

raised $29,700 in sponsorships to support the snack pack program. In FY 2020, Martin Luther 

King Jr. National Day of Service grantee, Samaritan’s Feet engaged over 4200 volunteers in 

packaging and distribution of new athletic shoes and socks in over 30 communities while 

teaching proper foot care and encouraging recipients to share their dreams and believe in 

them.17F

34

Evidence/Research

AmeriCorps will continue to work through its Office of Evaluation and Research to identify 

innovative initiatives that support and expand the knowledge base for community service.18F

35

Additional information will be provided, if available, in the agency’s FY 2022 Annual 

Management Report, which will be released in the fall of 2022.

34 Updated data will be available in the agency’s FY 2022 Agency Management Report, which will be released in 

November 2022.

35 The agency will hire a Data and Analytics Manager to help analyze and help strengthen existing efforts at 

recruitment (including recruitment done by partner organizations).
45

EVALUATION

Evidence building and use are essential for the agency to fulfill its mission and achieve its 

strategic goals. Access to credible, actionable, and timely information about entity-wide 

performance creates opportunities for innovation, improvement, and increased impact. 

Building and using evaluation evidence at the organizational, programmatic, and operational 

levels will help maximize agency performance. The agency’s evaluation program funds are a

significant resource for supporting the agency’s efforts to build and use evidence and an

important component of its evidence ecosystem. Evidence building activities supported by 

evaluation program funds are highlighted in this chapter. 

In addition to the research and evaluation projects funded by evaluation program funds and 

described below, the agency allocates other appropriated funds to meet its legislative 

mandate to conduct volunteering research. AmeriCorps’ volunteer research program is 

comprised of sponsorship of the biennial Current Population Survey Civic Engagement and 

Volunteering supplement, research grant program, and national service survey research 

focused on member and volunteer experiences and outcomes. The agency has developed a 

robust body of evidence for civic engagement and volunteering broadly and national service 

program participation specifically.

Program Summary

AmeriCorps leverages its Evaluation program funds to cultivate knowledge about what 

service approaches work while coordinating with service partners to incorporate evidence 

into service activities. To this end, under the leadership of the agency’s Office of Research 

and Evaluation (ORE), AmeriCorps has developed a Strategic Learning and Evidence 

Building Plan19F

36 to guide its research and evaluation initiatives. Components of this plan are 

highlighted in the opening sections of this budget and throughout various AmeriCorps 

program activities. The following information focuses on the portion of the plan supported 

with dedicated agency evaluation funding.

Budget Summary (in thousands)

Items

FY 2021 

Enacted

(Annual)

FY 2022 

Enacted

FY 2023 

President’s 

Budget

Difference 

(FY22-FY23)

Evaluation $4,000 $4,120 $6,250 $2,130

Total $4,000 $4,120 $6,250 $2,130

Budget Request and Objectives

The Budget provides $6.250 million to AmeriCorps Evaluation activities, an increase of 

$2.130 million above the FY 2022 Enacted level. Increasing the agency’s evaluation program 

funds will stabilize funding for evidence building activities and support the systematic 

evaluation of the agency’s expanding programming. The funding will support agency goals 

36

https://americorps.gov/sites/default/files/documents/CNCS%20Strategic%20Evidence%20Plan%20FY2020_508.

pdf
46

1-3 with a specific focus on objective 1.4 “Prioritize investment in the most underserved 

individuals and communities” objective 2.1 “Empower AmeriCorps members to thrive and 

complete their term of service, and empower AmeriCorps Seniors volunteers to continue 

their service,” and objective 2.3 “Strengthen pathways to education, employment, and other 

opportunities” through the following strategies and activities20F

37:

• Systematically assess barriers to accessing AmeriCorps resources in underserved 

communities

o Implement a data collection process in partnership with the field capable of 

capturing information from individuals interested in participating in a national 

service program at different points in the process

o Implement a data collection process capable of capturing information from 

community-based organizations that have not applied for resources or that 

have applied but were not granted resources

• Systematically assess what strategies are most effective for increasing individual, 

organizational and community access to AmeriCorps resources

o Assess trends in who is serving pre and post increases in living 

allowances/stipends and pre/post recruitment campaign

o Evaluate effectiveness of organizational capacity building strategies such as 

increasing technical assistance around best volunteer management practices 

(to engage community residents), evidence-based partnerships/community 

stakeholder engagement practices (including working more intentionally or 

differently with State Commissions), and securing resources (facilitating 

public/private partnerships in existing and new ways)

o Evaluate effectiveness of outreach and grant making strategies for engaging 

more partners in underserved communities

• Systematically assess whether and how AmeriCorps programs expand social and 

economic opportunities for marginalized groups and underserved communities

o Analyze national service participant experiences and outcomes by different 

demographic groups including socioeconomic, race, ethnicity, gender, and 

ability

o Implement a revised AmeriCorps Participant Survey including a new 

administration schedule and updated survey items tied to new strategic 

objectives

o Implement a new AmeriCorps Partner Survey capable of measuring

experiences and perspectives of whether and how the agency is achieving its 

goals and objectives in communities

o Evaluate whether and how national service programs recruit and retain diverse 

members, provide members and volunteers with opportunities to pursue 

various career pathways and expands capacity in underserved communities

o Explore interagency data sharing/matching/analytic agreements that would 

allow long-term follow up of AmeriCorps participants including college and 

career pathways over time

o Invest in retention studies to explore reasons for attrition and whether or not 

retention varies by different demographic groups.

o Invest in longitudinal studies of national service participants to explore 

educational and employment outcomes overall and by different demographic 

groups

37 See related objectives presented in the Performance Plan and Report addendum.
47

• Expand investment in participatory research and evaluation strategies to make 

evidence building more equitable and accessible to marginalized groups and 

underserved communities:

o Expand the participatory action research grant program with intentional 

outreach to BIPOC communities who are not accessing agency resources

o Expand evaluation support to more “bundles” of grantees operating programs 

across the lifecycle including evaluation capacity building

Taken together, these evidence building activities will help address questions like the 

following:

• How can AmeriCorps increase access to agency resources in underserved 

communities?21F

38

o What organizational and community capacities are needed to access agency 

resources?

o What evidence-based strategies can be used to increase capacity and access?

o What strategies are most effective for increasing capacity and access?

o In what ways do national service programs strengthen communities?

o How are different national service footprints associated with degrees of 

community impact?

• How can AmeriCorps increase opportunities for more Americans to participate in 

agency programs?2F

39

o In what ways could these opportunities be more equitable?

o What are the barriers to participation? (“push/pull”)

o What facilitates participation?

o What strategies are effective for outreach, recruitment, retention, and alumni 

engagement?

o How do national service participants experience AmeriCorps?

o How does AmeriCorps create pathways to education and employment over 

time?

Performance Results

AmeriCorps does not currently have meaningful performance measures for Evaluation fund 

activities. The Office of Research and Evaluation is, however, implementing all of the multiyear evidence building priorities included in the agency’s 2019 Strategic Evidence Plan.

40

Discussion of Performance Results

The agency may develop performance measures for Evaluation fund activities in the future as 

it finalizes outcome measures for the agency’s new strategic plan.

38 See AmeriCorps’ Performance Plan and Report in this Budget’s addendum: Goal 1, objectives 1.3, 1.4

39 See AmeriCorps’ Performance Plan and Report in this Budget’s addendum: Goals 2/3, objectives 2.1, 2.2, 2.3, 

3.2, 3.3

40

https:americorps.gov/sites/default/files/documents/CNCS%20Strategic%20Evidence%20Plan%20FY2020_508.pd

f#:~:text=The%20agency’s%20strategic%20evidence%20plan%20provides%20a%20roadmap,and%20effectivene

ss%20of%20the%20agency%20and%20its%20programs.
48

Evidence/Research

The agency has grown the body of evidence for national service. AmeriCorps will use this 

body of evidence to inform agency strategies for investing in underserved communities and 

the individuals residing in these communities. In addition, AmeriCorps will increase its use of 

participatory research and evaluation approaches to ensure greater equity in its evidence 

building activities. 
49

SALARIES AND EXPENSES

Program Summary

AmeriCorps Salaries and Expenses account provides resources for the Federal administration 

of all agency programs. Administrative categories include personnel, contracts, rent, and 

communications. These activities provide the operational foundation to help the agency 

meet its mission.

Budget Summary (in thousands)

Items

FY 2021 

Enacted 

(Annual)

FY 2021 

(ARPA)

FY 2022 

Enacted

FY 2023 

President's 

Budget

Difference

(FY22-FY23)

Salaries $38,854 $36,865 $40,054 $46,787 $6,733 

Benefits $13,652 $12,953 $14,047 $12,335 ($1,712)

Other Compensation $848 $0 $848 $840 ($8)

Subtotal 

Compensation $53,354 $49,818 $54,949 $59,962 $5,013 

Contracts $22,805 $19,768 $22,805 $23,835 $1,030 

Rental Payment $7,800 $509 $7,800 $8,000 $200 

Travel $778 $2,761 $778 $820 $42 

Communications $1,550 $0 $1,550 $1,868 $318 

Supplies and Materials $200 $144 $200 $201 $1 

Subtotal Base Funding $86,487 $73,000 $88,082 $94,686 $6,604 

Climate $20,000 $20,000 

Total $86,487 $73,000 $88,082 $114,686 $26,604 

FTE 400 164 412 475 63

Budget Request and Objectives

The Budget provides $114.686 million to AmeriCorps, an increase of $26.604 million above 

the FY 2022 Enacted level. The funding will directly support agency strategic goals 4 and 5

(as well as providing broad resourcing for all goals and mission objectives) with a focus on 

the following strategic objectives and strategies:

• Simplify AmeriCorps’ application and administration procedures for grants and 

projects (Objective 4.1)

• Modernize AmeriCorps’ grant management technology (Objective 4.2)

• Ensure responsible management and of financial resources (Objective 4.3)

• Foster employee well-being and productivity (Objective 5.1)

• Strengthen the foundation of diversity, equity, inclusion, and accessibility in the 

workplace (Objective 5.2)

• Build a workplace culture that enables all AmeriCorps employees to thrive (Objective 

5.3)

• Invest in leadership development (Objective 5.4)

The following is additional information on the strategies highlighted above.
50

In FY 2023, AmeriCorps will continue to invest in people, processes, and technology to 

advance the agency’s goal to ensure responsible management of agency resources while 

making improvements to support efficient and effective operations. In particular, AmeriCorps 

will continue to focus on building workforce capacity in core financial management functions, 

including re-engineering business processes to support the transition to shared services and 

improving internal controls. 

AmeriCorps will focus on improved audit management by enforcing clear expectations for 

accountability in progress toward resolution of findings and developing robust corrective 

action plans. AmeriCorps will better monitor and regularly track progress toward resolution 

of findings, including financial statement audit findings. AmeriCorps will continue to stabilize 

financial management processes and functions under shared services provider to realize 

efficiencies in the way the agency works.

Specific steps the agency is taking to strengthen accountability include:

• improving agency audit readiness through regular reviews of financial management 

policies and procedures, and providing targeted staff and leadership audit readiness 

training and resource materials

• implementing a framework for increased executive leadership oversight and 

accountability by permanently incorporating audit management responsibilities into 

the agency’s Risk Management Council and CEO Immediate Office

• updating its Payment Integrity Standard Operating Procedures to more explicitly track 

fraud detection activities

• conducting a review and analysis of OIG and agency data regarding grantee fraud 

schemes to inform and update the agency’s fraud risk profile, while also adding 

relevant indicators to its grant risk assessment module

• reviewing agency monitoring protocols and instruments to inform enhancements or 

modifications to support prevention and detection of waste, fraud, and abuse 

Make AmeriCorps one of the best and most equitable places to work in the Federal 

Government. 

In particular, AmeriCorps is focused on elevating the experience of AmeriCorps employees, 

fostering an equitable, engaging and supportive workplace. We recognize that people are 

our most valuable resource at AmeriCorps, so building and retaining a diverse, satisfied, and

motivated workforce is vital to maximizing our impact in communities across our nation.

AmeriCorps is committed to creating a work environment that values a diverse range of 

perspectives and lived experiences. AmeriCorps will support the well-being of our workforce 

by providing programs, tools, and resources that promote wellness, a sense of community in 

the workplace, a healthy work/life balance and enables employees to be successful in their 

jobs will lead to a happier, healthier, and thriving workforce.

Implement a Civilian Climate Corps (CCC) program. 

In particular, the FY 2023 President’s Budget provides an increase of $20.000 million to

establish a CCC program in partnership with other Federal agencies. This funding would be 

used by AmeriCorps to hire new staff, develop new capacity, and enhance core business 

functions to successfully stand up this new program. These investments in staff and 

administrative capacity will support grantees’ work related to climate resilience, 
51

environmental stewardship, and climate mitigation, as well as AmeriCorps’ collaboration with 

other agencies implementing the CCC.

Strengthen support for awardees and agency employees. 

Finally, salaries and expenses funding will allow AmeriCorps to increase and improve

technical assistance to grantees, fund the Government-wide pay increase, and conduct a

workforce planning assessment that will allow the agency to more effectively distribute 

workloads.

Performance Results

See Performance Plan Addendum Goals 4 and 5, along with related objectives.

Discussion of Performance Results

See Performance Plan Addendum Goals 4 and 5, along with related objectives.

Evidence/Research

AmeriCorps is continuing to identify relevant research to support operational effectiveness 

and efficiency. Once finalized, the agency will report out relevant information starting in the 

FY 2024 Budget/Performance Plan and Report.
52

NATIONAL SERVICE TRUST FUND

Program Summary

The National Service Trust (the Trust) was established by the National and Community Service 

Trust Act of 1993 to provide funds for Segal AmeriCorps Education Awards for eligible 

participants who complete AmeriCorps service. Funding for the Trust comes from 

appropriations, investment proceeds, recoveries of improperly paid educational awards, and 

any gifts and donations the Trust receives. 

With the exception of investment proceeds, funds are available to:

• Repay qualified student loans

• Pay education expenses at a qualified institution of higher education; or

• Repay eligible interest expenses. 

The Edward M. Kennedy Serve America Act of 2009, Public Law 111–13, 123 Stat. 1460, 

which reauthorized the National and Community Service Act of 1990 and the Domestic 

Volunteer Service Act of 1973, excluded investment proceeds from available balances in the 

National Service Trust. Although there is no impact on present or budget year AmeriCorps 

program levels, AmeriCorps looks forward to working with the Congress to restore the 

authority to obligate interest proceeds accrued since 2009.

The amount of an education award depends on the length of service performed by an 

AmeriCorps member, which varies between full-time and partial-time levels, and is based on 

the value of the full Federal Pell Grant amount set by the Congress. A member generally has

seven years to use an education award.41

Budget Summary (in thousands)

Item

FY 2021 

Enacted

(Annual)

FY 2021 

(ARPA)

FY 2022 

Enacted

FY 2023 

President’s 

Budget

Difference 

(FY22-FY23)

NSTF42 $185,000 $148,000 $190,550 $235,000 $44,450

Total $185,000 $148,000 $190,550 $235,000 $44,450

Budget Request and Objectives

The Budget provides $235.000 million to the AmeriCorps NSTF, $44.450 million above the 

FY 2022 Enacted level to fund the increases proposed in the Budget to the Federal Pell 

Grant. Additionally, this funding level will support the agency’s strategic goals 1 and 4 with a 

focus on the following objectives:

41 For additional details on the National Service Trust, education awards, and related financial methodologies, 

please see AmeriCorps Annual Management Report located at https://americorps.gov/about/agencyoverview/budget-performance-plans.

42 NSTF funds remain available until expended. Other ARPA funds listed in this budget are available through FY 

2024, with the exception of the AmeriCorps OIG funding that is available through FY 2026.
53

• Expand educational and economic opportunity (Objective 1.3)

o Strategy: AmeriCorps will continue to explore opportunities to increase the 

percent of members earning and using educational awards

• Recruit a diverse corps of members and volunteers who reflect those we are serving

(Objective 1.5)

o Strategy: AmeriCorps has proposed appropriation language that allows

individuals with Deferred Action for Childhood Arrivals (DACA) status who 

successfully serve a term in AmeriCorps State and National, AmeriCorps NCCC 

or AmeriCorps VISTA, to be eligible for an Education award

Performance Results

The following is a selection of core metrics the program has used to track its progress aligned 

with the agency’s strategic goals.

Goal Item

PY 2021 

Target

PY 2022 

Target 

PY 2023 

Target

4 Percent of Members Who Earned Award29F

43 80% 80% 80%

Discussion of Performance Results

Prior year earned award numbers will increase as grantees complete their reporting.

Historically, the portion of members earning education awards has been approximately 80

percent.

For additional information about the National Service Trust and related education award 

data, including breakouts by program, please see AmeriCorps’ Annual Management Report

located on the agency’s website.

43 AmeriCorps education awards are earned by Program Year (PY). Please see AmeriCorps’ Annual Management 

Report for additional information: 

https://americorps.gov/sites/default/files/document/AmeriCorps%20FY%2020%20Annual%20Management%20R

eport_508.pdf

AmeriCorps will release its FY 2022 AMR in November 2022, which will contain updated member award data. This 

updated data will be included in the agency’s FY 2024 Congressional Budget Justification.
54

OFFICE OF THE INSPECTOR GENERAL

Program and Mission Summary

Protecting the public’s investment in national service is the mission of AmeriCorps’ Office of 

Inspector General (OIG). The OIG’s independent oversight promotes efficiency and 

effectiveness in agency programs, holds agency officials and grantees accountable for 

misconduct, and protects the rights of whistleblowers. This oversight strengthens 

AmeriCorps programs and operations by curbing wasteful spending and mismanagement, 

investigating fraud and wrongdoing, recommending appropriate policies and best practices, 

and taking steps necessary to prevent and detect fraud, waste, and inefficiencies. Investing in 

oversight strengthens national service and improves stewardship of taxpayer resources.

AmeriCorps OIG’s oversight extends to over 3,300 grants (plus thousands of subrecipients) 

throughout the United States, the Territories, and the Indian Tribes. Recent changes within 

the agency—including a reorganization and restructuring of all grant operations—warrant 

additional oversight to ensure the agency is effectively managing its programs and 

satisfactorily executing its core business functions. Risks include a new AmeriCorps 

workforce, a new risk assessment model, a new monitoring unit and approach, an outdated 

grants management system, cybersecurity challenges and legacy weaknesses in financial 

management. AmeriCorps’ leadership team recognizes these challenges and has invited OIG 

recommendations on reforms. 

Budget Summary

The FY 2023 President’s Budget provides the AmeriCorps OIG $8.121 million, an increase of 

$1.526 million above the FY 2022 Enacted level, to sustain robust oversight. This increase will 

fund additional antifraud audit and investigative efforts, as well as support close oversight of 

multi-year agency reforms and priorities. 

OIG Budget Summary (in thousands)

Items

FY 2021

Enacted

(Annual)

FY 2021

Enacted

(ARPA)

44

FY 2022 

Enacted

FY 2023 

President’s

Budget

Difference 

(FY22-FY23)

Audit $2,404 $16 $2,093 $2,824 $731

Investigations $1,729 $2,125 $2,424 $299

Counsel $323 $595 $649 $54

Information Technology $850 $602 $763 $161

Support $1,114 $1,100 $1,336 $236

Training $50 $50 $95 $45

CIGIE $30 $30 $30 $0

Total $6,500 $9,000 $6,595 $8,121 $1,526

44 The OIG’s ARP funding is available until FY 2026
55

The AmeriCorps OIG’s work is divided into two operating divisions, Investigation and Audit, 

with support from Information Technology and Data Analytics, the Office of Counsel, the 

Office of Administrative Support and the Inspector General’s Immediate Office. Below are 

highlights from each of these areas.

Investigation Outcomes and Strategic Focus 

The OIG’s Office of Investigation pursues criminal, civil, and administrative wrongdoing 

related to AmeriCorps programs and operations, including by entities that receive 

AmeriCorps funds, as well as whistleblower reprisal investigations. Its goal is to identify and 

prosecute fraud schemes, helping AmeriCorps develop strong internal controls that deter 

and prevent additional fraud in the future. Collaborative relationships with United States 

Attorneys’ Offices across the nation serve as a force multiplier in this mission. The OIG’s 

investigators ensure that those who misuse AmeriCorps funds are held accountable, which 

serves as a meaningful deterrent to fraud and other misconduct. 

Since FY 2019, the OIG has directed its investigative resources primarily to civil and criminal 

enforcement of significant fraud cases. These efforts have yielded eight civil settlements, 

three criminal pleas, and the recovery of nearly $5 million, not including the ordered 

restitution of over $550,000 from recent plea agreements. Three additional civil fraud 

settlements are expected in the next few months. 

The OIG is currently working with Federal prosecutors throughout the country on seven

additional civil and criminal investigations, as well as preparing other cases for referral. 

Typical investigations involve: 

• Theft, diversion of funds, and embezzlement from AmeriCorps grant 

programs for personal gain;

• Time and attendance fraud by grant-funded staff and national service 

members, which deprives communities of needed services, defrauds the 

public, and misdirects Federal resources; 

• Fabrication or alteration of the criminal history checks required by law to 

protect program beneficiaries by excluding convicted murderers and sex 

offenders from national service; and

• Theft or fabrication of member/volunteer identities to steal stipends and living 

allowances.

Supported by the Office of Counsel, the OIG’s suspension and debarment activities protect 

the public from individuals and organizations who have demonstrated that they cannot be 

trusted to do business with the Federal Government. Since FY 2019, the OIG has 

recommended 13 Government-wide suspensions and 18 government-wide debarments, and 

AmeriCorps has instituted 19 administrative actions based upon the OIG’s work, with 

additional recommendations pending.

Using data analytics, the OIG aggregates information from open and proprietary sources to 

identify suspicious patterns and anomalous conduct suggestive of grant fraud. This reduces 

the dependence on whistleblowers to come forward with allegations. Expanding 

investigative resources so that the OIG can pursue more leads has been a major budget and 

operational priority for the OIG. 
56

OIG’s investigative and legal resources are increasingly spent on whistleblower reprisal 

complaints. At the OIG’s recommendation, AmeriCorps has expanded its whistleblower 

outreach and training. This outreach will likely stimulate additional whistleblower reports. 

In addition to detecting and deterring fraud, the OIG’s investigative work has identified gaps 

in agency processes and produced programmatic improvements. Using lessons learned from 

recent fraud cases, investigators train AmeriCorps staff and grantee/subgrantee personnel in 

practical measures to prevent fraud. An outreach program led by AmeriCorps OIG 

investigators, auditors counsel, and leadership provides training for incoming agency staff 

and briefings for the grantee community intended to improve fraud awareness and decrease 

future cases.

Audit Outcomes and Strategic Focus

The OIG’s Office of Audit conducts evaluations and audits of AmeriCorps’ contracts and 

grants, as well as the agency’s internal operations. This oversight helps ensure that the 

financial, administrative, and programmatic activities of national service operate effectively, 

efficiently, and in compliance with the law. Not only do OIG audits enable AmeriCorps to 

recoup misspent funds and improve management of awards and subawards to prevent 

future misuse of taxpayer money, but they also expose fraud and refer it for enforcement. 

The Audit Section also plays an active role in outreach to help grantees prevent fraud and 

misconduct by implementing effective internal controls and business practices. 

Areas of Internal Risk for Audit/Evaluation Coverage

Many of the audits and evaluations performed by the Office of Audit are required by statute, 

including the:

• Annual financial statements audit, 

• Annual assessment of information security (FISMA), 

• Evaluation of improper payments, and 

• Periodic review of compliance with the DATA Act.

This work is conducted by outside professional firms, with those contracts due to be recompeted in FY 2022. The OIG uses a risk-based approach to identify additional issues that 

warrant audit attention. The Office of Audit has identified the following four high-risk areas, in 

which oversight will support important agency priorities:

Agency Financial Management

Since FY 2017, independent auditors have been unable to confirm the accuracy or 

completeness of the agency-wide financial statement, as well as the financial statement for 

the National Service Trust. The auditors have repeatedly issued disclaimers of opinion and 

have identified nine material weaknesses that prevent AmeriCorps from accurately reporting 

on the taxpayer’s investment. To address these findings, AmeriCorps shifted its accounting 

and financial management functions to a shared services platform operated by the 

Department of Treasury. AmeriCorps has not yet realized the benefit of this transfer because 

it remains incomplete, leaving the agency with two financial systems that have limited 

interoperability. 

In response to the FY 2021 audit results and Congressional oversight, AmeriCorps has begun 

a substantial initiative to improve financial management and resolve longstanding 
57

weaknesses. Future audit work will assess the success of this effort and measure AmeriCorps’ 

progress in resolving the material weaknesses and significant deficiencies identified by 

independent auditors. Oversight of the agency’s corrective action planning and execution 

requires a multi-year commitment and will be important to achieve responsible financial 

management within the contemplated timeframe. 

Information Security

Annual evaluations since FY 2017 have shown that AmeriCorps’ cybersecurity program is not 

effective, with substantial risks and vulnerabilities remaining. OIG evaluations recommended 

a strategic approach to help AmeriCorps’ Office of Information Technology prioritize 

remedial actions to achieve progress in addressing this ongoing risk. After long periods of 

mandatory telework, anticipated growth in agency programs, and the likely return to a hybrid 

environment, oversight of the agency’s corrective action planning and implementation to 

manage and mitigate these risks remains a priority. 

Effects of Reorganization

AmeriCorps is undertaking a workforce study to review the effects of the FY 2019-2020 

reorganization and restructuring of the agency’s core grant-making, grant management, and 

grant administration activities. Depending on the scope of that action and the corrective 

actions proposed, the OIG will undertake complementary activities to assess AmeriCorps’ 

ability to execute core business functions. 

Modernization of Grants Management Information System

AmeriCorps’ grant management system is outdated and needs to be replaced with a system 

that supports best practices. Design and acquisition of IT systems are identified as high-risk 

activities across Government, and AmeriCorps’ prior efforts to develop a new system resulted 

in the complete write-off of $33.8 million. Real-time oversight of AmeriCorps’ upcoming 

effort is a priority. 

Grant Monitoring

As part of its reorganization, AmeriCorps created a central Monitoring Office (OM) at 

Headquarters, which is charged with monitoring the agency’s grant portfolios for compliance 

with laws, financial practices and programmatic results. By design, OM’s monitoring consists 

of an in-depth review focused principally on administrative compliance by a relatively small 

fraction of AmeriCorps’ grant portfolio. The OIG will examine the effectiveness of this 

monitoring strategy relative to alternative approaches. 

Audits of Recipients of AmeriCorps Grant Funds

AmeriCorps disburses approximately three-quarters of its annual appropriations in the form 

of grants, making oversight of funding recipients essential. Audits, evaluations, and other 

reviews of grantees and subgrantees assess whether recipients provide adequate 

stewardship. The OIG’s oversight identifies systemic deficiencies and misspent funds, and, 

increasingly, uncovers evidence of fraud or other unlawful conduct that auditors refer to the 

Investigation Section for further action. Recommendations from OIG audits strengthen the 

performance and integrity of AmeriCorps grantees. One of AmeriCorps’ new priorities is 

extending agency programs to new grantees. Since new grantees often pose high risks, 

focusing oversight and outreach on them promotes long-term success and allows course 

corrections before problems become severe. 
58

Outcomes and Strategic Focus of Support Function

Office of Counsel

The Office of Counsel (OC) provides legal advice and analysis, collaborating with 

investigators by assisting in interviews, evidentiary assessment, and referral of cases to 

prosecutors for enforcement. OC also handles a wide range of administrative issues 

including procurement, information disclosure and privacy, ethics advice, personnel, and IG 

Act authorities. The legal team is also responsible for drafting recommendations for 

Government-wide suspension and debarment that have resulted in 19 administrative actions 

since FY 2019. 

Counsel to the IG serves as a technical advisor to AmeriCorps’ Policy Council, identifying 

opportunities to promote program integrity and increase efficiency and effectiveness by 

updating internal policies and grant terms and conditions. Counsel to the IG also introduces 

all-new AmeriCorps employees to the mission of the OIG and informs them of how and when 

to contact the office to report waste, fraud, and abuse. The legal team’s involvement in 

mission and mission support enables the office to quickly identify and resolve potential legal 

issues and risks. 

Technology and Data Analytics

To ensure independence, the OIG maintains its own IT systems, separate from those of 

AmeriCorps. The Information Technology Section consists of a Chief Technology Officer 

(CTO), an IT specialist, and a data scientist. Under their leadership, the OIG transitioned 

smoothly to full-time telework during the pandemic, ensuring that existing and new staff have 

the necessary tools and software to maximize productivity. The IT Section also maintains 

OIG’s public-facing website, procures computers, phones, and software, and is currently 

implementing a new electronic investigative and audit management system. 

Support

The Support Section includes the OIG’s senior leadership, its business and administrative 

operations (budget, finance, contracts, personnel), the training program that ensures 

AmeriCorps OIG staff possess the knowledge and expertise needed to complete their 

oversight role, and the contribution to the Council of Inspectors General on Integrity and 

Efficiency (CIGIE). 

Government-wide Outcomes

AmeriCorps OIG continues to make contributions to the OIG community and the 

Government at large. Members of the AmeriCorps OIG professional leadership and senior 

staff are instructors and speakers for the Inspector General Academy and other training 

programs on a variety of grant-related subjects and serve as though-leaders in the Inspector 

General community. 

Inspector General Reform Act Statement

Pursuant to Section 6(g)(1) of the IG Act, as amended, OIG submits the following summary 

concerning the OIG’s annual budget:

• AmeriCorps OIG’s requested appropriation for FY 2023 totals $8.121 million; 
59

• The amount included for OIG’s training needs is $95,000, which will be 

sufficient to support the office’s training needs in FY 2023; and 

• The amount included to support the operations of the Council of the 

Inspectors General on Integrity and Efficiency (CIGIE) is about $30,000, based 

on CIGIE’s annual assessment (0.36 percent of each OIG’s appropriation), 

which is expected to suffice.
60

ADDENDUM 1 - AGENCY ANNUAL PERFORMANCE PLAN AND 

REPORT 

The Government Performance Results Act (GPRA Modernization Act), as amended, requires 

each agency to include annually with its Budget, a plan and report that establishes 

performance goals, describes related progress, and provides a general framework for 

helping to strengthen public investment results.

45 This addendum provides AmeriCorps’ 

GPRA-related agency performance information.

Goal 1 - Partner with communities to advance racial equity and 

alleviate poverty

Strategic Objective and Measure

FY

2021

FY

2022

FY

2023

FY

2024

FY

2025

FY

2026

1.1 Mitigate the impacts of the COVID19 pandemic and other public health 

crises

Number of people helped

 

3,559,479 

 

3,533,009 

 

3,616,214 

 

3,710,645 

 

3,687,043 

 

3,776,501 

1.2 Reduce greenhouse gas emissions, 

conserve lands and waters and adapt 

to the changing climate

Number of people helped

 

407,049 

 

429,081 

 

425,108 

 

427,564 

 

339,450 

 

342,055 

1.3 Expand educational and economic 

opportunity

Number of people helped

 

1,680,369 

 

1,581,313 

 

1,569,093 

 

1,579,696 

 

1,269,587 

 

1,280,835 

1.4 Prioritize investment in the most 

underserved individuals and 

communities

Percent of all those served by 

AmeriCorps who are people in poverty

New 

Measure TBD 25 30 35 40

1.5 Recruit a diverse corps of members 

and volunteers who reflect those we 

are serving

Numerical Performance Goal TBD

Progress and Performance Discussion

Objective 1.1: By FY 2023, AmeriCorps will help more than 3.6 million people mitigate the 

impacts of COVID and other health crises – approximately 2% more than FY 2022. The 

agency will achieve this result by prioritizing and stabilizing related target programming, 

continuing its implementation of a Public Health AmeriCorps initiative, funding new placebased planning grants to target communities, and expanding the agency’s Food Security 

Initiative.

45 Pub. L. 111-352; Pub. L. 103-62
61

Objective 1.2: AmeriCorps will help more than 400,000 Americans in FY 2023 by reducing 

greenhouse gas emissions, conserving lands and waters, and adapting to the changing 

climate. Strategies include prioritizing related funding awards, stabilizing existing related 

agency programming and establishing new related partnerships.

Objective 1.3: By FY 2023, AmeriCorps will help more than 1.5 million people expand their 

educational and economic opportunities by prioritizing and stabilizing interventions in this 

focus area.

Objective 1.4: By FY 2024, AmeriCorps will ensure that at least 25% of those served by the 

agency are people in poverty. The agency will achieve this goal by prioritizing and expanding 

related investments, outreach, and support – including additional technical assistance to 

organizations serving underserved communities.

Objective 1.5: AmeriCorps is still developing the related performance goal.46

Additional Prior Year Results 

Since the outbreak of COVID-19, the agency’s top priority has been ensuring the health and 

safety of our members and volunteers and providing support and program flexibility for 

grantees to meet the growing needs in their communities. Since March 2020, AmeriCorps 

members and AmeriCorps Seniors volunteers provided COVID-19 related support to more 

than 11.5 million Americans, with a focus on vulnerable individuals and communities. They 

have:

• Served with state and local governments, community-based organizations, and public 

health departments to support contact tracing, testing, education, and vaccination efforts, 

including conducting more than 1.6 million wellness checks and assisting more than 2.5 

million people at 160 vaccination sites, and recruiting and recruiting 60,000 volunteers 

• Provided sustained support to increase food security by managing volunteers, collecting 

and distributing 145 million pounds of food, and providing more than 34 million meals 

• Helped students stay on track in school by addressing learning loss with virtual teaching, 

tutoring, mentoring, college counseling, and other services

• At a time of unprecedented need in public health, AmeriCorps has partnered with the 

Centers for Disease Control and Prevention (CDC) to develop Public Health AmeriCorps –

a $400 million investment from the ARPA to respond to the public health needs of the 

nation and support the recruitment, training, and development of a new generation of 

leaders who will be ready to provide public health service in their own communities 

• With resources from the ARPA, AmeriCorps VISTA added 1,000 additional members to its 

2021 Summer Associates program to provide immediate boots on the ground to address 

community needs in public health, food insecurity, and education. VISTA Summer 

Associates serve for eight to ten weeks in low-income areas by mobilizing people and 

organizations to create sustainable, healthy communities.

• In collaboration with the U.S. Treasury Department’s Community Development Financial 

Institutions Fund (CDFI Fund), AmeriCorps awarded $2.5 million per year in grants to 

three organizations through the inaugural round of the AmeriCorps CDFI Economic 

Mobility Corps program. This new national service program places full-time national 

service members in Certified CDFIs to support their work in distressed and underserved 

46 AmeriCorps will report performance goals for this measure in its FY 2024 Congressional Budget Justification.
62

communities providing financial literacy, financial planning, budgeting, saving, and other 

financial counseling education. 

• AmeriCorps Seniors released funding opportunity notices to make $4 million in American 

Rescue Act funding available to current grant recipients in the AmeriCorps Seniors Foster 

Grandparent, Senior Companion, and RSVP programs to expand activities specifically 

focused on combating the COVID-19 pandemic, including contact tracing, vaccination 

programs, vaccination education and navigation services, and children and youth 

learning loss. 

• Began implementation of ARPA, increasing the AmeriCorps living allowance by an 

average of six percent for members who began their service in the Summer of 2021 

• Awarded more than $65 million in AmeriCorps State and National grants to support 138 

projects and more than 11,400 members to carry out environmental stewardship and 

climate change service projects to improve parks and public lands, increase reforestation, 

expand access to recreation, weatherize homes, install renewable energy systems, create 

and maintain urban parks and greenspaces, and help communities prepare, respond, and 

recover from natural disasters and other climate-related challenges 

Evidence/Learning Agenda

Aligned with the objectives outlined earlier and the agency’s learning agenda, AmeriCorps 

will execute the following to better understand what works and do more of it.

• Analyze member attrition by conducting a research report examining why members exit 

service early and what are the non-compelling circumstances.

• Assess the extent to which AmeriCorps program members are satisfied with their 

experience.
63

Goal 2 - Enhance the experience for AmeriCorps members and 

AmeriCorps Seniors volunteers

Strategic Objective and Measure

FY 

2021

FY 

2022

FY 

2023

FY 

2024

FY 

2025

FY 

2026

2.1 Empower AmeriCorps members to thrive 

and complete their term of service, and 

empower AmeriCorps Seniors volunteers to 

continue their service

Percentage of AmeriCorps members 

who complete their service term 79% 81% 83% 85% 87% 89%

2.2 Simplify the applicant journey and 

update AmeriCorps’ member technology 

system

Percent completion of member/volunteer 

management system implementation plan N/A 30% 60% 100% N/A N/A

2.3 Strengthen pathways to education, 

employment, and other opportunities

Percent of members offered professional 

development

Baseline 

not known 55% 60% 65% 70% 75%

Percent of senior volunteers offered 

professional development

Baseline 

not known 10% 15% 20% 25% 30%

Progress and Performance Discussion

Objective 2.1: By FY 2023, AmeriCorps will increase to 83 the percentage of members who 

complete their service terms.47 The agency will achieve 2 percentage point growth annually 

by identifying and implementing actions to lower attrition, increasing the member living 

allowance, implementing a member-service opportunity matching technology system, and 

establishing an ombudsman responsible for helping to improve volunteer service 

experiences.

Objective 2.2: By FY 2023, AmeriCorps will complete 60% of its grants system 

implementation plan by employing strong project management principles in alignment with 

best practice and Federal guidance.48

Objective 2.3: By FY 2023, AmeriCorps will offer professional development to 60% of 

members and 15% of Seniors volunteers. The agency will achieve these results by supporting 

grantees who focus on providing related opportunities, awarding grants to projects that use 

service as a re-entry point for older adults to stay/return to work, developing agency tools to 

measure member skill competency.

47 Of those who start to participate.

48 Project Management Improvement Accountability Act PUBL264.PS (congress.gov)
64

Additional Prior Year Results

• Increased the FY 2021 AmeriCorps State and National minimum living allowance to 

$16,000 and the AmeriCorps VISTA living allowance to $15,002 using ARPA funds. This 

increase advances agency priority to recruit and retain a diverse corps of AmeriCorps 

members and make service more accessible to Americans of all backgrounds. 

• Launched Schools of National Service, an initiative to encourage more colleges and 

universities to provide matching funds, tuition discounts, college credit, and other 

incentives to encourage AmeriCorps alumni to attend their institution. More than 280 

higher education institutions participate in the program, which makes postsecondary 

education more accessible and affordable and helps colleges and universities leaders 

recruit talented, mission-driven leaders to their institutions. The launch of Schools of 

National Service led to an increase in the number of participating colleges and 

universities and inspired national service stakeholders to increase their outreach to enlist 

more School of National Service.

Evidence/Learning Agenda

AmeriCorps is continuing to identify and align key learning agenda items for this goal. As the 

agency finalizes relevant items, it will report them out in future Budgets.
65

Goal 3 - Unite Americans by bringing them together in service

Strategic Objective and Measure

FY 

2021

FY 

2022

FY 

2023

FY 

2024

FY 

2025

FY 

2026

3.1 Increase awareness of AmeriCorps and 

favorability towards national service among the 

American public.

Percentage of the American public aware (aided 

awareness) of AmeriCorps’ role bringing 

Americans together to serve communities

43% 35% 45% 55% 65% 75%

Percentage of Americans who are favorable 

towards national service 27% 30% 36% 45% 55% 66%

3.2 Increase the number of AmeriCorps members and 

AmeriCorps Seniors volunteers

Number of incremental MSYs, VSYs and Volunteers 

above baseline49 — 2,678 TBD TBD TBD TBD 

3.3 Create a stronger, universal identity for 

AmeriCorps among members and volunteers 

Percent of members and volunteers will report they 

feel a strong affiliation to AmeriCorps. 

Baseline 

not 

known

Develop 

survey 

question

Clear 

and 

launch 

question

TBD TBD 90%

3.4 Grow volunteering in America

Number of States (and DC) in which 1-in-3 adults 

will volunteer at least once a year.50 23 29 35 41 47 51

Progress and Performance Discussion

Objective 3.1: As a result of targeted outreach strategies, the agency anticipates an increase 

in public awareness of the agency’s role to 45% by FY 2023, and continue upward growth. 

These strategies include developing additional Federal agency partnerships and further 

engaging private donors to increase their contributions to the agency. Also due in part to 

targeted outreach discussed earlier in this budget, AmeriCorps anticipates a continuing 

increase in favorable opinion toward national service.

Objective 3.2: AmeriCorps is currently finalizing outyear performance targets, but estimates 

an increase in participant and volunteer opportunities from FY 2022 to FY 2023 of

approximately 2% in large part by developing more education of philanthropic, corporate 

and private entities about the impact of AmeriCorps programs and how they can support 

them in their communities, and highlighting public awareness of AmeriCorps’ return on 

investment.51

Objective 3.3: AmeriCorps has established a goal that by FY 2026, the percent of members 

reporting a strong tie with the agency will reach 90%. The agency intends to achieve this 

49 Outyears are TBD, but AmeriCorps anticipates increases of at least 2% over baseline.

50 Source: Biennial “Volunteering in America” Survey

51 AmeriCorps will report performance goals for this measure in its FY 2024 Congressional Budget Justification.
66

success by developing a common vision and set of goals across its programs and partnering 

with outside organizations to foster connection and lifelong volunteering among AmeriCorps 

alumni.

Objective 3.4: By FY 2023, as a result of the strategies discussed for other objectives under 

this goal, AmeriCorps is seeking an increase to 35 the number of states (and DC) in which at 

least 1-in-3 residents volunteer a minimum of once per year – 21% over the FY 2022 estimate.

Additional Prior Year Results

• In conjunction with the Creative Artists Agency Foundation MENTOR, VolunteerMatch, 

schoolhouse.world, and the U.S. Department of Education, launched READY SET, a 

national tutor, mentor, and service recruitment campaign designed to address learning 

and relational loss among K-12 public school students in the U.S., particularly in 

historically marginalized communities. The web and social media campaign is designed 

to meet learning needs and create a volunteer pipeline for the academic year ahead and 

will run through September 2021. 

• AmeriCorps’ Volunteer Generation Fund grants to State Service Commissions supported 

the recruitment of more than 163,000 volunteers in FY 2020 and built the capacity of a 

projected 5,500 nonprofit and community organizations to recruit and manage volunteers 

and increase the effectiveness of volunteers in addressing local challenges.3F

52

• AmeriCorps’ 2020 Day of Service grantees engaged more than 205,000 Americans in 

service on the Martin Luther King Jr. Day of Service and the September 11th National Day 

of Service and Remembrance. The MLK Day of Service focused on honoring Dr. King with 

projects that improved local communities, and 9/11 Day projects on supporting veterans, 

soldiers, and military families.4F

53

Evidence/Learning Agenda

Aligned with the objectives outlined earlier and the agency’s learning agenda, AmeriCorps 

will execute the following to better understand what works and do more of it.

• Assess an annual awareness and favorability survey

• Design and implement a new AmeriCorps Participant Survey to collect the data needed 

for measuring the achievement of objective 3.3. The survey will build upon the longstanding member and volunteer surveys managed and sponsored by the agency.

• Develop and assess the Annual “Volunteering in America” report, including adults and 

youth volunteer rates 

• Identify and help the agency incorporate best practices on volunteer deployment, 

management, retention

52 Updated data will be available in AmeriCorps’ FY 2022 Agency Management Report, which will be released in 

November 2022.

53 Updated data will be available in AmeriCorps’ FY 2022 Agency Management Report, which will be release in 

November 2022.
67

Goal 4 – Effectively steward federal resources

Strategic Objective and Measure FY 

2021

FY 

2022

FY 

2023

FY 

2024

FY 

2025

FY 

2026

4.1 Simplify AmeriCorps’ application and 

administration procedures for grants and 

projects

Percent of frontline staff report a healthy balance 

between providing training and technical 

assistance to grantees, sponsors, & partners and 

grant making and administrative functions on 

behalf of grantees, sponsors, & partners.

N/A 60% 65% 70% 75% 80%

Percent of grantees are satisfied that AmeriCorps 

executed award actions in a timely manner. N/A 60% 65% 70% 75% 80%

4.2 Modernize AmeriCorps’ grant management 

technology

Percent completion of grant management 

system implementation plan N/A 30% 60% 100% N/A N/A

4.3 Ensure responsible management of financial 

resources54

Improve financial grants management

Number of overdue grant closeouts 32.4% ≤ 25% ≤ 20% ≤ 15% ≤ 10% ≤ 5%

Improve grantee monitoring and compliance 

 with applicable laws, regulations, and term

 and conditions

Annual improper payments $ (% of total 

program)

 ASN $26.7M >$10M >$10M >$10M >$10M <$10M

FGP $18.2M >$10M >$10M <$10M <$10M <$10M

RSVP $5.9M <$10M <$10M <$10M <$10M <$10M

SCP $7.8M <$10M <$10M <$10M <$10M <$10M

Improve the agency’s financial management and 

audit resolution program

Reduce the number of repeat material 

weaknesses to zero

9 Reduction 0

Reduce the number of repeat significant 

deficiencies to zero

2 Reduction 0

Increase equity in contracting by contracting with

businesses owned or operated by women, 

minorities, veterans, and socioeconomic

programs pursuant to the Federal Acquisition

Regulation (FAR)

 Percent of total annual contract 

 volume that goes to small 

 businesses and FAR socioeconomic 

 programs

0% 2% 4% 6% 8% 10%

54 This objective contains the sub-objectives listed below.
68

Progress and Performance Discussion

Objective 4.1: By FY 2023, AmeriCorps will achieve the two performance targets for this 

objective by cataloguing and strengthening support processes and providing training to 

users for core agency systems and processes. Through these efforts AmeriCorps will also 

achieve the same increase for the percent of grantees satisfied that awards were executed 

timely.

Objective 4.2: By FY 2023, AmeriCorps will complete 60% of its grants system 

implementation plan by employing strong project management principles in alignment with 

best practice and Federal guidance.

55

Objective 4.3: AmeriCorps has identified 5 sub-objectives, including the following 

subobjectives:

• Improve financial grants management

To achieve this objective, AmeriCorps will strengthen its related training and technical 

assistance to awardees and staff and automate processes such as components of 

Federal Financial Reviews (FFRs). These efforts will help AmeriCorps reduce by 12 

percentage points by FY 2023 its overdue grant closures.

• Improve grantee monitoring and compliance with applicable laws, regulations, and 

term and conditions

To achieve this objective, AmeriCorps will implement a related agency-wide 

corrective action plan and strengthen its monitoring program. This effort will result in 

a reduction of each susceptible program’s improper payments to below $10M or 10% 

of related awards.

• Improve the agency’s financial management and audit resolution program

To achieve this objective, AmeriCorps will develop and implement internal controls 

that result in operational effectiveness, and equip staff with the skills and tools 

necessary to better anticipate and correct issues with data quality, compliance, and 

reporting. The agency will work to identify root causes to eliminate repeat audit 

findings and related material weaknesses, implement a robust corrective 

action/preventive action program, and increase leadership accountability and 

transparency to improve core agency financial management and reduce all repeat 

agency financial statement audit findings.

• Increase equity in contracting by contracting with businesses owned or operated by 

women, minorities, veterans, and socioeconomic programs pursuant to the Federal 

Acquisition Regulation (FAR)

To achieve this objective, AmeriCorps will continue to participate in HBCU Industry 

Day – an event that provides Historical Black Colleges and Universities an opportunity 

to share their services – and explore posting announcements in alternative forms that 

reach groups targeted by this subobjective. In addition, AmeriCorps will engage with 

key federal partners such as the Small Business Administration to provide training and 

technical support to prospective agency solicitation applicants to help them 

55 Project Management Improvement Accountability Act PUBL264.PS (congress.gov)
69

understand the benefits of partnering with AmeriCorps. The agency is also currently 

engaging with the General Services Administration to explore the use of their

schedules for targeted solicitations, which will help AmeriCorps expand its reach and 

leverage GSA’s expertise. These efforts will result in doubling on a percentage point 

basis the agency’s contract volume awarded to small businesses and FAR 

socioeconomic programs.

Additional Prior Year Results

During FY 2021, the agency continued to improve core business operations, enhance 

customer service, and build long-term sustainability. Notable AmeriCorps accomplishments 

include:

• Continued to prioritize resources for the agency’s Office of Monitoring to ensure effective 

compliance monitoring for the AmeriCorps grant portfolio, including enhancement of 

monitoring instruments, standardizing monitoring protocols, and using a grant risk model 

to inform monitoring decisions and align individual activities to specific risks.

• Provided new tools to help grantees improve their compliance rates with criminal history 

checks, resulting in greater compliance.

• Implement OCFO reforms and strategies aimed at optimizing key financial management 

systems and processes within a shared services platform to enhance accountability and 

standardize business processes, as well as increasing staff capacity and knowledge to 

provide improved mission support. 

• Continued its Scaling Evidence-Based Models project to deepen understanding of the 

most effective program innovations and scale them to better serve communities. As part 

of this initiative, the agency has produced tools and resources to strengthen grantees’ 

work in evidence building and share effective practices to help scale evidence-based 

interventions. 5F

56

Evidence/Learning Agenda

AmeriCorps is continuing to identify and align key learning agenda items for this goal. As the 

agency finalizes relevant items, it will report them out in future Budgets.

56 These tools can be found on AmeriCorps’ website at: Scaling Checklists: Assessing Your Level of Evidence and 

Readiness (SCALER) | AmeriCorps
70

Goal 5 – Make AmeriCorps one of the best and most equitable places 

to work in the federal government

Strategic Objective and Measure

FY 

2021

FY 

2022

FY 

2023

FY 

2024

FY 

2025

FY 

2026

5.1 Make AmeriCorps one of the best places to work in the 

Federal Government

Employee engagement score on the Partnership for 

Public Service Best Places to Work index 55 63 68 73 78 83

Progress and Performance Discussion

Objective 5.1: By FY 2023, AmeriCorps will improve its employee engagement score by 5

over the next five years on the PPS Best Places to Work index. The agency will achieve this 

goal by hiring additional high-quality staff to meet mission needs and better manage 

workloads, ensuring funding is available for high performing staff awards, and expanding

efforts to train staff while providing career advancement opportunities such as targeted detail 

opportunities.

Evidence/Learning Agenda

AmeriCorps is continuing to identify and align key learning agenda items for this goal. As the 

agency finalizes relevant items, it will report them out in future Budgets.
71

ADDENDUM 2 – GOOD ACCOUNTING IN GOVERNMENT ACT

The Good Accounting Obligation in Government Act (GAO-IG Act or “the Act”; Public Law 

115-414) requires each agency to include, in its annual budget justification, a report that 

identifies each public recommendation issued by the Government Accountability Office 

(GAO) and federal Offices of Inspectors General (OIG), which has remained unimplemented 

for one year or more as of the annual budget justification submission date.

AmeriCorps Report Summary: AmeriCorps has 296 total open Government Accountability 

Office (GAO) and AmeriCorps Office of the Inspector General (OIG) recommendations. 2 of 

the 296 recommendations were issued by the GAO and stem from 2 separate reports. The 

remaining 294 recommendations were issued by AmeriCorps’ OIG as part of prior audits, 

evaluations, and other activities. These recommendations were published in the OIG’s Semi‐

Annual Report (SAR) to Congress 21‐02 as either Open and Unimplemented 

Recommendations or Not Yet Due Recommendations. The report lists recommendations that 

have been open for no less than one year and for which either final action has not been taken 

or the agency disagrees with the recommendation or recommendation sub‐part and 

considers it to be closed and unimplemented. Please consult the Status Code Key to learn 

the status of each recommendation and information pertaining to the timing of resolution. 

The Status Code Key notes in parenthesis the total number of unique recommendations per 

status code type. AmeriCorps remains committed to addressing all recommendations to 

resolve outstanding concerns.

Status Code Key: 

1. AmeriCorps has taken actions to fully resolve the recommendation and is awaiting auditor 

review. (1 recommendation) 

2. Corrective Action Plans are underway to fully resolve the recommendation as of: 

(a.) the end of Q2 2022. (7 recommendations) 

(b.) the end of Q3 2022. (10 recommendations) 

(c.) the end of Q4 2022. (37 recommendations) 

(d.) the end of Q1 2023. (5 recommendations) 

(e.) the end of Q2 2023. (89 recommendations) 

(f.) the end of Q3 2023. (26 recommendations) (g.) the end of Q4 2023. (61

recommendations) 

3. Corrective action planning, including the development of specific timeframes and 

milestones for completion, is in process. (12 recommendations) 

4. AmeriCorps is further assessing the recommendation and identifying additional 

information to provide to demonstrate resolution. (2 recommendations) 

5. AmeriCorps does not concur with the recommendation and considers it to be closed and 

unimplemented. (46 recommendations)
72

Report No. Date Issued Report Title Recommendation Status 

Code

GAO 17-267 8/17/2017

Information Technology 

Modernization: Corporation for 

National and Community 

Service Needs to Develop a 

System That Supports Grant 

Monitoring

Recommendation No. 2: The Chief 

Executive Officer should direct the 

Chief Information Officer to ensure 

that the system development 

project schedule identifies in the 

baseline both planned and actual 

dates for completing all project‐

level activities, and can be used to 

monitor and measure progress of 

the grant monitoring system project.

4

GAO 17-90 3/21/2017

Monitoring Efforts by 

Corporation for National and 

Community Service Could Be 

Improved

Recommendation No. 4: To 

improve CNCS's efforts to move 

toward a risk‐based process for 

monitoring grants and to improve 

its capacity for monitoring grantee 

compliance, the Chief Executive 

Officer of the Corporation for 

National and Community Service 

should establish activities to 

systematically evaluate grant 

monitoring results.

4

OIG - 12-04 11/9/2011

Audit of Earned Education 

Awards Resulting from 

Compelling Personal 

Circumstances

Rec. No. 3(b): Implement the text 

description functionality in the 

MyAmeriCorps Portal to allow 

grantee personnel –to document the 

Compelling Personal Circumstances 

justifications. 

5

OIG - 12-04 11/9/2011

Audit of Earned Education 

Awards Resulting from 

Compelling Personal 

Circumstances

Rec. No. 3(c): Implement 

monitoring controls requiring a 

secondary level of review of each 

approved partial education award.

5

OIG - 13-06 6/6/2013

Agreed-Upon Procedures for 

Corporation for National and 

Community Service Grants 

Awarded to Edna McConnell 

Clark Foundation 

Rec. No. 1(c): Revise the Frequently 

Asked Questions for National 

Service Criminal History Checks to 

require searches to be conducted 

for employees with maiden, married 

or former married names.

5
73

Report No. Date Issued Report Title Recommendation Status 

Code

OIG - 14-09 6/20/2014

Audit of Blanket Purchase 

Agreements for Professional 

Consulting Services 

Rec. No. 2: A central review 

committee (including a 

representative of the Office of 

Procurement Services) approve any 

consulting projects that exceed preestablished cost thresholds. 

5

OIG - 15-06 6/25/2015

Audit of Corporation for 

National and Community 

Service Cooperative 

Agreements Awarded to AFYA 

Incorporated and Education 

Northwest 

Rec. No. 1: Identify risk areas for the 

training and technical assistance 

cooperative agreements and 

develop indicators to assess 

associated risks. Indicators could 

include special terms and 

conditions of the cooperative 

agreement, the status of a grantee's 

Negotiated Indirect Cost Rate 

Agreement, fraud risk indicators, 

deficiencies identified in prior OIG 

and non‐OIG audits of the grantee, 

prior Corporation desk reviews, and 

prior Corporation site visits of the 

grantee.

5

OIG - 15-06 6/25/2015

Audit of Corporation for 

National and Community 

Service Cooperative 

Agreements Awarded to AFYA 

Incorporated and Education 

Northwest 

Rec. No. 2: Establish customized 

monitoring priorities, plans, and 

procedures based on programmatic 

and financial risk assessments 

developed in accordance with 

specific requirements of training 

and technical assistance cooperative 

agreements. 

5

Various N/A Risk Management (multiple 

reports)

Rec. No. 2: CNCS should validate 

its risk indicators for all grants 

against outcomes or use outcomes 

to identify other factors that could 

sharpen its analysis. 

2b

OIG - 16-05 11/13/2015

OIG 5-13-16 response to DMD 

for Audit of Corporation for 

National & Community Service 

Grants Awarded to Hoopa 

Valley Tribe

Rec. No. 1(a): Impose stronger 

enforcement approach to CHC 

violations that establishes effective 

penalties, recognizes the high risk 

that CHC violations impose on our 

beneficiary and grantee community, 

and incentives strong risk 

management. 

5
74

Report No. Date Issued Report Title Recommendation Status 

Code

OIG

Management Alert 11/3/2016 NACHC Prohibited Activities: Missed Opportunities

Rec. No. 2: Identify all grantees and 

subgrantees whose service activities 

involve providing healthcare to 

women and girls of childbearing 

age, as well as those with service 

activities directed at education or 

mentoring of girls and young 

women middle school-aged and 

above and determine whether they 

have engaged in abortion-related 

prohibited activities within a predetermined period.

5

OIG

Management Alert 11/3/2016 NACHC Prohibited Activities: Missed Opportunities

Rec. No. 3: Conduct similar risk 

assessments, identification of at-risk 

grantees, communications and 

targeted monitoring for other 

prohibited activities.

5

OIG

Management Alert 11/3/2016 NACHC Prohibited Activities: Missed Opportunities

Rec. No. 4: Identify any other 

factors that may increase the risk of 

individual prohibited activities and 

use that information for targeted 

education, training and monitoring 

as appropriate.

5

OIG

Management Alert 11/3/2016 NACHC Prohibited Activities: Missed Opportunities

Rec. No. 6: Enhance the capacity of 

eGrants to store and search critical 

emails; institutionalize policies and 

procedures to allow POs and GOs 

to capture key emails in eGrants; 

and develop criteria for identifying 

emails to be captured. 

5

OIG

Management Alert 11/3/2016 NACHC Prohibited Activities: Missed Opportunities

Rec. No. 7: CNCS’s to-bedeveloped Enterprise Risk 

Management strategy and planning 

include a component for specific 

prohibited activities, commensurate 

with magnitude of the risk, including 

the reputational and political risk to 

CNCS.

5
75

Report No. Date Issued Report Title Recommendation Status 

Code

OIG

Management Alert 11/3/2016 NACHC Prohibited Activities: Missed Opportunities

Rec. No. 8: Accelerate the 

development of a more 

focused,targeted and risk-based 

model and approach to all grant 

monitoring including continuous 

assessment of the effectiveness of 

CNCS'S grant risk assessments and 

monitoring.

5

OIG

Management Alert 11/3/2016 NACHC Prohibited Activities: Missed Opportunities

Rec. No. 9: Without waiting for the 

development of a comprehensive 

risk-based monitoring strategy, 

develop and implement monitoring 

strategies for specific prohibited 

activities that can be conducted 

frequently, do not depend on site 

visits and provide a meaningful 

opportunity for prompt detection of 

violations or red flags, including 

searches of social media sites and 

surveys of members in accessible 

language, using the MyAmeriCorps 

Portal.

5

OIG

Management Alert 11/3/2016 NACHC Prohibited Activities: Missed Opportunities

Rec. No. 10: Assess during the 

grant application process whether 

an applicant is at particular risk for 

one or more specific prohibited 

activities. If so, CNCS should 

require that the grantee develop 

customized ways to address 

compliance with that prohibition, 

including detection controls. The 

Corporation should incorporate the 

resulting information into the 

monitoring plan and target CNCS 

monitoring activities accordingly 

and assess the effectiveness of the 

measures taken by the grantee.

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program 

Rec. No. 1(a): Increase impact of 

national service by targeting 

resources cost-effectively; scale 

back NCCC and scale up other 

programs that perform 

same/comparable activities.

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 1(b): Determine optimal 

size of NCCC based on factors in 

report and reduce/eliminate 

activities that can be performed by 

other CNCS programs at lower cost.

5
76

Report No. Date Issued Report Title Recommendation Status 

Code

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 1(c): Work with Congress 

to reprogram funds from NCCC to 

other CNCS programs with 

comparable activities, to multiply 

effects of national service

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 1(d): Enhance capacity of 

A-DRTs to deploy rapidly for 

disaster response.

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 1(e): Limit types of projects 

undertaken by NCCC for activities 

that can be performed by other 

CNCS programs and track the time 

devoted thereto.

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 2(a): Treat FEMA and 

NCCC separately for purposes of 

achieving 50 participation by 

individuals from disadvantaged 

circumstances.

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 2(b): Develop 

comprehensive risk-based 

enrollment and retention strategy 

that includes identifying the 

characteristics that make individuals, 

including those from disadvantaged 

circumstances, successful; develop 

interview and application questions 

to identify those individuals.

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 2(f): Improve data on 

members from disadvantaged 

circumstances by looking at zip 

codes of residence, schools 

attended, receipt of public 

assistance in recent past, to reduce 

dependence on recruitment 

partners as only source of 

information.

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 2(g): Reduce reliance on 

existing recruitment partners and 

develop better screening of their 

referrals.

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 2(h): Inform recruiting 

partners of their high NCCC attrition 

rates so they can take appropriate 

action.

5
77

Report No. Date Issued Report Title Recommendation Status 

Code

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 2(i): Develop a policy that 

limits recruitment of members from 

other Federal programs.

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 2(j): Identify community 

organizations/activities likely to 

engage highly motivated youths 

and families from disadvantaged 

circumstances (faith-based, 

immigrant, athletic programs, etc.) 

and recruit from those. Consider 

pilot with Baltimore Archdiocese or 

charter schools serving target 

populations.

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 2(l): Identify the support 

that would increase retention and 

provide it. Engage Foster 

Grandparents and other local 

community groups to provide 

support. 

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 2(n): Set program and 

campus recruitment and retention 

goals.

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 2(o): Develop granular 

information regarding root causes 

of attrition with better exit interviews 

of members and interviews of peers, 

sponsors and campus leaders; use 

the information for recruiting, 

selection and support. 

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 2(p): Right-size NCCC and 

grow the program only after 

enrollment and retention have 

improved above a predetermined 

level

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 3(a): Collect timely, 

objective, substantive feedback 

from sponsors, measured against 

objective outcomes, with results 

broken out by campus. 

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 3(b): Compare sponsor 

feedback to team leaders’ 

assessments of each project.

5
78

Report No. Date Issued Report Title Recommendation Status 

Code

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 4(a): Establish 

policies/procedures that give 

greater weight to proximity and 

travel costs for disaster projects, i.e., 

where possible, send the nearest 

team.

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 4(b): Expect that nearest 

teams will respond to a disaster and 

that disaster response takes priority 

over other projects. 

5

OIG - 17-05 12/5/2016

Evaluation of the National 

Civilian Community Corps 

(NCCC) Program

Rec. No. 5(b): Connect NCCC 

alumni to non-profits in their home 

communities, to leverage the 

valuable training and experience 

provided by NCCC. 

5

OIG Management 

Challenges 12/7/2016 Modernizing Information Technology

Rec. No. 4: Ensure careful 

management and close oversight by 

senior executives of the $43 million 

Grants and Member Management 

Modernization program, particularly 

because of the high-risk nature of 

this venture; the CNCS Office of 

Information Technology's lack of 

experience managing projects of 

this complexity and magnitude; the 

urgent need for better IT to support 

grant management; the amounts at 

risk; the lengthy delays already 

incurred; the expenditure of one 

third of the total estimated cost long 

before completing Phase 1; and the 

lack of any planned delivery dates 

for Phases 2 and 3. 

5

OIG - 18-03 12/18/2017

FY 2017 Federal Information 

Security Modernization Act 

Evaluation of the CNCS 

Rec. No. 25: Ensure the CNCS GSS 

Information System Owner 

establishes and enforces the policy 

for mobile devices that do not 

connect to the CNCS GSS to include 

usage restrictions, configuration and 

connection requirements, and 

implementation guidance. (New)

2g
79

Report No. Date Issued Report Title Recommendation Status 

Code

OIG - 18-03 12/18/2017

FY 2017 Federal Information 

Security Modernization Act 

Evaluation of the CNCS 

Rec. No. 26: Ensure the facilities 

implement the following in regards 

to protection of mobile 

devicesEnforce the prohibition of 

displaying passwords in public view

• Require the use of passwords on 

mobile computer assets for all users

• Change passwords and re-image 

IT assets upon the separation of the 

previous user

• Monitor Team Lead laptops for 

compliance with security updates 

and antivirus signatures

• Prohibit the use of nongovernmental CNCS issued email 

accounts

• Configure cell phones to require 

the enabling of security functions

2g

OIG - 18-03 12/18/2017

FY 2017 Federal Information 

Security Modernization Act 

Evaluation of the CNCS 

Rec. No. 27: Ensure the facilities 

implement the following in regards 

to protection of mobile devices:

• Require the use of passwords on 

mobile computer assets for all users

• Change passwords and re-image 

IT assets upon the separation of the 

previous user

• Prohibit the use of nongovernmental CNCS issued email 

accounts 

2g

OIG 18-07 3/19/2018

Audit of Corporation for 

National And Community 

Service Grants Awarded to 

Mayor's Fund to Advance New 

York City

Rec. No 2(a): Disallow and recover 

$1,663,952 in Federal costs 

awarded to Madison;

5

OIG 18-12 6/5/2018 VISTA Program Evaluation

Rec. No. 2: CNCS VISTA should 

develop a standard for capturing 

capacity building and measuring 

sustainability during and after the 

VISTA project is completed. 

5
80

Report No. Date Issued Report Title Recommendation Status 

Code

OIG 18-12 6/5/2018 VISTA Program Evaluation

Rec No. 5: VISTA should 

specifically measure the 

effectiveness of the policy allowing 

VISTA members to take classes 

while serving in the VISTA program. 

CNCS VISTA should build 

performance measures into all 

policy/procedure changes as a 

means to evaluate overall 

effectiveness of the change and 

allow for continuous process 

improvement. 

5

Management Alert 6/26/2018

Final Management Alert: 

Serious Weaknesses in National 

Civilian Community Corps 

Recruiting Contract May 

Jeopardize Program Success

Rec No. 2: Promptly undertake a 

new procurement, with clear 

objectives, statement of work, 

experience and professional 

attributes and deliverables which is 

structured as a performance-based 

contract, with metrics tied to 

recruitment of applicants who meet

the program criteria, meet the 

diversity requirements and 

successfully complete their terms

5

Management Alert 6/26/2018

Final Management Alert: 

Serious Weaknesses in National 

Civilian Community Corps 

Recruiting Contract May 

Jeopardize Program Success

Rec No. 3: Assign a COR who has 

strong recruitment knowledge and 

experience to effectively manage 

and oversee this contract

5

OIG 18-13 8/20/2018

Agreed-Upon Procedures for 

Corporation Grants Awarded 

SerVermont

Rec No. 2(d): Disallow and, if 

already used, recover education 

awards made to members who did 

not serve the minimum required 

service hours.

5

OIG-19-05 03/12/19

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.1a.: Identify states that 

replace Commission staff due to 

elections and include this as a risk 

assessment factor in its risk 

assessments for state commissions.

2e
81

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.1b.: Verify that the 

Commission complies with its 

program-monitoring procedures by: 

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.1b.: Reviewing the annual 

subgrantee risk assessments, 2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.1b.: Reviewing completed 

monitoring reports, 2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.1b.: Reviewing monitoring 

tools for all of the Commission’s 

subgrantees, and

2e
82

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.1b.: Documenting that it 

performed all such procedures. 2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.1c: Verify that the 

Commission complies with its 

financial monitoring procedures for 

ensuring that its subgrantees comply 

with Single Audit requirements and 

that these procedures include: 

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.1c: Identifying all 

subgrantees that have Corporation 

expenditures for each State fiscal 

year and determining which of the 

subgrantees underwent Single 

Audits of the expenditures;

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.1c: Reviewing the audit 

reports for findings that affect 

Corporation grants to determine if 

the Commission must adjust its 

records;

2e
83

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.1c: Reconciling subgrantee 

Schedule of Expenditures of Federal 

Awards (SEFA) expenditures for 

Corporation grants to Commission 

payments to the subgrantees to 

determine if the Commission must 

adjust its records; 

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.1c: Determining if 

subgrantees accurately presented 

AmeriCorps and other Corporation 

awards on their SEFA schedules; 

and,

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.1c: Retaining 

documentation of subgrantee audit 

report reviews.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.1d: Review documentation 

of the Commission’s subgrantee 

reviews to verify that the Commission 

has implemented effective 

procedures for reviewing 

subgrantee Single Audit reports. 

2e
84

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.2a.: Provide additional 

guidance and instruction to the 

Commission regarding applicable 

CFR timekeeping regulations.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.2b.: Verify that the 

Commission has implemented 

timekeeping processes and 

procedures that are consistent with 

the CFR timekeeping requirements.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.2c.: Verify that the 

Commission maintains timesheets or 

time certifications that include 

accounting for total activities worked 

on by employees.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.2d.: Calculate and recover 

the appropriate amount of 

disallowed costs based on the costs 

questioned and require that the 

Commission adjusts its FFR for the 

disallowed costs.

2e
85

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.2e.: Monitor the 

Commission’s matching 

requirements on these awards; at the 

end of the grant, determine whether 

the Commission met the match 

requirements.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3a.: Provide the Commission 

with additional guidance and 

instruction regarding the 

documentation requirements in 

Federal cost principles, 

administrative requirements, and 

CFR regulations.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3b.: Verify that the 

Commission instructed its 

subgrantees regarding the 

documentation requirements in 

Federal cost principles, 

administrative requirements, and 

CFR regulations. 

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3c.: Verify that the 

Commission conducts financial 

monitoring of subgrantee Federal 

and match costs and that it ensures 

the costs are:

2e
86

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3c.: Adequately 

documented. 2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3c.: Charged to the correct 

project. 2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3c.: Allocable to the 

Corporation’s grant awards, 

including documentation of the 

allocation methodology.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3c.: Incurred during the 

grant period. 2e
87

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3c.: Included in the 

approved or amended budgets. 2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3c.: Allowable in 

accordance with applicable cost 

principles.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3c.: Verifiable from recipient 

records. 2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3c.: Not included as 

contributions for any other Federally 

assisted program.

2e
88

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3c.: Not paid by the Federal 

government under another award, 

except where authorized by Federal 

statute.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3d.: Monitor the 

Commission matching requirements 

on these awards; at the end of the 

grant, determine whether the 

Commission met the match 

requirements.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3e.: Verify that the 

Commission monitored subgrantee 

matching requirements on these 

awards and, at the end of the grant, 

determine whether each subgrantee 

met the match requirements.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.3f.: Calculate and recover 

the appropriate amount of 

disallowed costs and related 

administrative costs based on costs 

questioned and require the 

Commission to adjust its FFR for the 

disallowed costs.

2e
89

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.4a.: Provide additional 

guidance and instruction to the 

Commission regarding applicable 

CFR regulations for financial 

management systems and record 

retention.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.4b.: Verify that the 

Commission has procedures to 

reconcile Federal and match costs 

reported on FFRs submitted to the 

Commission to Federal and match 

costs reported in the supporting 

accounting records and that the 

Commission has procedures to 

retain documentation supporting 

the Federal and match costs 

reported on the FFRs.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.4c.: Verify that the 

subgrantees’ financial monitoring 

procedures and tools include 

procedures to ensure that 

subgrantees reconcile Federal and 

match costs reported on 

reimbursement requests submitted 

to the Commission to Federal and 

match costs reported in the 

supporting accounting records.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.4d.: Review subgrantee site 

visit monitoring reports, completed 

subgrantee-monitoring tools, and 

subgrantee reconciliations to verify 

that all of the Commission’s 

subgrantees have implemented 

controls to reconcile Federal and 

match costs.

2e
90

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.4e.: Monitor the 

Commission’s matching 

requirements on these awards; and 

at the end of the grant, determine 

whether the Commission met the 

match requirements.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.4f.: Verify that the 

Commission monitored subgrantee 

matching requirements for these 

awards and, at the end of the grant, 

determine whether each subgrantee 

met the match requirements.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.4g. : Calculate and recover 

the appropriate amount of 

disallowed costs and related 

administrative costs based on costs 

questioned and require the 

Commission to adjust its FFR for the 

disallowed costs.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.5a.: Ensure that the 

Commission is requiring its 

subgrantees to comply with 

Alternate Search Procedures.

2e
91

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.5b.: Verify that the 

Commission’s site visit monitoring 

tool includes procedures for 

ensuring that subgrantees: 

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.5b.: Implement and 

maintain written procedures and a 

formal process for documenting the 

verification of member and grantfunded staff identities against a 

government-issued photo 

identification. 

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.5b.: Conduct State criminal 

registry, FBI, and NSOPW searches 

on grant-funded staff and members.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.5b.: Maintain 

documentation to support these 

searches and the dates the searches 

were initiated.

2e
92

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.5b.: Conduct nationwide 

NSOPW searches using the correct 

member and staff names.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.5c.: Review subgrantee site 

visit monitoring reports and 

completed subgrantee-monitoring 

tools to verify that the Commission 

has implemented the above 

recommendation and that 

subgrantees are complying with the 

procedures. 

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.5d.: Monitor the 

Commission’s matching 

requirements on these awards; at the 

end of the grant, determine whether 

the Commission met the match 

requirements.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.5e.: Verify that the 

Commission monitored subgrantee 

matching requirements on these 

awards and, at the end of the grant, 

determine whether each subgrantee 

met the match requirements.

2e
93

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.5f. : Calculate and recover 

the appropriate amount of 

disallowed costs and related 

administrative costs based on costs 

questioned and require the 

Commission to adjust its FFR for the 

disallowed costs.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.6a.: Verify that the 

Commission provided the 

subgrantees with guidance and 

instruction about the requirements 

for end-of-term evaluations.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.6b.: Verify that the 

Commission’s program-monitoring 

procedures for end-of-term 

evaluations include procedures for 

ensuring that:

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.6b.: Subgrantees complete 

evaluations for all members and 

retain documentation of the 

evaluations.

2e
94

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.6b.: All members sign and 

date their evaluations. 2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.6b.: All supervisors sign and 

date the relevant evaluations. 2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.6b.: Evaluations include an 

assessment of whether the member 

has completed the required number 

of hours to be eligible for an 

education award.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.6c.: Review the 

Commission’s subgrantee site visit 

reports, completed subgranteemonitoring tools, and subgrantee 

end-of-term evaluations to verify that 

the Commission has properly 

implemented its procedures for 

member evaluations.

2e
95

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.6d.: Disallow and recover 

the appropriate amount of education 

awards based on our questioned 

amounts.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.6e. : Calculate and recover 

the appropriate amount of 

disallowed costs and related 

administrative costs based on costs 

questioned and require the 

Commission to adjust its FFR for the 

disallowed costs.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.7a.: Provide the Commission 

with guidance on creating policies to 

address offsite member activities 

and increases in member service 

hours at the end of the member’s 

service term. The policies should 

address controls for member 

activities, including: 

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.7a.: Obtaining approvals 

from subgrantee supervisors before 

members perform service offsite or 

at home. 

2e
96

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.7a.: Recording and 

documenting service hours on 

member timesheets for offsite 

service performed at night, on 

weekends, on holidays, and on other 

days when the member’s service site 

is closed.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.7a.: Documenting member 

service activities performed at night, 

on weekends, on holidays, and on 

other days when the service sites are 

closed, either by including 

descriptions of the activities on the 

member’s timesheet or by 

maintaining daily activity logs 

describing the duties performed.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.7b.: Verify that the 

Commission provided all of its 

subgrantees with guidance and 

instruction regarding:

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.7b.: Increases in member 

service hours at the end of the 

member’s service term.

2e
97

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.7b.: Offsite member service 

activities performed at night, on 

weekends, on holidays, and on other 

days when the member host site is 

closed. 

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.7c.: Verify that the 

Commission’s program monitoring 

includes procedures for ensuring 

that:

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.7c.: Members at subgrantee 

sites document service activities 

performed, either by recording the 

activities in the comments section of 

the electronic timesheet or by 

maintaining daily activity logs 

describing the duties performed.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.7c.: Programs have written 

policies describing the 

circumstances in which it is necessary 

for members to perform offsite 

service hours at night, on weekends, 

and on holidays, as well as for 

describing the program’s method of 

verifying that the members served 

the hours.

2e
98

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.7d.: Review the 

Commission’s subgrantee site visit 

monitoring reports and completed 

subgrantee-monitoring tools to 

verify that the Commission has 

properly implemented monitoring 

procedures to review irregular or 

unusual increases in member service 

hours at the end of the member’s 

service term and to review member 

service activities performed offsite. 

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.7e.: Disallow and, if already 

used, recover education awards 

made to members who did not serve 

the minimum required service hours.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.8a.: Verify that the 

Commission confirms that its 

subgrantees modify their electronic 

timekeeping software to prevent 

early certifications.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.8b.: Verify that the 

Commission provides its 

subgrantees with guidance and 

instruction regarding procedures for 

member timekeeping.

2e
99

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.8c.: Verify that the 

Commission’s program-monitoring 

procedures include procedures to 

confirm that: 

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.8c.: Hours certified in the 

Portal for members at each of its 

subgrantee sites are accurately 

supported by timesheets.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.8c.: Members and 

supervisors at each subgrantee site 

do not sign member timesheets until 

the members have completed their 

service for the period.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.8d.: Review the 

Commission’s subgrantee site visit 

monitoring reports and completed 

subgrantee-monitoring tools to 

verify that the Commission has 

properly implemented monitoring 

procedures for member timesheets.

2e
100

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.8e.: Disallow and, if already 

used, recover education awards 

made to members who did not serve 

the minimum required service hours.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.9a.: Verify that the 

Commission provides the 

subgrantees with guidance and 

instructions regarding Corporation 

requirements concerning 

compelling personal circumstances 

and the adequate documentation 

thereof.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.9b.: Require the 

Commission to provide a secondary 

level of review for members exited 

for compelling personal 

circumstances, ensuring that the 

subgrantees’ reasons for exiting the 

members meet AmeriCorps 

requirements and are adequately 

documented. 

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.9c.: Disallow and, if already 

used, recover education awards 

made to members who did not meet 

AmeriCorps requirements for 

compelling personal circumstances 

or whose compelling personal

circumstances were not adequately 

documented.

2e
101

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.9d.: Revise the regulations 

for compelling personal 

circumstances to include a 

requirement to obtain a doctor’s 

note when members are unable to 

complete their service term due to 

illness.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.10a.: Ensure that the 

Commission has monitoring 

procedures in place to be sure that 

subgrantees correctly define 

member living allowances in 

member agreement forms, submit 

PERs in accordance with internal 

reporting requirements, and verify 

that all members sign member 

service agreement forms.

2e

OIG-19-05 3/12/2019

Agreed-Upon Procedures of 

Corporation for National and 

Community Service Grants 

Awarded to the North Carolina 

Commission on Volunteerism 

and Community Service

Rec. No.10b.: Review subgrantee 

site visit monitoring reports and 

completed subgrantee monitoring 

tools to verify that the Commission 

has implemented the above 

recommendation and that 

subgrantees are complying with the 

requirements

2e

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 1: Ensure that OIT 

monitors and promptly installs 

patches and antivirus updates 

across the enterprise when they are 

available from the vendor. 

Enhancements should include: 

Pending Since 2017

3
102

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 1(a) : Implement a process 

to track patching of network devices 

and servers by the defined riskbased patch timelines in CNCS 

policy.

3

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 1(b) : Replacement of 

information system components 

when support for the components is 

no longer available from the 

developer, vendor or manufacturer.

3

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 1(c) : Monitor and record 

actions taken by the contractor to 

ensure vulnerability remediation for 

network devices and servers is 

addressed or the exposure to 

unpatchable vulnerabilities is 

minimized.

3

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 1(d) : Enhance the 

inventory process to ensure all 

devices are properly identified and 

monitored. 

3
103

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 11: Implement Personal 

Identification Verification multifactor 

authentication for local and network 

access for privileged users to all 

workstations and servers. 

Pending since 2018

2d

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 5: Develop and implement 

a written process to ensure 

RemedyForce tickets are completed 

at the time the inventory is updated

1

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 10: Establish and 

document standard baseline 

configurations for all platforms in 

the CNCS information technology 

environment and ensure these 

standard baseline configurations are 

appropriately implemented, tested, 

and monitored for compliance with 

established CNCS security 

standards. This includes 

documenting approved deviations 

from the configuration baselines 

with business justifications. 

Pending since 2018

2b

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 12: Complete the 

implementation of Personal 

Identification Verification multifactor 

authentication for network access 

for all non-privileged users by 

upgrading all users to Microsoft 

Windows 10 workstations and 

enforcing logon with a Personal 

Identification Verification card. 

Pending since 2018

2b
104

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 14: Enhance information 

systems to automatically disable 

user accounts after 30 days of 

inactivity in accordance with CNCS 

policy. This includes monitoring 

automated scripts to validate 

accounts are disabled properly. 

2b

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 16: Develop and 

Implement a written process that 

ensures all CNCS information 

system passwords are changed at 

the frequency specified in 

applicable CNCS policy or the 

System Security Plan. 

2b

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 2: Ensure that OIT 

evaluates if the internet connections 

at the National Civilian Community 

Corps Campuses and Regional 

Offices are sufficient to allow 

patches to be deployed to all 

devices within the defined riskbased patch timeline in CNCS 

policy. If the internet connections 

are determined to be inadequate, 

develop and implement a plan to 

enhance the current internet 

connections.

2f

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 8: Continue the current 

effort to complete a comprehensive 

risk register at the mission and 

business process level. 

Pending since 2018

2c
105

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 9: Perform an analysis of 

the IG FISMA Metrics related to the 

security function “Identify” and 

develop a multi-year strategy to 

include objective milestones and 

resource commitments by the 

Executive Review Board, which 

addresses the corrective actions 

necessary to show steady, 

measurable improvement towards 

an effective information security 

program. 

Pending since 2018

2c

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 29: Perform an analysis of 

the IG FISMA Metrics related to the 

security function “Protect” and 

develop a multi-year strategy to 

include objective milestones, and 

resource commitments by the 

Executive Review Board, which 

addresses the corrective actions 

necessary to show steady, 

measurable improvement towards 

becoming an effective information 

security program. 

Pending since 2018 

2c

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 31: Perform an analysis of 

the IG FISMA Metrics related to the 

security function “Detect” and 

develop a multi-year strategy to 

include objective milestones, and 

resource commitments by the 

Executive Review Board, which 

addresses the corrective actions 

necessary to show steady, 

measurable improvement towards 

becoming an effective information 

security program. Repeat

2c

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 4: Develop and 

implement a written process to 

ensure manual updates to the 

CMDB inventory and FasseTrack 

system are made simultaneously 

when the inventory is updated. 

2g
106

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 6: Develop and implement 

a written process to perform 

periodic reconciliations between 

CMDB and the FasseTrack system. 

2g

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 7: Perform and document 

analysis to determine the feasibility 

of completely automating the 

inventory management process. 

2g

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 23: Physically or 

mechanically disable the networking 

capability of the laptop used for 

member badging at the NCCC 

Pacific Region Campus. 

2g

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 25: Document and 

implement a process to validate that 

physical counselor files from the 

NCCC Southwest Region Campus

are disposed of within six years after 

the date of the member’s 

graduation in accordance with the 

AmeriCorps NCCC Manual.

2g
107

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-03 01/24/2020

Fiscal Year 2019 Federal 

Information Security 

Modernization Act Evaluation of 

The Corporation for National 

and Community Service 

Rec. No. 30: Develop and 

implement a written process to 

review and analyze the wireless 

network logs at the NCCC Pacific 

and Southwest Regional Campuses.

2g

OIG-AR-20-07 09/30/2020

(2) Audit of the Corporation for 

National and Community 

Service Grants Awarded to 

Youthprise

Rec. No. 1: Disallow and recover 

$310,316 ($47,220 in Federal and 

$263,096 in match cost) for contract 

costs claimed for Search Institute, 

the Mentoring Partnership of 

Minnesota, and the Minnesota 

Department of Employment 

Economic Development from July 

2016 through November 2017 due 

to noncompliance with Federal 

procurement regulations.

2c

OIG-AR-20-07 09/30/2020

Audit of the Corporation for 

National and Community 

Service Grants Awarded to 

Youthprise

Rec. No. 2: Recover additional costs 

expended during program years 4 

and 5 on contracts for Search 

Institute, the Mentoring Partnership 

of Minnesota, and the Minnesota 

Department of Employment 

Economic Development due to 

noncompliance with Federal 

procurement regulations.

2c

OIG-AR-20-07 09/30/2020

Audit of the Corporation for 

National and Community 

Service Grants Awarded to 

Youthprise

Rec. No. 3: Disallow and recover 

$11,335 ($2,271 in Federal and 

$9,064 in match costs) for 

unapproved timesheets and 

incorrectly coded salaries.

2c

OIG-AR-20-07 09/30/2020 Audit of the Corporation for 

National and Community 

Service Grants Awarded to 

Youthprise

Rec. No. 4: Disallow and recover 

$3,059 in Federal cost for the 

employees' salaries and benefits for 

noncompliance with maintaining 

proper documentation of criminal 

history checks.

2c

OIG-AR-20-07 09/30/2020 Audit of the Corporation for 

National and Community 

Service Grants Awarded to 

Youthprise

Rec. No. 9: Require Youthprise to 

strengthen its timekeeping policies 

and train employees to ensure time 

is accurately recorded, approved, 

and charged to the correct funding 

code.

2c
108

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-AR-20-07 09/30/2020 Audit of the Corporation for 

National and Community 

Service Grants Awarded to 

Youthprise

Rec. No. 10: Require Youthprise 

design and implement internal 

controls to ensure that employee 

personnel files comply with CNCS's 

criminal history check requirements.

2c

OIG-AR-20-07 09/30/2020

Audit of the Corporation for 

National and Community 

Service Grants Awarded to 

Youthprise

Rec. No. 11: Disallow and recover 

$603,476 ($231,806 in Federal and 

$371,861 in match costs) from SaukRapid Rice due to the lack of 

support for employee's time worked 

on the grant and $3,192 for other 

Federal costs claimed because of 

insufficient match contributions.

2c

OIG-AR-20-07 09/30/2020

Audit of the Corporation for 

National and Community 

Service Grants Awarded to 

Youthprise

Rec. No. 12: Disallow and recover 

$673,178 ($336,062 in Federal and 

$337,116 in match) from Guadalupe 

Alternative Programs due to being 

unable to verify the accuracy of 

employees' time worked on the 

grant because of the lack of time 

being segregated by 

project/program codes.

2c

OIG-AR-20-07 09/30/2020 Audit of the Corporation for 

National and Community 

Service Grants Awarded to 

Youthprise

Rec. No. 13: Disallow and recover 

$11,681 ($5,681 in Federal from 

Amherst H. Wilder, and $6,000 in 

match from Sauk-Rapids Rice) due 

to unsupported costs in its financial 

management systems

2c

OIG-20-05 11-14-2019 Fiscal Year 19, Quarter 1 DATA 

Act Submission

Rec. No. 5: Instruct grant 

management personnel to provide 

an appropriate award description for 

all awards in the Executive Summary 

field in the grant application screen 

of eGrants. Monitor staff compliance 

with those instructions and take 

corrective action as needed (New). 

3

OIG-20-05 11-14-2019 Fiscal Year 19, Quarter 1 DATA 

Act Submission

Rec. No. 2(c) : Implement a control 

process to complete and document 

the data inventory, data mapping, 

and establishing data validation 

controls for the required DATA Act 

Schema and supporting data 

elements (Repeat);

3
109

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-05 11-14-2019 Fiscal Year 19, Quarter 1 DATA 

Act Submission

Rec. No. 7(a): Ensure that the 

required 57 data elements, where 

applicable, are mapped and the 

source of the data elements are 

identified within the source systems, 

and

3

OIG-20-05 11-14-2019 Fiscal Year 19, Quarter 1 DATA 

Act Submission

Rec. No. 4: Establish a written 

process that includes validating the 

required Program Activity Name and 

Program Activity Code data fields 

reported in File B against the source 

system prior to its submission to the 

DATA broker (Modified Repeat).

3

OIG-20-05 11-14-2019 Fiscal Year 19, Quarter 1 DATA 

Act Submission

Rec. No. 2(e) : Develop, document, 

and implement a process to ensure 

that de-obligations of grants with 

canceled funds are reported to FABS 

when they occur and not when they 

are administratively closed out 

(New). 

3

OIG-20-05 11-14-2019 Fiscal Year 19, Quarter 1 DATA 

Act Submission

Rec. No. 7: Coordinate with the 

point of contact for the new shared 

services provider to (New):

3

OIG-20-05 11-14-2019 Fiscal Year 19, Quarter 1 DATA 

Act Submission

Rec. No. 2: Revise the CNCS DATA 

Act Business Process Guide to: 3

OIG-20-06 11-15-2019

Audit of Corporation for 

National and Community 

Service AmeriCorps Grant 

Awarded to St. Bernard Project

Rec. No. 1: Calculate and recover 

the questioned Federal costs, match 

costs, and related administrative 

costs. Also, determine the impact 

on Federal costs due to questioned 

match costs. 

5

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 5: Revise the FY 2019 CNCS 

Grants Financial Management 

Business Process Narrative to 

address the control gap concerning 

the verification of the Advances to 

Others balance accuracy. (new)

2g
110

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 27: Coordinate with the 

program and grant officers to gather 

and analyze key grant programs’ 

(AmeriCorps State and National and 

Senior Corps) historical data and the 

grantees’ spending pattern to 

develop the following key factors for 

grant accrual estimation:

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 27(a): Percentage of CNCS 

grantees who drawdown funds in 

advance versus those on a 

reimbursable basis and their related 

grant amounts to its grant spending 

as a whole. If different key programs 

have different spending patterns, 

perform this analysis at the program 

level;

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 27(b): An inventory of 

relevant and reliable grant data to be 

used for the grant accrual 

assumptions and documentation to 

support what data is considered 

relevant and reliable;

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 27(c) : Grantees' incurred 

but not reported (IBNR) reporting 

pattern from when the expenses 

have been incurred to the time those 

expenses are included the grantees' 

Federal Financial Reports (FFR). 

Grantee surveys may be conducted 

to confirm the reasonableness of an 

IBNR estimate methodology. When 

alternative procedures are used, 

management should provide its 

data-based analysis to validate its 

assertion; and

2g
111

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 27(d) : Post-accrual analysis 

to compare the accrual (without the 

IBNR) and the expenditures reported 

in the FFRs for the same quarter. 

Thresholds should be established 

and documented based on 

materiality and the degree of risk 

that management is willing to 

accept. When grantees' reported 

spending pattern deviates from its 

methodology, an analysis should be 

performed to determine whether 

any deviation is acceptable or the 

methodology should be further 

refined to reflect the actual grantees' 

reported expenditure pattern. 

(modified repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 28: Revise and implement 

policies and procedures for the grant 

accrual methodology so that:

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 28(a): A validation process 

is established for management to 

verify the accuracy of the grant 

accrual, so that management can 

make any necessary adjustments to 

improve the precision of the grant 

accrual and to account for grant 

advances and payables to ensure the 

resulting amounts are materially 

consistent with grantees’ drawdown 

and spending patterns; 

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 28(b): It addresses how the 

calculations are used to arrive at the 

Grants Payable and Advances to 

Other line items in the financial 

statements. (modified repeat)

2g
112

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 29: Develop a process to 

validate grant advances, incurred 

but not reported and payable 

estimates. Such validation should be 

performed for all program elements 

included in the estimation process 

and over a few years to show a trend 

of the estimates. Unusual 

fluctuations, if any, should be 

investigated and the research 

conclusions documented. (modified 

repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 30: Centralize the storage 

of all procurement documents in 

contract files and maintain them 

electronically. (repeat) 

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 31: Strengthen internal 

control to ensure procurement 

documents are properly approved 

and retained. (repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 32: Analyze procurement 

undelivered orders balances 

quarterly to verify that balances are 

still valid for those without financial 

activities for an extended period. 

(repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 33: Research, resolve and 

document the disposition of any 

abnormal undelivered orders 

transactions/balances. (repeat)

2g
113

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 34: Correct the financial 

system’s posting logic to ensure all 

future transactions are recorded 

properly in accordance with United 

States Standard General Ledger. 

(repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 35: Document the accounts 

payable accrual methodology to 

include the recognition and 

reporting of the incurred but not 

reported. The methodology should 

also document key controls related 

to review and approval process of 

the accrual estimation; materiality 

and how it is applied; reviewing, 

approving, and recording of invoices 

prior to processing payments; inputs 

to be used in the validation; 

consideration of payment types; and 

the basis for including or excluding 

typical factors in estimating accruals, 

such as period of performance, type 

of contract, billing patterns, and 

others. (modified repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 36: Conduct validation 

assessment of amounts accrued for 

the incurred but not reported on a 

periodic basis. As part of the 

validation, CNCS should consider 

the following:

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 36(a): Subsequent activities 

against the amount estimated to 

determine the level of precision in 

the estimation;

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 36(b): Trend the validation 

results and adjust the incurred but 

not reported estimation process to 

address any recurring significant 

fluctuations; and 

2g
114

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 36(c) : Update the incurred 

but not reported estimation process 

as necessary to reflect changes in 

payment patterns. (repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 37: Evaluate the materiality 

thresholds used in the accrual 

estimation to ensure it is appropriate 

to prevent misstatements. The 

materiality threshold used should be 

appropriate that, in the aggregate, 

identified misstatements would not 

rise to a level that will significantly 

impact management’s assertions on 

the financial statements. (new)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 38: Implement controls to 

ensure that transactions interfaced 

from eGrants are reflected in 

Momentum for the correct amounts, 

accounts, and number of 

transactions. (new)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 39: Analyze contractordeveloped software costs that were 

expensed but not capitalized in 

accordance with accounting 

standards. (repeat) 

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 40: Update CNCS policy to 

recognize and record capitalized 

costs in the period incurred. (repeat)

2g
115

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 41: Update CNCS policy to 

include requirements for compliance 

with accounting standards; track 

direct labor and other indirect costs, 

including hours, worked and payroll 

costs dedicated to existing and new 

software-in-development projects; 

track and amortize tenant 

improvement costs in accordance 

with the lease agreement. (new)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 42: Review the GMM 

contract status to ensure proper and 

timely deobligation of any remaining 

unliquidated obligations that are no 

longer needed. (new)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 43: Consult with the future 

shared service provider and other 

stakeholders to determine the 

feasibility of procuring and using 

project management software to 

track project costs from the inception 

to completion. The results of the 

analysis should be documented and 

made readily available. (new)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 44: Establish and 

implement periodic training on 

capitalization accounting standard, 

and CNCS Capitalization Policy for 

accounting, program, Office of 

Facility Support Services, and 

information technology staff. (new)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 45: Develop and perform a 

periodic analysis of expenses 

incurred, e.g., software-indevelopment costs and repairs and 

maintenance, to determine if they 

meet the capitalization requirements 

and conduct any follow-up to ensure 

costs are properly capitalized. (new)

2g
116

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 46: Determine the root 

cause behind the differences noted 

in the Undelivered Orders balance 

between Momentum and the 

Undelivered Orders balance derived 

from the net of grant award amount 

from the Notice of Grant Award and 

the grant expenditures from the 

Payment Management System, and 

take the appropriate steps in 

resolving the reason behind the 

variances that are occurring. (new)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 47: Determine the root 

causes and resolve discrepancies in 

the grant award amounts recorded 

in the NGA in eGrants and in 

Momentum to prevent such 

differences from occurring in the 

future. (repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 48: Determine the root 

causes and resolve expenditure 

differences between the Payment 

Management System and 

Momentum. (repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 49: Strengthen controls 

around the review of expired grant 

obligations by ensuring that: 

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 49(a): All financial, 

performance and other required 

reports are submitted no later than 

90 calendar days after the end date 

of the period of performance.

2g
117

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 49(b): Document 

justifications for all required reports 

submission extensions granted to 

the grantee. (repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 50: Update the CNCS 

transaction code posting logic for 

recording grant expenditures to 

comply with the United States 

Standard General Ledger guidance. 

(repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 51: Establish a requirement 

for Grant Officer/Portfolio Managers 

to provided documented 

certification that all required grantee 

information has been received, 

accepted, and documented before 

the grant is closed out. (repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 53: Establish a control 

requiring the Grant Officer/Portfolio 

Manager to provide documented 

certification, upon grant closeout, 

verifying the total award amount to 

total award expenses for the 

deobligated recovery amount. 

(repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 54: Determine the cause for 

the travel cost recovery difference to 

ascertain what corrective action is 

needed and to prevent issues from 

recurring. (new)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 55: Inform all Grant 

Officers/Portfolio Managers to 

ensure that a reduction in funding to 

the award of a grant should be 

documented in eGrants which would 

result in modified Notice of Grant 

Awards. (new)

2g
118

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 56: Reconcile the amounts 

reported in Other Liabilities to 

supporting documents to verify that 

Other Liabilities are supported by 

valid transactions and properly 

classified. (repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 57: Strengthen financial 

reporting internal controls and 

ensure that financial statements 

accounting line items are reviewed 

and reconciled to supporting 

documents prior to recording. The 

internal control activities should 

ensure proper posting of Member 

Payroll related liabilities on the 

Balance Sheet. (modified repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 64: Reconcile the Accounts 

Receivable subsidiary ledger to the 

general ledger monthly. (repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 65: Reevaluate the policies 

and procedures for calculating the 

allowance for doubtful accounts. 

Related policies and procedures 

should include: 

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 65(a): CFO Office’s staff’s 

periodic review of the accounts 

receivable aging report, (repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 65(b): Assessment of the 

collectability of outstanding 

balances based on the age of the 

debt, collections attempted and 

received thus far and other 

information about the debtor 

(repeat)

2g
119

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 65(c) : Determination for 

possible write-offs. (repeat) 2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 66: Revise the Allowance 

for Doubtful Accounts methodology 

to be consistent with the Debt 

Management Policy. (repeat) 

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 67: Develop a process and 

proactively monitor and follow-up on 

delinquent accounts receivables. 

Document any procedures 

performed and results reached as 

part of the follow-up process. (new)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 68: Track and revise 

collection efforts based on data 

analysis to understand vendor 

payment characteristics. A 

reasonable timeframe for write-offs 

should be established for accounts 

receivable without any activity. Once 

an outstanding receivable is deemed 

uncollectible, it should be written off 

in accordance with management’s 

established policy. (repeat)

2g

OIG-20-01 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements

Rec. No. 69: Establish a documented 

process between accounting and the 

Office of Chief Risk Officer (OCRO) 

to ensure that key controls related to 

the Accounts Receivable cycle are 

properly identified and 

implemented. These key controls 

should be considered for testing as 

part of OCRO’s annual internal 

control assessments. (new)

2g
120

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 60: Strengthen and refine 

the process for communicating 

CNCS facility-specific control 

deficiencies to CNCS facility 

personnel, and coordinate 

remediation of the control 

deficiencies. (repeat)

2a

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 61: Strengthen and refine 

the process for holding system 

owners and information system 

security officers accountable for 

remediation of control deficiencies 

and ensuring that the appropriate 

security posture is maintained for

CNCS information systems. (repeat)

2a

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 70: Develop, implement 

and document procedures to 

identify all CNCS grantees that are 

required to submit single audit 

reports with their due dates. (new)

2d

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 72: Develop a practice to 

capture the single audit data to 

assess the effectiveness of the single 

audit report submission for all its 

grantees. (new)

2d
121

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 74: Update the Single Audit 

Resolution Policy to: Reflect the 

current monitoring process to track 

all audit findings related to CNCSfunded grants, and Address CNCS’s 

responsibilities as the 

cognizant/oversight agency and how 

these responsibilities would be 

carried out. (new)

2d

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 75: Develop and 

implement procedures to monitor 

the effectiveness of the single audit 

monitoring process in accordance 

with the Uniform Grant Guidance, 2 

Code of Federal Regulation 

§200.513 Responsibilities, (a) (3) (iv), 

related to monitoring the 

effectiveness of single audit findings 

follow-up and the effectiveness of 

single audits in improving grantee 

accountability and in their use by 

CNCS in making award decisions. 

(new)

2d

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 2: Provide training to CNCS 

officials participating in the entitylevel control assessment to ensure 

that they have a full understanding of 

the internal control principles and 

how these principles relate to their 

operations. The training shall also 

address how the outstanding audit 

recommendations concerning their 

operations should be considered 

when assessing the entity-level 

controls. (new)

2a

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 8: Update CNCS’s Standard 

Operating Procedure: Statement on 

Standards for Attestation 

Engagements (SSAE) 18 Report 

Review to explain how CNCS will 

address the SSAE 18 audit reporting 

gaps for its external systems’ service 

providers and establish time 

requirement for conducting the 

SSAE 18 report reviews. (new)

2a
122

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 9: Establish a process to 

maintain executed agreements with 

Federal trading partners and track all 

associated costs against the interagency agreements from inception 

until the agreement close-out. (new)

2a

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 21: Complete the Trust 

Accounting Handbook to clearly 

reflect the assumptions used in the 

Trust Obligation and Liability Model 

and the Monthly Obligation and 

Liability Calculator, including 

establishing control activities; 

finalize materiality thresholds 

applied; update accounting 

transactions, and clearly identify 

periods when adjustments will be

made regardless of materiality. (new)

2a

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 11: Monitor outstanding 

balances resulting from financial 

system configuration issues and fix 

these issues prior to data migration 

to the future shared service provider 

(Department of Treasury’s 

Administrative Resource Center) in 

FY 2021. While waiting to transition, 

CNCS should strengthen its current 

trial balance review including tiepoint analysis and review of 

abnormal balances. (modified 

repeat)

2e

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 12: Coordinate with the 

future shared service provider to 

ensure that its accounting platform is 

compatible with CNCS’s operations 

and the type of accounting 

transactions that the CNCS process. 

(new)

2e
123

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 14: Complete its efforts to 

be fully compliant with the Office of 

Management and Budget Circular 

No. A-11, Preparing, Submitting, and 

Executing the Budget. (repeat)

2e

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 15: Provide mandatory 

training to CNCS accounting staff on 

the proper use of object class, sub 

general ledger accounts, and 

document/transaction types on all 

obligation and expense transactions. 

(repeat)

2e

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 16: Validate and ensure 

standard vouchers/journal vouchers 

are properly supported, 

documented, and are readily 

available for examination. (modified 

repeat)

2e

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 10: Develop 

comprehensive policies and 

procedures for the financial 

statements preparation process and 

related internal controls. The 

policies and procedures should 

address, among other subjects: 

2f
124

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 10(a): The process to 

determine and document CNCS’s 

balance fluctuation expectations. 

Expectations should be documented 

based on a combination of internal 

and external operating factors, and 

program and financial relevant 

information available. 

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 10(b): The materiality 

threshold used to determine 

significant balance fluctuations that 

require further research should be 

more conservative than that used by 

external auditors. 

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 10(c) : Detailed process to 

research significant balance 

fluctuations. CNCS should research 

and explain all significant balance 

fluctuations at the account and 

transaction level. Maintain and have 

the supporting documentation 

readily available. 

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 10(d): Research and retain 

supporting documents required for 

any identified account balance 

differences derived from its 

abnormal balance review or the tie 

point analysis. 

2f
125

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 10(e) : Address fatal and 

non-fatal Government-wide Treasury 

Account Symbol Trial Balance edit 

failures.

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 10(f): Address all balance 

differences and retain supporting 

documentation of related research.

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 10(g): Document and 

maintain support for all prior period 

adjustments and changes to Net 

Position accounts, Cumulative Result 

of Operations, and Unexpended 

Appropriations. 

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 23: Strengthen controls to 

ensure the Trust modeling is 

performed by trained personnel to:

2f
126

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 23(a): Conduct detailed 

analysis and validation of data 

sources.

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 23(b): Review and ensure 

the reasonableness of assumptions 

used and document the rationale 

behind estimation assumptions.

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 23(c) : Consider changes in 

conditions or programs that require 

further research and analysis. 

Update the assumptions when 

necessary.

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 23(d): Compare estimates 

with subsequent results to assess the 

reliability of the assumptions and 

data used to develop estimates.

2f
127

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 24(a): Establish a thorough 

and robust quality control process to 

ensure that the Trust Obligation and 

Liability Model (TOLM) and Monthly 

Obligation and Liability Calculator 

(Calculator) are reviewed by 

qualified CNCS personnel prior to 

relying on its outputs to record 

transactions. All errors identified for 

which management ultimately 

decided against making updates to 

the TOLM or Calculator should be 

documented along with an 

explanation as to how management 

arrived at the final decision;

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 24(b): Perform monthly 

reviews and reconciliations of the 

recorded new and outstanding 

obligations to ensure the accounting 

information is valid and proper;

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 24(c) : Review obligation 

amounts to ensure amounts 

accurately reflect the status of the 

obligation; 

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 24(d): Review obligations to 

verify that amounts, timeframe (i.e., 

grant dates are correctly reflected in 

the obligation); 

2f
128

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 24(e) : Ensure obligations 

are sufficiently supported (i.e., by 

documentary evidence); and

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 24(f): Perform complete 

reconciliations of all outstanding 

obligations monthly, and ensure any 

discrepancies identified are 

promptly researched and resolved. 

(repeat)

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 25: Coordinate with the 

Office of the Chief Risk Officer 

(OCRO) to properly identify the 

National Service Trust Fund’s 

financial reporting risks and 

incorporate those risks into the 

OCRO’s annual testing of key 

controls. (modified repeat)

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 26: Develop a succession 

plan to ensure the required expertise 

is available in anticipation of planned 

employee turnover, particularly with 

respect to the complex trust 

calculations. CNCS needs to: 

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 26(a): Train, mentor, and 

work to retain qualified employees; 2f
129

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 26(b): Cross-train 

employees so that knowledge of the 

model will reside with multiple staff 

rather than with one person; and 

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 26(c) : Implement a peer 

review process to carry out the 

necessary quality control reviews of 

the Trust Obligation and Liability 

Model and the Monthly Obligation 

and Liability Calculator. (repeat)

2f

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 22: Develop for a more 

standardized, secure, and 

automated method to estimate the 

Trust obligations and Trust Service 

Award Liability that ensures minimal 

human errors. As part of the ongoing 

CNCS’s transition to shared service, 

coordinate with the service provider 

to determine methods that would 

enhance the security and quality of 

the existing estimation models. 

(new)

2a

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 13: Develop a plan to clean 

up CNCS’s balances prior to 

migration to the shared service 

provider’s system (Department of 

Treasury’s Administrative Resource 

Center). The plan should include

coordination with the future service 

provider to review CNCS balances in 

detail to ensure they are properly 

supported and can be mapped into 

the Administrative Resource Center’s 

platform. Maintain all 

documentation regarding meeting 

minutes and any mapping of account 

balances developed as part of the 

migration effort. (new)

2c
130

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 18: Develop and 

implement policies and procedures 

for the standard vouchers/journal 

vouchers (SV/JV) process that 

include:

2c

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 18(a): Tracking the 

sequence of SVs/JVs for 

completeness;

2c

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 18(b): Appropriate use of 

SVs/JVs; 2c

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 18(c) : Determining and 

maintaining relevant documentation 

to support each SV/JV; 

2c
131

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 18(d): Use of specific and 

accurate SV/JV descriptions; and 2c

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 18(e) : Timely review and 

approval of SVs/JVs for accuracy and 

propriety. (modified repeat)

2c

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 58: Develop a multi-year 

strategy to better strategically 

prioritize and allocate resources to 

address the new and continuing 

weaknesses identified and work 

towards automation, continuous 

monitoring and consistent 

application of controls. (repeat)

2c

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 59: Enforce the agencywide information security program 

across the enterprise and improve 

performance monitoring to ensure 

controls are operating as intended at 

all facilities. (repeat)

2c
132

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 62: Strengthen and refine 

the process for holding contractors 

accountable for remediation of 

control deficiencies in CNCS 

information systems. (repeat)

2c

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 63: Implement all detailed 

recommendations in the FY 2019 

FISMA Evaluation report. (repeat)

2c

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 71: Develop, implement 

and document procedures on timely 

follow-up for those grantees whose 

audits have become past due, and to 

ascertain why report submission was 

late, when the audit report will be 

submitted to the Federal Audit 

Clearinghouse, and what corrective 

action has been taken to prevent a 

report submission delay in future. 

(new)

2c

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 73: Develop, implement 

and document procedures for 

implementing Office of Budget and 

Management (OMB) approved 

single audit report submission 

extensions, so that OMB approved 

extension approvals are 

documented and tracked as part of 

the single audit monitoring process. 

(new)

2c
133

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 17: Strengthen 

coordination between Accounting 

and Financial Management Services 

and the Office of Budget to ensure 

that transactions are recorded 

accurately and timely. (modified 

repeat)

2g

OIG-20-01 and 20-02 11-20-2019

Audit of the Corporation for 

National and Community 

Service’s Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund Financial 

Statements

Rec. No. 24: Document and 

implement policies and procedures 

to include the following:

2f

OIG-EV-21-03 12/18/2020

FY 2020 Federal Information 

Security Modernization Act 

(FISMA) Evaluation of the 

Corporation for National and 

Community Service

Rec. No. 4: Complete the process of 

configuring the scanning tool to 

account for the approved deviations 

for the standard baseline 

configurations. 

2b

OIG-EV-21-03 12/18/2020

FY 2020 Federal Information 

Security Modernization Act 

(FISMA) Evaluation of the 

Corporation for National and 

Community Service

Rec. No. 5: Fully implement 

standard baseline configurations for 

all platforms in the AmeriCorps 

information technology 

environment and establish 

processes to test and monitor for 

compliance with established 

AmeriCorps security standards.

2b
134

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-EV-21-03 12/18/2020

FY 2020 Federal Information 

Security Modernization Act 

(FISMA) Evaluation of the 

Corporation for National and 

Community Service

Rec. No. 6: Assess and document a 

plan for reinstating mandatory 

enforcement of multifactor 

authentication as recommended by 

the Cybersecurity and Infrastructure 

Security Agency to address 

increased risks with the large 

number of personnel teleworking 

during the pandemic.

2b

OIG-EV-21-03 12/18/2020

FY 2020 Federal Information 

Security Modernization Act 

(FISMA) Evaluation of the 

Corporation for National and 

Community Service

Rec. No. 8: Ensure that accounts for 

users that never logged in are 

included in the AmeriCorps Inactive 

script.

2b

OIG-EV-21-03 12/18/2020

FY 2020 Federal Information 

Security Modernization Act 

(FISMA) Evaluation of the 

Corporation for National and 

Community Service

Rec. No. 9: Ensure all personnel 

whose responsibilities include 

access to PII complete annual 

privacy-role based training.

2b

OIG-EV-21-03 12/18/2020

FY 2020 Federal Information 

Security Modernization Act 

(FISMA) Evaluation of the 

Corporation for National and 

Community Service

Rec. No.2: Specify how quickly users 

must apply security and operating 

system updates on AmeriCorps 

mobile devices, and implement a 

process to deny access to 

AmeriCorps enterprise services for 

mobile devices that have not been 

updated within the prescribed

period.

2c

OIG-EV-21-03 12/18/2020

FY 2020 Federal Information 

Security Modernization Act 

(FISMA) Evaluation of the 

Corporation for National and 

Community Service

Rec. No. 3: Develop and implement 

a process to block unauthorized 

applications from installing on 

AmeriCorps mobile devices. 

2c
135

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-19-06 3/12/2019

Agreed-Upon Procedures (AUP) 

review of AmeriCorps grant 

funds to Serve Indiana

Rec. No. 11: Recover the $43,626 in 

questioned Federal costs and 

$19,390 in education awards and 

address any impact to Federal costs 

of the $33,720 in questioned match 

costs for American Red Cross of 

Indiana for grant No. 15ACHIN001.

5

OIG-EV-21-01 3/30/2021

(3) Evaluation of AmeriCorps 

Grants Awarded to the Maine 

Commission for Community 

Service

Rec. No. 1: Disallow the $592,737 in 

questioned match costs to recover 

the $254,014 in Federal costs from 

LearningWorks for the program 

years 2017 and 2018 due to 

inadequate documentation to 

support its in-kind match 

contributions: donated classroom 

and office space, and teaching and 

administrative staff hours;

2c

OIG-EV-21-01 3/30/2021

Evaluation of AmeriCorps 

Grants Awarded to the Maine 

Commission for Community 

Service

Rec. No. 2: Conduct an assessment 

of LearningWorks’ match 

contribution for its third-year 

funding to determine whether it met 

its match requirement, disallow any 

unsupported match contributions 

and recover any Federal funds that 

were overpaid as a result of 

LearningWorks’ failure to meet its 

match requirements.

2c

OIG-EV-21-01 3/30/2021

Evaluation of AmeriCorps 

Grants Awarded to the Maine 

Commission for Community 

Service

Rec. No. 3: Oversee the Maine 

Commission when coordinating 

with LearningWorks to revise its 

policies to define supporting 

documentation for the usage and 

valuation of donated spaces for inkind contributions;

2c

OIG-EV-21-01 3/30/2021

Evaluation of AmeriCorps 

Grants Awarded to the Maine 

Commission for Community 

Service

Rec. No. 4: Instruct the Maine 

Commission to evaluate compliance 

of LearningWorks procedures on 

internal controls for time 

recordkeeping for donated 

personnel time at its service sites to 

provide reasonable assurance that 

charges are accurate, allowable, and 

allocable; and

2c

OIG-EV-21-01 3/30/2021

Evaluation of AmeriCorps 

Grants Awarded to the Maine 

Commission for Community 

Service

Rec. No. 5: Provide training to the 

Maine Commission staff and offer 

training to LearningWorks and other 

subgrantees concerning acceptable 

valuation and documentation of inkind match costs.

2c
136

Report No. Date Issued Report Title Recommendation Status 

Code

OIG-EV-21-01 3/30/2021

Evaluation of AmeriCorps 

Grants Awarded to the Maine 

Commission for Community 

Service

Rec. No. 6: Require the Maine 

Commission to develop and 

implement oversight or quality 

control of all fiscal monitoring 

performed by its staff.

2c

OIG-EV-21-01 3/30/2021

Evaluation of AmeriCorps 

Grants Awarded to the Maine 

Commission for Community 

Service

Rec. No. 7: Coordinate with the 

Maine Commission to develop 

guidance explaining and illustrating 

what constitutes acceptable 

documentation to support in-kind 

contributions;

2c

OIG-19-08 5/28/2019

Rec. No. 7: Require that SGC 

provide Sanctuary with the 

requirements of an adequate 

financial management system and 

ensure that Sanctuary implements an 

adequate system. The 

documentation provided should 

include guidance on how to 

determine the allowability of grant 

costs claimed and accounting for 

both Federal and match costs.

2c

OIG-19-08 5/28/2019

Agreed-Upon Procedures for 

Corporation for National and 

Community Service Grants 

Awarded to the Serve Guam 

Commission

Rec. No. 18: Require SGC, as part of 

its subgrantee monitoring 

processes, to perform periodic 

testing of subgrantees’ other direct 

costs to ensure that they incurred 

and claimed all costs in accordance 

with grant provisions, laws, and 

regulations. 

2c

OIG-19-08 5/28/2019

Agreed-Upon Procedures for 

Corporation for National and 

Community Service Grants 

Awarded to the Serve Guam 

Commission

Rec. No. 11: Require Serve Guam 

Commission to submit an updated 

Financial Federal Report for the 

14AH award that removes the 

$18,761 of questioned match costs.

5