Foster Grandparent Program Operations Handbook

Version: 2023.3 (October 2023) 

Title: Foster Grandparent Program Operational Handbook

Date issued: October 2023 

Date posted: October 12, 2023 

Unique identifier: SC 002

Topic: Effective practices for FGP grants management.

Summary: This document provides ideas and suggestions for effective practices in operating and

managing many aspects of FGP grants.
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AmeriCorps Seniors Foster Grandparent Program Operations Handbook: Change Log

Version 2023.3 i 

CHANGE LOG

This table lists all changes made in the most recent revision of this document. See FGP- Previous 

Change Logs 2017-2022 for a full list of changes between 2017 and 2022. See Appendix D. 3 for 

changes made in 2023. 

Edits made in (October 2023) | Version 2023.3

Change 

Number 

Chapter and Page 

Number Change

1 Updated Title 45 CFR hyperlinks throughout document

2 Chapter 2 & 5 

(pgs. 17 & 35)

Added additional language regarding negotiation of a 

less than full-time project director 

3 Chapter 2 

 (pg. 22)

Added additional language regarding alternative 

trainings if unable to attend an AmeriCorps sponsored 

event.

4 Chapter 5 & 8 

(pgs. 34 & 61-63) Added clarification regarding NSCHC

5 Chapter 5 

(pg. 36) Defined Authorized Representatives

6 Chapter 6 

(pg. 40 and 45) Added language regarding volunteer stations

7 Chapter 8

(pg. 53) 

Added clarification on volunteers residing in geographic 

service area. 

8 Chapter 8 

(pg. 57)

Changed information regarding "Twitter" to "X," 

reflecting new name of website

9 Chapter 10 

(pgs. 95-96)

Added information regarding the initiation of 

amendments
AmeriCorps Seniors Foster Grandparent Program Operations Handbook: Table of Contents

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TABLE OF CONTENTS

CHANGE LOG......................................................................................................................................................................................... I

TABLE OF CONTENTS ...................................................................................................................................................................... II

PREFACE .............................................................................................................................................................................................IV

1 INTRODUCTION AND OVERVIEW......................................................................................................................................... 1

PURPOSE OF HANDBOOK ................................................................................................................................................................... 1

HANDBOOK DESIGN .............................................................................................................................................................................. 1

AMERICORPS OVERVIEW ................................................................................................................................................................... 1

RESOURCES OF AMERICORPS .......................................................................................................................................................... 6

2 PROJECT OPERATIONS .........................................................................................................................................................15

ELIGIBILITY, AWARDS, AND SPONSORSHIP ............................................................................................................................ 15

SPONSOR RESPONSIBILITIES ......................................................................................................................................................... 15

SPECIAL LIMITATIONS INCLUDING PROHIBITED ACTIVITIES ....................................................................................... 19

EFFECTIVE PRACTICES IN PROJECT OPERATIONS ................................................................................................................................ 22

3 PERFORMANCE MEASUREMENT AND EVIDENCE-BASED PROGRAMMING........................................................23

AMERICORPS PERFORMANCE MEASUREMENT INITIATIVE ........................................................................................... 23

EVIDENCE BASED PROGRAMMING .............................................................................................................................................. 27

4 COMMUNITY PARTICIPATION ...........................................................................................................................................29

LOCAL OWNERSHIP ............................................................................................................................................................................ 29

AMERICORPS SENIORS FGP ADVISORY COUNCIL ................................................................................................................. 29

5 PROJECT STAFF .......................................................................................................................................................................32

GENERAL PROVISIONS ...................................................................................................................................................................... 32

STRUCTURE ............................................................................................................................................................................................ 32

PERSONNEL POLICIES FOR PROJECT STAFF ........................................................................................................................... 33

PROJECT STAFF ROLES ...................................................................................................................................................................... 34

EFFECTIVE PRACTICES FOR BUILDING PROJECT STAFF ...................................................................................................................... 38

6 VOLUNTEER STATIONS ........................................................................................................................................................39

INTRODUCTION .................................................................................................................................................................................... 39

VOLUNTEER STATION ROLES AND RESPONSIBILITIES ..................................................................................................... 41

PREPARATION OF THE MEMORANDUM OF UNDERSTANDING ..................................................................................... 43

EFFECTIVE PRACTICES FOR MANAGING VOLUNTEER STATIONS ...................................................................................................... 45

7 AMERICORPS SENIORS VOLUNTEERS ASSIGNMENTS ...............................................................................................47

CRITERIA FOR VOLUNTEER ASSIGNMENTS ............................................................................................................................ 47

SELECTION OF ASSIGNMENTS .................................................................................................................................................................. 48

CHILDREN SERVED BY AMERICORPS SENIORS VOLUNTEERS IN THE FOSTER GRANDPARENTS

PROGRAM ................................................................................................................................................................................................ 50

TERMINATION OF ASSIGNMENTS ................................................................................................................................................ 51

EFFECTIVE PRACTICES IN AMERICORPS SENIORS VOLUNTEER ASSIGNMENTS .............................................................................. 51

8 VOLUNTEERS IN AMERICORPS SENIORS FGP...............................................................................................................53
AmeriCorps Seniors Foster Grandparent Program Operations Handbook: Table of Contents

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ELIGIBILITY TO BE ENROLLED ...................................................................................................................................................... 53

RECRUITMENT OF AMERICORPS SENIORS’ VOLUNTEERS ............................................................................................... 54

SELECTION OF AMERICORPS SENIORS VOLUNTEERS ........................................................................................................ 58

SELECTION OF VOLUNTEERS IN AMERICORPS SENIORS FGP ......................................................................................... 61

ENROLLMENT OF VOLUNTEERS IN THE AMERICORP SENIORS FOSTER GRANDPARENTS PROGRAM ...... 62

ORIENTATION AND TRAINING OF AMERICORPS SENIORS’ VOLUNTEERS ............................................................... 63

SERVICE REQUIREMENTS ................................................................................................................................................................ 70

EFFECTIVE PRACTICES IN MANAGING AMERICORPS SENIORS VOLUNTEERS .................................................................................. 72

9 AMERICORPS SENIORS VOLUNTEER COST REIMBURSEMENTS.............................................................................74

ADMINISTRATION OF COST REIMBURSEMENTS .................................................................................................................. 74

VOLUNTEER COST REIMBURSEMENTS DETAILED .............................................................................................................. 75

LEGAL REPRESENTATION ............................................................................................................................................................... 81

10 GRANTS MANAGEMENT........................................................................................................................................................82

INTRODUCTION TO GRANTS MANAGEMENT ......................................................................................................................... 82

ROLE OF THE AMERICORPS OFFICE OF GRANT ADMINISTRATION ............................................................................. 85

BUDGET MANAGEMENT ................................................................................................................................................................... 86

GRANT AMENDMENTS AND REBUDGETING ........................................................................................................................... 95

ACCESSING GRANT FUNDS AND MANAGING ADVANCES .................................................................................................. 96

SUSPENSION, TERMINATION, AND DENIAL OF REFUNDING .......................................................................................... 97

AUDIT REQUIREMENTS .................................................................................................................................................................... 98

CONCLUSION .......................................................................................................................................................................................... 98

EFFECTIVE PRACTICES FOR SECURING NON-AMERICORPS FINANCIAL AND IN-KIND SUPPORT ................................................. 98

11 REPORTS AND RECORDKEEPING................................................................................................................................... 101

REPORTS ............................................................................................................................................................................................... 101

RECORDKEEPING .............................................................................................................................................................................. 103

PROJECT COMPLIANCE MONITORING ................................................................................................................................. 110

MONITORING RESOURCES ................................................................................................................................................................... 112

EFFECTIVE PRACTICES IN REPORTS AND RECORDKEEPING............................................................................................................ 113

12 COMMUNITY PARTNERSHIPS AND COLLABORATION ........................................................................................... 114

COORDINATION WITH OTHER AMERICORPS PROGRAMS AND COMMUNITY ORGANIZATIONS ................ 114

PUBLIC AWARENESS ....................................................................................................................................................................... 115

EFFECTIVE PRACTICES IN COMMUNITY RELATIONS ......................................................................................................................... 117

13 AMERICORPS SENIORS FGP HANDBOOK CROSS REFERENCE INDEX................................................................ 118

14 DESCRIPTION AND LIST OF APPENDICES ................................................................................................................... 124

SECTION A: ALL PROGRAMS.............................................................................................................................................................................. 124

SECTION C: AMERICORPS SENIORS FOSTER GRANDPARENT AND SENIOR COMPANION PROGRAMS ................................................... 125

SECTION D: AMERICORPS SENIORS FOSTER GRANDPARENT PROGRAMS ONLY...................................................................................... 125
AmeriCorps Seniors Foster Grandparent Program Operations Handbook: Preface

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PREFACE

The Corporation for National and Community Service (CNCS) [As of September 29, 2020 will be 

known as AmeriCorps] is an independent, federal grant-making government agency whose mission 

is to improve lives, strengthen communities, and foster civic participation through service and 

volunteering. For 25 years, AmeriCorps—through its programs: AmeriCorps Seniors, AmeriCorps, 

and Volunteer Generation Fund (VGF)—has helped to engage millions of citizens in meeting 

community and national challenges through service and volunteer action. AmeriCorps provides 

grants to national and local nonprofits, schools, government agencies, faith-based and other 

community organizations and other groups committed to strengthening their communities through 

volunteering. 

This AmeriCorps Seniors Foster Grandparent Program (AmeriCorps Seniors FGP) Operations 

Handbook (Handbook) provides ideas and suggestions for effective practices in operating and 

managing many aspects of local AmeriCorps Seniors FGP projects. It is a technical assistance 

document and not a compliance guide. Many of the suggestions refer to specific sections of the 

federal regulations that govern AmeriCorps FGP, but the Handbook does not address all issues 

covered in the regulations. Sponsors and project directors are required to follow the FGP Federal 

Regulations, published in Title 45, Chapter XXV, Part 2552, of the Code of Federal Regulations (CFR). 

Sponsors and project directors with concerns or questions with respect to compliance should first 

consult the federal regulations, the terms and conditions of the grant award, and, if necessary, 

contact the appropriate portfolio manager. 

AmeriCorps Seniors 

250 E Street, NW

Washington, D.C. 20525

202-606-5000

TTY: (202) 606-3472

www.AmeriCorps.gov

Upon request, this material will be made available in alternative 

formats for people with disabilities.
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1 INTRODUCTION AND OVERVIEW

PURPOSE OF HANDBOOK

This Handbook has been developed for the use of sponsors of AmeriCorps Seniors FGP (Foster 

Grandparent Program) projects, including executive directors or their designees, project 

directors and other project staff, advisory council members, and others involved in managing 

local projects. 

For further guidance on fiscal, programmatic, budgetary, and administrative matters, sponsors 

and project directors should consult the AmeriCorps Seniors FGP Program Regulations, the 

Terms and Conditions of the sponsor’s Notice of Grant Award (NGA), or their AmeriCorps portfolio 

manager. 

If there is a conflict between the contents of this Handbook and the federal regulations or 

the Terms and Conditions of the NGA, the regulations governing the grant, or the Terms 

and Conditions of the NGA are the controlling authority.

HANDBOOK DESIGN

The Handbook is organized into a series of chapters that are designed to provide sponsors and 

project staff with ideas and suggestions for operating their AmeriCorps Seniors projects. At the 

end of many of the chapters, a series of Effective Practices is presented that may help a sponsor 

implement a program locally. It is expected that sponsors and project directors will use these 

ideas to stimulate their own creative thinking and adapt the suggestions to meet their own local 

needs. 

Further, many parts of the Handbook refer to specific sections of the regulations that govern 

AmeriCorps Seniors FGP in the FGP Program Regulations, but the Handbook in no way replaces 

these regulations. Sponsors who want to clarify official policies should refer to the Terms and 

Conditions listed in the Notice of Grant Award (NGA) and any official policy guidance issued by 

AmeriCorps. 

This handbook will be updated periodically.

AMERICORPSOVERVIEW

In 1993, the Corporation for National and Community Service (CNCS) was established under the 

National and Community Service Trust Act of 1993 to connect Americans of all ages and 

backgrounds with opportunities to give back to their communities and their nation. It merged 

the work and staffs of two predecessor agencies, ACTION and the Commission on National and 

Community Service.

At its inception, AmeriCorps was directed to manage three main programs:

• Senior Corps, which incorporated the Foster Grandparent, Senior Companion and RSVP 

programs 
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• AmeriCorps, which incorporated the longstanding VISTA program, the new National 

Civilian Community Corps program, and the full-time demonstration program that had 

been established under the National and Community Service Act of 1990

• Learn and Serve America, formerly known as Serve America. In 2011, this program was 

eliminated from the CNCS budget and portfolio of programs. 

As of September 29, 2020, CNCS and Senior Corps have been rebranded, AmeriCorps and 

AmeriCorps Seniors, respectively. 

Today AmeriCorps serves more than 5 million individuals of all ages and backgrounds help meet 

local needs through a wide array of service opportunities. These include projects in six priority 

areas: disaster services, economic opportunity, education, environmental stewardship, healthy 

futures, and veterans and military families through AmeriCorps’s core programs: AmeriCorps

and AmeriCorps Seniors. 

AmeriCorps is part of our nation’s history of commitment to building a culture of citizenship, 

service, and responsibility. For more information on the history of AmeriCorps see the National 

Service Timeline. See Appendix A.7 for common acronyms.

1.3.1 AMERICORPS TRANSFORMATION AND SUSTAINABLILITY PLAN 

As CNCS, now AmeriCorps, approached its 25th anniversary, it implemented the Transformation 

and Sustainability Plan. The plan is to incorporate improvements to better support the field and 

position national service for greater impact and growth for the next 25 years and beyond. 

Developed after months of review and incorporating ideas from staff, grantees, sponsors, 

previous Administrations, the Inspector General and GAO, and other stakeholders, the plan 

expanded access, improve customer service, strengthen community impact, build long-term 

sustainability, and position national service for future growth. 

Specific steps the agency has and will continue to take in the Transformation and 

Sustainability Plan are: 

• Ensuring its core business functions are accountable and effective 

• Make it easier for organizations and individuals to participate in programs

• Align its workforce and workplaces to better serve its customers, meet evolving needs, 

and ensure efficient use of public funds

• Strengthen its impact in communities by prioritizing evidence-based models 

The plan makes AmeriCorps more efficient, effective, and accountable to better serve our 

customers, meet the needs of the Nation, and be responsible stewards of taxpayer dollars. For 

more information and updates, visit our Strategic Plan webpage.

1.3.2 AMERICORPS SENIORS

Each year AmeriCorps Seniors taps the skills, talents, and experience of persons ages 55 and older 

to meet a wide range of community challenges through three programs: RSVP, the Foster 

Grandparent Program(FGP), and the Senior Companion Program (SCP). AmeriCorps Seniors 

RSVP volunteers recruit and manage other volunteers, participate in environmental projects, 

mentor and tutor children, deliver meals to the homebound and respond to natural disasters, 

among many other activities. AmeriCorps Seniors volunteers in the Foster Grandparents 

Program serve one-on-one as tutors and mentors to young people with special or exceptional 
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needs. AmeriCorps Seniors volunteers in the Senior Companions Program help adults maintain 

independence in their homes. 

Through grants and other resources—including the energy and efforts of citizens aged 55 and 

over—AmeriCorps Seniors helps meet the needs and challenges of America’s communities.

 AmeriCorps Seniors RSVP 

Since 1971, AmeriCorps Seniors RSVP, one of the largest volunteer efforts in the nation for 

people 55 and over, has matched older adults who are willing to help with local organizations 

on the front lines of meeting community needs. AmeriCorps Seniors RSVP projects link the 

skills of the volunteers with the identified needs of the community. AmeriCorps Seniors 

volunteers in RSVP do not receive any monetary incentive or stipend, but the project may 

reimburse volunteers for certain out-of-pocket costs associated with their service activities.

In addition, volunteers receive accident, personal liability, and excess automobile liability 

insurance as well as community recognition. 

 AmeriCorps Seniors Foster Grandparent Program 

Since 1965, the AmeriCorps Seniors Foster Grandparent Program has provided one-on-one 

mentoring, nurturing, and support to children with special or exceptional needs, or who are 

in circumstances that limit their academic, social, or emotional development. AmeriCorps 

Senior volunteers in FGP serve from 5 to 40 hours a week and receive hourly stipends. 

Volunteers must be age 55 or older and meet established income eligibility guidelines. In 

addition to the stipend, they receive accident, personal liability, and excess automobile 

liability insurance; assistance with the cost of transportation; recognition; and, as feasible, 

meals during their assignments. 

 AmeriCorps Seniors Senior Companion Program

Since 1974, AmeriCorps Seniors volunteers in Senior Companion Programs have made a 

difference by providing assistance and friendship to adults who have difficulty with daily 

living tasks, such as shopping or paying bills. Their assistance helps these adults retain their 

dignity and remain independent in their homes rather than having to move to more costly 

institutional care. AmeriCorps Seniors serve from 5 to 40 hours a week and receive hourly 

stipends. They must be age 55 or older and meet established income eligibility guidelines. In 

addition to the stipend, they receive accident, personal liability, excess automobile liability 

insurance coverage; assistance with the cost of transportation; recognition; and, as feasible, 

meals during their assignments.

1.3.3 AmeriCorps Seniors FGP: Purpose and Goals

 Purpose

Under the authority of the Domestic Volunteer Service Act, AmeriCorps Seniors provides 

grants to qualified agencies and organizations to engage persons 55 and older in volunteer 

service by serving children and youth in their communities. 

 Goals

AmeriCorps Seniors volunteers in FGP are role models, mentors, and friends to children with 

special and exceptional needs, or who are in circumstances that limit their academic, social 
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or emotional development. Achievement of AmeriCorps Seniors FGP's purpose is facilitated 

by the coordination of the resources of AmeriCorps, the sponsor, and the community to fulfill 

the following goals of AmeriCorps Seniors FGP:

1) Develop opportunities for older people willing to share their experience, abilities, and 

skills for the betterment of their community and themselves to serve children and youth 

in their communities. 

2) Ensure that volunteer assignments are consistent with the interests and abilities of the 

volunteers and the needs of the community served.

3) Ensure that volunteers are provided needed orientation, in-service instruction, 

individual support and supervision, and recognition for their volunteer service.

4) Provide reasonable opportunity for community and volunteer involvement and support 

in development, operation, and appraisal of the AmeriCorps Seniors FGP project.

5) Develop local support to supplement available federal sources and ensure that program 

expenditures are incurred at the lowest possible cost consistent with the effective 

operation of the project, as required by AmeriCorps Seniors’ legislation.

6) Cooperate with agencies and organizations involved in the fields of aging and 

volunteerism.

7) Develop a sound, locally controlled senior volunteer program with continuing community 

support.

1.3.4 HISTORY OF AMERICORPS SENIORS FGP

The 1960 White House Conference on Aging highlighted the need for all older people to stay 

active which could be done through service to their country. The conference led to the passage of 

the Older Americans Act of 1965 under which several pilot demonstration programs were 

initiated, including the Foster Grandparent Program, financed by the Office of Economic 

Opportunity (OEO) and administered by the Administration on Aging (AoA).

In August of 1965, under AoA, the program was launched nationally with 21 projects located 

throughout the United States whose goals were to engage people over age 60 who have some 

income limitation, with opportunities to provide one-to-one love and attention to children in 

institutional group settings while providing the older person with a sense of contribution, 

purpose, and a small stipend to their poverty-level income, enabling them to participate without 

cost to themselves.

The program quickly demonstrated that these older Americans were not only willing to share 

their time but had a deep desire to help others and could make a lasting, positive impact on their 

community. Over the years, the AmeriCorps Seniors Foster Grandparent Program evolved to 

include supporting children in public schools and other settings.

In 1971 President Nixon created the ACTION agency to provide coordination of all government 

sponsored volunteer programs and in 1993, the Corporation for National and Community Service

(CNCS) was established, merging the work and staffs of two agencies: ACTION; and the 

Commission on National and Community Service. The CNCS mission was to connect Americans 

of all ages and backgrounds with opportunities to give back to their communities and their 

nation.
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On April 21, 2009, President Barack Obama signed the Edward M. Kennedy Serve America Act, 

which reauthorized and expanded national service programs administered by the CNCS. It also 

lowered the age eligibility from 60 to 55 and increased income eligibility to 200% of the poverty 

level. The Act also authorized volunteers to expand service to children “having special or 

exceptional needs or with conditions or circumstances identified as limiting their academic, 

social, or economic development.” 

On January 31, 2019, updated program regulations became effective for all three Senior Corps

programs. The regulations updated and eliminated many regulations that had become outdated 

and burdensome within the context of current programming. For the Senior Companion Program, 

most notably, the regulations changed the volunteer service hour requirement to at least five (5) 

hours weekly or 260 hours annually and reduced the minimum requirement of ongoing inservice training annually from 40 hours to 24 hours. 

1.3.5 AMERICORPS 

Since its founding in 1994, AmeriCorps engages Americans in intensive service at nonprofits, 

schools, public agencies, and community and faith-based groups across the country tackling 

pressing problems and mobilizing millions of volunteers for the organizations they serve through 

three programs: AmeriCorps State and National, AmeriCorps VISTA, and AmeriCorps NCCC

(National Civilian Community Corps). AmeriCorps members recruit, train, and supervise 

community volunteers, tutor and mentor youth, build affordable housing, teach computer skills, 

clean parks and streams, run after-school programs, help communities respond to disasters, and 

build the capacity of nonprofit groups to become self-sustaining, among many other activities. In 

exchange for a term of service, members earn a living allowance and a Segal AmeriCorps 

Education Award that can be used to pay for college or graduate school, or to pay back qualified 

student loans. 
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RESOURCESOF AMERICORPS

1.4.1 Office of the Inspector General (OIG) 

The OIG is an independent and objective office established to help improve AmeriCorps’s 

programs and operations, including AmeriCorps Seniors. It has the responsibility of keeping the 

AmeriCorps's CEO and the Congress 

informed about any problems and 

deficiencies relating to AmeriCorps

programs and operations. The OIG carries 

out this role by conducting and supervising 

audits and investigations that promote 

economy and efficiency, as well as prevent 

and detect fraud, waste, and abuse in 

AmeriCorps's programs. The OIG also 

coordinates AmeriCorps’s relationship on 

these types of matters with other 

organizations, including Federal, state, and 

local law enforcement agencies. 

When to Contact the OIG: The OIG should 

be promptly contacted whenever 

information is discovered that indicates that 

there has been waste, fraud, abuse, or any violation of criminal law at a program or at a subrecipient.

1.4.2 Office of Government Relations and Strategic Engagement 

1.4.2.1 Major Functions

The Office of Government Relations and Strategic Engagement (OGRSE) coordinates 

communications, branding, and outreach and engagement efforts for AmeriCorps and its 

programs. The staff works closely with other offices and departments to enhance and support 

efforts to reach out to external audiences. It serves as a resource for AmeriCorps Seniors grantees 

to help them to amplify their own stories.

OGRSE maintains a “one-stop shop” for grantee communication needs, which, among other items 

includes:

• A Communications Toolkit, including templates

• The AmeriCorps and AmeriCorps Seniors Branding Guide

• An event registration link for you to easily share any and all events you host

• A link to submit photos

• Links to current Fact Sheets

If you are planning an event or announcement, need sample materials, or need assistance or 

advice, please contact OEA at pressoffice@cns.gov. 

1.4.2.2 AmeriCorps Websites 

OGRSE, with support from other departments, maintains the AmeriCorps website. 

AmeriCorps.gov has pages dedicated to each of our programs and initiatives. For ease of 

Contacting the OIG

The OIG will accept confidential referrals of 

fraud, waste, and abuse in AmeriCorps 

Seniors or other AmeriCorps programs. 

Written notifications should be 

submitted to:

Inspector General

AmeriCorps

250 E Street, SW 

Washington, D.C. 20525

By Phone: (202) 606-9390 or the 

OIG toll-free Hotline: (800) 452-8210

Via email: hotline@cncsoig.gov
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discovery, you can reach these pages using the domain names Americorps.gov/seniors and 

AmeriCorps.gov. The pages are designed to help customers, including program grantees and 

other stakeholders, get the information they need as easily and quickly as possible so they can 

focus their energies on serving community needs. 

These sites recognize the power of the national service network through stories from service 

participants, news from the field, program spotlights and best practices. Other features include:

• Search function across all sites

• Phone directory of AmeriCorps staff

• Stories of service

• Latest news & blogs from the field

• Photo library

• Best practices

• Program spotlights

• Interactive guides for finding the “Right Program” 

(for organizations and individuals)

• Service calendar

• Forms library

• FAQs

• Connections to AmeriCorps Social Media sites 

(Facebook/X/YouTube)

Finding what you need on the AmeriCorps websites:

Here are some of the most frequently asked questions from organizations working with or 

seeking to work with AmeriCorps Seniors, with links to their answers:

 Where can I find out about AmeriCorps funding opportunities? 

Funding Opportunities Webpage 

 I’m having trouble using the electronic grants system. Where do I go for help? 

The eGrants Helpdesk / National Service Hotline

 Where can I find training and technical assistance information? 

Manage your grant

Grantee & Sponsors 

Online Courses 

 I am a current grantee. Where can I find AmeriCorps Seniors grant application instructions 

and supporting materials?

AmeriCorps Seniors Foster Grandparents Program grantee page

 Where can I find my Notice of Grant Award (NGA)?

You can access your NGA in eGrants, the electronic grants management system. Once you 

have logged in to eGrants, select “View Awarded” in the View My Grants/Applications menu. 

Navigate to the award you are looking for, and in “Select a Report,” choose “Notice of Grant 

Award” and click “go.” The NGA will open in a pop-up window.

Ordering AmeriCorps

Publications

AmeriCorps Seniors projects can 

obtain OGRSE materials and 

publications through online 

ordering. 

Communication resources 

and media kit materials are 

available on the national 

service website. 

Program logos can be found on 

the AmeriCorps logo webpage 
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 Where can I find the Terms and Conditions for my grant award?

Terms and Conditions section of the FGP grantee webpage

 Where can I find information about required National Service Criminal History Checks? 

National Service Criminal History Checks 

 Where can I find information about days of service? 

Events 

 Where can I find information about the changes in the OMB Circulars? 

Uniform Guidance 

 I work for a faith-based organization. Are we eligible to apply for AmeriCorps grants? 

Faith-Based and Neighborhood Partnerships 

 I’m interested in promoting your programs to my organization’s constituents. Where can I 

order brochures or other promotional materials? 

AmeriCorps Promotional Items

Grantee Resources 

Communication Resources

Branding Guidelines for Grantees

 How do I find AmeriCorps programs in my own community? 

National Service in Your State

 I’m a grantee and am looking for AmeriCorps photos to use in our brochures. Where can I find 

them?

AmeriCorps Flicker gallery 

Communication Resources

 Where can I find resources for working with Veterans and Military Families?

Veterans and Military Families 

1.4.2.3 Partnerships and Program Support

OGRSE develops and manages partnerships and alliances that strengthen the impact and broaden 

the reach of national service. It is authorized to solicit and accept private donations which 

support AmeriCorps programs and initiatives. Additionally, OGRSE takes the lead in producing 

many events connected to the agency’s signature projects such as the Martin Luther King, Jr. Day 

of Service, AmeriCorps Seniors Week, the September 11th National Day of Service and 

Remembrance, National Service Recognition Day, and AmeriCorps Week. 

National and Community Service Initiatives 

 AmeriCorps encourages participation in community-wide service activities. OGRSE works 

with AmeriCorps programs to support both our signature projects such as MLK Day of 

Service, as well as other national service initiatives like the September 11th National Day of 

Service and Remembrance, and AmeriCorps Seniors Week, and AmeriCorps Week. These 

annual national service activities provide opportunities to reach out to both traditional 
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service partners and grantees and organizations with which projects might like to form new 

partnerships. 

 Martin Luther King, Jr. Day is a day of service that reflects Dr. King's life and teaching--

bringing people together around a common bond of service to others. Responding to a 1994 

Congressional charge, the Corporation, now AmeriCorps, engages Americans across the 

country to celebrate the King Holiday in a way that reflects his proposition that “everybody 

can be great because everybody can serve.” National service grantees lead communities in 

making it a day on, not a day off and answering Dr. King’s important question, “What are you 

doing for others?” In keeping with Dr. King’s teachings, AmeriCorps promotes service that 

leads to better economic justice for all. AmeriCorps provides grants to support service 

projects that reflect Dr. King's life and teaching.

 AmeriCorps Seniors Week is an annual recognition week designed to salute volunteers from 

AmeriCorps Seniors programs Foster Grandparents, Senior Companion and RSVP, recognize 

community partners, and communicate the impact of and on the lives of those who serve and 

who are served. AmeriCorps Seniors Week is the ideal time to promote the continuing 

contributions of older adults to communities. *AmeriCorps Seniors Week will not be held in 

2021, instead, AmeriCorps Seniors will highlight AmeriCorps Seniors projects during May, 

Older Americans Month.

 September 11th National Day of Service and Remembrance is the culmination of efforts 

originally launched in 2002 by the 9/11 nonprofit MyGoodDeed with wide support by the 

9/11 community and leading national service organizations. This effort first established the 

inspiring tradition of engaging in charitable service on 9/11 as an annual and forwardlooking tribute to the 9/11 victims, survivors, and those who rose up in service in response 

to the attacks.

 National Service Recognition Day is an annual recognition where mayors, county, and tribal 

officials hold public events to highlight the value of national service to their cities and 

counties. This initiative is held in collaboration with the National League of Cities, National 

Association of Counties and Cities of Service.

 AmeriCorps Week is an annual recognition week designed to bring more Americans into 

service, thank AmeriCorps members and alumni for their powerful impact, and thank the 

community partners that help to make service possible. AmeriCorps Week is an ideal time to 

promote the depth and breadth of the national service family. In 2016, AmeriCorps will enroll 

its one millionth member.

Training and Technical Assistance

The Grantee and Sponsors page at is AmeriCorps’s “one-stop shopping” site for tools, training, 

and information about volunteering and national service. The Grantee and Sponsors page

provides quick and easy access to training and technical assistance resources for national service 

programs.
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The following is a summary of available features on the Grantee and Sponsors page: 

 AmeriCorps Seniors Foster Grandparent Program grantee page

This landing page provides access to the most up-to-date guidance and resources needed to 

effectively manage your program. This includes: Program updates; grantee resources related 

to Terms and Conditions, governing authorities and guidance, program handbook, 

establishing performance measures, submitting progress reports, manage budget and 

conduct drawdowns, submit a Federal Financial Report, respond to a monitoring request, 

close out award, and submit continuation and renewal; Manage your grant with links to 

eGrants instructions, pre-award requirements, Terms and Conditions, Financial Report 

Requirements, and Training and Technical Assistance. 

 National Service Criminal History Checks

Under the National and Community Service Act of 1990, as amended by the Serve America 

Act (SAA), all grantees must conduct National Service Criminal History Checks. AmeriCorps 

Seniors volunteers in FGP and SCP are required to conduct checks on participants and project 

employees. AmeriCorps Seniors RSVPs are required to conduct checks on project employees. 

In addition, grantees are required to maintain specific documentation verifying successful 

completion and adjudication of criminal history checks. 

This landing page provides an exhaustive list of requirements, guidance and resources aimed 

at all AmeriCorps programs including FGP, SCP and RSVP. 

Financial Management Resources and Financial Reporting Requirements Organizations need 

to handle funds wisely. This may include developing written policies and procedures, internal 

controls, and budget controls. AmeriCorps grantees also need to be familiar with 

documenting in-kind donations, time and activity reporting, generally accepted accounting 

principles (GAAP), AmeriCorps regulations, and OMB circulars. Some of our most relevant 

resources related to this topic can be found on this page.

 Performance Measurement

AmeriCorps' Performance Measurement framework provides a common focal point for 

AmeriCorps's work across all programs and initiatives. AmeriCorps has a focused set of 

agency-wide measures derived from the 2022-2026 Strategic Plan and each AmeriCorps 

Seniors program contributes to them.. This page provides access to common core curricula 

as well as to each program’s specific measures, requirements, and associated resources.

 Evaluation Resources

Evaluation is a powerful tool for demonstrating impact and improving program operations. 

AmeriCorps has a number of resources to help grantees evaluate their work on the 

Evaluation Resources web page. In addition, AmeriCorps has a focused set of agency-wide 

measures derived from the 2022-2026 Strategic Plan and each AmeriCorps Seniors

program contributes to them. See Chapter 3 for more information about the performance 

measures. 
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• Litmos

Litmos is AmeriCorps’ online learning management system. It contains dozens of interactive

online courses for AmeriCorps Seniors grantees. It also contains recordings of all live 

webinars offered by AmeriCorps Seniors. Course topics include financial management, 

performance measurement, evidence-based programming, approaches to tutoring and 

mentoring, independent living, responding to the opioid epidemic and much more. To sign 

up for an account: 

1. Visit this page in any web browser: 

https://americorpsonlinecourses.litmos.com/self-signup/

2. Enter the required information.

3. In the Code field, enter: ACS-FGP if you represent an AmeriCorps Seniors Foster 

Grandparent Program, ACS-RSVP if you represent an AmeriCorps Seniors RSVP 

Program or ACS-SCP if you represent an AmeriCorps Seniors Senior Companions 

Program. 

4. Click “Register.”

5. If you are affiliated with two different AmeriCorps Seniors programs (for 

example, if your sponsor has both an AmeriCorps Seniors RSVP and a Senior 

Companion Program), enter only one code at first. After you hit "Register" the first 

time, visit https://americorpsonlinecourses.litmos.com/self-signup/ again, fill out 

the form in full, and enter the code for the second program only. Use the same email 

address both times to avoid duplicating your account. 

6. You're in! Consider taking a minute to view the AmeriCorps Seniors Litmos 

Orientation before moving on. You can come back at any time to explore more and 

take any courses that interest you.

• New Project Curricula

AmeriCorps Seniors has created two in-depth curricula to aid Foster Grandparent 

programs that are new to AmeriCorps Seniors, both of which can be found in Litmos. 

They offer an interactive introduction to everything you need to know to begin working 

with AmeriCorps Seniors, and include activities to help you get to know your grant, 

AmeriCorps and the resources available to you in more depth. They were originally 

created for organizations that received their first AmeriCorps Seniors grant, but much of 

the content is relevant to any individual who has joined an AmeriCorps Seniors

program, even if it has been in existence for some time. 

You can take the curricula as a whole, or just use individual modules to brush up on 

specific topics. Be sure to watch the introductory videos to learn more about how you 

can make the most of them:

o The AmeriCorps Seniors FGP New Project Curriculum introduces you to the 

basic requirements of running an AmeriCorps Seniors grant, helps you 

understand how those requirements and strategies apply to your specific grant, 

and points you to resources and tools you can use to make your job easier.
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o The AmeriCorps Seniors FGP Financial Management Curriculum introduces you 

to the basic financial and accounting requirements and strategies for running a 

AmeriCorps Seniors grant, helps you understand how those requirements and 

strategies apply to your specific grant, and points you to resources and tools you 

can use to make financial management easier. 

Email serviceresources@cns.gov for Litmos technical support. 

AmeriCorps Research and Evaluation

The Office of Research and Evaluation (R&E) advances the mission of AmeriCorps’s programs, 

including the AmeriCorps Seniors programs, by building knowledge about the effectiveness of 

national service, social innovation, civic engagement, and volunteering as solutions to community 

needs. R&E also works to improve the decision-making of AmeriCorps Seniors, its grantees, and 

the field through the use of scientific research methods. This is accomplished by supporting 

AmeriCorps grantees, offices, and programs in the measurement of performance and results, 

embedding evidence throughout the development and implementation of their work, and 

shaping key policy decisions using credible data.

Research efforts supported by R&E include:

 The Volunteering and Civic Engagement report is issued by AmeriCorps and the National 

Conference on Citizenship and shows that service to others continues to be a priority for 

millions of Americans.

 Evidence Exchange: a digital repository of research, evaluation reports, and data focusing on 

national service, social innovation, civic engagement, and volunteering. The purpose of this 

repository is to provide our grantees, our partners and, most importantly, communities

across America easy access to this information. AmeriCorps Seniors specific reports and 

reports on issues relevant to AmeriCorps Seniors are available.

 Evaluation Resources: Evaluation is the use of social science research methods to assess a 

program’s design, implementation, and effectiveness. It is a tool that helps programs 

continuously improve their work and demonstrate what they are accomplishing in 

communities. This page contains a number of resources to assist your program as it moves 

through each stage of the evaluation process.

The Electronic Grants System

The electronic grants system (eGrants) is an online system designed to automate the entire 

grants and project management process from application to closeout. It serves as the official 

system of record and maintains the Notice of Grant Awards which include the terms and 

conditions of the grant award.

Sponsors use the electronic grants system to: 

 Submit and track grant applications including certifications and assurances, amendments, 

continuations and renewals

 Submit Federal Financial Reports, Project Progress Reports and other required reports 
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Portfolio Managers use the electronic grants system to: 

 Review applications and reports, 

 Award and manage grants efficiently and effectively.

The electronic grants system Help Desk can be reached at: 

Phone: 1-800-942-2677

Online: National Service Hotline. 

1.4.3 The Federal Register

AmeriCorps Seniors programs are governed by law and administrative rules or regulations. 

Making and amending government regulations is controlled by the White House’s Office of 

Management and Budget. Notices of proposed regulations must be published in the Federal 

Register for public comment. 

Published every Federal working day, the Federal Register is the official gazette of the United 

States Government. It provides legal notice of administrative rules and notices and Presidential 

documents in a comprehensive, uniform manner. Visit the Federal Register for free online access 

to its publications.

Code of Federal Regulations 

The Code of Federal Regulations (CFR) is the codification of the general and permanent rules 

published in the Federal Register by the executive departments and agencies of the Federal 

Government. It is divided into 50 titles that represent broad subject areas of federal regulation. 

Each volume of the CFR annual edition is updated once each calendar year. The 50 subject matter 

titles contain one or more individual volumes, which are updated once each calendar year, on a 

staggered basis. 

Each title is divided into chapters, which usually bear the name of the issuing agency. Each 

chapter is further subdivided into parts that 

cover specific regulatory areas. Large parts 

may be subdivided into subparts. All parts 

are organized in sections, and most citations 

in the CFR are provided at the section level 

(such as 45 CFR 2552.21). A list of agencies 

and where they appear in the CFR may be 

found in Appendix C of the U.S. Government 

Manual. AmeriCorps is found in Title 45, 

Chapters XII and XXV. The regulations

governing FGP are in Chapter XXV, Part 

2552, which is typically cited as “45 CFR 

2552.”

The online CFR or “eCFR” provides the public 

with enhanced access to Government 

information and is a convenient way to 

access the latest version of the program 

Electronic Code of Federal Regulations – 

the eCFR

The eCFR is a current, daily updated 

version of the Code of Federal Regulations 

(CFR). The eCFR is a convenient way to 

access the latest version of the regulations 

incorporating all amendments. Regulations 

cited in this Handbook are linked to the 

eCFR. 

As of September 29, 2020, CNCS and 

Senior Corps are doing business as 

AmeriCorps and AmeriCorps Seniors, 

respectfully. The eCFR will continue to use 

the legal names CNCS and 

Senior Corps. 
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regulations incorporating all amendments. In the eCFR, amended sections are identified with the 

date of their publication and a reference to the volume of the Federal Register where they were 

published. 
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2 PROJECT OPERATIONS

ELIGIBILITY, AWARDS, AND SPONSORSHIP 

2.1.1 Sponsor Eligibility

AmeriCorps awards federal AmeriCorps Seniors FGP grants to public agencies, Indian Tribes, and 

secular and faith-based private non-profit organizations in the United States, that have authority 

to accept and the capacity to administer AmeriCorps Seniors FGP projects.

2.1.2 Solicitation of Proposals

When federal AmeriCorps Seniors FGP grants are available AmeriCorps conducts a grant 

competition. A Notice of Funds Availability (NOFA) is issued when funding for a grant 

competition has been appropriated by Congress or a Notice of Funding Opportunities (NOFO) is 

issued when funding for a grant competition is anticipated but not yet available). The NOFA or 

NOFO may also be referred to as the “Notice” in application related instructions. Any eligible 

agency or organization may apply for an AmeriCorps Seniors FGP grant. Notices are posted at 

Grants.gov and at the Funding Opportunities on AmeriCorps website AmeriCorps.gov. Notices 

will be shared broadly through national and local networks. 

2.1.3 Submission of a Grant Application

Grant applications are submitted in the AmeriCorps electronic grants system, eGrants. 

Applications are submitted following the Notice instructions and using the forms included on the

Funding Opportunities webpage. The application must be submitted by a representative of the 

sponsor who is authorized by its governing body to certify that all data in the application are true 

and correct, the application has been duly authorized by the governing body of the applicant, and 

the applicant will comply with the Assurances submitted with the application, if the assistance is 

awarded. (See Grant Terms & Conditions on the FGP webpage to review the Assurances and 

Certifications.)

2.1.4 “Self-Sponsored” Projects

In some situations, project staff, advisory councils, boards, or other interested persons, have 

incorporated as an independent non-profit organization and successfully competed to become a 

sponsor. These so-called “self-sponsored” projects must meet all the administrative and 

programmatic requirements associated with sponsorship addressed in the program regulations. 

AmeriCorps neither encourages nor discourages self-sponsorship but recommends that groups 

considering this option fully explore the advantages and disadvantages applicable to their 

situation and consult with other organizations who have taken this step. Contact your portfolio 

manager for further information.

SPONSOR RESPONSIBILITIES

2.2.1 Regulations Requirements

The sponsor is legally responsible for fulfilling all project management responsibilities necessary 

to accomplish the purposes of the program and may not delegate or contract these 
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responsibilities to another entity. Sponsor responsibilities are listed in 45 CFR 2552 Subpart B of 

the AmeriCorps Seniors FGP regulations. A few key responsibilities are listed here: 

1) Focus AmeriCorps Seniors Foster Grandparent Program resources on critical problems that 

affect children with special or exceptional needs, or children in circumstances that limit their 

academic, social, or emotional development within the project service area and in compliance 

with AmeriCorps performance measure requirements.

2) Ensure that National Service Criminal History Checks are conducted according to AmeriCorps’s

requirements and the sponsor’s written policy for every AmeriCorps Seniors volunteer and 

covered staff (see National Criminal Checks Resources webpage and Chapter 8 for further 

details).

3) Assess, in collaboration with other community organizations or through utilization of an existing 

assessment, the needs of the client population in the community and develop strategies to 

respond to those needs using AmeriCorps Seniors volunteer resources. 

4) Develop and manage one or more volunteer stations to provide placement opportunities that 

appeal to persons aged 55 and over by:

a) Ensuring that a volunteer station is a public agency, Indian Tribe, or non-profit 

private organization, whether secular or faith-based, or an eligible proprietary health 

care agency, that has the capacity to serve as a volunteer station. Proprietary health 

care organizations are for-profit health care organizations that serves one or more 

vulnerable populations (45 CFR 2552.12). AmeriCorps defines vulnerable 

populations in its grant terms and conditions to include children aged 17 or younger, 

persons aged 60 and older, and/or individuals with disabilities. Individuals with 

disabilities are defined as having a physical or mental impairment which substantially 

limits one or more major life activities, has a record of such impairment, or is 

regarded as having such impairment. Refer to Chapter 6 for more information about 

volunteers at health care agencies and volunteer stations.

b) Ensuring the placement of AmeriCorps Seniors volunteers is governed by a 

Memorandum of Understanding (MOU) between the sponsor and each volunteer 

station. (See Preparation of the Memorandum of Understanding in Chapter 6, for more 

information.)

c) Complying with and ensuring that all volunteer stations comply with all applicable 

civil rights laws and regulations, including non-discrimination based on disability and 

providing reasonable accommodation where appropriate. (See Appendix A.2, Primer 

on Civil Rights Compliance.)

d) Developing service opportunities to support locally identified needs of eligible 

children in a way that considers the skills and experiences of AmeriCorps Seniors 

volunteers and meets the performance outputs and outcomes approved in the grant 

application. 

5) Make special efforts to recruit and place into AmeriCorps Seniors volunteer service individuals 

from diverse races, ethnicities, sexual orientations, or degrees of English language proficiency, 

Veterans and military family members, persons with disabilities, and hard-to-reach populations 
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and groups in the community which are underrepresented in the project. The sponsor should 

stress the recruitment and enrollment of persons not already volunteering.

6) Provide AmeriCorps Seniors volunteers with: 

a) Assignments that show direct and demonstrable benefits to the children, the 

community served, the AmeriCorps Seniors volunteer, and the volunteer station; 

b) Required cost reimbursements specified in 45 CFR 2552.46, including insurance, 

transportation, and recognition of their service, and the elective cost reimbursements 

of meals, uniforms, and physical exams. 

c) A minimum of 20 hours of pre-service orientation and at least 24 hours annually of 

in-service training (45 CFR 2552.23(f)). 

7) Secure community participation in local project operation by establishing an advisory council. 

(See Chapter 4, Community Participation, for additional information.)

8) Provide levels of staffing and resources appropriate to accomplish the purposes of the project 

and carry out its project management responsibilities.

a) Employ a full-time project director (except as otherwise negotiated with AmeriCorps) 

to accomplish program objectives and manage the functions and activities delegated 

to project staff for AmeriCorps Seniors program(s) within its control (45 CFR 

2552.25(c)). (See Chapter 5, Project Staff, for more information). To negotiate a less 

than full-time project director, please consult with your portfolio manager.

b) Establish recordkeeping and reporting systems in compliance with AmeriCorps 

requirements that ensure quality of program and fiscal operations, facilitate timely 

and accurate submission of required reports, and cooperate with AmeriCorps 

evaluation and data collection efforts.

c) Conduct criminal history checks on all grant-funded staff, in accordance with the 

requirements in 45 CFR 2540.200–207. 

d) Consider all project staff as sponsor employees subject to its personnel policies and 

procedures (45 CFR 2552.25(d)). 

e) Compensate project staff at a level that is comparable with similar staff positions in 

the sponsor organization and/or project service area, as is practicable (45 CFR 

2552.25(e)). 

f) Establish risk management policies and procedures covering project and Foster 

Grandparent activities. This includes but is not limited to policies and procedures on 

criminal history checks of staff and volunteers, and the provision of appropriate 

insurance coverage for AmeriCorps Seniors volunteers, vehicles, and other properties 

used in the project.

g) Establish written service policies for AmeriCorps Seniors volunteers that include but 

are not limited to annual and sick leave, holidays, service schedules, termination, 

appeal procedures, meal and transportation reimbursements and document that 

volunteers have received program policies. 
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h) Conduct an annual appraisal of volunteers' performance and annual review of their 

income eligibility. 

i) Ensure that appropriate liability insurance is maintained for owned, non-owned, or 

hired vehicles used in the project.

j) Assume full responsibility for securing maximum and continuing community 

financial and in-kind support to operate the project successfully.

9) Ensure that the official sponsor and project information in AmeriCorps electronic grants system

(eGrants) is accurate, including the legal names of the sponsor organization and the project; the 

names of the sponsor’s authorized representative and the project director; and their respective 

post office addresses, e-mail addresses, and phone numbers.

10)Encourage the most efficient and effective use of AmeriCorps Seniors volunteers by coordinating 

project services and activities with related national, state and local programs, including other 

AmeriCorps programs. 

2.2.2 Fund Raising Limitations – Uniform Guidance

The sponsor assumes full responsibility for securing maximum and continuing community 

financial and in-kind support to operate the project successfully. Certain government-wide 

requirements apply to fund raising under AmeriCorps Seniors FGP grants. 

AmeriCorps Seniors sponsors must follow all applicable OMB Cost Principles, as stated in the 

Terms and Conditions of your grant award. 

All FGP grant awards are subject to the Uniform Administrative Requirements, OMB Cost 

Principles, and Audit Requirements for Federal Awards located at 2 CFR Part 200 and 

AmeriCorps’s implementing regulation at 2 CFR Part 2205 (hereinafter, the Uniform Guidance). 

Award recipients must read, understand, and implement these requirements. 

See Appendix A.8 Fund Raising and AmeriCorps Seniors Grants for more information.

2.2.3 Relinquishment 

If an AmeriCorps Seniors FGP sponsor determines they are no longer able to administer the 

project, they should contact their portfolio manager as soon as possible. The portfolio manager 

will work with the sponsor for an orderly relinquishment and close-out of the grant. 

To begin the relinquishment process the sponsor will be asked to send a letter to their 

AmeriCorps portfolio manager formally giving notice of their decision to relinquish the grant and 

the effective date of the relinquishment. The AmeriCorps portfolio manager will forward the 

letter to the AmeriCorps Seniors and senior portfolio manager. The portfolio manager will 

provide the sponsor with template letters to send to volunteers, volunteer stations, and advisory 

council members. The portfolio manager will set up a meeting with the sponsor to review the 

status of the grant funds for close-out. The project will be responsible to complete a final project 

progress report and financial reports. 
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2.2.4 Subsequent Requirements

The sponsor must also abide by any subsequent laws, Executive Orders, or relevant regulatory 

directives, including special conditions that may be prescribed for the project. The sponsor may 

establish additional policies not covered by, and not contradictory to, AmeriCorps policies.

SPECIAL LIMITATIONS INCLUDING PROHIBITED ACTIVITIES

The following are special limitations, including prohibited activities, to which AmeriCorps 

Seniors FGP sponsors and projects are subject. Project sponsors must have written policies in 

place to ensure compliance with the list below. In the event of a question as to the application of 

the following limitations, contact the appropriate AmeriCorps portfolio manager.

2.3.1 Political Activities (45 CFR 2552.121(a)) and 45 CFR 1226) 

1) No part of any grant may be used to finance, directly or indirectly, any activity to influence 

the outcome of any election to public office, or any voter registration activity.

2) No project may be conducted in a manner involving the use of funds; the provision of services, 

space, or facilities; or the employment or assignment of personnel in a manner that identifies 

the project with:

a) Any partisan or nonpartisan political activity associated with a candidate, or 

contending faction or group, in an election; or 

b) Any activity to provide voters or prospective voters with transportation to the polls or 

similar assistance in connection with any such election; or

c) Any voter registration activity except that voter registration applications and 

nonpartisan voter registration information may be made available to the public at the 

premises of the sponsor. But in making registration applications and nonpartisan voter 

registration information available, employees of the sponsor and volunteers may not 

express preferences or seek to influence decisions concerning any candidate, political 

party, election issue, or voting decision. 

3) No volunteer in AmeriCorps Seniors FGP or employee of a sponsor or volunteer station may 

take any action, when serving in such capacity, with respect to a partisan or nonpartisan 

political activity that would result in the identification or apparent identification of 

AmeriCorps Seniors FGP with such activity.

4) The sponsor may not use grant funds for any activity that influences the passage or defeat of 

legislation or proposals by initiative petition. In other words, there is a prohibition against 

using FGP grant funds for lobbying activities. 

5) Prohibitions on Electoral and Lobbying Activities are fully set forth in 45 CFR 1226. See 

AmeriCorps’s Frequently Asked Questions on Lobbying and Partisan Political Activity for 

more information.

2.3.2 Restrictions on State or Local Government Employees (5 U.S.C. 1501, 1502 & 1503) 

If the sponsor is a state or local government agency with a grant from AmeriCorps, certain 

restrictions contained in Chapter 15 of Title 5 of the United States Code are applicable to persons 

who are principally employed in activities associated with the project. The restrictions are not 
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applicable to employees of educational or research institutions. Employees subject to these 

restrictions may not:

1) Use their official authority or influence for the purpose of interfering with or affecting the 

result of an election or nomination for office; or

2) Directly or indirectly coerce, attempt to coerce, command, or advise a state or local officer or 

employee to pay, lend, or contribute anything of value to a party, committee, organization, 

agency, or person for political purposes; or

3) Be a candidate for elective office, except in a nonpartisan election. (“Nonpartisan election” 

means an election in which none of the candidates is to be nominated or elected as 

representing a political party any of whose candidates for Presidential elector received votes 

in the last preceding election at which Presidential electors were selected.)

2.3.3 Religious Activities (45 CFR 2552.121(g)) 

1) AmeriCorps Seniors volunteers and project staff funded by AmeriCorps may not give 

religious instruction, conduct worship services, or engage in any form of proselytization as 

part of their duties.

2) A sponsor or volunteer station may retain its independence and may continue to carry out its 

mission, including the definition, development, practice, and expression of its religious 

beliefs, provided that it does not use AmeriCorps funds to support any inherently religious 

activities, such as worship, religious instruction, or proselytization, as part of the programs 

or services funded. If an organization conducts such activities, the activities must be offered 

separately, in time or location, from the programs or services funded under FGP. 

2.3.4 Non-Discrimination (45 CFR 2552.121(f))

For purposes of this regulation, any program, project, or activity to which AmeriCorps supported 

volunteers are assigned is deemed to be receiving federal financial assistance. (See Appendix 

A.2, Primer on Civil Rights Compliance, for more information.)

1) A sponsor or sponsor employee may not discriminate against an AmeriCorps Seniors 

volunteer, or with respect to any activity or program, on the basis of race, color, national 

origin, gender, age, religion, sexual orientation, disability, gender identity or expression, 

political affiliation, marital or parental status, or military service.

2) Sponsors are encouraged to take affirmative action to overcome the effects of prior 

discrimination. Even in the absence of prior discrimination, a sponsor may take affirmative 

action to overcome conditions which resulted in limited participation.

2.3.5 Labor and Anti-Labor Activity (45 CFR 2552.121(d)) 

No grant funds may be directly or indirectly used to finance labor or anti-labor organization or 

related activity.

2.3.6 Non-Displacement of Employed Workers and Non-Impairment of Contracts for Service 

(45 CFR 2552.121(b) and 45 CFR 1216) 

A volunteer in AmeriCorps Seniors FGP may not perform any service or duty or engage in any 

activity which would otherwise be performed by an employed worker, or which would supplant 

the hiring of or result in the displacement of employed workers or impair existing contracts for 
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service. See 45 CFR 1216.1.1 – 1216.1.4 Non Displacement of Employed Workers and NonImpairment of Contracts for Service for the AmeriCorps regulations on this subject. These 

regulations list certain exceptions.

2.3.7 Prohibition on Fee-for-Service (45 CFR 2552.121(c)) 

Under no circumstances may a volunteer in AmeriCorps Seniors FGP receive a fee for service 

from service recipients, their legal guardian, members of their family, or friends. No person, 

organization, or agency may request or receive any compensation for services of AmeriCorps 

Seniors volunteers. 

As set forth in Section 404(c) of the Domestic Volunteer Service Act of 1973 (DVSA), there is a 

general prohibition against grantees and volunteer stations requesting or receiving any 

compensation for the AmeriCorps Seniors services of volunteers. This prohibition is sometimes 

referred to as the “fee-for-service” prohibition. Section 404(c) provides the following: 

(c) Compensation of supervising agencies or organizations 

No agency or organization to which volunteers are assigned hereunder, or which operates or 

supervises any volunteer program hereunder, shall request or receive any compensation from 

such volunteers or from beneficiaries for services of volunteers supervised by such agency or 

organization. 

In some cases, determining whether a payment requested or received by a grantee or volunteer 

station is permissible in light of the prohibition is relatively straightforward. In other cases, 

however, making determinations as to whether the arrangement is permissible in light of the 

prohibition requires a more in-depth review, including an assessment by AmeriCorps. More 

Guidance on Prohibition of Fee-for-Service Activities, including examples can be found in 

Appendix A.12. If you have questions about fee-for-service contact your AmeriCorps portfolio 

manager. 

2.3.8 Nepotism (45 CFR 2552.121(h)) 

Persons selected for project staff positions may not be related by blood or marriage to other 

project staff, sponsor staff or officers, or members of the sponsor Board of Directors, unless there 

is written concurrence from the Advisory Council and with notification to AmeriCorps. 

2.3.9 Volunteer Status (45 CFR 2552.45) 

AmeriCorps Seniors volunteers are not employees of the sponsor, the volunteer station, 

AmeriCorps, or the Federal Government.

2.3.10 Fair Labor Standards (45 CFR 2552.121(e)) 

A sponsor that employs laborers and mechanics for construction, alteration, or repair of facilities 

must pay wages at prevailing rates as determined by the Secretary of Labor in accordance with 

the Davis-Bacon Act, as amended, 40 U.S.C. § 276a.

2.3.11 Prohibitions on Abortion Service 

While charging time to the AmeriCorps program, accumulating service or training hours, or 

otherwise performing activities supported by the AmeriCorps Seniors program or AmeriCorps

Seniors, staff and volunteers may not engage in providing abortion services or referrals for 

receipt of such services.
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EFFECTIVE PRACTICES IN PROJECT OPERATIONS

Ensuring that the Sponsoring Organization Takes a Leadership Role

Effective practices include:

A. The sponsor values the project as an integral part of its organizational vision and operations 

by:

1. Communicating the importance of the project to its Board, staff, and volunteers;

2. Ensuring that the project has adequate administrative and fiscal support;

3. Playing an active role in promoting the project and its contributions to the community; 

4. Meeting regularly with media, political leaders, funders, civic groups, and others to 

promote awareness of and support for the project; and

5. Maintaining communication with AmeriCorps portfolio manager and attending state and 

regional training events where feasible. In the event that a sponsor representative (staff, 

advisory council member, or program volunteer) is unable to attend an AmeriCorps 

sponsored training event, please submit an alternative training event to your Portfolio 

Manager for approval.

B. The sponsor provides strong project leadership by:

1. Employing a project director who demonstrates strong leadership skills in working with 

project and sponsor staff, volunteers, volunteer stations, and the project’s Advisory 

Council;

2. Establishing and, with the project director, maintaining strong working relationships 

with related community agencies, organizations, and leaders; 

3. Ensuring that sponsor’s leadership and the project director establish and maintain a good 

working relationship based on clear communication and mutual support;

4. Designating a member of the staff who has clearly defined responsibilities for project 

oversight and support; and

5. Developing and maintaining clear lines of reporting between project staff and the sponsor 

representative.

C. The sponsor has written policies and procedures in place to ensure oversight of the project 

and compliance with federal rules and regulations that address topics like:

1. National Service Criminal History Checks and special limitations including prohibited 

activities;

2. Establishing and updating Memoranda of Understanding with sponsor stations;

3. Fiscal management and internal controls related to management of AmeriCorps Seniors 

FGP project;

4. Documentation of data management systems related to tracking project outcomes, 

demographics, and other performance indicators in order to verify and validate data used 

to meet reporting requirements.
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3 PERFORMANCE MEASUREMENT AND EVIDENCE-BASED 

PROGRAMMING

AMERICORPS PERFORMANCE MEASUREMENT INITIATIVE

Older volunteers have a tremendous amount of knowledge, skill, and experience to contribute to 

our communities through the enriching investment of service. Through the application of 

performance measurement, we balance the need to implement service projects that are fulfilling 

to volunteers and beneficial to communities served with the demand to demonstrate results and 

improve project design.

Honoring the intent and vision of the 2009 Serve America Act, AmeriCorps has established a set 

of national performance measures. These measures allow all programs to use common terms, 

definitions, and approaches to measurement and make it possible to tell the story of national 

service with confidence.

AmeriCorps’s national performance measures reflect six programming priorities or focus areas 

which include: Disaster Services, Economic Opportunity, Education, Environmental Stewardship, 

Healthy Futures, Veterans and Military Families, and Capacity Building. AmeriCorps Seniors

allows projects to select measures from each of these areas following a performance 

measurement framework that is detailed in the Notice of Funding Opportunity (NOFO). This 

framework is subject to change. Specific measures are identified in the NOFO and Appendix B on 

the AmeriCorps Seniors FGP grantees webpage. 

3.1.1 PERFORMANCE MEASUREMENT BASICS

Performance measurement is the ongoing, systematic process of tracking your program’s outputs 

and outcomes. Outputs refer to the amount of service provided. They measure the completion of 

activities and document the fact that individuals received services, products were created, or 

programs were developed. Outcomes reflect the changes or benefits that occur. Outcomes can 

reflect changes in individuals, organizations, communities, or the environment. This may include 

changes in attitudes, knowledge, behavior, or condition. For additional information and training, 

complete the six-module National Performance Measurement Core Curriculum series. 

Why measure performance? 

One reason is accountability. Performance measurement satisfies the need of funders and 

stakeholders (including AmeriCorps participants, board members, community members, staff 

and clients, and taxpayers) to see that the program or project is getting results. Performance 

measurement helps you communicate achievements in a way that funders and stakeholders will 

find meaningful and compelling.

Another reason to measure performance is to determine if the change you thought would happen 

with your intervention is actually occurring. Performance measurement is a systematic way to 

collect reliable information about the intervention’s implementation and progress toward 

outcomes. 
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You can also use performance measurement data to spot and correct problems. Are you reaching 

the population you intended? Do some people require more or less intensive service to show a 

positive outcome? Even when an intervention is implemented exactly as planned, performance 

measurement can help you find ways to strengthen the intervention to make it more effective.

Performance measurement is a way to get feedback, so you know if your intervention is making 

the expected difference, and helps you decide how to make the most effective use of your limited 

resources. Performance measurement also allows you the opportunity to promote the excellence 

of your program. 

3.1.2 THEORY OF CHANGE

A Theory of Change is used in performance measurement to describe why a change is expected 

to happen given a particular set of circumstances. It helps you map out why a specific series of 

service activities or intervention will lead to expected outcomes. 

Community Need

Reason to intervene

Intervention / Activity

“Cause”

Intended Outcome

“Effect”

Evidence

Guides choice of intervention

Supports cause-effect relationship

Statistics 

documenting the need

A theory of change has three main elements:

• Community need

• Intended outcome 

• Specific intervention or set of service activities 

As you develop a theory of change for an issue that your program will address, you identify where 

you are now, as well as the change for which you are programming. You will choose certain 

activities and define the amount of service required to bring about the desired outcomes.

A strong theory of change presents statistics to document the community need and includes 

evidence that supports the cause-and-effect relationship between the intervention and outcome.

3.1.3 PERFORMANCE MEASURE WORK PLANS 

Performance measure work plans are used by AmeriCorps Seniors grantees to explain the design 

of their programs and the goals they expect to reach.

All existing AmeriCorps Seniors grantees as well as applicants for new funding identify 

performance measures in work plans in their grant applications. For the specific requirements, 

see the instructions for the grant application on the FGP grantee webpage. 
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The elements of the work plan are:

Community Need. This is the priority 

community issue or problem that the 

AmeriCorps Seniors volunteers’ service 

activities will address. The need should 

be measurable and include current and 

reliable sources to establish the 

compelling nature of the need. The need 

should be described in enough detail to 

convey its importance, the 

consequences of it going unmet, and 

why AmeriCorps Seniors volunteers can 

be an effective resource to meet it. It 

should be described in a way that is clear 

to people unfamiliar with your 

community. 

Service Activity. The service activity is 

the task that the volunteers will 

perform. The service activity is selected 

from a menu of pre-defined options.

Service Activity Description. The service 

activity description should indicate how 

much service is necessary to achieve the 

output and outcome selected. It should 

include who the beneficiaries are, and 

what the AmeriCorps Seniors

volunteers will be doing with them. It 

should outline how often AmeriCorps 

Seniors volunteers will provide the 

service, for how long, and where the 

service will take place.

Anticipated Unduplicated (VSYs): For 

stipended programs, the “anticipated 

unduplicated” field is the proposed 

number of Volunteer Service Years 

(VSYs) that will be dedicated to this 

performance measure. One VSY equals 

1,044 hours of service and can be 

achieved by multiple individuals. For 

example, a volunteer who serves 5 

hours per week (261 hours a year) plus 

a volunteer who serves 15 hours per 

week (783 hours per year) would equal 

1 VSY total (1,044 hours per year). 

Targets

Output and Outcome targets:

These targets are the numbers that you anticipate 

achieving in the third year of the performance 

period. For example, if you think your volunteers will 

serve 100 seniors in the first year, 150 seniors in the 

second year, and 200 seniors in the third year of the 

performance period as the work plan is implemented 

over the course of the performance of the 3-year 

grant, you would enter 200 as your target.

Anticipated Unduplicated Volunteer 

(VSY) targets: 

The anticipated unduplicated field for stipended 

projects captures VSYs. A single volunteer in a 

stipended program may serve towards multiple 

work plans. For example, a volunteer may tutor some 

children and provide social-emotional support to 

different children. Their hours spent tutoring would 

count towards one work plan, and their hours spent 

on social-emotional support would count towards 

the other work plan. The same hours served may not 

be counted towards more than one work plan. 

To calculate the VSYs, divide the number of hours 

served towards the performance measure by 1,044. 

Round to the nearest whole number.

Anticipated Total Volunteer targets:

The total number of volunteers engaged in the 

activities, if you were to assign all of them according 

to each activity, will be entered in this section. For 

example, if the same volunteer does two different 

types of activities such as social-emotional support 

and tutoring, you would include that volunteer in the 

Anticipated Volunteer field in the social-emotional 

support work plan and the tutoring work plan.
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Anticipated Volunteer: This is the number of individuals who will provide services towards this 

performance measure.

Output. These are the immediate results or products of the services provided by the AmeriCorps 

Seniors volunteers. Accomplishments tell what was done in some quantified fashion. They 

include the number of persons helped, the amount of something that was created, the number of 

times an activity was performed, and the extent to which a program or service was expanded.

Output Instrument. This is the tool that will be used for data collection. The instrument is selected 

from a menu of pre-defined options. 

Output Instrument Description. The instrument description provides an outline of the data 

collection plan and schedule. It should include a brief description of who will collect the data, 

from whom, and when it will be collected.

Outcome. These are the measurable changes in the community, persons served, or agency that 

occurred as a result of the service activity. Impacts or outcomes are measures of effectiveness of 

the program in the community or with those served, or they are measures of cost-effectiveness 

which show how much money or other resources the service activity saved in the community. 

Outcome Instrument. This is the tool that will be used for data collection. The Instrument is 

selected from a menu of pre-defined options. 

Outcome Instrument Description. The instrument description provides an outline of the data 

collection plan and schedule. It should include a brief description of who will collect the data, 

from whom, and when it will be collected.

3.1.4 IMPLEMENTING PERFORMANCE MEASUREMENT WORK PLANS

To implement performance measure work plans, see the instructions for completing work plans 

and identifying performance measures found in the AmeriCorps Seniors Grant Application. 

Additional guidance, measurement instruments, and other resources are available on the FGP 

grantees webpage. For questions, contact your portfolio manager. 

Projects are held accountable for their actual performance against specified targets. With respect 

to each performance measure, grantees will be expected to:

1) Report on progress achieved;

2) Make the underlying documentation of performance available for review; and

3) Report on any operational changes and project improvements that resulted from information 

learned from the performance data.

Experience has shown that clear expectations with stations greatly enhance grantees’ ability to 

effectively collect the data that allows for performance measurement. Such expectation is often 

documented in the Memorandum of Understanding or a data sharing agreement. A sample data 

sharing agreement is available in Appendix. A.13.
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EVIDENCE BASED PROGRAMMING

Federal agencies, educational institutions, non-profits, and others often discuss the evidence 

behind program models in an attempt to understand what works and what does not. AmeriCorps 

Seniors is joining this national conversation. 

Our programs have long used evidence to support their understanding of whether the service 

provided is having its intended effect. Now, we seek a deeper understanding of the evidence that 

supports our program models recognizing that programs may have supporting evidence that 

exists along a continuum. 

Evidence Continuum

3.2.1 Key Terms

Evidence-informed program. A program design based on academic research or program 

evaluations is properly referred to as evidence informed. For example, a program developer might 

use research on the development of reading skills or the physical activities that increase bone 

density to develop a program. 

Evidence-based program. The term “evidence-based program,” in general, refers to a set of 

activities and practices supported by a theory of change tested through rigorous program 

evaluations. These evaluations have demonstrated a causal relationship between program 

activities and specified outcomes, typically through one or more quasi-experimental or 

experimental field tests.

Evidence-based program model. A program model is a set of activities and practices supported by 

an explicit theory of change, resulting in specified outcomes. The specificity of essential elements 

in an evidence-based program model varies. However, evidence-based program models should 

address: 
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• Amount of contact or service over a period of time (“dosage”)

• Characteristics of service recipients/communities served

• Methods of quality assurance

• Training of professional staff and supporting volunteers

• Standard procedures or curriculum

• Monitoring for fidelity to program model

Replication. Replicating an evidence-based program with fidelity to the model means that 

essential elements of the service activity has been implemented as described in the evidencebased program model and that adaptations are relatively minor. 

For an explanation of how evidence based programming aligns with AmeriCorps efforts to ensure 

volunteers are engaged in work that has an impact on volunteers and their communities 

(including evidence-informed programming, performance measurement, and evaluation) see the

Evidence Exchange and FGP grantees web pages. 

3.2.2 Evidence-Based Programs and Registries

AmeriCorps Seniors maintains a list of evidence-based programs and registries of both programs 

and research that may be relevant to its grantees in Appendix A.11 to this handbook. This list is 

not necessarily comprehensive, and AmeriCorps Seniors will add additional programs and 

registries to this list as it becomes aware of them. If you would like to inform AmeriCorps Seniors

of a potential addition to this list, email your portfolio manager. 
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4 COMMUNITY PARTICIPATION

LOCALOWNERSHIP

AmeriCorps FGP projects are community-based projects supported by federal funds for the dual 

purpose of engaging persons 55 and older in volunteer service to meet critical community needs; 

and to provide a high-quality experience that will enrich the lives of volunteers. In order to 

accomplish this, AmeriCorps Seniors programs have a responsibility to partner with 

organizations in the local community to:

 Build public awareness of and support for the program within the community; 

 Recruit and place volunteers to enhance the capacity of organizations and institutions 

within the community; 

 Work to integrate senior service into the activities of other service programs within the 

community; 

 Work toward common goals in local communities, complementing and reinforcing each 

other’s contributions through activities related to Days of Service, Strategic Initiatives, 

and other local service initiatives.

Community participation is generated by individuals, groups, organizations and other national 

service programs. A project can garner community support through volunteer stations, local funding 

sources, civic and service clubs, the media, friends and family of volunteers and those with whom 

they work, other programs of the sponsor, schools, private non-profits, businesses, community 

leaders, and others who value the activities, accomplishments and impacts of the project and the 

volunteers.

AMERICORPS SENIORS FGP ADVISORY COUNCIL

4.2.1 Program Requirement

The scope and extent of participation by the many entities that make up a community will vary 

considerably from project to project. However, all projects can benefit from the involvement of a 

focused and sustained core group that provides perspective and active assistance from the 

service area. The sponsor determines how this core group participation shall be secured, 

consistent with the provisions of the program regulations(45 CFR 2552.24). For the sake of easy 

reference, this core group is referred to as the advisory council. If the sponsor has a board that 

meets the purposes and requirements of all applicable AmeriCorps Seniors FGP program 

regulations (see 45 CFR Part 2552), it is permissible for some or all of the members of that board 

to also serve on the AmeriCorps Seniors FGP advisory council, as long as the advisory council is 

established and operated as entity separate from the sponsor; in other words, the advisory 

council must not be a part of the sponsor.
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4.2.2 Role

Subject to the requirements in the applicable AmeriCorps Seniors FGP program regulations 

regarding the purpose and composition of this group, sponsors have flexibility concerning the 

specific structure and operation of this body. Depending on local community circumstances, the 

advisory council may be used by the sponsor to: 

• Assist in assessing community needs; 

• Assist in fund raising and resource development;

• Support the development of a service ethic in the community;

• Advise on volunteer recruitment, retention, and recognition strategies;

• Suggest candidates for project staff positions;

• Link the project with other community service resources, including faith-based 

organizations;

• Advise on data collection and performance measurement;

• Assess project accomplishments and impact, including progress toward meeting 

performance measures;

• Assess satisfaction of volunteers and volunteer stations;

• Suggest ways the project can gain increased visibility and recognition in the community; 

and/or

• Advise on how trends in the community are affecting seniors.

AmeriCorps Seniors FGP projects should keep thorough records of advisory council participation 

and structure such as the group’s bylaws, current membership, and meeting minutes. Additional 

resources on Appendix A. 23 Understanding the Roles and Responsibilities of Advisory Councils can 

be found on the Knowledge Network. 

4.2.3 Membership

Remember, an effective advisory council can expand the capacity of the sponsor and project staff. 

The advisory council must have a membership that includes people (45 CFR 2552.24): 

• Knowledgeable of human and social needs of the community;

• Competent in the field of community service and volunteerism;

• Capable of helping the sponsor meet its administrative and program responsibilities 

including project assessment, fund-raising, publicity, and data reporting requirements;

• With interest an in and knowledge of the capability of older adults;

• Who are of a diverse composition that reflects the demographics of the service area.

• Projects may want to refer to the US Department of Education’s resource on Building an 

Effective Advisory Council. 
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.

4.2.4 Allowability of Costs

As advisory councils are required by AmeriCorps Seniors regulations (45 CFR 2552.24(a)), 

grantees may expend reasonable amounts to support their activities. Such costs should still meet 

all other aspects of OMB cost principles, including being allowable, allocable, reasonable and 

necessary, as well as being documented sufficiently.

If you have a question about a specific type of expense, consult your portfolio manager to ensure 

that it meets these conditions. 
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5 PROJECT STAFF

GENERAL PROVISIONS

The project director must be an employee of the sponsor subject to the sponsor's personnel 

policies and practices. Sponsors may also directly employ project staff to support the 

project director, as well as consultants and contractors, provided that the sponsor does not 

delegate or sub-contract responsibility for fulfilling project management requirements. (45 CFR 

2552.22 and 45 CFR 2552.25) 

Hiring of project personnel must comply with the Civil Rights Act of 1964, as amended, the 

Domestic Volunteer Service Act, the Serve America Act, other Federal civil rights statutes and 

regulations, applicable state laws and local ordinances, and sponsor personnel and employment 

practices.

STRUCTURE

The program regulations require that the sponsor employ a project director and other staff 

appropriate to accomplish the purposes of the project. See 45 CFR 2552.25 (b) - (e)for provisions 

regarding staffing levels and compensation for staff. The size of each individual project and 

budget levels will often dictate the number of project staff needed to effectively manage the 

project. 

In structuring the staffing pattern, the following should be considered:

a) Size of the service area

b) Number, kind, and location of volunteer stations 

c) Number of volunteers

d) Geographic distribution of AmeriCorps Seniors volunteer in FGP assignments

e) Types of AmeriCorps Seniors volunteer placements and assignments (more project staff time 

is sometimes needed to administer and monitor AmeriCorps Seniors volunteers within home 

assignments) 

f) Specific needs of the children served 

g) Availability of funds

h) Meeting Performance Measure requirements which involves collecting, storing, and 

aggregating data

i) The potential for programs to continue to improve how they build and use evidence, 

including understanding local community needs, analyzing and acting on performance 

measurement data, preparing for possible external evaluations, or implementing evidencebased programming

j) Availability of supplemental state or federally subsidized full- or part-time staff, and 

AmeriCorps Seniors FGP or non-AmeriCorps Seniors staff. 
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• AmeriCorps Seniors grantees can collaborate with the Senior Community Service 

Employment Program (SCSEP), authorized by Title V of the, Older Americans Act, to 

jointly engage older adults in several ways, such as: 

i. AmeriCorps Seniors and SCSEP grantees can work together to enable their 

participants to support joint community service projects;

ii. SCSEP participants nearing their 4-year limit on participation may be 

interested in participating in AmeriCorps Seniors; 

iii. AmeriCorps Seniors volunteers, who meet age and income qualifications and 

seeking paid employment, may be interested in participating in SCSEP.

iv. More information about SCSEP grantees see the Senior Community Service 

Employment Program website.

• Volunteer staff, consistent with the nature and purpose of AmeriCorps Seniors

volunteer programs, are persons with management experience and others with 

experience in office operations, who may be deployed to strengthen and expand the 

operations of AmeriCorps FGP projects.

• Non-AmeriCorps Seniors volunteers can be budgeted as in-kind contributions for 

necessary project operational functions. 

PERSONNEL POLICIES FOR PROJECT STAFF

The applicable AmeriCorps Seniors FGP program regulations require that project staff be covered by 

sponsor personnel policies (45 CFR 2552.25(d)). At a minimum, policies should address salaries and 

fringe benefits, probationary periods of service, national service criminal history checks, 

suspensions, resignations, hours of employment, vacations, sick leave, holidays, terminations, and 

grievance procedures.

1) The sponsor shall compensate project staff at a level that is comparable with similar positions 

in the sponsor organization and/or the project service area, as is practicable (45 CFR 

2552.25(e)). 

2) The sponsor should prepare a job description for each project staff position to promote the 

recruitment of qualified applicants and to specify each position's authority and responsibility. 

It is recommended that an annual performance evaluation be completed for all staff.

3) It is critical that AmeriCorps Seniors sponsors make National Service Criminal History 

Checks (NSCHC) a priority when hiring project staff. Grantees that do not comply with the 

NSCHC requirements may be subject to cost disallowance. Please read this section and the 

NSCHC webpage carefully to be sure your policies and your implementation procedures are 

in compliance with the requirement. Grantees should contact their AmeriCorps portfolio 

manager for NSCHC questions or requirement clarification. 

5.3.1 NSCHC Overview

Under the National and Community Service Act of 1990, as amended by the Serve America 

Act of 2009, all AmeriCorps Seniors grantees must conduct NSCHC on grant-funded staff and 

national service participants that receive a salary, national service education award, living 
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allowance, or stipend under AmeriCorps Seniors grants. Individuals in these positions 

must undergo the NSCHC processbefore the start date. This means the required checks must 

be completed, reviewed, and an eligibility determination made prior to charging any staff 

time to an AmeriCorps Seniors grant.. Therefore, it is critical to comply with the NSCHC 

requirements on time, every time. 

The Code of Federal Regulations outlines the Nationals Service Criminal History Check rules 

and regulations in full at 45 CFR 2540.200–207. Additional information on NSCHC, including 

the required annual NSCHC e-course, an FAQ document, and links to technical assistance 

resources can be found on the Criminal History Check Resources webpage. 

AmeriCorps has published a new NSCHC Regulation 45 CFR 2450.200 - .207 (effective May 

1, 2021). Please see the NSCHC Rule Summary document for information on the new rule.

These requirements are statutory minimums, and individual grantees can, and often should, 

supplement these with additional safeguards for vulnerable populations, such as additional 

screening mechanisms, additional eligibility criteria, a code of conduct, training for staff and 

volunteers, and a clear system for reporting and handling reports of any harm or potential 

harm to vulnerable populations resulting from their program. Contact your portfolio 

manager for more resources on ways to protect your program’s vulnerable beneficiaries.

5.3.2 NSCHC Enforcement

Grantees that do not comply with the NSCHC requirements may be subject to cost 

disallowance. More information on cost disallowance can be found in the NSCHC Manual, 

Monitoring and Enforcement section. As a result, it is in an organization’s interest to develop 

a system for monitoring its own compliance. 

5.3.3 NSCHC Resources

See AmeriCorps NSCHC webpage for links to the regulations, requirements, and training 

materials. Note that resources posted on this webpage may be updated at any time, so be sure 

to consult the webpage directly for the most current resources. 

Some of the key resources available on the NSCHC webpage are:

• Links to the required annual NSCHC eCourse training & NSCHC Learning Path in 

Litmos. NSCHC Manual

• Recommendations for Effective Policies and Procedures

• NSCHC Steps Table

• NSCHC Frequently Asked Questions (FAQs)

• Using AmeriCorps-Approved Vendors, Truescreen, and Fieldprint Manual (Litmos)

• Using NSOPW and State Repositories Manual

PROJECT STAFF ROLES

5.4.1 Project Director

1) The sponsor assigns responsibility for the project's daily management to the project director. A 

project director functions as a working project manager, actively involved with community 

organizations, AmeriCorps Seniors volunteers, and volunteer stations. The sponsor should 
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establish procedures for internal review and approval of project director performance in 

accordance with its standard policies and procedures. The project director may serve as the 

representative of the sponsor in signing and approving official project documentation, including 

project reports, memoranda of understanding, and letters of agreement for in-home assignments.

2) The project director serves full-time, except as negotiated otherwise with AmeriCorps. A full-time 

project director may not serve concurrently in another capacity, paid or unpaid, during 

established working hours. A sponsor may negotiate in writing the employment of a part-time 

project director with AmeriCorps when it can be demonstrated that such an arrangement will 

not adversely affect the size, scope, and quality of project operations. The project director may 

participate in activities to coordinate program resources with those of related local agencies, 

boards, or organizations (45 CFR 2552.25(c)). To negotiate a less than full-time project director, 

please consult with your portfolio manager.

3) In the case it becomes necessary to dismiss a project director for cause, sponsors should follow 

their established personnel policies and procedures. When such action is apparent, (as well as 

in any other situation where the project director resigns) the sponsor should immediately 

notify the portfolio manager, stating the reason(s) for the action. When necessary, 

provisions for temporarily continuing operations without a project director should also be 

submitted to the portfolio manager in writing.

4) Under direction of the sponsor's executive director /CEO or designee, the project director's 

duties typically include, but are not limited to:

a) Assessing volunteer needs of the community and planning and developing all phases of 

the project operation.

b) Selecting, training, supervising, and evaluating project staff.

c) Recruiting, orienting, placing, and arranging for assignment of AmeriCorps Seniors 

volunteers. 

d) Providing coordinated pre-service orientation, in-service instruction, and overall 

supervision of AmeriCorps Seniors volunteers with volunteer station professional staff. 

e) Incorporating performance measurement principles and practices in program 

development, volunteer placement, and project assessment. 

f) Maintaining appropriate fiscal and program 

records and preparing reports. 

g) Developing and maintaining close coordination 

with volunteer stations.

h) Enhancing the total project effort through active involvement with community 

organizations, other national service programs, and other senior and volunteer 

programs. 

i) Keeping AmeriCorps Seniors FGP advisory council members informed and soliciting their 

advice on matters affecting project operation; providing staff assistance to the advisory 

council.

See Appendix C.4 for a sample 

position description for a

Project Director
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j) Working in cooperation with sponsor staff, advisory council members, and volunteer 

station staff to obtain resources for the project.

k) Providing information and support to AmeriCorps Seniors volunteers.

l) Appraising AmeriCorps Seniors volunteer’s performance.

m) Assessing appropriateness and performance of volunteer stations.

n) Attending training conferences conducted or authorized by AmeriCorps.

o) Preparing and submitting applications and requests for amendments in the electronic 

grants system.

5.4.2 Authorized Representatives

The Authorized Representative is an individual in your organization who has the authority to 

accept and commit funds on behalf of the organization. This individual should be different than 

the Project Director. This individual certifies all grant applications and amendments and, in doing 

so, electronically signs the assurances for your grant. This individual will need eGrants access 

and may have either Grantee or Grantee Administrator permissions. If you need to change your 

Authorized Representative, reach out to your portfolio manager.

5.4.3 Project Coordinators

When funds allow, and the project director is in need of professional assistance, additional staff 

may be hired to help coordinate project activities.

Coordinator responsibilities may include, for example:

1) Coordinating and monitoring project activities including recruitment, in-service training, 

supervisory arrangements, and other activities in cooperation with the project director and 

appropriate volunteer station staff.

2) Coordinating AmeriCorps Seniors volunteers’ assignments including assisting volunteer 

station staff to develop volunteer assignment plans and volunteer activities and monitoring

progress toward achieving the expected outcomes and impact specified in assignment plans.

3) Enhancing the total project effort through active involvement with community organizations, 

other national service programs, and other senior and volunteer programs.

4) Providing information and support to AmeriCorps Seniors volunteers.

5) Assessing appropriateness and performance of volunteer stations.

6) Attending training conferences conducted or authorized by AmeriCorps Seniors as funding 

allows.

5.4.4 Volunteer Supervision

5.4.4.1 Staff Responsibility

1) The project staff's general responsibility regarding the supervision of AmeriCorps Seniors 

volunteers is to:
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a) Ensure that volunteer stations designate a staff member to provide day-to-day 

supervision of AmeriCorps Seniors volunteers while on assignment and that supervision 

is effective.

b) Concur with the volunteer station staff's selection of children for assignment to each 

AmeriCorps Seniors volunteer.

c) Ensure maintenance of person-to-person relationships between AmeriCorps Seniors 

volunteers and children to whom they are assigned. 

d) Provide orientation and regular in-service training to explain policies, enhance skills 

related to assignments, provide information concerning community services available to 

low-income older persons, and arrange for group discussion to share experiences and 

address issues.

2) Specific supervisory practices vary from project to project and derive from project oversight 

obligations identified in the Memorandum of Understanding and in individual volunteer 

assignment plans.

Examples are:

a) Clarifying with volunteer stations the arrangements for days and hours of service and the 

agreed-upon activities defined in the Memorandum of Understanding.

b) Making periodic site visits to volunteer stations and in-home sites to monitor the 

satisfaction of the AmeriCorps Seniors volunteers with their assignments and the 

progress of children in reaching established objectives; determining, in coordination with 

the volunteer station, whether or not the services of the AmeriCorps Seniors volunteers

are appropriate to the child's needs or whether the volunteer should be reassigned.
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EFFECTIVE PRACTICES FOR BUILDING PROJECT STAFF

Effective practices for creating and sustaining a strong working relationship among the 

sponsor’s executive and fiscal staff, the project director, and other project staff include:

A. Sponsor leadership and the project director establish and maintain a productive 

working relationship based on clear communication and mutual support;

B. The project director has clearly defined responsibilities and written policies and 

procedures for project operations and support;

C. The sponsor develops and maintains clear lines of reporting between project staff and 

the sponsor’s executive and fiscal staff;

D. The sponsor develops a written job description for each project staff position and 

annually reviews job descriptions for any changes in roles or responsibilities;

E. The sponsor provides staff with high quality supervision and support to maximize job 

performance;

F. The sponsor ensures project staff receive an orientation to the AmeriCorps Seniors, 

AmeriCorps Seniors Foster Grandparent Program, and the project prior to their 

assuming project responsibilities; 

G. The sponsor provides project staff with opportunities to enhance their understanding of 

and skills in meeting the needs of the community;

H. The sponsor encourages project staff to showcase their expertise as national and 

community service professionals by presenting at conferences, workshops, or 

community forums;

I. The sponsor includes project staff in professional development opportunities available 

to all other agency staff;

J. The sponsor ensures that each project staff member sets performance goals for his or 

her work on an annual basis and is evaluated annually on that basis;

K. The sponsor includes the project director as an integral member of the agency’s staff;

L. The sponsor recognizes the achievements of project staff through specific activities 

and/or events comparable to other agency staff;

M. The sponsor seeks ethnic, racial, cultural, and skills diversity in volunteer teams and/or 

working groups that address project planning, operations, and assessment; and

N. The sponsor seeks the participation of individuals from diverse ethnic and racial 

backgrounds and with a variety of skills in project management and decision-making.
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6 VOLUNTEER STATIONS

INTRODUCTION

AmeriCorps Seniors volunteers are recruited and enrolled by the project and placed with or through 

volunteer stations. Volunteer stations are encouraged to support AmeriCorps Seniors FGP by 

referring prospective volunteers to the project.

6.1.1 Characteristics of Volunteer Stations

A volunteer station is a public agency, secular or faith-based 

private non-profit organization, or proprietary health care 

organization that accepts the responsibility for assignment and 

supervision of AmeriCorps Seniors volunteers. Each volunteer 

station must be licensed or otherwise certified, when required, 

by the appropriate state or local government. Neither informal 

groups nor private homes qualify as volunteer stations (45 CFR 

2552.12).

A. Proprietary health care organizations are private, forprofit health care organizations that serve one or more 

vulnerable populations (45 CFR 2552.12). As noted 

above, licensed proprietary health-care organizations 

may be volunteer stations. The entity responsible for 

licensing varies from state to state and may even vary 

based on the type of health care organization e.g., 

hospital, nursing home, assisted living facility. If project sponsors are unsure of the licensing 

body in their state, the U.S. Department of Health and Human Services (HHS) offers the site

healthfinder.gov that has a listing of state agencies on health, which for many states, but not 

all, will be the entity responsible for health-care organization licensing. Additionally, if 

sponsors are uncertain of their state’s licensing requirements, HHS is a good place to start, as 

well as the state entity responsible for licensing and regulating health care organizations if 

known. 

B. All such placements must limit volunteer assignments to those which provide direct and 

traditional assistance to patients, such as visiting, teaching, counseling, entertaining, etc. 

Placements must not displace paid employees, must not supplant the hiring of paid 

employees, and must avoid other staff or clerical assignments which would accrue to the 

profitability of the proprietary health-care organization. 

C. The Memorandum of Understanding with such volunteer stations must include detailed 

provisions to ensure compliance with program regulations regarding Non-displacement of 

Employed Workers and Non-impairment of Contracts for Service (45 CFR 1216.1.1 - 1216.1.4).

D. Individual private homes may not be volunteer stations. In-home assignments are made only 

through a volunteer station (see In-Home Assignments in Chapter 7). 

E. Volunteer stations are located within the project's service area as defined in the approved 

grant application. 

F. Establish a process to ensure that the volunteer station sites are appropriate per the 

regulations. 

Looking to engage a school or 

school district as a station? The 

AmeriCorps

Superintendent’s & 

Principal’s Toolkit can help! 

Developed to help education 

leaders understand how they 

can use national service to 

achieve their goals, it contains 

practical examples of how 

AmeriCorps Seniors has 

worked in school settings 

before and data on its 

educational impact.
AmeriCorps Seniors Foster Grandparent Program Operations Handbook Chapter 6: Volunteer Stations

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6.1.2 Types of Volunteer Stations 

Potential volunteer stations include but are not limited to the following types of agencies or 

organizations, if they serve eligible children as defined in the AmeriCorps Seniors FGP regulations

(45 CFR 2552.12): 

Examples of Volunteer Stations

Before/After School Programs Head Start Centers

Development Disability Centers Juvenile Corrections Centers

Foster Care Agencies Charter Schools

Elementary Schools Secondary Schools

6.1.3 AmeriCorps Seniors FGP Project or Sponsor as Volunteer Station 

The AmeriCorps Seniors FGP project itself may function as a volunteer station or initiate special 

volunteer activities provided that AmeriCorps Seniors agrees that these activities are in accordance 

with program objectives outlined in the grant and will not hinder overall project operations (45 CFR 

2552.61). 

6.1.4 Volunteer Station Cash or In-Kind Support of Volunteers

1) In accordance with 45 CFR 2552.121(c) an AmeriCorps Seniors volunteer in a station may 

contribute to the financial support of the AmeriCorps Seniors FGP project. However, this 

support shall not be a required precondition for a potential station to obtain AmeriCorps 

Seniors volunteers. If a volunteer station agrees to provide funds to support additional 

volunteers or pay for other volunteer support costs, the agreement must be stated in the 

written Memorandum of Understanding (MOU) with the station. 

2) When establishing such support, the best time for a project director to raise the possibility of 

financial support is when he or she is meeting with a potential station to establish the terms 

of the MOU. The discussions with the station representative should be clear that any donation 

is voluntary, not a fee for service, or a requirement of program participation. In addition: 

• The MOU must document the terms established, using language that confirms the 

donation is voluntary, not a fee for service, or a condition of program participation. 

• There should be no consideration given to cost per volunteer, number of hours served, 

or number of beneficiaries being served when determining a donation amount. Rather, 

the commitment to donate funding to the project should be stated in a way that 

demonstrates community support for the program.

3) The sponsor must withdraw services if the station's inability to provide monetary or in-kind 

support to the project under the MOU diminishes or jeopardizes the project's financial 

capabilities to fulfill its obligations. Cash or in-kind support from a station should not be 

confused with fee-for-service. See Appendix A.12 for more information. 

6.1.5 Volunteer Station Roster

A current roster of volunteer stations must be included in the electronic grants management system 

with each grant renewal or continuation application. For all newly awarded grantees, station rosters 

should be submitted no later than six months after the grant begins. Projects will enter the names 

and addresses of their stations, the names and contact information for the volunteer station 
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supervisors, a various other information for each station. Step-by step instructions for developing 

and submitting Station Rosters are found on the FGP grantee webpage. 

VOLUNTEER STATION ROLES AND RESPONSIBILITIES

6.2.1 Responsibilities of AmeriCorps Seniors Volunteer in Stations 

Individual volunteer assignment plans are required for all AmeriCorps Seniors volunteers (45 CFR 

2552.72). Assignment plans are developed by the station in collaboration with the project staff of the 

AmeriCorps Seniors FGP. The assignment plan must be approved and signed by the project staff on 

behalf of the sponsor, station representative, and the volunteer. If verification of the child’s need is 

included in the assignment plan, the plan must be signed by the appropriate professional. (See 

Appendix D.1 for a sample Volunteer Assignment Plan.) 

1) Development of Volunteer Assignment Plans 

The following steps are recommended to develop volunteer assignment plans: 

a) Identify prospective children to be served;

b) Document the specific need(s) of the child as verified by an appropriate professional;

c) Describe the activities the AmeriCorps Seniors volunteer will perform, the schedule for 

their performance, and the supervisory relationship between the volunteer and the 

volunteer station;

d) Describe the expected results of the AmeriCorps Seniors volunteer's activities;

e) Describe the expected impact on the child of attaining the expected results; and

f) Format the assignment plan, to show, by their respective signatures, the acceptance of 

the plan by the AmeriCorps Seniors volunteer and approval by project and station staff. 

2) Management of Assignment Plans 

a) Volunteer assignment plans should be reviewed periodically to ensure that they remain 

current and appropriate for the AmeriCorps Seniors volunteers and their clients.

b) Annually, a review of each AmeriCorps Seniors volunteer impact should be performed, 

which examines:

c) The child’s needs;

d) The service activities performed, adjustments made, and potential areas for 

improvement;

e) Adherence to planned schedule and adjustments made;

f) Results or accomplishments achieved; and

g) Impact on the child.
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6.2.2 Letters of Agreement for In-Home Assignments

Under 45 CFR 2552.62(d) volunteer stations that manage assignments in private homes must obtain 

a Letter of Agreement describing and authorizing the volunteer in AmeriCorps Seniors FGP activities 

in each home See Chapter 7: Volunteer in AmeriCorps Seniors FGP Assignments for more information 

on Letters of Agreement for In-Home Assignments. 

6.2.3 Volunteer Station Participation in Training Events 

1) During the initial orientation of volunteers, project staff are encouraged to involve volunteer 

station staff in the program overview and explanation of services and volunteer activities. 

This may be accomplished through group presentations in formal classroom exercises and 

station site visits. 

2) Project staff are also encouraged to utilize volunteer station staff and other community 

resource professionals to cooperatively plan and implement monthly in-service training 

events.

3) AmeriCorps Seniors volunteer assignments at some volunteer stations may necessitate 

training over and above the 20 hours of pre-service orientation and at least 24 hours annually 

of in-service training (45 CFR 2552.23(f)). 

6.2.4 Volunteer Station Supervision of AmeriCorps Seniors Volunteers 

Volunteer stations are responsible for the daily supervision of AmeriCorps Seniors volunteers on 

assignment. The quality of supervision or support is the most critical factor, after the assignment 

itself, in contributing to the success of the AmeriCorps Seniors volunteer experience. Supervision 

should be on going and constructive. The volunteer station supervisor may be a different staff 

member than the station representative who signs the MOU. Supervision includes:

1) Development of individual volunteer assignment plans in collaboration with project staff.

2) Providing regular and on-site supervision of AmeriCorps Seniors volunteer performance 

on assignments. 

3) Monitoring of volunteer activities regularly to ensure that AmeriCorps Seniors volunteers

and children are satisfied with the assignment and, with project staff, determine the 

continued appropriateness of the assignment. 

4) Annually completing written volunteer performance appraisals

5) Referring AmeriCorps Seniors volunteers to project staff for possible reassignment, 

transfer, or termination.

6) Carrying out other responsibilities identified in Memorandum of Understanding, Letters 

of Agreement, and individual plans.

6.2.5 Volunteer Station Responsibilities Concerning Transportation 

Volunteer stations are responsible for arranging AmeriCorps Seniors volunteers in FGP travel 

between different assignments with the same station and for associated costs, unless otherwise 

provided in the Memorandum of Understanding.

6.2.6 Other Volunteer Station Responsibilities 

1) Assisting in the provision of appropriate volunteer recognition activities. 

2) Providing for volunteer safety. 

3) Keeping records and preparing reports required by the sponsor, including:

a) Volunteer timesheets.
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b) Updates and accomplishments relating to the written volunteer assignment 

plans.

c) Data and information to document and report accomplishments and impacts for 

the children and other data needed for AmeriCorps Seniors FGP Progress Reports.

d) Volunteer performance reports. 

e) Testimonials and examples of how AmeriCorps Seniors volunteers meet the 

needs and improve the lives of children served as well as of impact on the 

capabilities of the volunteer station and its staff to carry out the station’s mission 

and/or achieve its goals, objectives, responsibilities to clients, etc.

PREPARATION OF THE MEMORANDUM OF UNDERSTANDING

6.3.1 Purpose

The Memorandum of Understanding (MOU), which must be negotiated prior to placing volunteers, 

describes program requirements, working relationships, and mutual responsibilities between the 

sponsor and the volunteer station. The MOU includes general conditions applicable to all projects 

and volunteer stations and special conditions applicable to the local volunteer station. The basic 

requirements for the MOU are found in the regulations at 45 CFR 2552.23(c) (2) (See Appendix C.1

for a sample Memorandum of Understanding). 

6.3.2 Renegotiating and Updating

The MOU must be reviewed and renegotiated at least every three years. The MOU may be amended 

at any time by mutual agreement. The effective date of a new MOU must be on or after the date the 

MOU is signed. Projects are encouraged to require volunteer stations to notify them as soon as any 

circumstances arise which could affect or require changing the provisions of the MOU, such as the 

volunteer station’s ability to meet commitments for providing specified contributions toward project 

costs, changes in the sites where volunteers serve, or other conditions which have a bearing on 

volunteer assignments.

6.3.3 Content

Each volunteer station must have a MOU in effect, which ensures the placement of AmeriCorps 

Seniors volunteers. The MOU is a formal arrangement between the sponsoring organization and the 

volunteer station and in many cases, it serves as the primary source of documentation establishing 

the relationship between entities. 

As set forth in 45 CFR 2552.23(c) (2), the Memorandum of Understanding must:

1) Be negotiated prior to placement;

2) Specify the mutual responsibilities of the station and sponsor;

3) Be renegotiated at least every three years; and

4) State that the volunteer station assures it will not discriminate against AmeriCorps Seniors 

volunteers or in the operation of its program on the basis of race, color, national origin, 

gender, age, religion, sexual orientation, disability, gender identity or expression, political 

affiliation, marital or parental status, or military service.

The MOU should be customized to meet the needs of the project and the volunteer stations. See 

Appendix C.1 for a sample MOU form. 
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In addition to the above requirements, we highly recommend that you include: 

1) The name, street and e-mail addresses, and telephone and fax numbers of the volunteer 

station.

2) The name of the primary volunteer station staff member responsible for day-to-day 

supervision of AmeriCorps Seniors volunteers and a description of supervisory 

arrangements.

3) Volunteer station and sponsor contributions to support AmeriCorps Seniors volunteers

(meals, insurance, transportation, physical examinations (if applicable), uniforms, and 

recognition) and/or other project costs.

4) A data sharing agreement that includes a description of the data needed from the volunteer 

station to complete the project’s performance measures, a schedule for delivery, and a 

description of who will collect the data. See Appendix A.13 for a sample data sharing 

agreement. 

5) An assurance that the volunteer station is a public or non-profit organization or a proprietary 

health care agency.

6) A description of prohibited activities and special limitations (outlined in Chapter 2).

7) An agreement that the volunteer station shall provide specific written individual volunteer 

assignment plans for each volunteer prior to assignment.

8) An agreement that the volunteer station shall verify that AmeriCorps Seniors volunteers

serve only children and youth with special and exceptional needs, or in circumstances that 

limit their academic, social, or emotional development, who are less than 21 years of age.

9) Provision for a Letter of Agreement for in-home assignments (See Appendix C.10 for more 

information,) 

10)Provision for ensuring that the National Service Criminal History Check meets all 

AmeriCorps Seniors requirements is prior to AmeriCorps Seniors volunteers beginning 

their service. 

11)Provision for the safety of the AmeriCorps Seniors volunteers while on assignment.

12)An assurance that the volunteer station provides reasonable accommodation(s) for persons 

with disabilities (including those with mobility, hearing, vision, mental and cognitive 

impairments or addictions and diseases) to participate in programs and activities.

13)An agreement that the volunteer station shall provide required reports.

You may also want to include: 

1) An estimate of the number of AmeriCorps Senior volunteer assignments projected to be 

available with or through the volunteer station.

2) A brief description of the AmeriCorps Seniors volunteer assignment(s). 

3) A listing of geographic locations/sites, other than private homes, where volunteers will serve 

through the volunteer station and the number of volunteers placed at each site.

4) An estimate of the number of children to be assisted by AmeriCorps Seniors volunteers. 

5) The average number of persons the volunteer station serves annually.
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6.3.4 Management of Volunteer Stations

1) AmeriCorps Seniors volunteers may be placed with more than one volunteer station, 

depending on the need for service and individual AmeriCorps Seniors volunteers' 

capabilities.

2) The sponsor should appraise all volunteer stations regularly to determine continued viability. 

Assessments should include types of clients served, supervision and training provided 

AmeriCorps Seniors volunteers, compliance with program regulations, data collection 

requirements, and other support.

3) Establish a process to ensure that the volunteer station sites are adhering to the MOU.

EFFECTIVE PRACTICES FOR MANAGING VOLUNTEER STATIONS

I. Effective Practices for Developing Volunteer Stations

The sponsor develops a system of volunteer stations that:

A. Addresses significant needs of the community as validated by community-accepted studies 

and reports prepared by government, community groups, or educational institutions;

B. Provides a sufficient number of stations that are accessible to individuals with disabilities; 

C. Is manageable in terms of size and complexity to ensure that ongoing interaction, 

communication, and monitoring of stations are realistic.

D. Incorporates the abilities, experience, and needs of senior volunteers in their programs and 

operations.

II. Effective Practices for Communication between the Project and Volunteer Stations 

The sponsor establishes clear and effective systems of communication between the project and 

volunteer stations by:

A. Conducting an orientation for station staff about the AmeriCorps, AmeriCorps Seniors FGP, 

and the project prior to the placement of volunteers.

B. Communicating to the volunteer stations its policies on the terms and conditions of volunteer 

in AmeriCorps Seniors FGP service; volunteer service termination; and procedures for 

volunteers to appeal adverse decisions related to volunteer stations.

C. Providing volunteer stations with ongoing information and/or training about the project, its 

performance measurement goals, and the role of the volunteer station in meeting those goals.

D. Developing a checklist, guidance, and/or criteria that identifies factors in selecting volunteer 

stations.

E. Developing criteria for the optimal number of volunteers serving at each station.

III. Effective Practices for Working with Volunteer Stations to Achieve Performance Measures 

A. The sponsor and project staff make informed decisions about the community needs to be 

addressed and the volunteer stations that provide placement opportunities for AmeriCorps 

Seniors volunteers. The project:

1. Identifies the needs and priorities that the project will address and the agencies that 

serve them;

2. Uses data to document the nature and scope of the needs and why they have been 

selected, and works with volunteer stations on data collection methods;
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3. Consults staff, AmeriCorps Seniors volunteers, the volunteer stations, and the 

Advisory Council in determining priority community needs on which the project will 

focus;

4. Works with each volunteer station to determine the service to which AmeriCorps 

Seniors volunteers are assigned; and

5. Identifies and communicates its anticipated accomplishments and goals to the 

volunteer station supervisors.

B. The project works with volunteer stations to collect data that measures progress in achieving 

the anticipated performance measurement targets. The project and volunteer stations:

1. Work together to determine the types of data needed to measure progress in 

achieving its output and outcome targets;

2. Determine, prior to initiating service efforts, the data collection instrument 

descriptions it will use as the standards for measuring and reporting progress;

3. Collaborate to develop and implement an information system that utilizes existing 

data whenever possible, produces the information needed to demonstrate outputs 

and outcomes; and allows information to be easily retrieved;

4. Consistently and accurately provide the needed data;

5. Use the assessment to adjust service assignments and the project’s portfolio of 

volunteer stations;

6. Work together to use the information related to accomplishments to identify the 

strengths and weaknesses of the project’s programming and to develop specific steps 

to strengthen volunteer services provided in the community; and

7. Work together to modify volunteer assignments to more effectively meet the 

identified needs.
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Volunteers Assignments

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7 AMERICORPS SENIORS VOLUNTEERS ASSIGNMENTS

CRITERIAFOR VOLUNTEER ASSIGNMENTS

7.1.1 General Criteria 

AmeriCorps Seniors FGP projects will develop volunteer assignments in alignment with AmeriCorps 

Seniors FGP performance measure work plans and outcomes and will do so prior to the recruitment 

of AmeriCorps Seniors volunteers. Volunteer assignments should incorporate how the assignment 

will support performance goals and the service described in the proposed work plans. Assignments 

serve the dual purpose of providing a high-quality experience for volunteers and meeting the critical 

needs of children and youth served. 

7.1.2 AmeriCorps Seniors Volunteer Assignments

Volunteer station professional staff select the children to be served and prepare a volunteer 

assignment plan, approved by the project director, for the AmeriCorps Seniors volunteers to use as a 

guide in serving their assigned children. Confidentiality concerning the identity and needs of the 

specific children served must be respected. For example, the sample assignment plan included as 

Appendix D.1 suggests that for reasons of confidentiality a pseudonym may be used to identify 

individual children. All assignments must meet the following criteria:

1) Assignments will provide support and/or facilitate access to services and resources that 

contribute to improved academic, social, or emotional development outcomes for children

served. 

2) Assignments and activities must involve person-to-person supportive relationships with the 

population served. Each AmeriCorps Seniors volunteer must be assigned to individual 

children in order to develop a personal relationship with each child.

3) Assignments should include activities that lead to measurable outcome-based results as 

noted in the Grant Application Guidelines. 

4) Assignments may not include administrative support service to the volunteer station. 

5) Individuals served by AmeriCorps Seniors volunteers must be children with special or 

exceptional needs or children in circumstances that limit their academic, social, or emotional 

development. 

6) An AmeriCorps Seniors volunteer must serve a minimum of 260 hours annually, or a 

minimum of 5 hours per week, not to exceed a total of 2,080 hours per year (45 CFR 2552.51). 

7) Assignments and activities should serve the dual purpose of providing a high-quality

experience that will enrich the lives of the volunteers and meet critical community needs that 

are aligned with national performance measures and provide specific outcomes for the 

children served.

8) AmeriCorps Seniors volunteers may assist small groups when, by doing so, they can continue 

to directly serve the needs of their assigned children. Such as when the assigned child is a 

part of a small group or when socialization is an outcome objective for the child.

9) Volunteer stations provide a written outline of duties or description of individual 

assignments (45 CFR 2552.12 and 2552.62). These should be maintained on file in the 

AmeriCorps Seniors FGP office or at the volunteer station and a copy should be given to each 

volunteer when assigned. Written assignments help to identify and clarify what the volunteer 
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is expected to do and help to avoid misunderstanding (See Appendix D.1 for a sample 

volunteer in AmeriCorps Seniors FGP assignment description). 

Please see AmeriCorps Seniors Pandemic Recovery a Pathway to Service (updated March 

2021) a suggested framework for reopening AmeriCorps Seniors volunteer service opportunities 

that can help ensure a safe return to volunteering. Appendix A.17 COVID-19 Resource Toolkit 

contains general information regarding, safe volunteering, preparing your volunteers to serve during 

COVID-19 and other resources which may help guide you through these unprecedented times.

SELECTION OF ASSIGNMENTS

1) Assignments and terms of service, including the service schedule, should reflect individual 

AmeriCorps Seniors volunteer preferences and skill set along with the needs of children. 

Project and volunteer station staff should ensure that a range of service opportunities are 

available to provide a choice of assignments for AmeriCorps Seniors volunteers. 

2) Because AmeriCorps Seniors volunteers are a limited resource, assignments should be 

carefully selected, taking into account outcomes objectives for children with special and 

exceptional needs, or in circumstances that limit their academic, social, or emotional 

development, such as their potential to achieve significant improvements in their lives.

7.2.1 In-Home Assignments

7.2.1.1 Careful Planning with Volunteer Stations

In home assignments of AmeriCorps Seniors volunteers require planning by the sponsor and by 

volunteer station professional staff in cooperation with child and parent. Where an AmeriCorps 

Seniors volunteer serves a child in home and within the context of the child's family, volunteer 

activities must primarily and directly benefit the child. 

7.2.1.2 Letters of Agreement for In-Home Assignments

1) According to 45 CFR 2552.62(c) volunteer stations managing assignments in private homes 

must develop a Letter of Agreement describing and authorizing the volunteer activities in 

each home. The requirement for Letters of Agreement must be incorporated in the 

Memorandum of Understanding. 

2) Letters of Agreement contain a statement authorizing a volunteer assignment in a person's 

home and designating the activities to be performed. The Agreement also defines 

Appropriate Assignments Inappropriate Assignments 

Encouraging the social and emotional 

development of disadvantaged young children

Answering telephones in the front office

Reading to a child in a Head Start program Preparing classroom materials or performing 

other teacher’s-aide activities

Teaching English to a child for whom it is a 

second language

Being solely responsible for watching children 

while a teacher or instructor is otherwise 

engaged

Tutoring disadvantaged youth towards GED 

completion

Any role that would otherwise be performed by 

an employed worker
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arrangements for days and hours of service and the specific plan for the volunteer's 

supervision. The person to be served (or their legal guardian), the volunteer station, and the 

sponsor sign the letter of agreement. 

3) The Letter of Agreement provides a common understanding of what the volunteer will and 

will not do while on an in-home assignment. Such an agreement is not required for casual or 

friendly visiting that is not part of a regular, ongoing program of activities organized by a 

volunteer station. For example, the delivery of meals to a home would normally not require 

a Letter of Agreement.

4) In some cases, projects may work with organizations, such as hospices, which have obtained 

Letters of Agreement, or equivalent written agreements with their individual clients. In these 

cases, organizations may sign general letters of agreement covering all of the organization’s 

home-based clients and that identify clients to be served and that specify volunteer activities, 

rather than obtaining individual letters for each client. The Memorandum of Understanding 

with the volunteer station must reference any such agreements. 

5) Letters of Agreement for In-Home Assignments may be included in a volunteer’s assignment 

plan if the assignment plan includes all the information above and all required signatures. A 

template assignment plan is included in Appendix D.1 and a template letter of agreement for 

in-home assignment is included in Appendix C.10. A sponsor may combine these templates 

to address this situation, if appropriate. 

7.2.2 Teleservice

AmeriCorps Seniors projects have service opportunities that lend themselves to teleservice, it is 

important that any project choosing to include an element of teleservice has a policy in place to guide 

volunteers and stations. Teleservice is appropriate only when the activity can be meaningfully 

supervised, and the hours verified independently. If a sponsor determines that teleservice is 

appropriate in unique situations, it must establish a policy that addresses the following:

• Written authorization of teleservice from your portfolio manager in advance

• Expectations of the communication requirements between supervisors and teleserving 

volunteers

• Mitigation of the increased risk of time and attendance abuse 

• Appropriate supervision including validation of the activities to be performed, and

• Verification of hours claimed.

Sponsors should be aware that their staff may be subject to legal sanctions for erroneously certifying 

that AmeriCorps Seniors volunteers have valid service hours for time claimed in teleservice. In 

addition, there are legal and financial penalties for knowingly submitting false claims to the 

government. 

Please see Appendix A.17. COVID-19 Resource Tool Kit and A.18. Technology Support Training for 

additional support on implementation for teleservice activities.
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CHILDREN SERVED BY AMERICORPS SENIORS VOLUNTEERS IN THE

FOSTER GRANDPARENTS PROGRAM

7.3.1 Age of Children 

1) Children assigned to AmeriCorps Seniors volunteers must be under 21 years of age.

2) When an AmeriCorps Seniors volunteer is assigned to a child with a disability, the assignment 

may continue beyond the child's 21st birthday, provided the following conditions specified 

in 45 CFR 2552.82 are met: 

a) The AmeriCorps Seniors volunteer was assigned to the child before the child 

reached 21 years of age.

b) The volunteer station professional staff responsible for the child's care certifies 

that continued assignment is in the best interest of both the AmeriCorps Seniors 

volunteer and the child.

c) The AmeriCorps Seniors volunteer, sponsor, volunteer station professional staff, 

and the child's parent or person legally responsible for the child, agree to the 

continued assignment. 

3) In cases where the assigned AmeriCorps Seniors volunteer becomes unavailable to serve a 

particular individual with a disability, the sponsor may select another AmeriCorps Seniors 

volunteer to continue the service.

7.3.2 Selection of Children to be Served

Volunteer station professional staff are responsible for, and project staff must concur in, the 

selection of individual children to be served by each AmeriCorps Seniors volunteer in accordance 

with the criteria and definitions in the AmeriCorps Seniors FGP regulations for children with 

special needs, children having exceptional needs, or children in circumstances that limit their 

academic, social, or emotional development (45 CFR 2552.12 and 45 CFR 2552.23). In an 

educational setting, the professional may be an educator, counselor, or other appropriate 

professional. In a health setting, the professional may be a physician, psychiatrist, psychologist, 

registered nurse or licensed practical nurse, physical therapist, or similar professional. In these 

and other settings, the primary requirement is that the person evaluating the child's need has 

had professional training in a field directly related to the child's need. 

7.3.2.1 Children having exceptional needs defined

In AmeriCorps Seniors FGP regulation 45 CFR 2552.12, Children having Exceptional Needs are 

defined as:

Children who have a developmental disability, such as those who have autism, intellectual 

disability, cerebral palsy or epilepsy, a visual impairment, speech impairment, hearing 

impairment, or orthopedic impairment, an emotional or behavioral disorder, a language 

disorder, a specific learning disability, multiple disabilities, other significant health 

impairments, or have literacy, math or other educational assistance needs. Before an 

AmeriCorps Seniors volunteer is assigned to the child, existence of a child's exceptional need 

shall be verified by an appropriate professional, such as a physician, psychiatrist, 

psychologist, including school psychologists, registered nurse or licensed practical nurse, 

speech therapist, licensed clinical social worker, or educator.
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7.3.2.2 Children with special needs defined

In AmeriCorps Seniors FGP regulation 45 CFR 2552.12, Children with special needs are defined 

as:

Children who are abused or neglected; in need of foster care; adjudicated youth; homeless 

youths; teen-age parents; and children in need of protective intervention in their homes. 

Existence of a child’s special need shall be verified by an appropriate professional before an 

AmeriCorps Seniors volunteer is assigned to the child.

TERMINATION OF ASSIGNMENTS 

1) When possible, plans should be made to phase out the AmeriCorps Seniors volunteer to child 

relationship gradually to avoid a sudden disruption. Under the following conditions, 

discontinuance of a relationship should be arranged with the guidance of volunteer station 

professional staff when a:

a) Child's need for individual attention through a person-to-person relationship 

diminishes. 

b) Relationship is no longer satisfying for the AmeriCorps Seniors volunteer. 

c) Child becomes unmanageable in terms of size, strength, or behavior. 

d) Child reaches age 21 (see above for exception). 

e) Conflict between the AmeriCorps Seniors volunteer and the child's parent is 

apparent.

2) Regardless of the cause of termination of an assignment, the decision must be made jointly 

by project and volunteer station staff, with input of the AmeriCorps Seniors volunteer, if 

appropriate.

3) Sponsors are asked to keep the portfolio manager fully informed in cases of terminations, 

voluntary or otherwise, that have potential legal implications for AmeriCorps Seniors FGP

staff or the project.

EFFECTIVE PRACTICES IN AMERICORPS SENIORS VOLUNTEER ASSIGNMENTS

I. Effective Practices for Drawing on the Unique Qualities of Volunteers to Meet the Needs of 

the Community and those Served

The project:

A. Ensures variety among volunteer stations such that volunteer assignments appeal to a 

diverse group of volunteers and accommodate varying volunteer skills and interests;

B. Works with volunteer stations to involve volunteers in developing volunteer assignments;

C. Routinely notifies volunteers of new volunteer assignments that are developed or become 

available; and

D. Ensures that volunteer stations provide volunteer assignments that challenge volunteers to 

be advocates on behalf of the children they serve and/or their community.

E. For outcome-based assignments, ensures that the assignment supports the projects 

performance measure outcomes. 
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II. Effective Practices for Ensuring the Safety of AmeriCorps Seniors Volunteers

The project:

A. Addresses all relevant safety issues, including service conditions at volunteer stations, prior 

to permitting AmeriCorps Seniors volunteers to begin their assignments;

B. Addresses reasonable accommodation to volunteers who are qualified individuals with 

disabilities according to Section 504 of the Rehabilitation Act;

C. Works closely with volunteer stations to ensure that AmeriCorps Seniors volunteers are 

provided with pre-service and ongoing training on safety issues;

D. Works jointly with volunteer stations to assess, on a regular basis, safety issues related to 

AmeriCorps Seniors FGP service; and

E. Promptly and effectively responds to AmeriCorps Seniors volunteers’ emergencies and 

complaints and designates a staff person to respond to such concerns. 

III. Effective Practices for Communicating with AmeriCorps Senior Volunteers 

The project clearly communicates with AmeriCorps Seniors volunteers about their roles and 

responsibilities by:

A. Developing a written volunteer assignment description that specifies the needs of the 

community and the role and activities of the AmeriCorps Seniors volunteers in delivering the 

needed services (See Appendix D.1 for an example of an AmeriCorps Seniors FGP assignment 

description form). 

B. Providing volunteers with a handbook that includes project policies and procedures, the 

conditions and terms of volunteer service, holidays, service schedules, and cost 

reimbursements. 

C. Ensuring that AmeriCorps Seniors volunteers know their key contacts and sources of 

assistance or help during their service, and how to contact them.

D. Routinely addressing roles and responsibilities of AmeriCorps Seniors volunteers during inservice training.

The project encourages volunteer stations to set up a process for appraising and documenting 

volunteer performance that provides feedback and guidance to each volunteer in key areas such 

as: reliability, actual progress and outcomes, initiative, and leadership.
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8 VOLUNTEERS IN AMERICORPS SENIORS FGP 

ELIGIBILITY TOBE ENROLLED

8.1.1 Requirements

AmeriCorps Seniors volunteers must be 55 years of age or older and be capable of serving children 

with exceptional or special needs, or children who are in circumstances that limit their academic, 

social, or emotional development. AmeriCorps Seniors volunteers must be able to provide such 

service without detriment to either themselves or the children served and be willing to abide by the 

AmeriCorps Seniors FGP program requirements (Section 211(a) of the Domestic Volunteer Service 

Act of 1973, as amended (45 CFR 2552.23). Volunteers are not required to reside in the Geographic 

Service Area they are serving in.

8.1.2 Non-Discrimination

Eligibility to be an volunteer in AmeriCorps Seniors FGP may not be restricted on the basis of race, 

color, national origin, gender, age, religion, sexual orientation, disability, gender identity or 

expression, political affiliation, marital or parental status, or military service (45 CFR 2552.41(b)). 

8.1.3 Income Eligibility Requirement

To be enrolled and receive a stipend, an AmeriCorps Seniors volunteer cannot have an annual 

income, from all sources, deducting allowable medical expenses, that exceeds the income eligibility 

guideline for the state in which he or she resides (45 CFR 2552.43). Current income eligibility levels 

– including high costs areas – are posted on the FGP grantee website at; or are available by contacting 

the appropriate portfolio manager. 

8.1.4 Non-Stipended AmeriCorps Seniors volunteers

Persons aged 55 or older with incomes that exceed eligibility guidelines may be enrolled in 

AmeriCorps Seniors FGP projects as non-stipended volunteers (45 CFR 2552.101). Non-stipended 

volunteers may serve alongside stipended volunteers and all AmeriCorps Seniors volunteers must 

be treated consistently and equitably. In other words, non-stipended AmeriCorps Seniors volunteers

should be able to serve in FGP projects without barriers. Further, AmeriCorps encourages 

AmeriCorps Seniors FGP projects to engage non-stipended volunteers in service when opportunities 

are available and when the regulatory conditions detailed below are met.

The following conditions apply to the service of non-stipended AmeriCorps Seniors volunteers (45 

CFR 2552.102): 

• Non-stipended AmeriCorps Seniors volunteers must not displace or prevent eligible lowincome individuals from becoming AmeriCorps Seniors volunteers. 

• No special privilege or status is granted or created among AmeriCorps Seniors volunteers, 

whether stipended or non-stipended, and equal treatment is required.

• Training, supervision, and other support services and cost reimbursements, other than the 

stipend, are made available equally to all AmeriCorps Seniors volunteers. 

• All regulations and requirements applicable to the program apply to all AmeriCorps Seniors 

volunteers. 
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• Non-stipended AmeriCorps Seniors volunteers may contribute the costs they incur in 

connection with their participation in the program. An AmeriCorps Seniors FGP project may 

not count such contributions as part of the required non-AmeriCorps Seniors support 

(match) for the grant.

o If non-stipended AmeriCorps Seniors volunteers choose not to accept cost 

reimbursements from the sponsor e.g. transportation and/or meal reimbursements, 

they may do so. This forfeiture of cost reimbursements may indirectly contribute to 

costs to the program. However, it is important to note that any forfeited volunteer 

cost reimbursements cannot directly be used as required program match. 

• For information on cost reimbursements for non-stipended volunteers, see Chapter 9.

Sponsors are not required to enroll non-stipended AmeriCorps Seniors volunteers in their program. 

Further, engaging non-stipended AmeriCorps Seniors volunteers is not a condition for a sponsor to 

receive a new or continuation grant (45 CFR 2552.103). Additionally, National Service Criminal 

History Checks (NSCHC) are not required for non-stipended AmeriCorps Seniors volunteers (45 CFR 

2540.201). However, projects may opt to conduct checks on non-stipended volunteers for 

consistency and safety. For more information on the AmeriCorps Seniors NSCHC Seniors

requirements, you may go to https://americorps.gov/grantees-sponsors/history-check or contact 

your portfolio manager. 

8.1.4.1 Role of Non-Stipended AmeriCorps Seniors Volunteers

Non-stipended volunteers serving in the AmeriCorps Seniors volunteer Program must serve in the 

same roles as stipended volunteers. Non-stipended AmeriCorps Seniors volunteer assignments must 

provide support and/or facilitate access to services and resources that contribute to improved 

academic, social, or emotional development outcomes for children served. The assignments and 

activities must involve person-to-person supportive relationships with the children served. Each 

non-stipended AmeriCorps Seniors volunteer must be assigned to individual children and should 

include activities that lead to measurable outcomes. 

RECRUITMENTOF AMERICORPS SENIORS’ VOLUNTEERS

8.2.1 Preparation

1) Before AmeriCorps Seniors volunteers are placed at a station, the sponsor must have a signed 

Memorandum of Understanding with the volunteer station and have developed, in 

conjunction with the volunteer station, written assignment descriptions for each AmeriCorps 

Seniors volunteer. (See Appendix D.1 for a sample AmeriCorps Seniors volunteer

assignment description.)

2) Recruitment and enrollment of eligible AmeriCorps Seniors volunteers are project 

responsibilities and should not be delegated to volunteer stations. However, recruitment 

assistance for new AmeriCorps Seniors volunteers to the sponsor, in the form of referrals, 

may come from the AmeriCorps Seniors FGP advisory council, volunteer stations, and other 

AmeriCorps Seniors volunteers. 

3) The sponsor should develop a volunteer recruitment plan that takes into account the 

following, among other considerations:
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a. Location of “active adult” or retirement communities, senior citizen housing, senior 

centers, clubs, and other settings where people aged 55 and older gather or receive 

services.

b. Local employers of age eligible, or soon to be eligible, employers in both the private 

and public sectors, as well as independent businesses and trades people.

c. Distance (in both miles and time) between the potential volunteer in AmeriCorps 

Seniors volunteer and places of assignment. 

d. Modes and estimated costs of available public or private transportation. 

4) Special efforts should be made to recruit and assign members of minority groups, persons 

with disabilities, and hard-to-reach individuals and groups in the service area which are 

under-represented in the project. Traditionally more women than men have been involved 

as volunteers in the AmeriCorps Seniors FGP program. Projects are encouraged to be creative 

in finding ways to attract men to become AmeriCorps Seniors volunteers. 

5) AmeriCorps Seniors FGP stresses recruitment and enrollment of eligible persons not already 

volunteering.

6) Recruitment or selection of an AmeriCorps Seniors volunteer may not be based on any 

requirement of employment experience or formal education (45 CFR 2552.41).

8.2.2 Choosing Recruitment Methods

Although direct, face-to-face communication with prospective volunteers is most productive, a 

variety of recruitment methods may be used to reach either broad audiences or specific populations. 

The most feasible method may depend on:

1) Availability of recruitment resources (the project’s website, social media, newspapers, access 

to radio and television public service time, available staff, outreach volunteers, etc.). 

2) Community acceptance of volunteer programs and federally funded programs. 

3) The degree to which communication links exist with seniors, including older members of 

minority groups, persons with disabilities, and hard-to-reach community members.

8.2.3 Examples of Methods

Recruitment can be done through: 

1) Contacting potential recruits individually; 

2) Presently enrolled AmeriCorps Seniors volunteers; 

3) Contacting agencies and organizations frequented by older persons, such as senior centers, 

senior nutrition projects, and retiree organizations such as retired teachers’ associations, and 

retired federal employees’ associations; 

4) Contacting religious and civic groups and other community agencies; 

5) Contacting other AmeriCorps Seniors-supported programs in your area: 

https://americorps.gov/about/our-impact; 
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6) Recruiting persons on waiting lists for the Senior Community Service Employment Program

(Title V of the Older Americans Act)

7) Making presentations or providing materials for distribution at the types of agencies or 

organizations mentioned above; 

8) Advertising through websites, web-based volunteer recruitment systems including 

AllforGood.org (see below), the sponsoring agency’s newsletter, newspaper articles, public 

service radio or television interviews, or "spot" public announcements, and the use of social 

media; 

9) Contacting older persons individually. 

8.2.4 Targeting Recruitment

Targeting recruitment where there is the best possibility of obtaining the most publicity and results, 

may result in organizations or locations being included where older persons are presently serving as 

volunteers. Projects should, however, avoid recruiting volunteers away from organizations where 

they are already volunteering and thus negatively impacting the project’s reputation in the 

community.

8.2.5 Web-Based Recruitment 

8.2.5.1 Project Websites

Increasing numbers of AmeriCorps Seniors FGP projects have developed appealing websites 

designed to provide basic information about volunteer opportunities and how to express interest in 

volunteering. 

8.2.5.2 AllforGood.org 

All for Good is a free online volunteer recruitment system where projects can register their 

organizations and post their volunteer opportunities and connect with volunteers to learn about 

them.

8.2.5.3 Social Networks

A Social Network describes any virtual media that enables users to create public profiles within it and 

form relationships with other users of that same space who access their profile. Social networking 

sites can be used to describe community-based websites, online discussion forms, chatrooms and 

other social spaces online and primarily contain user-generated content. Examples of social networks 

are Facebook, X, and YouTube channels, and others described below:

a) Key Terms

• Blog

- A website, usually maintained by an individual, with regular entries of 

commentary, descriptions of events, or other material such as graphics or 

video, used to communicate information and receive feedback.

• Online Collaborative and Discussion Groups

- A discussion group format to connect with people, access information, and 

communicate effectively over email and on the web.

- You control the members of the discussion group.

- No hardware or software to buy, install or maintain. 
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- Access from anywhere, even from mobile devices.

• Online Volunteer Recruitment Sites

- Online network that connects volunteers with nonprofit organizations.

- Resource for volunteers to search for volunteer opportunities in their 

neighborhood, community, city and nationally.

- When volunteers see your listing, they simply click on it to directly connect 

with your organization and get involved. 

b) AmeriCorps Social Media Hub includes: 

• YouTube 

- YouTube is a video sharing website. 

- A channel on YouTube is the home page for an account. It shows the account, 

the account type, the public videos they’ve uploaded, and any user 

information they have entered. 

- YouTube channels often display favorite videos from other users, activity 

streams comments, subscribers, and other social network features.

- You can control the information that appears on your channel.

• X (Formerly known as Twitter) 

- X is an online social networking service that enables users to send and read 

short 140-character messages. 

- A service for friends, family, and coworkers to communicate and stay 

connected through the exchange of quick, frequent messages.

- Messages may contain photos, videos, and links to other social network sites.

- AmeriCorps Seniors X handle: @AmeriCorpsSr. 

- AmeriCorps X handle: @AmeriCorps. 

• Facebook

- Facebook is an online social network website where users can post comments, 

share photographs, and post links to news or other interesting content on the 

web. 

- A service for friends, family, and coworkers to communicate and stay 

connected through the exchange of quick, frequent messages.

- AmeriCorps Seniors Facebook Page: AmeriCorps Seniors / @AmeriCorpsSr. 

- AmeriCorps Facebook Page: AmeriCorps / @AmeriCorps. 

8.2.5.4 AmeriCorps Seniors Pathfinder

This national tool along with your local recruitment efforts, will help you find great AmeriCorps 

Seniors volunteers. On the AmeriCorps Seniors Pathfinder, interested volunteers begin their search 

by selecting a state, or by selecting a state and county, to return a list of nearby AmeriCorps Seniors

programs. Program listings include organization name, program name, AmeriCorps Seniors parent 

program (e.g., FGP, SCP, RSVP), counties served, and program address. Most importantly, each 

listing includes contact information for that specific program. This allows prospective volunteers to 

ask questions, get the information they need, and begin sooner. 

Information in the program listings is drawn from what AmeriCorps Seniors grantees enter into 

eGrants. The counties listed are associated with active sites in the station roster, as entered by 

grantees. You can find instructions to update your contact information in Appendix A. 22 Update 

Project Contact Information in eGrants. 
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SELECTION OF AMERICORPS SENIORS VOLUNTEERS

8.3.1 Interviewing Potential AmeriCorps Seniors Volunteers

After expressing an interest in volunteering, potential AmeriCorps Seniors volunteers should be 

scheduled for interviews with AmeriCorps Seniors FGP project staff as soon as possible. The initial 

interview should be private and confidential, allowing adequate time for discussion. These 

interviews should be conducted in the most efficient manner for AmeriCorps Seniors FGP staff and 

the potential volunteer either in person, via phone, or other means such as Skype. 

a) The initial interview is the time to become acquainted with and establish a friendly, mutually 

supportive relationship with the prospective volunteer in AmeriCorps Seniors FGP. 

b) Interview techniques should relate to project goals and to the background, hobbies, and 

special interests of applicants.

Suggested interview topics include: 

• Roles, assignments, and types of activities. 

• Interests of the applicant and motivation to serve.

• Background information on the potential volunteer including work and volunteer history.

• Volunteer cost reimbursements and related responsibilities.

• Income eligibility requirements. 

• National Service Criminal History Check requirements (See NSCHC section in this chapter).

• Description of volunteer stations and specific types of assignments currently available. 

• Special needs of children to be served. 

• Volunteer benefits and responsibilities. 

• Availability of support from professional supervisors 

• Availability of transportation arrangements. 

• Follow-up support, recognition activities, and newsletter offered by AmeriCorps Seniors FGP. 

• Whether the applicant is confident that he or she is able to perform available assignments 

with, or without, reasonable accommodations.

8.3.2 Determining Income Eligibility 

1) During or after the interview the prospective AmeriCorps Seniors volunteers’ income is 

reviewed for the purpose of establishing eligibility (see Appendix C.6 for a sample income 

review form). In this review, the project director must ascertain and document the applicant's 

income from all sources. According to 45 CFR 2552.44, “income” refers to total cash receipts 

before taxes from all sources, including:

a) Money, wages and salaries before any deduction; 

b) Receipts from self-employment or from a farm or business after deductions for 

business or farm expenses; 

c) Regular payments for public assistance, Social Security, Unemployment or 

Workers Compensation, strike benefits, training stipends, alimony, child support, 

and military family allotments, or other regular support from an absent family 

member or someone not living in the household; 
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d) Government employee pensions, private pensions, regular insurance or annuity 

payments, and 401(k) or other retirement savings plans; and 

e) Income from dividends, interest, net rents, royalties, or income from estates and 

trusts.

2) For eligibility purposes, income does not refer to the following money receipts: 

a) Any assets drawn down as withdrawals from a bank, sale of property, house or 

car, tax refunds, gifts, one-time insurance payments or compensation for injury; 

b) Non-cash income, such as the bonus value of food and fuel produced and 

consumed on farms and the imputed value of rent from owner-occupied farm or 

non-farm housing; 

c) Regular payments for public assistance including the Supplemental Nutrition 

Assistance Program (SNAP);

d) Social Security Disability or any type of disability payment; and

e) Food or rent received in lieu of wages.

3) Maintain a volunteer’s initial income eligibility documentation as a grant record. This means 

it must be maintained until at least three years from the date you submit the final FFR for the 

project period when the volunteer exits service or three years past the last audit, whichever 

is later. Chapter 11 on Reports and Recordkeeping for more information.

8.3.3 Income Eligibility Guideline: 

1) The income eligibility guideline for each state is 200 percent of the poverty line, as set 

forth in 42 U.S.C. 9902 (2). 

2) Each year, AmeriCorps Seniors publishes the income eligibility guidelines on the FGP 

grantee page for easy access. Use the prior year’s guideline if the current year is not yet 

published. 

3) For new applicants to become stipended AmeriCorps Seniors volunteers, annual income 

must be projected for the following 12 months, based on income at the time of application. 

4) For AmeriCorps Seniors volunteers already serving, annual income is counted for the past 

12 months.

5) Annual income includes the applicant or enrollee’s income and that of his or her spouse, 

if the spouse lives in the same residence. Sponsors must count the value of shelter, food, 

and clothing, if provided at no cost to the applicant, enrollee, or spouse.

6) Allowable medical expenses are to be deducted from annual income in determining 

income eligibility. “Allowable medical expenses” are annual out-of-pocket medical 

expenses for health insurance premiums, health care services, and medications 

(prescription or over-the-counter) provided to the applicant, enrollee, or spouse which 

were not and will not be paid by Medicare, Medicaid, other insurance, or other third party, 

and which do not exceed 50 percent of the applicable AmeriCorps Seniors income 

guideline (45 CFR 2552.43(c)). 
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a) Long term care insurance premiums are 

considered to be an allowable medical expense.

7) Once enrolled, an AmeriCorps Seniors volunteer

remains eligible to serve and to receive a stipend so 

long as his or her income does not exceed the 

prescribed income eligibility guideline by 20 percent. 

The sponsor must review income eligibility annually 

(45 CFR 2552.43(e)). (See Appendix C.6 for sample 

income review form.) To calculate the income 

eligibility threshold for a currently serving 

volunteer:

a) Lookup the current year’s income eligibility 

guidelines on the FGP Grantee page.

b) Multiply the guideline for your state by 20%

c) Add the resulting figure to the guideline to 

determine the maximum income for stipend 

eligibility. See the box to the right for an example.

8) When more than one eligible member of a household 

serves as an AmeriCorps Seniors volunteer, both 

members are entitled to receive a stipend. 

9) See 45 CFR 2552.43-44 for further details 

8.3.4 National Service Criminal History Checks 

It is critical that AmeriCorps Seniors sponsors make National Service Criminal History Checks 

(NSCHC) a priority when hiring project staff and enrolling AmeriCorps Seniors FGP and SCP 

volunteers. Grantees that do not comply with the NSCHC requirements may be subject to cost 

disallowance. Please read this section and the NSCHC webpage carefully to be sure your policies 

and your implementation procedures comply with the requirement. Grantees should contact their 

portfolio manager for NSCHC questions or requirement clarification. 

8.3.5 NSCHC Overview:

Under the National and Community Service Act of 1990, as amended by the Serve America Act of 

2009, all AmeriCorps Seniors grantees must conduct NSCHC on grant-funded staff and national 

service participants that receive a salary, national service education award, living allowance, or 

stipend under AmeriCorps Seniors grants. This includes AmeriCorps Seniors volunteers in FGP and 

SCP. Individuals in these positions must undergo the NSCHC process in a timely manner, or the 

noncompliant grantee may be subject to cost disallowance. Certain parts of the process must occur 

prior to charging any staff or volunteer time, to an AmeriCorps Seniors grant. Therefore, it is critical 

to comply with the NSCHC requirements on time, every time. 

The Code of Federal Regulations outlines the Nationals Service Criminal History Check rules and 

regulations in full at 45 CFR 2540.200–207. Additional information on NSCHC, including the required 

annual NSCHC e-course, an FAQ document, and links to technical assistance resources can be found 

on the NSCHC webpage. 

Example: Income Eligibility 

for a Serving Volunteer

1. Visit the FGP Grantee

page for this year’s 

income eligibility 

guidelines. Find the right 

guideline for an 

individual based on his or 

her state and family size.

2. In 2019, the guideline for 

all states except Alaska 

and Hawaii for a family 

unit of one was $24,980.

3. Multiply that by 20%. 

20% of $24,980 is $4,996.

4. Add that to the original 

guideline. $24,980 + 

$4,996 is $29,976.
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AmeriCorps has published a new NSCHC Regulation 45 CFR 2450.200 - .207 (effective May 1, 2021). 

Please see the NSCHC Rule Summary document for information on the new rule.

These NSCHC requirements are statutory minimums, and individual grantees can, and often should, 

supplement these with additional safeguards for vulnerable populations, such as additional 

screening mechanisms, additional eligibility criteria, a code of conduct, training for staff and 

volunteers, and a clear system for reporting and handling reports of any harm or potential harm to 

vulnerable populations resulting from their program. Contact your portfolio manager for more 

resources on ways to protect your program’s vulnerable beneficiaries. 

8.3.6 NSCHC Enforcement:

Grantees that do not comply with the NSCHC requirements may be subject to cost disallowance.

More information on cost disallowance can be found in the NSCHC Manual's Monitoring and 

Enforcement section. It is in an organization’s interest to develop a system for monitoring its own 

compliance. 

8.3.7 NSCHC Resources:

See AmeriCorps Grantee and Sponsor/Criminal History Checks for links to the regulations, 

requirements, and training materials. Note that resources posted on this webpage may be updated 

at any time, so be sure to consult the webpage directly for the most current resources. 

Some of the key resources available on the NSCHC webpage are: 

• Links to the required annual NSCHC eCourse training and NSCHC Learning Path in Litmos 

• NSCHC Manual

• Recommendations for Effective Policies and Procedures

• NSCHC Steps Table

• NSCHC Frequently Asked Questions (FAQs)

• Using NSOPW and State Repositories Manual

SELECTION OF VOLUNTEERS IN AMERICORPS SENIORS FGP

8.4.1 Selection Criteria 

A full complement of AmeriCorps Seniors volunteers should include a variety of personal skills 

and strengths. Since the project will be expected to plan a variety of assignments at volunteer 

stations, emphasis will be on matching a potential AmeriCorps Seniors volunteer with an already 

planned, suitable, and available assignment. 

1) Selection criteria should give priority to eligible older persons who are highly motivated 

and have the greatest need to serve. Other criteria to consider when selecting AmeriCorps 

Seniors volunteers include:

2) Interest in and ability to develop a supportive person-to-person relationship with 

children with exceptional or special needs on a regular basis; 

a) Ability to serve 5 to 40 hours a week; 

b) Willingness to accept professional supervision; and
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c) Flexibility in accepting assignments, including private homes, wherever most 

needed.

3) Ownership of or access to a private automobile should not be a project-wide requirement 

but may influence selection in sparsely populated areas or for particular assignments. 

8.4.2 Selection Documentation

Grantees must document in writing that the required criminal history checks were conducted. 

Grantees must maintain the results of the criminal history check in a secure location and 

document in writing that the grantee considered the results in selecting the applicant. Refer to 

the resources on the NSCHC webpage for full documentation and compliance requirements. 

8.4.3 Individuals Ineligible to Serve

1) AmeriCorps Seniors requirements specify that individuals are ineligible to serve as 

AmeriCorps Seniors volunteers if they are: 

a) Listed, or required to be listed, on a sex offender registry. 

b) Convicted of murder as defined and described in 18 U.S.C. § 1111. 

c) Unwilling to consent to the NSCHC. 

d) Found to have made a false statement in connection with a program’s inquiry 

concerning the individual’s criminal history.

2) Grantees may adopt written project policies that include other disqualifying offenses. 

ENROLLMENT OF VOLUNTEERS IN THE AMERICORP SENIORS

FOSTER GRANDPARENTS PROGRAM

8.5.1 Enrollment Records

1) Once the selection process is completed, the project staff formally enrolls the AmeriCorps 

Seniors FGP applicant into the program through the completion of an enrollment form. (See 

Appendix C.2 for a sample volunteer enrollment form.) Potential AmeriCorps Seniors 

volunteers must sign and date the form. The form should include designation of beneficiaries 

for insurance purposes and indication of personal automobile liability coverage, if applicable. 

2) Please read the NSCHC webpage carefully to be sure your policies and implementation 

procedures comply with the requirements. Projects must keep documentation for the 

NSCHC process for each volunteer(Effective May 1, 2021, the NSOPW, state of service, state 

of residence, and FBI checks must be conducted, reviewed, and an eligibility determination 

made by the grant recipient or subrecipient before a person begins to work or serve on an 

NSCHC-required grant). 

3) Volunteer records should be updated as necessary and at least annually to ensure 

information is current. (See Appendix C.5 for a sample volunteer information update form. 

See Appendix C.2 for a sample enrollment checklist.)
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4) Maintain enrollment records, including original and annual income eligibility reviews until at

least three years from the date you submit the final FFR for the project period when the 

volunteer exits service or three years past the last audit, whichever is later. These records are 

critical grant records. See Chapter 11 on Reports and Recordkeeping for more information.

5) At the time of enrollment, AmeriCorps Seniors volunteers may be provided a physical 

examination or assistance with the cost of a physical examination. See Chapter 9, Volunteer 

Cost Reimbursements Detailed.

8.5.2 Persons Not Selected to Be AmeriCorps Seniors volunteers and Reserve AmeriCorps 

Seniors Volunteers 

1) Eligible persons not selected to serve as AmeriCorps Seniors volunteers should be counseled 

and referred to other community agencies which provide opportunities for older persons, 

including the Senior Community Service Employment Program, other AmeriCorps programs, 

and other volunteer organizations.

2) Many projects maintain waiting lists or generalized contact lists to stay in touch with 

individuals who express interest in serving but are either not selected or not able to volunteer 

at a given time. These lists may be used to socialize new opportunities.

3) Sponsors may want to plan for more AmeriCorps Seniors volunteers than the number of 

volunteer service hours to allow for absences, variation in the number of hours served, and 

attrition. Local experience will provide a sponsor with a more accurate basis for determining 

reserves (See Appendix C.8 for a VSY Calculator).

ORIENTATION AND TRAINING OF AMERICORPS SENIORS’

VOLUNTEERS

8.6.1 Minimum Requirement

The sponsor must provide a minimum of 20 hours of pre-service orientation to AmeriCorps Seniors 

volunteers and at least 24 hours annually of in-service training (45 CFR 2552.23(f)). 

8.6.2 Examples and Explanation

8.6.2.1 New Volunteers

For each volunteer’s first year of service, the sponsor must provide:

• A minimum of 20 hours of pre-service orientation 

• A minimum of 24 hours of in-service training annually. 

This requirement must be met within a year of the volunteer’s enrollment, not necessarily in the 

program year in which the volunteer enrolled in the program. See below for an example.

Note that both the 20 hours of pre-service orientation and the 24 hours of in-service training are 

minimums. Sponsors may provide orientation and training that exceeds the minimum requirement 

to enhance performance of assignments. Stipends may be accrued for all training and orientation 

activity and cost reimbursements may be provided. For suggestions on content, see Section 8.6.4 on 

orientation format and content below. Sponsors may also include hours of orientation and training
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provided by the volunteer station(s) at which the volunteer in AmeriCorps Seniors FGP will serve in 

this requirement.

Meeting the Requirement for New Volunteers: Example

Hometown program provides two or four hours of in-service training every month, except for in June 

and July. Their project year runs from January through December, in line with the calendar year. Lily 

joins the program in October and receives the required 20 hours of pre-service orientation before 

starting service. She then attends two two-hour in-service trainings before the end of the project 

year.

The next project year begins, and Lily continues to attend monthly in-service trainings, and, by the 

end of October, the sponsor has fulfilled its minimum requirement of at least 24 hours annually of inservice training. It has provided the required 20 hours of pre-service orientation and 24 hours of inservice training in her first year as an AmeriCorps Seniors volunteer, even though this extends across 

multiple program years. Though the sponsor has met the requirement at this point, she continues to 

attend in-service trainings regularly. (See table below.)

New Volunteer Example: Lily

Month and Hours of Orientation/ Training

Program 

Years Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec

TOTAL 

InService

Year 1 0 0 0 0 0 0 0 0 0 20* 2 2 4

Year 2 4 2 2 2 2 0 0 4 2 2** 2*** 2*** 24

*Lily attends 20 hours of pre-service orientation.

**At this point (October), the sponsor has provided the minimum amount of training and orientation. 

They have provided 20 hours of pre-service training, plus 24 hours of in-service training between 

November and October.

***In November and December, Lily attends in-service training regularly as any other volunteer, however 

she does not need to attend every session offered.

8.6.2.2 Existing Volunteers

After the volunteer’s first year of service, and for each successive year, the sponsor must provide a 

minimum of 24 hours of in-service training annually to its volunteers. 

As with the orientation requirement, this is a minimum requirement, and sponsors may exceed it. 

Due to absences, leave or other issues, individual volunteers may not be able to attend all trainings. 

In fact, it is a good practice to plan to exceed this requirement, so that unexpected cancellations or 

changes do not result in a sponsor falling short of its minimum requirement. The sponsor should have 

reasonable policies and procedures in place that describe what constitutes a sufficient training plan 

for AmeriCorps Seniors volunteers each year.

This training may be structured in many different ways. You will need to adapt your schedule to 

match the service activities available to your volunteers and other community factors. See the 

examples below, which are intended to demonstrate the range of different options available to you, 

for more information.

Examples 
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• Hometown program values a predictable schedule and finds that attendance is at its largest 

when the schedule is the same throughout the year. For this reason, it hosts a two-hour inservice training on the same day each month.

• Neighborhood program has a partnership with a school that requires volunteers to receive 

certain information at the beginning of each school year. They also like to recognize 

outstanding volunteers at an in-service event at the end of each school year. Consequently, 

they schedule a four-hour in-service training in September and a four-hour in-service 

training in June. They do not hold a training in December and January, when they find many 

volunteers are unavailable due to holidays. They hold a two-hour in-service training all other 

months. 

• Township program operates in a rural area with harsh winters that complicates 

transportation. They also work extensively with schools, and so, find that service 

opportunities are fewer in the summer months. As a result, they focus their training and inservice in summer months, offering four-hour in-service trainings each month over the 

summer. They do not schedule any for months in winter when transportation is most difficult.

• Hamlet program values a regular schedule, like Hometown, but also faces some of the 

transportation challenges as Township. They concentrate all their training between April and 

September, with a four-hour training each month. They also include a four-hour training in 

March and October to ramp up and phase out these training activities. Note that this means 

they provide more than the minimum requirement, as they may choose to do at their 

discretion.

In-Service Example: Four Models

Month and Hours of In-Service Training

Program Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec TOTAL

Hometown 2 2 2 2 2 2 2 2 2 2 2 2 24

Neighborhood 0 2 2 2 2 4 2 2 4 2 2 0 24

Township 0 0 2 2 2 4 4 4 2 2 2 0 24

Hamlet 0 0 4 4 4 4 4 4 4 4 0 0 32

8.6.3 Documenting Orientations and Trainings

Best practices related to documenting orientations and in-service trainings to show adherence to the 

requirement include maintaining the following types of information:

• A calendar of orientation and training events

• An agenda or schedule

• Sign-in sheets
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• Receipts for any supplies purchased

• Invoices or in-kind donation forms for any services used, such as if a professional trainer or 

subject matter expert is used

8.6.4 Orientations: Format and Content

As explained above, sponsors must provide least 20 hours of pre-service orientation to new 

volunteers prior to service. Sponsors should adapt the format and content of orientations to meet the 

needs of their community and their program model. There is no one ideal orientation. Effective 

orientations also include content provided directly by the volunteer station(s) at which the volunteer 

in AmeriCorps Seniors FGP will serve. The information below offers suggestions and ideas that may 

be helpful for many different programs. 

8.6.4.1 Objectives

An effective orientation:

• Welcomes volunteers to the national service community, helping them understand their 

connection to AmeriCorps, AmeriCorps Seniors, other AmeriCorps Seniors volunteers and 

the American people who support their work.

• Provides critical logistical and compliance information about your program to AmeriCorps 

Seniors volunteers and conveys information on project policies, including annual and sick 

leave, holidays, service schedules, termination, appeal procedures, and cost reimbursements 

like meals and transportation. Project procedures related to timesheets, insurance, and other 

administrative details should also be clearly explained.

• Introduces AmeriCorps Seniors volunteers to each other and the people and organizations 

who will support them, including sponsor staff, station staff and others.

• Prepares AmeriCorps Seniors volunteers to fill their role, including understanding their 

potential activities and the special and exceptional needs of the young people they will work 

with.

• Shares information about available community services that will help AmeriCorps Seniors 

volunteers help themselves and ultimately serve their clients better.

8.6.4.2 Topics and Structure

Develop your orientation with help from sponsor and volunteer station staff, as well as child 

development and other relevant professionals. Daily group training over a one- to two-week period 

provides efficient use of community resources and promotes team building among volunteers. 

Projects have found that a combination of formal orientation and hands-on experience with 

volunteer stations works well. This gives greater meaning to the orientation and aids new volunteers’ 

adjustment to their assignments. Consider including current AmeriCorps Seniors volunteers in the 

design, execution, and continuous improvement of your orientation.

The specific information you will cover may vary based on your community and project’s needs, but 

most projects tend to cover some combination of the topics listed below in the pre-service 

component of their orientation. Review the section below on adult learning principles for some ideas 

on how to make the experience engaging and effective for your learners.
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• Introductions: Introduce your new volunteers to each other and to important individuals in 

your program, such as sponsor and station staff. This can be done in a dedicated session or 

spaced out through various activities throughout the orientation. 

• Welcome to the National Service Community: Help AmeriCorps Seniors volunteers

recognize their role as part of the nationwide national service community. Consider using 

some of the videos or other materials on AmeriCorps and AmeriCorps Seniors available on 

the AmeriCorps website. 

• The Role of the AmeriCorps Seniors Volunteer: What will the AmeriCorps Seniors 

volunteers do? What are some concrete examples? What activities are appropriate and 

inappropriate? Consider having current AmeriCorps Seniors volunteers share their 

experience. 

• Team-Building Exercises: Have your AmeriCorps Seniors volunteers work together to solve 

problems and build trust, helping create a cohesive, supportive community of volunteers.

• Strategies and Tactics for Working with Young People: You could spend a significant 

amount of time on this topic and the most relevant activities will depend on the structure of 

your specific program. This is also a great opportunity to involve teachers or other specialists. 

Possible items to address include how to tutor, how to mentor, managing challenging 

behavior, assertiveness, working with teachers, working in schools and accepting 

supervision. You could also consider spending time acquainting AmeriCorps Seniors 

volunteers with the specific special needs they might encounter among the children they 

serve.

• Policies and Procedures: Be sure to address your AmeriCorps Seniors FGP program’s major 

rules and logistical systems, such as assignment plans, service policies and appeal 

procedures, timesheets, reimbursement for meals and transportation, and insurance.

Consider spacing out this information out throughout the orientation period and provide 

opportunities for questions and for volunteers to practice key activities, like completing 

timesheets. Be sure to include information about prohibited activities. (See Chapter 2 of this 

Handbook.)

• Code of Conduct, Mandatory Reporting and Child Advocacy: Explain what you expect of 

your volunteers when they interact with children. See the chapter on “Guidelines on 

Interactions between Individuals” in the Center for Disease Control’s Preventing Child Sexual 

Abuse within Youth-Serving Organizations for information on what to consider including. 

Depending on your state, AmeriCorps Seniors volunteers may also have specific 

responsibilities for reporting known or suspected child abuse. At a minimum, you should 

prepare them to be able to discuss a child’s physical and mental health with supervisors.

• Support for AmeriCorps Seniors Volunteers: Introduce your new volunteers to services or 

information that you can provide them to help with their own needs. Your volunteers will 

want to feel supported, and this, in turn, will help them remain committed to your program. 

Remember that orientation is part of the recruitment process – you want to be sure they 

understand why it’s a good idea to stick with your program.

• Graduation: Recognize your new volunteers for completing the process. This is another 

great opportunity to involve current AmeriCorps Seniors volunteers to help welcome them 
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into the group. Consider presenting them with a certificate or branded gear from your 

program.

Most programs continue new volunteers’ orientation by pairing them with experienced AmeriCorps 

Seniors volunteers (often called “shadowing”) for a period of time before giving new volunteers their 

own assignments. This is strongly recommended when possible. This allows new volunteers to see 

the practical aspects of a program; meet station staff, teachers, and children with a supportive 

volunteer next to them; and ask additional questions of existing AmeriCorps Seniors volunteers.

Consider checking in with the group again after they have some in-service experience to address new 

questions and hear about their early experiences. Finally, ask for your volunteers’ feedback following 

the orientation process so you can keep improving.

8.6.5 In-Service Trainings: Format and Content

As with orientations, sponsors should adapt the format and content of in-service trainings to meet 

the needs of their community and their program model. There is no one ideal set of content for inservice trainings. The information below offers suggestions and ideas that may be helpful for many 

different programs. 

8.6.5.1 Objectives

An effective in-service program:

• Provides AmeriCorps Seniors volunteers opportunities to build knowledge and skills that 

help them effectively serve young people

• Reinforces key project policies, procedures and systems to help AmeriCorps Seniors 

volunteers contribute to an efficient, compliant, responsible program

• Keeps AmeriCorps Seniors volunteers engaged and connected to the program

• Gives AmeriCorps Seniors volunteers access to information and services that allow them to 

stay healthy and active

• Recognizes AmeriCorps Seniors volunteers for their service

• Meets the needs of AmeriCorps Seniors volunteers, as identified by the AmeriCorps Seniors 

volunteers themselves

8.6.5.2 Potential Topics and Structure

For an overview of different ways to allocate and schedule in-service time, see the beginning of this 

section, which explains the minimum requirement.

Once you have determined your in-service schedule, you can combine multiple topics and approaches 

for diverse, enriching sessions. Try to include a mix of different types of activities in each. You might, 

for example, start with 30 minutes of reflection and small group conversations, followed by a more 

formal hour-long training on a specific topic, followed by a period of activities to practice. You could 

then close with recognition and reminders. Varying the format and structure of your in-services will 

incentivize participation and make them more effective.

Some potential topics you could include are:
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• Strategies and Tactics for Working with Young People: This could take many different 

forms depending on your program. If your program tutors, consider training them on 

tutoring ideas and tactics. If it focuses on mentorship, focus there. Use your stations and 

other community partners to help provide and contribute content.

• Coaching and Problem-Solving: Have volunteers share success stories or challenges and 

discuss them with the group. How can your volunteers help each other?

• Resources for Volunteers: Engage community partners who can share resources with 

your AmeriCorps Seniors volunteers to help them with their own needs. This, in turn, will 

help them be more effective in your program.

• Program Rules and Procedures: It never hurts to remind your volunteers about the 

details that make your program run. Consider refreshers on key policies or setting time 

aside to help them with key tasks, like updating important forms.

• Recognition: Build a sense of community and partnership among your AmeriCorps Seniors 

volunteers, while also allowing volunteers to model exemplary behavior. Recognize 

volunteers for accomplishments and milestones and giving them opportunities to recognize 

each other. 

8.6.6 Introduction to Adult Learning Principles

Familiarity with some basic concepts about how adults learn can help make your orientations and 

trainings as effective as possible. You likely already have some basic knowledge of these, based on 

your own experiences.

Think about the kind of training that you prefer. It’s likely that you learn best when a few things are 

true:

• You understand why what you’re being taught is important

• You have time to apply what you’re learning, ask questions and get involved

• You can share your own experience and learn from the experience of others who’ve dealt 

with similar challenges

• The style of training provided matches your needs – if you’re a visual learner, there are 

some visuals. If you’re an auditory learner, you have a chance to listen.

Your volunteers will appreciate these same tactics in orientation and in-service training. A number 

of researchers have studied how adults learn and identified a few key principles that allow adults to 

learn effectively. Though stated in different ways over the years, they can be boiled down to a few 

key concepts:

• Choice: Adults don’t like being told what to do! Most adults are used to choosing their own 

activities and managing their own experiences. It’s uncomfortable to surrender that sense of 

agency when an adult enters a training space. That discomfort can mean that your learners 

are thinking about how they don’t want to do a certain activity, rather than the information 

you want to share. Practically, this mean offering learners choices in their activities and 

getting buy-in from learners. Think about tactics like asking learners what they want to get 

out of a session before it begins and tailoring the session to those ideas. You can also involve 

learners in the design of your sessions. For example, invite current AmeriCorps Seniors 

volunteers to shape your orientation.
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• Relevance: This is closely related to choice. Adults learn best when they clearly understand 

why it is in their interest to learn certain information. Practically, you can make the objectives 

of all your sessions and activities clear so that learners understand the “why” behind the 

“what.” Using current AmeriCorps Seniors volunteers can be helpful here as well, to point out 

when specifically, a learner might need specific knowledge or skills. 

• Experience: Adults – particularly older adults – have a lot to share! They learn best when 

they have opportunities to share their wisdom. This has other benefits too, of course, in that 

it allows other learners to gain that knowledge. Though your learners may be new to being 

AmeriCorps Seniors volunteers or a particular topic, chances are that they have some 

experience with something similar – working with children informally, perhaps working in 

teams with other older adults, or maybe just relevant life experiences. Practically, this means 

asking almost as many questions of your learners as they ask of you! Encourage them to share 

with each other in small groups and in a large group setting, and explicitly acknowledge the 

expertise they bring to a conversation. 

• Application: Adults learn best by practicing what they have learned. Incorporating activities 

allows learners to apply knowledge themselves and make connections to real-world 

situations. Practically, this means offering frequent opportunities for learners to interact with 

material. Consider including role-playing activities or asking participants how they would 

react to specific scenarios. Many trainers use a “Learn, Do, Teach” framework, where they 

explain a concept, have learners apply the concept, and then ask the learners to try to explain 

the concept to someone else, such as a peer. This principle also means that learning often 

continues after a formal “training,” when your learners go out into the real world. Consider 

including time for reflection regularly to reinforce new ideas and concepts.

• Repetition: Adults don’t remember everything they’re told the first time. This is just human 

nature – in any training, expect your learners to only remember a small portion of the 

information you share exactly. Practically, this means not only that you should repeat key 

concepts within a training, but also that you should give learners tools to remind themselves. 

Referencing handbooks and other tools that learners have after the fact is a great practice for 

adult learning. Also consider explicitly pointing out the 2-3 most important pieces of 

information in a session by saying something like, “If you remember nothing else from the 

past hour, remember...”

Reviewing information both at the end of a session and in later follow up activities also helps 

learners retain more. 

There are many resources available online if you would like to learn more about adult learning. The 

Northwest Center for Public Health Practice has created a very helpful Adult Learning Toolkit that is 

useful for many topics beyond public health. Facilitating Adult Learning by Dr. Lela Vandenberg 

offers lots of great practical tips as well. 

SERVICE REQUIREMENTS

The AmeriCorps Seniors FGP program regulations on service requirements (called “terms of service” 

in the regulations) are found in 45 CFR 2552.51 through 2552.53. 
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8.7.1 Weekly Hours Requirement

AmeriCorps Seniors volunteers serve a minimum of 260 hours annually, or a minimum of 5 hours 

per week. An AmeriCorps Seniors volunteer may serve a maximum of 2080 hours annually, or a 

maximum of 40 hours per week. Within these limitations, a sponsor may set service policies 

consistent with local needs (45 CFR 2552.51). 

The sponsor should develop a variety of volunteer stations that afford opportunities for year-round

placements, nine-month placements, summer placements, and various weekly scheduling 

requirements. See the box below for suggestions on managing service during the summer, when 

there may be fewer service opportunities available.

In addition, sponsors may choose to abide by either the hourly or annual minimums. A sponsor must also 

document how it chooses to meet the requirement above in local policies that define hours of service for 

volunteers and the sponsor must implement its policies consistently.

8.7.2 Travel Time, Mealtime, Training, Official Meetings, Recognition

Travel time between the AmeriCorps Seniors volunteer’s home and place of assignment may not be 

considered part of the service schedule and is not stipended. Travel time between individual 

assignments is part of the service schedule. Mealtime may be part of the service schedule and is 

stipended. Additionally, attendance at pre-service orientation, in-service training, AmeriCorps 

Seniors FGP advisory council meetings, physicals (if applicable), and recognition events are also 

considered official project activities or events. Hours served in support of these activities or events 

count toward the minimum and maximum service requirements and volunteers should receive 

stipends for them, consistent with sponsor policies and procedures. 

8.7.3 Sponsor Service Policies

Service policies must be provided in writing to AmeriCorps Seniors volunteers. These policies should 

include, but are not limited to, probationary periods, criminal history checks, resignations, annual 

and sick leave, holidays, service schedules, prohibited activity, meal and travel reimbursements, and 

appeal procedures. The policies should also cover the volunteer's annual performance appraisal and

annual income review. 

Sponsors should set policies that define leave in accordance with all applicable regulations. When 

developing leave policies, sponsors should consider applicable rules and regulations that may impact 

volunteer management, like the hours-of-service requirement, criminal history check requirements, 

etc. 

8.7.4 Volunteer Separation

A sponsor may separate a volunteer for cause, including but not limited to, extensive or unauthorized 

absences, misconduct, inability to perform assignments, or having income in excess of the eligibility 

level. Separation should not occur until the AmeriCorps Seniors volunteer is given an opportunity to 

file a grievance and/or appeal the action in accordance with the sponsor's service policy (45 CFR 

2552.53). 
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EFFECTIVE PRACTICES IN MANAGING AMERICORPS SENIORS VOLUNTEERS

I. Effective Practices to Ensure Satisfaction among AmeriCorps Seniors Volunteers in Their 

Service to the Community

The project builds a spirit of commitment among the volunteers by:

A. Ensuring that AmeriCorps Seniors volunteers have opportunities to express their concerns, 

interests, and observations about the project to the staff of the project and the volunteer 

station;

B. Involving AmeriCorps Seniors volunteers in the operation and appraisal of assignments and 

project operations;

C. Soliciting comments and/or recommendations from the AmeriCorps Seniors volunteers

related to their experiences in serving children, and incorporating relevant information into 

the project as applicable;

D. Adopting specific strategies to retain a diverse group of AmeriCorps Seniors volunteers; and

E. Identifying and promptly addressing any issues or problems that impact the retention of 

AmeriCorps Seniors volunteers from a broad range of backgrounds.

II. Effective Practices to Help AmeriCorps Seniors Volunteers Develop Their Capacity to be 

Community Leaders and Spokespersons

The project:

A. Encourages the volunteers to recognize and take pride in the value of their service to the 

community;

AmeriCorps Seniors Volunteers Serving over the Summer

The term of service requirement stating that volunteers shall serve a minimum of 260 hours 

annually, or a minimum of 5 hours per week, is defined in regulation at 45 CFR 2552.51. 

Sponsors that partner extensively with schools that observe a traditional 9 to 10 month school 

year may find this requirement challenging during the summer when school is not in session. 

For volunteers who wish to continue service during the summer, sponsors may use a 

combination of activities to meet this requirement, such as:

• Placements at summer enrichment activities, such as remedial academic programs or 

day camps

• In-service training: Sponsors may choose to increase hours dedicated to in-service 

training when opportunities for placement are limited. See Section 8.6 for more 

information. 

• Stipended leave, in line with reasonable sponsor policies and procedures

• Leaves of absence or unpaid leave, again guided by reasonable sponsor policies and 

procedures. Effective policies and procedures take into account AmeriCorps’s 

requirements regarding breaks of service as they relate to criminal history checks. (See 

National Service Criminal History Check Resources).
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B. Provides AmeriCorps Seniors volunteers opportunities to serve in leadership roles and 

develop leadership skills that enhance their personal lives and the project, such as serving on 

the Community Advisory Group;

C. Provides opportunities for AmeriCorps Seniors volunteers to facilitate training with other 

AmeriCorps Seniors volunteers using a standard training format with learning objectives as 

ways to measure progress;

D. Involves AmeriCorps Seniors volunteers in promoting the project to the community, such as 

through media appearances; and

E. Acknowledges and values the strengths and skills of AmeriCorps Seniors volunteers through 

ensuring that assignments are challenging and match the AmeriCorps Seniors volunteers’ 

interests and abilities.

III. Effective Practices for Acknowledging the Contributions of AmeriCorps Seniors Volunteers

The sponsor and project director:

A. Plan and implement individual and group recognition activities;

B. Ensure that volunteer stations regularly recognize AmeriCorps Seniors volunteers as 

contributors to the stations’ ability to deliver services;

C. Provide at least one annual recognition event for AmeriCorps Seniors volunteers which has 

significant community support and involvement; 

D. Recognize, document, and publicize outstanding volunteers in AmeriCorps Seniors FGP 

achievement;

E. Consider collaborating with other area AmeriCorps Seniors programs on recognition efforts; 

and

F. Consider non-traditional forms of recognition, especially for culturally diverse and Boomer 

volunteers.
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9 AMERICORPS SENIORS VOLUNTEER COST REIMBURSEMENTS

AmeriCorps Seniors volunteers are provided with cost reimbursements and other benefits. Within 

the limits of a project’s approved budget, and in accordance with 45 CFR 2552.43 and any written 

AmeriCorps Seniors policy guidance to projects, volunteers are provided transportation, meals, 

accident and liability insurance, physical exam (if applicable), uniforms when appropriate, and 

recognition activities. Cost reimbursements are budgeted as “Volunteer Expenses,” and the two 

terms may be used interchangeably. 

ADMINISTRATIONOF COST REIMBURSEMENTS

Sponsors should establish written cost reimbursement policies and procedures and provide these to 

each volunteer. Orientations and in-service trainings are ideal times to provide these to volunteers 

and discuss them. The amount of reimbursement for non-stipend cost reimbursements made to 

AmeriCorps Seniors volunteers is determined by the availability of funds and project’s written policy 

regarding reimbursement of volunteer expenses. 

9.1.1 Assignment-Related Expenses 

Project funds may be used to reimburse volunteers for expenses, including transportation costs, 

incurred while performing their volunteer assignments, provided that these expenses are described 

in the Memorandum of Understanding with the volunteer station and there are sufficient funds 

available to cover these expenses and meet all other requirements identified in the Notice of Grant 

Award (45 CFR 2552.46). Otherwise, such expenses are the responsibility of the volunteer station.

9.1.2 Income Disregard Memo

Cost reimbursements are not subject to any tax or charge. Cost reimbursements may not be treated 

as wages or compensation for the purposes of unemployment insurance, temporary disability, 

retirement, public assistance, workers' compensation, or similar benefit payments or minimum wage 

laws. (45 CFR 2552.47). See Guidance from the Office of General Counsel - Income Disregard for a 

memo discussing the provision of the Domestic Volunteer Service Act that requires, in most cases, 

government agencies to disregard payments to AmeriCorps Seniors volunteers when determining 

their eligibility for assistance and benefits. Please note that this memo need not be updated annually 

and that, once signed, it is effective unless revoked or superseded. This document was most recently 

updated in 2018.

9.1.3 Reimbursement Policies

The amount of reimbursement made to AmeriCorps Seniors volunteers is determined by the 

availability of funds and project’s written policy regarding reimbursement of Volunteer Expenses. 

The procedure and the limits for volunteers to request reimbursement should be identified in 

volunteer orientation sessions and project service policies.

9.1.4 Non-Reimbursed Volunteer Expenses

Volunteer Expense items, including transportation to and from their assignments, meals taken during 

assignments, recognition activities, and recognition items, which are purchased at the volunteers’ 

own expense and not reimbursed by the project to the volunteer, are not allowable as contributions 

to the non-Federal share of the budget.
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9.1.5 Non-AmeriCorps Funded AmeriCorps Seniors Volunteers

AmeriCorps Seniors volunteers whose stipends are funded with non-AmeriCorps Seniors resources 

are entitled to all benefits to which AmeriCorps Seniors-funded AmeriCorps Seniors volunteers are 

entitled (45 CFR 2552.102).

9.1.6 Non-Stipended AmeriCorps Seniors Volunteers

Sponsors must provide non-stipended AmeriCorps Seniors volunteers with all of the cost 

reimbursements, except for the stipend, that stipended AmeriCorps Seniors volunteers receive, as 

they should be treated equally (45 CFR 2552.102(c)). However, statute prevents federal funding or 

non-federal match from being used to support non-stipended volunteer cost reimbursements such 

as meals, transportation, and physical examinations (if applicable) (42 U.S.C. 5011(4)). Sponsors 

should budget locally generated contributions that exceed the required non-federal match in their 

budget’s excess column to pay for non-stipended volunteers’ cost reimbursements (42 U.S.C. 

5011(4)). If sponsors need more guidance on budgeting for non-stipended volunteers, they should 

contact their portfolio manager. 

VOLUNTEER COSTREIMBURSEMENTS DETAILED

9.2.1 Stipend

AmeriCorps Seniors volunteers serve from 5 to 40 hours a week. The stipend is a payment to 

AmeriCorps Seniors volunteers to enable them to serve without cost to themselves (45 CFR 

2552.12(v)).

The stipend is paid for the hourly service schedule that AmeriCorps Seniors volunteers spend with 

assigned children, for earned leave if applicable, and for attendance at official project events, such as, 

orientation, in-service training, Advisory Council meetings (as members or official observers), 

physicals (if applicable), recognition events, and travel time between individual assignments. Travel 

time between the volunteer's home and place of assignment may not be considered as part of the 

service schedule and is not stipended. However, travel time between assignments is a part of the 

service schedule. Mealtime may be part of the service schedule and is stipended (See 45 CFR 2552.46

and 45 CFR 2552.52).

9.2.2 Transportation

9.2.2.1 General Principles and Practices

1) AmeriCorps Seniors volunteers may receive assistance with the cost of transportation to and 

from volunteer assignments and official project activities, including orientation, training,

physicals, and recognition events (45 CFR 2552.46).

2) It is suggested that the project work with its advisory council to prepare a transportation 

plan. Such a plan should be sound and reasonable, based on lowest-cost transportation 

modes, and include scheduling, modes of transportation, criteria for reimbursement, mileage 

rates, and patterns of transportation.

3) Consideration should be given to volunteers who do not own cars or may prefer not to drive 

and can only participate in the program when other arrangements and modes of 

transportation are developed.
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4) Transportation should be considered when deciding where volunteers are assigned. 

Convenient and less costly transportation is promoted when assignments are developed in 

areas close to where AmeriCorps Seniors volunteers live.

5) It is important to consider both costs and convenience, as well as volunteer service schedules, 

in developing a cost-effective travel solution. 

6) Transportation provided by volunteers that has not been reimbursed to the volunteer cannot 

be used as a local contribution to the project budget. 

7) Parking fees for volunteers having to park at a volunteer station or at an official AmeriCorps 

Seniors FGP function may be budgeted. Parking costs are allowable as a local in-kind 

contribution only if they are normally charged.

8) AmeriCorps Seniors volunteers and volunteer station staff are required to sign a statement 

certifying that transportation costs to be reimbursed to the volunteer were in conjunction 

with volunteer service and to provide details of the reimbursement. Vouchers are subject to 

review for compliance monitoring and AmeriCorps Seniors audit purposes.

9) Projects may incorporate volunteer expense claims on the timesheet form. Costs must be 

verified by signatures of the volunteer, the volunteer station supervisor, and designated 

AmeriCorps Seniors FGP staff. (See Appendix C.3 for a sample Volunteer Timesheet and 

Mileage Request form.)

9.2.2.2 Reimbursement for Volunteers’ Transportation

Volunteer Drivers 

1) Reimbursement of AmeriCorps Seniors volunteers who drive their own cars is based on a 

cost-per-mile rate set by the sponsor via written policy. Volunteers are reimbursed for actual 

mileage within the limits of available funds and local project reimbursement policy. 

Volunteers cannot be reimbursed in excess of actual costs, or on a per capita basis, for 

transporting other volunteers. (See Appendix C.3 for a sample Volunteer Timesheet and 

Mileage Request form.)

2) Mileage reimbursement directly to a volunteer in AmeriCorps Seniors FGP from a volunteer 

station for transportation from the volunteer's home to the place of assignment and return 

home is acceptable as local support of the AmeriCorps Seniors FGP project. Project files 

should include verification of this contribution for review for compliance monitoring and 

AmeriCorps Seniors audit purposes. 

3) Mileage reimbursement to AmeriCorps Seniors volunteers from volunteer stations for 

providing transportation while on volunteer assignments cannot be used as local support of 

the AmeriCorps Seniors FGP project. AmeriCorps Seniors FGP cannot accept responsibility 

for the costs of community service provided by volunteer stations and, therefore, cannot be 

credited for the value of those costs to be used as local budget support. 
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Carpool Drivers

Drivers of carpools receive reimbursement for actual mileage based on a cost-per-mile rate. 

Passengers do not receive reimbursement.

Public Transportation Users

Sponsors should establish procedures, such as a voucher system, for reimbursing volunteers 

for public transportation expenses, including subways, buses, and other public conveyances. 

Reimbursements must be based on documentation by the volunteer of actual costs incurred 

for project-related transportation expenses.

Certification and Documentation

AmeriCorps Seniors volunteers and volunteer station staff are required to sign a statement 

certifying that transportation costs to be reimbursed to the volunteer were in conjunction 

with volunteer service and to provide details of the reimbursement. Projects may incorporate 

volunteer expense claims on the timesheet form. Costs must be verified by signatures of the 

volunteer, the volunteer station supervisor, and designated AmeriCorps Seniors FGP staff. 

Vouchers are subject to audit. (See Appendix C.3 for a sample timesheet that incorporates 

hours of service, mileage, and meal expenses). 

Other Transportation Reimbursement Considerations

1) The purchase cost, operation, and maintenance of vans, mini-buses, or station wagons 

may be budgeted only if they provide the most flexible and economical transportation 

available.

2) Project vehicle costs, vehicle driver's salary and fringe benefits, and vehicle insurance are 

budgeted as travel costs under volunteer expenses in the AmeriCorps Seniors FGP project 

grant application.

3) Contracted transportation, if it is the most flexible and economical mode, may be 

budgeted for volunteers.

4) Volunteers who do not incur travel expenses (e.g., those who walk to assignments, ride 

on free public transportation, or are passengers in carpools) do not receive 

reimbursement.

9.2.3 Meals

Within the limits of available resources and project written policy, AmeriCorps Seniors volunteers

receive assistance with the cost of meals taken during their service schedule ([45 CFR 

2552.46(d)).Project staff arrange for or assist with the cost of meals for AmeriCorps Seniors 

volunteers during orientation and training, and, as feasible, on days when volunteer service is 

provided. 

Project directors should make special efforts to reach an understanding with volunteer stations to 

provide meals for AmeriCorps Seniors volunteers. In general, these meals may be used as local 

support in the budget, provided there is sufficient documentation. 
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In-Home Meal Options

Meal arrangements become more difficult for volunteers with in-home assignments. Volunteers who 

plan to eat between assignments may be far removed from nutrition centers and volunteer stations 

which have meal facilities. Some options are for AmeriCorps Seniors volunteers to share a meal with 

a client, bring their own “brown bag” lunch, or eat at a restaurant and be reimbursed for the cost of 

their meal. Meals provided by or to clients served are not an allowable budget cost. 

Title III of the Older Americans Act

Local congregate nutrition programs, funded under Title III of the Older Americans Act, operate in 

some public and private non-profit organizations. AmeriCorps Seniors volunteers over 60 are eligible 

for meals at congregate meal sites funded under this program. See Paragraph (5) (b) in Section 10.3.2 

of this Handbook for more information on when programs funded by a federal agency other than 

AmeriCorps may be included in a grant’s non-federal share. 

Reimbursement to Volunteers 

The amount of reimbursement to volunteers for meals is normally based on actual expenses, 

consistent with costing procedures developed by the sponsor rather than a flat daily rate. However, 

reimbursement of “brown-bag” lunches prepared by AmeriCorps Seniors volunteers may be based 

on a flat rate established by the sponsor in written policy. The basis for the rate should be included 

in the grant application budget narrative. AmeriCorps Seniors volunteers and volunteer station staff 

are required to sign a statement certifying that meals to be reimbursed to the volunteer were taken 

in conjunction with volunteer service and provide details of the reimbursement. Vouchers must be 

approved by AmeriCorps Seniors FGP staff, and they are subject to review for compliance 

monitoring and AmeriCorps audit purposes. (See Appendix C.3 for sample forms for volunteers to 

use to request reimbursement for meals.)

9.2.4 Insurance 

The program regulations require AmeriCorps Seniors volunteers be provided with accident

insurance, personal liability insurance, and excess automobile liability insurance [45 CFR 

2552.46(b)]. The minimum levels of this insurance are specified by AmeriCorps Seniors and may be 

subject to change from time to time. See Appendix A.10: AmeriCorps Seniors Minimum Insurance 

Requirements for minimum coverage levels.

The insurance coverage must be in excess of and noncontributing to any other valid and collectible 

insurance the volunteers have. In other words, the accident and excess automobile liability coverage 

are intended to provide higher levels of insurance for volunteers, starting where other insurance 

coverage for them stops. The AmeriCorps Seniors-required insurance is excess insurance not 

primary insurance. This is also true for personal liability; but volunteers are often not covered by 

personal liability insurance, in which case the AmeriCorps Seniors-required personal liability 

insurance shall become primary insurance with no deductible conferred to or paid by volunteers. 
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1) Accident Insurance

Accident insurance covers AmeriCorps Seniors volunteers for 

personal injury during travel between their homes and places of 

assignment, during their volunteer service, during meal periods 

while serving as a volunteer, and while attending projectsponsored activities, such as recognition activities, orientation, 

and AmeriCorps Seniors FGP advisory council meetings.

Protection shall be provided against claims in excess of any 

benefits or services for medical care or treatment available to 

the AmeriCorps Seniors volunteer from other sources, 

such as health insurance coverage.

2) Personal Liability Insurance for Volunteers

Protection is provided against claims in excess of 

protection provided by other insurance. Such 

protection does not include professional liability 

coverage. The sponsor must provide third-party 

protection for volunteers against injury or property 

damage claims arising out of their volunteer service 

activities. Some insurance providers refer to this as 

“volunteer liability insurance.” For each sponsoring organization, the amount of protection must 

meet or exceed the minimum levels of this insurance as specified by AmeriCorps Seniors. See 

Appendix A.10: AmeriCorps Seniors Minimum Insurance Requirements for minimum 

coverage levels.

3) Excess Automobile Liability Insurance

To avoid a gap in coverage between that provided by the volunteer in AmeriCorps Seniors FGP's 

personal vehicle insurance and liability claims in excess of that coverage, the sponsor must provide 

Excess Automobile Liability Insurance coverage for bodily injury and/or property damage. See 

Appendix A.10: AmeriCorps Seniors Minimum Insurance Requirements for minimum coverage 

levels. 

NOTE: It is recommended that projects verify that volunteer drivers have valid licenses and basic 

liability insurance.

4) Liability Insurance on Personal Vehicles of Volunteers

Automobile liability insurance is a volunteer's personal expense and is not reimbursable to the 

volunteer by the project. AmeriCorps Seniors volunteers who use their personal vehicles to drive in 

connection with project-related activities must keep their automobile liability insurance in effect for 

their own protection.

The volunteer's personal vehicle liability insurance must equal or exceed the limits of the state Motor 

Vehicle Financial Responsibility Law in their state. 

9.2.5 Physical Examination

AmeriCorps Seniors volunteers may be provided a physical examination or assistance with the cost 

of a physical examination prior to assignment and periodically thereafter if sponsors elect to provide 

Volunteers and Workers 

Compensation

AmeriCorps Seniors volunteers 

are not employees and are not

covered by Federal or state 

workers compensation 

insurance.

45 CFR 2552.45

Personal Liability vs. Professional 

Malpractice Insurance

Personal liability insurance does not 

include, nor is it a substitute for, 

malpractice insurance which some 

volunteer stations need for their 

professional staff and for some volunteers 

who assist professionals or serve in 

professional capacities.
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this benefit. While a physical examination is not required and may not be determinative of a 

volunteer’s ability to serve, it is an allowable grant expense (45 CFR 2552.46(f)) (See Appendix C.12

for sample physical form).

1) If physical examinations are provided as a benefit for volunteers, documentation of the exams 

must also be retained by the sponsor. The documentation must be maintained until at least 

three years from the date a sponsor submits the final FFR for the project period when the 

volunteer exits service or three years past the last audit, whichever is later. See Chapter 11 

on Reports and Recordkeeping for more information.

2) Project staff may negotiate with volunteer stations, local health units, public health 

departments, or private physicians to provide physical examinations to AmeriCorps Seniors 

volunteers as non-Federal, in-kind project support. It may be explained that AmeriCorps

Seniors allows such annual examinations as a benefit to the volunteers in AmeriCorps Seniors 

FGP. 

9.2.6 Uniforms or Smocks

When volunteer stations require AmeriCorps Seniors volunteers to wear special uniforms or smocks, 

the cost of uniforms and laundering are an allowable project cost when these expenses are described 

in the Memorandum of Understanding with the volunteer station, sufficient funds are available to 

cover these expenses, and all other requirements identified in the Notice of Grant Award are met. 

Otherwise, volunteer stations are responsible for such costs.

9.2.7 Clothing and Branded Gear

Many AmeriCorps Seniors grantees want to use clothing to highlight the volunteers’ participation in 

the AmeriCorps Seniors program. Items like clothing, bags, hats, or other gear with the AmeriCorps 

Seniors program names and logos that are not required by the project or volunteer station are 

considered recognition of service and should be categorized in the recognition budget line item 

rather than the uniform line item. 

9.2.8 Recognition

Appropriate recognition for service is to be provided for AmeriCorps Seniors volunteers (45 CFR 

2552.46). Recognition covers a wide range of potential costs; any costs charged to this direct benefit 

to the volunteer must be in accordance with the applicable OMB cost principles and using sound 

business practices. Any costs charged to recognition should be reasonable and prudent, properly 

valued, and consistent with the sponsoring organizational accounting practices. Consideration 

should also be given to the appropriateness of the expenditure (See Appendix A.1 for Guidance for 

Recognition Costs). 

1) At least annually the sponsor plans and arranges for recognition of volunteers for their 

service to the community. Recognition often includes large, formal annual events. It may also 

include informal recognition methods throughout the year. Sponsors may also recognize local 

individuals and agencies or organizations for significant activities that support project goals.

2) AmeriCorps does not supply volunteer recognition materials, nor does it require specific 

recognition materials.
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3) Informal recognition ought to be ongoing, such as listening to and acting upon 

recommendations by AmeriCorps Seniors volunteers, offering honest praise, and providing 

assignments that are increasingly satisfying.

4) Recognition events may consist of special ceremonies, teas, breakfasts, luncheons, and 

recreational outings at which pins and certificates for stipulated terms of service are 

awarded. 

5) The AmeriCorps Seniors FGP advisory council and volunteer stations are expected to 

participate in recognition activities. Community contributions in support of recognition 

activities can enhance the quality of the events. Contributions need not be monetary. Donated 

space, food, decorations, and transportation should be encouraged. Proper documentation is 

required to use donations as local support.

6) To emphasize the importance of the occasion, AmeriCorps regional, and headquarters staff, 

as well as city and county officials and officers of local organizations may be invited to 

recognition events.

7) Entertainment expenses (e.g. bands, alcohol) are unallowable expenses and cannot be 

charged to the federal or non-federal share of the budget.

LEGAL REPRESENTATION

Legal counsel may be retained, and counsel fees, court costs, bail, and other expenses incidental to 

the defense of a volunteer in AmeriCorps Seniors FGP may be paid, in a criminal, civil, or 

administrative proceeding when such a proceeding arises directly out of performance of the 

volunteer in AmeriCorps Seniors FGP activities. 45 CFR Part 1220 sets forth the circumstances under 

which AmeriCorps Seniors may reimburse for such expenses. Consult the AmeriCorps portfolio 

manager for guidance.
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10 GRANTS MANAGEMENT

INTRODUCTIONTOGRANTS MANAGEMENT

10.1.1 Basic Requirements

Sponsors must manage grants awarded to 

them in accordance with all applicable 

AmeriCorps Seniors FGP Program 

Regulations (45 CFR 2552), the Notice of 

Grant Award (NGA) as well as the Terms and 

Conditions for AmeriCorps grants. Contact 

the appropriate portfolio manager for 

additional technical assistance on fiscal 

management of an AmeriCorps Seniors FGP

grant.

Topic Purpose For all NFE (Non-federal 

entities)

Uniform 

Administrative 

Requirements

Standards of consistency and 

uniformity of grants to various 

institutions

2 CFR Subtitle A Chapter II

200.300 to 200.345

Cost Principles Principles for determining the costs 

of grants and other agreements 

with non-profit organizations

2 CFR Subtitle A Chapter II

200.400 to 200.475

Audits Standards for obtaining 

consistency and uniformity among 

Federal agencies for the audits of 

states, local governments, and nonprofit organizations expending 

Federal awards.

2 CFR Subtitle A Chapter II 

200.500 – 200.520

In accordance with Uniform Administrative Requirements, 2 CFR 200.302, Non-Federal Entities 

(NFE) that receive AmeriCorps Seniors FGP grant funds are required have financial management 

systems that provide for the following:

• Identification, in its accounts, of all federal awards received and expended and the federal 

programs under which they were received.

• Accurate, current, and complete disclosure of the financial results of each federal award or 

program in accordance with the reporting requirements set forth in 2 CFR 200.327 - Financial 

reporting and 2 CFR 200.328 - Monitoring and reporting program performance.

• Records that identify adequately the source and application of funds for federally funded

activities

• Effective control over, and accountability for, all funds, property, and other assets.

• Comparison of expenditures with budget amounts for each federal award.

Financial Management Training

An on-line course, “Key Concepts of Financial 

Management,” which can be accessed on Litmos 

here, provides a basic introduction to grants 

management considerations applicable to all 

AmeriCorps grantees.
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• Written procedures to implement the requirements of 2 CFR 200.305 - Payment.

• Written procedures for determining the allowability of costs in accordance with 2 CFR Part 

200 Subpart E—Cost Principles and the terms and conditions of the federal award.

10.1.2 Cost Control and Budget Monitoring 

Project support provided under an AmeriCorps Seniors FGP

grant must be furnished at the lowest possible cost consistent 

with the project's effective operation of the project as described 

in the AmeriCorps Seniors FGP Program Regulations. (45 CFR 

2552.93(b)).Project directors should work with the sponsor’s 

fiscal staff and regularly compare the budget to actual costs.

10.1.3 Budgeting Costs

Project costs for which grant funds are budgeted must be reasonable and justified as being essential 

to project operation. “Grant funds” refers to both the AmeriCorps Seniors share and the required nonfederal share of the grant. 

1) Specific costs are either allowable or unallowable. Only allowable costs may be included in the 

AmeriCorps Seniors share or the grantee share of the budget. Only amounts approved by 

AmeriCorps Seniors may be expended.

2) Notices of Grant Award, as well as the FGP Program Regulations (45 CFR 2552.93), incorporate 

the OMB “OMB Guidance for Grants and Agreements” found at 2 CFR Chapter I, and OMB “OMB 

Cost Principles” found at 2 CFR Part 200, Subpart E. Notices of Grant Award, as well as the FGP

Program Regulations (45 CFR 2552.93), incorporate the OMB “OMB Guidance for Grants and 

Agreements” found at 2 CFR Chapter I, and OMB “OMB Cost Principles” found at 2 CFR Part 200, 

Subpart E. OMB Cost Principles distinguish between 

costs that are allowable and costs that are not allowable 

for all federal grants. Grantees should review 2 CFR 

Chapters I and II and refer to specific regulations within 

2 CFR Chapters I and II as needed. OMB Cost Principles 

apply to funds included in the grant as part of the 

AmeriCorps Seniors share and also apply to the 

required non-federal share. Conversely, the OMB Cost 

Principles do not apply to funds that are not included in 

the grant as part of the AmeriCorps Seniors share or are 

not included in the required non-federal share. Also, the 

OMB Guidance for Grants and Agreements, does not apply to funds budgeted as Excess nonfederal or to other sponsor resources outside the grant. Therefore, it is recommended that all 

allowable costs be budgeted in the “AmeriCorps Seniors Share” or “Non-AmeriCorps Seniors” 

share of the budget.

3) Additional requirements in the AmeriCorps Seniors FGP Program Regulations also determine 

cost allowability. Below are listed several cost items about which questions commonly are raised. 

Questions regarding costs not included in the listing below should be referred to the appropriate 

portfolio manager. 

Terminology Note

In the electronic grants system, 

“grantee share” and “applicant share,” 

are used to refer to the required nonfederal share of the grant.

“Local share,” as used in the program 

regulations, also refers to the required 

non-federal share. 

Terminology Note

A “Grant” is an award of financial 

assistance that, consistent with 

31 U.S.C. 6304, is used to enter a 

relationship. (2 CFR 182.650)
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a) Equipment or supplies for volunteers on assignment are not allowable, unless these expenses 

are described in the Memorandum of Understanding with the volunteer station and there are 

sufficient funds available to cover these expenses and meet all other requirements identified 

in the Notice of Grant Award (45 CFR 2552.46(f)). 

b) The following insurance costs are not allowable: 

1. Public liability insurance for sponsors (except for space that the AmeriCorps Seniors FGP

sponsor occupies that is separate from the main sponsor offices). 

2. Primary insurance for volunteers' or project staff's personal vehicles. 

3. Health insurance for volunteers. 

c) Costs for recruitment of personnel and volunteers for the award are allowable, including 

costs of recruiting hard-to-reach volunteers, such as those belonging to ethnic groups that 

may not be reachable by standard methods of recruitment. 

d) Only compensation paid to staff who are engaged in activities that directly support the 

performance of the award is allowable. Sponsors should familiarize themselves with proper 

documentation requirements in accordance with the OMB Cost Principles (2 CFR § 200.430 

“Compensation – personal services”). 

e) When project staff are employed in the operation of two or more AmeriCorps Seniors

projects, in order to be allowable, their salaries and fringe benefits must be budgeted on a 

prorated basis in each project's budget, based on the allocation of time to each project. 

Grantees must document actual time spent on each grant, and only actual time should be 

reported. 

f) The costs of National Service Criminal History Checks on AmeriCorps Seniors volunteers or 

prospective AmeriCorps Seniors volunteers are allowable. However, wherever possible, 

these costs should be paid by volunteer stations. When paid by the project, such costs should 

be budgeted as Volunteer Support Expenses because these costs are program operating 

expenses.

g) Costs of membership in the AmeriCorps Seniors or other professional associations are 

allowable. However, the membership must be attached to the organization (not an 

individual). An individual can be named on the membership but if the individual leaves, the 

membership stays with the organization. Additionally, federal/match funds may not be used 

for a membership to a lobbying organization. If the association/ organization has a lobbying 

arm, grantees will need to ensure that their membership dues are not used for lobbying 

purposes (2 CFR 200.454). 

10.1.4 Direct and Indirect Costs

1) Definitions

Direct costs are costs that are readily associated with a particular budget line item. Indirect costs 

are costs incurred by an organization that are not readily identifiable with a specific award, 

project, or program, but are necessary to operate the organization and its programs. Indirect 

costs may also be referred to as facilities and administrative (F&A) costs. Typical examples of 

indirect costs include depreciation on buildings and equipment, the costs of operating and 
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maintaining facilities, and general administration and expenses, such as the salaries and expenses 

of executive officers, administrative personnel, and accounting. 

2) Cognizant Federal Agency

A “cognizant federal agency" is an agency appointed by the Office of Management and Budget that 

is responsible for negotiating and approving the indirect cost rates of a grantee on behalf of all 

federal agencies. Typically, the “cognizant” agency is the federal agency from which a grantee 

receives the majority of its federal support in the form of Direct Grants. When an organization 

that has no cognizant federal agency proposes indirect costs in a grant application, AmeriCorps

may assume the role of providing oversight.

3) Process for Establishing an Indirect Cost Rate

When a grantee does not already have a federally negotiated indirect cost rate (sometimes called 

a negotiated indirect cost rate agreement, or NICRA) may request one. The grantee may contact 

IndirectCostRate@cns.gov to initiate this process. Indirect Cost Rate team will confirm 

AmeriCorps’s status as the cognizant agency for indirect costs and initiate the rate negotiation 

process. 

4) De Minimis rate of Modified Total Direct Costs

Any non-Federal entity doesn’t have a current negotiated indirect cost rate, except for those nonFederal entities described in 2 CFR Appendix VII to Part 200—States and Local Government and 

Indian Tribe Indirect Cost Proposals, paragraph D.1.b, may elect to charge a de minimis rate of 

10% of modified total direct costs (MTDC) which may be used indefinitely. Please contact your 

grants official for more information.

ROLE OF THE AMERICORPSOFFICE OF GRANT ADMINISTRATION

The acceptance of an assistance award from AmeriCorps creates a legal duty on the part of the 

grantee to use the available funds or resources in accordance with the terms and conditions of the 

assistance agreement. An obligation exists on behalf of AmeriCorps to fund the grantee in accordance 

with the assistance award.

The Portfolio Manager for a given grant partners with AmeriCorps's Grants Management staff based 

at the Office of Grant Administration (OGA). The Portfolio Manager is the representative of 

AmeriCorps Seniors in financial, budgetary, and administrative matters of AmeriCorps Seniors. The 

Portfolio Manager has overall responsibility for the receipt, approval and monitoring of all required 

financial documents from AmeriCorps Seniors grant programs. Only the Portfolio Manager, acting as 

the agent of the federal government, has the authority to: 

• Award a grant. 

• Modify the terms of a grant. 

• Issue written instructions to the grantee to start or stop work. 

• Execute any action which will result in increasing or decreasing the cost to the government.

• Extend or curtail the budget or project period cited in the applicable Notice of Grant Award 

(NGA). 

• In conjunction with the OGA Director, or his/her designee, propose Management Decisions 

upon completion of an audit.

• Close-out a grant. 
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The Portfolio Manager is ultimately responsible for determining the allowability and reasonableness 

of grant costs proposed or incurred, except in certain circumstances related to the resolution of audit 

findings. The Portfolio Manager named in the NGA is the representative of the Grant Official for the 

purpose of monitoring the programmatic performance of the grant and advises OGA on all activities 

that may adversely affect performance. The OGA may accompany and work with the portfolio 

manager to conduct financial monitoring of the grant. However, grantees should first consult with 

the portfolio manager prior to seeking approvals where the OGA has the ultimate approval authority.

Grantees in states that are covered by new AmeriCorps Regional Offices, should contact their Portfolio 

Managers for financial, budgetary, and administrative matters. 

BUDGET MANAGEMENT

10.3.1 Budget Categories

1) Costs are separated according to whether the proposed source of project support is federal or 

non-federal. In context of the budget, “federal” means “AmeriCorps Seniors,” and “non-federal” 

means “sources other than AmeriCorps Seniors” including certain other federal agencies, as 

authorized by law or by the source of funds.

a) “Required non-federal.” (Also known as “Grantee Share” on the budget). This is the part of 

the total non-federal budget used to meet the non-federal share requirement. Any additional 

amount that the grantee wants to include as part of the required non-federal share of the total 

project cost should also be under this category. Costs included under this category must meet 

all the cost requirements established by AmeriCorps Seniors. See the next page for more 

information on the required non-federal share of the budget.

b) “Excess non-federal.” This is the part of the total non-federal budget that is in excess of the 

non-federal share requirement. This is distinguished from the Excess Column on the budget. 

The two terms are not synonymous. The “Excess non-federal” is defined as funds over the 

required share budgeted in the “Grantee Share” column of the budget. Inclusion of excess 

non-federal costs is not required. If excess non-federal funds are budgeted, they must support 

the purpose of the project, consistent with the Domestic Volunteer Service Act of 1973. It is 

generally recommended that as long as costs are allowable, sponsors should budget those 

costs as part of the required non-federal share so they can be easily reported on the project’s 

Federal Financial Report.

2) Allowable costs separated by source are further differentiated by purpose, that is, whether the 

funds are to cover costs of Volunteer Expenses or Volunteer Support Expenses. 

a) Section I. Volunteer Support Expenses: This section includes all allowable costs that are 

needed to administer (support) the volunteer project including the following line items:

A. Project Personnel Expenses

B. Personal Fringe Benefits 

C. Project Staff Travel

D. Equipment 

E. Supplies

F. Contractual and Consultant Services
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I. Other Volunteer Support Costs

a) Criminal History Background Checks

J. Indirect Costs

b) Section II. Volunteer Expenses: This section is a limited category which includes allowable 

expenses that directly benefit the volunteers: 

A. Stipends

B. Other Volunteer Costs

• Volunteer Travel 

• Meals 

• Insurance

• Physical examinations

• Recognition Items and Activities

• Uniforms 

10.3.2 Budget Criteria

1) The FGP sponsor is expected to supplement the AmeriCorps Seniors grant with other budget 

support. The sponsor must raise the amount of non-federal support described in the project 

funding requirements located in FGP Program Regulations 45 CFR 2552.92(e). 

2) An AmeriCorps Seniors grant may be 

awarded for up to 90 percent of the cost of 

development and operation of an AmeriCorps 

Seniors Foster Grandparent Program project. 

The sponsor is required to contribute at least 

10 percent of the total project cost.

a. Project support from nonAmeriCorps Seniors sources may be 

in cash or in-kind contributions. 

b. AmeriCorps Seniors-approved inkind contributions may constitute 

part or all of the non-federal share 

requirement. Requirements for inkind contributions are found in 2 CFR 

Chapter II Subpart D Section 200.306.

c. AmeriCorps Seniors may allow 

exceptions to the non-Federal share 

requirement (at least 10 percent of 

the total project cost) in cases of 

demonstrated need such as:

i. Initial difficulties in the 

development of local funding sources during the first three years of 

operations; or

• Documentation that non-AmeriCorps funding requests were denied 

during the three-year grant period (Applicants will be able to submit 

Terminology Note

In the context of AmeriCorps Seniors

project budgeting, the term “Volunteer 

Expenses” is sometimes referred to as

“cost reimbursements” or “Volunteer 

Benefits.”

Calculating the Required 

Non-Federal Share

The required non-federal share for the Foster 

Grandparent Program is 10% of the total 

project cost, excluding costs budgeted in the 

excess column. 

Use this formula to determine the required 

non-federal share for your award:

Required Non-Federal Share = 

(Federal Share / 0.9) – Federal Share

For example, a sponsor that receives a 

federal share of $180,000 would calculate 

their required non-federal share like this:

Required Non-Federal Share = 

($180,000 / 0.9) - $180,000 = $20,000
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letters or denial or other independent documentation that requests 

were not approved or are not likely to be approved).

ii. An economic downturn, the occurrence of a natural disaster, or similar events 

in the service area that severely restrict or reduce sources of local funding 

support; or

• Documentation that any of the above impacted applicants’ ability to 

secure non-AmeriCorps funds.

iii. The unexpected discontinuation of local support from one or more sources 

that a project has relied on for a period of years. 

• Documentation that prior match providers will not provide match.

3) A sponsor proposing to contribute less than the required non-Federal share must provide 

AmeriCorps Seniors with an acceptable written justification for the lower level of support. 

The justification is submitted for consideration through the portfolio manager. The 

justification for the waiver should: 

a. be requested prior to the grant award; 

b. include the grant period the waiver requested for (e.g., 1st year, 2nd year all years) and; 

c. detail how much of the match needs to be waived (e.g., 5% or all of the match). 

d. identify what activities on the grantee share would not happen if the waiver is 

granted. 

4) All non-AmeriCorps Seniors funding expended for allowable costs will be counted as local 

support and as a contribution to the sponsor's local support with the following exceptions:

a. Non-Federal support already committed to meet non-Federal share requirements of 

any other Federally assisted project or program may not be budgeted as part of the 

non-Federal support for FGP (2 CFR Chapter II, Subpart D, Section 200.306).

b. Funds from federal agencies other than AmeriCorps, including federally funded inkind resources, may not be budgeted as part of the sponsor's local support 

contribution, except those funds specifically authorized by law (2 CFR Chapter II, 

Subpart D, Section 200.306) 

i. There are hundreds of Federal grant programs, each governed by laws and 

specific regulations and administered by many different departments and 

agencies. AmeriCorps is not able to provide a list of federal grant programs 

where funds are authorized by law to be applied to the non-federal share of 

AmeriCorps Seniors grants. 

ii. It is the grantee’s responsibility to document that another Federal 

program’s funding is authorized by law to be used as non-federal share for 

other Federal grant programs. 

iii. If you have questions concerning whether particular federal grant funds may 

be budgeted in the non-federal share, identify the source of the grant funds 

and contact the source of the funds for clarification. Ask for the specific 

citation or document that allows use of the funds in this way and maintain 
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that documentation as part of the grant file for reference. A verbal 

confirmation is generally not sufficient. 

c. Project costs for which the required non-federal funds are budgeted will be 

acceptable if: a) costs are allowable; b) are reasonable in comparison to other costs; 

c) benefit the project's operational effectiveness; and d) contribute to achievement of 

AmeriCorps Seniors FGP program goals and objectives. 

d. AmeriCorps Seniors grant awards are made for a specified dollar amount, and if the 

sponsor obligates or expends AmeriCorps Seniors funds for costs that exceed the 

amount of the AmeriCorps Seniors award, the costs are not allowable. 

e. The number of individuals serving as AmeriCorps Seniors volunteers may vary from 

time to time to accomplish the number of budgeted volunteer service years. 

f. Direct benefit items which are purchased at the volunteer’s own expense and not 

reimbursed, are not allowable as contributions to the non-federal share of the budget.

10.3.3 Budget Non-Compliance

10.3.3.1 Required Non-Federal Share

If a sponsor has failed to meet the statutorily required 10 percent non-federal share requirement,

at the end of the project period the sponsor must take one of the two following actions:

a) Reimburse AmeriCorps Seniors the full amount of the deficiency, but only if so directed by 

the Portfolio Manager.

b) Submit a written request for a waiver to the appropriate Portfolio Manager. This written 

request must be submitted with the final Federal Financial Report (FFR) and must include:

1. Why the requirement was not met

2. What specific attempts were made to achieve the required non-federal percentage

3. A plan to provide the required non-federal share in the current grant period, assuming 

the sponsor has received a new award.

10.3.3.2 Excess Resources

Sponsors are not penalized for failure to achieve the budgeted amount of excess support unless 

it affects the volunteer cost reimbursements ratio or volunteer service years (VSYs). Failure to 

meet the total budget, including the excess amount, will be examined in light of the overall effect 

on the project's accomplishment of its goals and objectives. 

10.3.4 Management of Volunteer Service Years (VSYs)

An AmeriCorps Seniors volunteer must serve a minimum of 260 hours annually, or a minimum 

of 5 hours per week, and may serve a maximum of 2080 hours annually, or a maximum of 40 

hours per week. This requirement gives project directors considerable flexibility in establishing 
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service schedules that meet volunteer and volunteer station needs. At the same time, it highlights 

the importance of carefully managing volunteers to meet the project’s budgeted VSYs.

10.3.4.1 Counting AmeriCorps Seniors Volunteers

There are three distinct ways of grouping volunteers for purposes of counting and tracking them 

for budgetary purposes:

A. Enrolled Volunteers

This is the combined total of AmeriCorps Seniors volunteers on both active and inactive 

volunteer status. The total includes all the federally funded volunteers and non-federally 

funded volunteer needed to meet the budgeted VSYs. The enrolled total is the figure best used 

to estimate the number of recognitions that must be budgeted annually.

B. Active Volunteers

This is the total of AmeriCorps Seniors volunteers actually serving or who served within the 

pay period when the count is made. It includes volunteers normally on active service but 

temporarily on paid leave. The annual average active total, less the average number of 

persons on leave, is the figure used to estimate the number of volunteer meals, transportation 

costs, and insurance costs to be budgeted annually.

C. Stipended Volunteers

This is the total of active AmeriCorps Seniors volunteers who will receive a stipend for 

services rendered during the pay period when the count is made. Volunteers who are 

normally active and stipended but who are temporarily on leave are counted as stipended. 

An annual average stipended total is used to estimate the amount of stipend funds to be 

budgeted annually.

10.3.4.2 Volunteer Service Year

1) AmeriCorps Seniors budget procedures use the following standards to express one full 

volunteer service year or VSY: 

a) l,044 hours annually 

b) 261 days annually (at 4 hours per day) 

c) 52.2 weeks annually (at 20 hours per week)

2) The standardized stipend cost per VSY is calculated by multiplying the number of hours 

in one VSY by the current cost per hour for the stipend (1,044 hours x $X.XX per hour). 

Please see current NOFA and eGrants for amount of annual stipend amount.

3) When managing VSYs related to budgetary projections and expenditures, one VSY does 

not equal one volunteer unless each volunteer serves 1,044 hour per year. You will need 

to adjust the number of volunteers required to equal a VSY, depending on the number of 

hours, between the minimum of 5 and maximum of 40, served weekly.

4) Volunteer hours should be reported on a cumulative basis in the Federal Financial Report 

(FFR) over the one-year budget year not the three-year project period. For example, Year 

1 may yield 21,028 volunteer hours during the first FFR period, from January until June. 

From July until December, the second FFR period, 18,972 volunteer hours may be the 
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total. The cumulative total over the Year 1 budget period would be 40,000 hours and that 

cumulative total is to be reported on the FFR. The beginning balances for Years 2 and 3 

should be zero. 

5) All of an individual's service time plus all stipended leave (as provided for in the sponsor's 

policies governing earned leave) cannot exceed, in the aggregate, 2080 hours annually. 

An individual AmeriCorps Seniors Volunteer may serve up to 2080 hours, or two VSYs, in 

12 months. Please review the Appendix C. 14 AmeriCorps Seniors Guidance on Accrued 

Unused and Recognition Leave for FGP & SCP Volunteers to ensure your policies reflect 

appropriate regulations. 

10.3.4.3 Management of Stipend Funds 

A sponsor agrees to generate a specific level of volunteer activity when a grant is awarded. This 

level of volunteer activity is calculated in terms of VSYs as described above and translated onto 

the budget to fund volunteer stipends. 

Full expenditure of stipend funds available should be the goal of budget management.

Sponsors submit an application with a plan to mobilize a targeted number of volunteers and 

reach a targeted number of beneficiaries. To achieve project goals, careful management of stipend 

expenditures, including leave, is key.

Sponsors should plan to recruit a sufficient number of volunteers to fully expend their budgeted 

stipends. Sponsors should not expect AmeriCorps Seniors to cover an over-expenditure of 

stipend funds. The VSY calculator provided in Appendix C.8 may help you manage VSYs and 

stipend expenditures throughout the year.

A. Factors Influencing Expenditure of Stipend Funds

Sponsors should strive to maintain a stable and consistent volunteer base. However, 

fluctuations in volunteer and recruitment numbers do occur. Sponsors should account and 

plan for the following in projecting their VSYs: 

1) Volunteer attrition rates. 

2) Extended leaves-of-absence. 

3) Delays in orientation scheduling due to weather and resulting in placement 

delays. 

4) Less than full time volunteer opportunities in educational settings. 

5) Difficulties in recruiting eligible volunteers.

B. Suggestions for Management of Stipend Funds through Management of 

Stipended Hours. 

Successful management of stipended hours and funds requires the development of 

quarterly or monthly projections that take into account sites that do not offer placements 

year-round, unstipended absences and attrition rates. (See Appendix C.8 for a VSY 

Calculator.)

1) Estimate Stipended and Unstipended Absences 
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Sponsors should estimate the effect volunteer absences will have on the actual 

total of hours stipended.

i.Stipended Absences 

The sponsor's AmeriCorps Seniors FGP project policies relating to volunteer 

leave will be a guide for accurately estimating stipended absences. Reviewing 

volunteer service schedules and interviewing individual volunteers will 

support accurate estimates as to when AmeriCorps Seniors volunteers will take 

stipended leave. Please review the Appendix C.14 AmeriCorps Seniors Guidance 

on Accrued Unused and Recognition Leave for FGP & SCP Volunteers to ensure 

your policies reflect appropriate regulations.

ii.Unstipended Absences

Predictable unpaid absences may occur for individual AmeriCorps Seniors 

volunteers when, for example: 

a) There are school vacations for which the sponsor's leave policy allows 

no stipend for the AmeriCorps Seniors volunteer’s time off; or

b) An individual AmeriCorps Seniors volunteer serves an assignment at 

a less than 12 months per year facility (a variety of institutional and school 

assignments may fit this pattern).

c) Unpredictable unstipended absences may result, for example, from a 

volunteer's exceptionally lengthy illness or personal matters which require 

emergency attention, which exceed the allowances in the sponsor’s leave 

policy.

2) Compare Planned Hours with Actual Hours 

Stipend expenditures may be managed through careful monitoring of hours of 

service as follows: 

Step #l

Determine the total number of hours of AmeriCorps Seniors volunteer service 

planned and budgeted. For example: 

For a 60-VSY project, the stipend funds must be at most 60 multiplied by the 

current annual amount of the stipend, or $166,020.

Find the number of hours funded by multiplying 60 VSYs times 1,044 (hours) 

for a total of 62,640 hours.

Step #2

Determine the number of hours budgeted per pay period: 
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Divide the total hours by the number of stipend pay periods annually. The total 

pay periods will be either 26.1 or 52.2 annually.

If there are 52.2 pay periods, then the total hours (62,640 in this example) 

divided by 52.2 equals 1,200 hours for which funding is provided each week.

Step #3

Monitor the actual running total of service time plus stipended leave. 

Whenever the weekly total of service time plus stipended leave is below the 

1,200 weekly allotment of hours, the sponsor has an excess in hours available 

for paying stipends. Whenever the running total is above the weekly allotment, 

the sponsor creates a deficit in hours. Reviews conducted each pay period will 

enable projections to be made as to the rate of expenditure, and cumulative 

expenditures, in terms of hours. 

3) Estimate Annual Reserve of Stipendable Hours 

With estimates in hand for hours of stipended and unstipended leave, the 

sponsor will be able to estimate from the beginning of the budget year whether 

there will be a net excess in hours funded over actual hours to be stipended 

based on projections of volunteer service. A net excess may be considered a 

reserve which the sponsor should plan to draw upon immediately. Adjustments 

in enrollment to fully utilize the estimated reserve should be made as early as 

possible in the budget period because these adjustments become increasingly 

impractical as the budget period progresses.

It is possible, allowable, and encouraged to have more individuals actually 

serving and stipended at a given time than there are VSYs budgeted, so long as 

there is an estimated reserve of volunteer service hours available within 

budget.

10.3.5 Underachievement of Budgeted VSYs

Sometimes a sponsor may find that it is unable to deliver the budgeted level of VSYs approved as 

part of the grant award. Whatever the cause of the shortfall, the community served by the 

AmeriCorps Seniors FGP project is potentially deprived of services that could be provided by 

AmeriCorps Seniors volunteers. Underachievement of VSYs also potentially deprives prospective 

volunteers of opportunities to serve. Further, the sponsor may be ineffectively executing its 

budget, and the resources dedicated to its grant may be more effectively utilized elsewhere.

10.3.5.1 Budgetary options to remedy underachievement of VSYs

Some options to remedy VSY underachievement are listed below. These options reflect budgetary 

actions that a sponsor or AmeriCorps Seniors may take to address VSY underachievement. The 

options do not detail programmatic strategies that may be exercised in concert with 

modifications to the budget. Sponsors should work with their portfolio manager to develop and 

implement a full plan to address VSY under-expenditures as soon as a problem is identified. 

If a sponsor wishes to take any of the budgetary actions presented below, the sponsor must send 

a request to their portfolio manager that explains:
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 The cause of the shortfall 

 Your efforts to address the shortfall

 Your plan to rebudget

 Your plan to meet or modify the number of volunteers the project expects to mobilize 

and the number of beneficiaries the project will serve.

For every $6,500 in annual base federal funding they receive, grantees must continue to program 

at least one VSY in work plans that result in either National Performance Measure outcomes, or 

outputs related to the inclusion of individuals with disabilities (if they have historically supported 

such programming). This maximum cost per VSY is established in the Notice of Intent to Apply 

used when the grantee most recently renewed its three-year performance period. The sponsor 

must also comply with all other grant rules and regulations, match requirements, and 

performance measure requirements.

The budgetary options available include:

A. Temporary or Permanent Request to Rebudget 

A sponsor may request to rebudget the grant award so funding can be reallocated to other 

expenses that can reasonably be expected to reduce or eliminate the VSY shortfall. In some cases, 

the request may include funding allocated to VSYs in the stipend line item. Typically, rebudget 

requests involve increased recruitment and recognition efforts.

If a sponsor wishes to reduce the agreed-upon level of VSYs, it must request and receive written 

AmeriCorps Seniors approval to do so, in accordance with federal regulations at 45 CFR 

2552.93(f). These regulations control anticipated expenditures of and place limitations on the 

movement of stipend funding. A sponsor may request to temporarily or permanently reduce the 

grant’s VSY level.

B. Temporary or Permanent Request to Return Grant Funding

A sponsor may request to temporarily or permanently return funding from the grant.

A temporary return of grant funding is appropriate when, due to temporary and correctable 

circumstances, a sponsor anticipates falling short of its budgeted VSY level. A temporary return 

of grant funding allows a sponsor to request a reduction in funding for the current 12-month

budget period. Assuming the cause of the shortfall is remedied, the budget will revert to the 

grantee's base funding level in the next budget year.

A permanent return of grant funding is appropriate when a sponsor has determined that the 

maximum number of VSYs it can support will require the grant size to be reduced. This reduction 

may not result in a grantee programming less than one VSY in work plans that result in either 

National Performance Measure outcomes, or outputs related to the inclusion of individuals with 

disabilities (if they have historically supported such programming) for every $6,500 in annual 

base federal funding they receive.

C. AmeriCorps-Initiated Reduction of Funding

AmeriCorps Seniors monitors the VSY levels associated with each grant award using the FFR. 

When a sponsor does not achieve the minimum VSY level allowed on the grant, portfolio 

managers must notify a sponsor of its underachievement and engage the sponsor in taking 
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prompt corrective action. When a sponsor continues to underachieve VSY levels, portfolio 

managers must take action that may ultimately result in a permanent reduction of funding on the 

grant.

The minimum VSY achievement level for most grants is: 

• 37% of the annually budgeted VSYs at the semi-annual reporting period. 

• 97% of the annually budgeted VSYs at the annual reporting period.

Grants with 24 or fewer VSYs and grants in their first three-year performance period are not 

subject to these specific minimums. Grantees at risk of VSY underperformance in these 

circumstances should contact their portfolio manager to develop a case-specific plan. These plans 

may utilize the same budgetary and non-budgetary remedies described here. 

AmeriCorps will send the sponsor a notification of VSY underproduction letter that states what 

the problem is and offer choices for resolution according to the length of time the grant has not 

achieved the minimum VSY level. The portfolio manager will also work with the sponsor on 

developing or updating a corrective action plan. 

If a sponsor continues to be unable to produce the number of agreed upon VSYs, AmeriCorps

Seniors may take action that results in a reduction in VSY level. AmeriCorps Seniors may also take 

action that involves a reduction in the federal grant award. 

GRANT AMENDMENTS AND REBUDGETING

During implementation of a grant, a grantee may decide to make adjustments to the approved 

application. All grant amendments and budget changes should be made and documented into the 

system of record, but the following changes require prior AmeriCorps Seniors approval and 

amendment of the NGA: 

 A change in the scope of service or a substantial change in goals or objectives. 

 A change in key personnel specified in the application or federal award including a change 

in the authorized representative. 

 A request for a project director at less than full time (please consult with your portfolio 

manager regarding this request before starting an amendment). 

 The creation of a new budget line item where there will be a need for additional funds.

 The transfer of funds budgeted for direct costs to indirect costs.

 The request of a match waiver.

 Extension or reduction of the budget or performance budget period.

If the federal share of a grant is greater than the Simplified Acquisition Threshold amount of $250,000 

and the grantee’s cumulative changes exceeds 10% of the total budget, the grantee must request prior 

approval to submit an amendment. AmeriCorps, as the federal awarding agency, cannot permit a

transfer that would cause any federal appropriation to be used for purposes other than those 

consistent with the appropriation (2 CFR Chapter II, Subpart D, Section 200.308). Grantees should 

consult with your portfolio manager regarding budget changes, even if pre-approval is not required.

Grantees may initiate an amendment in eGrants at any time. AmeriCorps Seniors strongly encourages 

grantees to consult with your portfolio manager prior to starting the amendment. Your portfolio 

manager can advise you on issues such as the amendment types to select based on what you need to 

change, whether the changes can wait until continuation or renewal to reduce burden, whether an 

amendment is necessary or if a memo to file will suffice, and other issues. There are certain 
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amendment types that can only be selected by your portfolio manager. If you don’t see an amendment 

type in eGrants that matches the changes you want to make, please contact your portfolio manager.

Amendments must be submitted by the grantee’s authorized representative. The authorized 

representative must be using eGrants under their own account to submit the amendment. Please note 

that this is an electronic signature that results from submitting the grant application in the electronic 

grants management system, eGrants. A copy of the governing body’s authorization for this official 

representative to sign must be on file in the grantee’s office.

ACCESSING GRANT FUNDS AND MANAGING ADVANCES

All AmeriCorps Seniors grantees are paid through the Department of Health and Human Services 

(HHS) Payment Management Services, abbreviated as PMS. AmeriCorps Seniors grantees must 

establish an account with the HHS/PMS that allows them to draw down funds. When a grant is 

awarded in the electronic grants system, the grant is recorded in AmeriCorps’s accounting system 

and transmitted to PMS which maintains an account for each grant. Grantees draw funds from that 

account. 

10.5.1 Steps in setting up a PMS account

Grantees who are new to direct AmeriCorps funding will receive an “Establishing New Grant with 

AmeriCorps” letter from the Office of Grant Administration (OGA) which will include information 

about how to set up a PMS account. Please contact your Portfolio Manager if you are a new grantee 

to direct AmeriCorps funding and you have not received this letter within 30 days of your 

notification of grant award.

10.5.2 How grantees request funds through PMS SMARTLINK 

Grantees use SMARTLINK to access funds. SMARTLINK is an automated “next day” direct deposit 

system for the Federal government. Recipients assigned to SMARTLINK use a PC to access the PMS 

SMARTLINK Request for Funds application, enter their account and drawdown information (e.g. 

account number and amount requested), and receive a status message detailing their transaction. 

The transaction is completed online, and funds are direct deposited into the recipient's account on 

the next business day.

Funds should only be drawn down for immediate cash needs or on a reimbursement basis. Grantees 

should develop written policies and procedures for drawdowns so that they are done on a consistent 

basis and a clear audit trail exists. 2 CFR Chapter II, Subpart D, Section 200.305

Grantees may: 

• Draw down funds on a reimbursement basis; 

• Draw down funds that they will be using in the immediate future, usually considered to be 

within three days of receipt; or 

 Maintain advance payment of federal funds in interest bearing accounts unless the 

following apply: (See “Interest Earned on Advances” below.)

a. The grantee receives less than $120,000 in Federal awards annually. 

b. The account would not earn interest in excess of $500 per year. 

c. The depository would require an average or minimum balance so high that it would 

not be feasible within the expected Federal and non-Federal cash resources.

d. A banking system prohibits or precludes interest bearing accounts.
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 Interest earned amounts up to $500 per year may be retained by the non-Federal entity for 

administrative expense. Any additional interest earned on Federal advance payments 

deposited in interest-bearing accounts must be remitted annually to the Department of 

Health and Human Services Payment Management System (PMS) through an electronic 

medium using either Automated Clearing House (ACH) network or a Fedwire Funds 

Service payment.

To learn more about using PMS, please see the PMS User Guide and the PMS Grant Recipient 

Training schedule. For help with PMS, please contact the PMS Help Desk at 

PMSSupport@psc.hhs.gov or 877-614-5533. To contact the PMS Liaison Accountant for 

AmeriCorps Grants, visit https://pms.psc.gov/find-pms-liaison-accountant.html. In the “Grants 

Awarded by Non-U.S. Department and Health and Human Services” section, select “Corporation for 

National and Community Service” from the agency list and click “Go.”

10.5.3 Federal Cash Transactions Report – PSC 272 A

Grantees report on funds by submitting quarterly Federal Cash Transaction Reports (PSC 272 A 

Report) directly to PMS. The PSC 272 A Report is an overview of the cash status of the account. It 

contains data provided by PMS to the recipient and the net disbursement amount as calculated by 

the recipient. The PSC 272 A Report is similar to a checking reconciliation and is used to report the 

amount of “Cash on Hand.” HHS monitors this amount and deducts any cash on hand amount from 

previous payment requests. At the end of the grant performance period, the SF 425 Federal Financial 

Report MUST reconcile with the PSC 272 A Report and the amount drawn down. If these three 

numbers are not identical, the grant cannot be closed. 

10.5.4 Interest Earned on Advances

Grantees are required to maintain advances of federal funds not used within 3 days in an interestbearing account. The project will be allowed to retain the first $500.00 of interest per year to cover 

administrative expenses. Interest earned above this amount must be remitted annually in a check 

made payable to the U.S. Treasury, to the Department of Health and Human Services, Division of 

Payment Management, P.O. Box 6021, Rockville, MD 20852.

The Cash Management Improvement Act and regulations (31 CFR Part 205) that established this 

requirement have some exceptions. The major ones that can impact an AmeriCorps Seniors grantee 

are as follows:

 State government grantees do not have to follow this requirement unless required to do so 

by the Department of Treasury Financial Management Service.

 Indian Tribal Governments are also exempt from this requirement.

 The recipient receives less than $120,000.00 per year from all federal sources.

 The best reasonable available interest-bearing account would not have been expected to earn 

in excess of $250.00 per year on the federal balance.

SUSPENSION, TERMINATION, AND DENIALOF REFUNDING

The rules on grant suspension, termination, and denial of refunding procedures are addressed in the 

AmeriCorps Seniors FGP Program Regulations (45 CFR § 2552.34).
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AUDIT REQUIREMENTS

10.7.1 Single Audit 

Recipients of federal grant awards are required to have audits performed in accordance with the 

Single Audit Act Amendments of 1996 (Single Audit Act), as amended. OMB Budget Guidance Audit 

Requirements, provides guidance on audit requirements pursuant to the Single Audit Act. The Audit 

Requirements established that grant recipients that expend $750,000 or more of federal funds in a 

year must have an independent auditor perform a single audit, or a program-specific audit. These 

audit requirements do not apply to organizations expending less than $750,000 in total federal funds 

in a given year. When applicable, a single audit requires the sponsor to have an audit of its entire 

organization conducted by an independent auditor that essentially determines:

• If the organization's financial statements present its and the program’s financial position 

fairly; 

• If the institution has the internal control structure to ensure that the program is managing 

the award in accordance with the applicable federal laws and regulations; and 

• That the program has complied with the applicable laws and regulations that may have a 

direct and material effect on the program's financial statement.

10.7.2 Other Audits

In the case of sponsors whose total federal funding falls 

below the $750,000 threshold established by the 

requirements of OMB Post Federal Award Requirements 

(2 CFR Chapter II, Part 200, Subpart D), the sponsor’s 

policies apply. Sponsors are expected to follow generally 

accepted accounting practices. Sponsors directed by 

AmeriCorps to conduct an audit must provide copies of 

any audit report partially or wholly charged to the grant 

to the portfolio manager. Grantees need to follow 

applicable federal, state and local requirements for 

financial reporting and audits for their type of 

organization.

CONCLUSION

Familiarize all staff with AmeriCorps Seniors FGP Program Regulations, 2 CFR Chapters I and II , 

specifically OMB Cost Principles and OMB Guidance for Grants and Agreements, to ensure 

compliance. Keep good documentation that demonstrates that costs are reasonable, necessary, 

allocable, allowable, and adhere to grant guidelines. Ensure that there is a clear audit trail for all 

financial reports from accounting system to data submitted. If you have a question, contact your 

Portfolio Manager. 

EFFECTIVE PRACTICES FOR SECURING NON-AMERICORPSFINANCIAL AND IN-KIND 

SUPPORT

The sponsor:

Federal Audit Clearinghouse:

Audits performed under the Single 

Audit Act are to be sent electronically 

to the Federal Audit Clearinghouse. 

The Internet Data Entry System 

(IDES) is the place to submit the 

single audit reporting package, 

including form SF-SAC, to the Federal 

Audit Clearinghouse (FAC). Single 

audit submission is required under 

the Single Audit Act and 2 CFR § 

200.512.
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A. Secures cash or in-kind contributions, amounts that regularly exceed the required nonAmeriCorps support for the project;

B. Develops and maintains a diversified non-Federal funding base from the private sector, the 

nonprofit community, and state and local government;

C. Has a commitment to secure non-AmeriCorps support for the project which is incorporated 

into the sponsor’s resource development plan;

D. Includes the project as a designated department in annual giving campaigns such as United 

Way;

E. Demonstrates the project’s role as an extension of its core services by directing opportunities, 

such as grants, specifically to the project;

F. Has an established long-range resource development and mobilization program that includes 

the project as a key program to be supported;

G. Designates a sponsor staff member to help generate the needed support;

H. Actively engages its Board in developing non-Federal resources for the project;

I. Works collaboratively with the project’s entity for community participation as dual leaders 

in mobilizing resources for the project;

J. Keeps project staff informed of the financial status of the project;

K. Makes consistent progress toward expansion of the AmeriCorps Seniors FGP project with 

other funds;

L. Learns from other sponsor’s models for building successful partnerships and ways of 

addressing AmeriCorps Seniors-specific resource development and mobilization challenges;
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10 Tips to Help Avoid Common Audit Findings

Audit findings frequently result from missing, incomplete, or insufficient documentation

that grant requirements have been met. Following are 10 steps to help avoid the more 

common audit findings:

1. Make sure current Memorandums of Understanding are on file for all volunteer stations 

where volunteers are serving (45 CFR 2552.23(2)).

2. Maintain documentation on file, updated annually, that shows that all enrolled 

volunteers meet the eligibility requirements (Age, Income, NSCHC, etc.) 

(45 CFR 2552.41 and 45 CFR 2552.42).

3. Ensure there are written assignment descriptions on file for all volunteers 

(45 CFR 2552.72).

4. Document the eligibility of beneficiaries of volunteer services, preferably in the 

assignment plan, and maintain these in the volunteer files (45 CFR 2552.81).

5. Retain supporting source documentation for all volunteer local travel reimbursements 

(45 CFR 2552.46(c)).

6. Ensure all grant funded staff have complete national service criminal history check 

documentation (45 CFR 2552(j)) and appropriate time tracking documentation kept on 

file. Time tracking documents should clearly show that any time spent on non-grant or 

unallowable activities, such as fund raising or working on other sponsor projects, has 

been appropriately allocated to other sponsor accounts.

7. Ensure your organization’s written policies and your implementation procedures for 

National Service Criminal History Checks comply with the requirement (45 CFR 

2552(j)). See Chapter 5 and the Criminal History Check Resources webpage carefully to 

be sure your written policies and your implementation procedures are in compliance.

Ensure that there is clear documentation of how volunteer service hours (45 CFR 

2552.51) and other cost reimbursements were tracked (45 CFR 2552.46) and these 

records are on file.

8. Document receipt and valuation of all in-kind contributions counted toward the 

required non-Federal share of the grant.

9. Submit all required reports, such as the Federal Financial Reports and Progress Reports, 

and make sure they are on time.

10. Document your organization’s policies and procedures, including internal financial 

controls, in a manual or handbook.
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11 REPORTS AND RECORDKEEPING

Reporting and recordkeeping are essential functions of project management to ensure proper 

stewardship of public funds and provide information needed to report to the Congress and Executive 

Branch of the Federal Government on expenditures, project progress, and accomplishments. General 

reporting and recordkeeping requirements are discussed in this chapter, but projects should always 

consult their specific Notice of Grant Award (NGA) Terms and Conditions for the specific 

requirements of their grant.

REPORTS

Every recipient of a federal grant is expected to submit reports on the expenditure of all funds 

identified within the Notice of Grant Award (NGA). The NGA contains standard Terms and Conditions

that apply to all grantees, as well as special conditions, as applicable, to a specific grantee. You can 

print a copy of your NGA from the electronic grants system. Terms and Conditions are available on 

online. For reporting related to federal grant funds drawn down by the grantee, see Chapter 10. 

Financial reports provide information to portfolio managers about the total dollars expended. 

Progress Reports provide information about the service the volunteers are performing with respect 

to the project plan in the approved grant application. See Appendix A.5 for report due dates. 

11.1.1 Financial Reports

1) Federal Financial Report (FFR), Standard Form (SF) 425

The Federal Financial Report (FFR) is typically 

due on a semi-annual basis for each grant as 

specified in the Terms and Conditions referred to 

in your NGA. AmeriCorps Seniors grantees 

submit FFRs in the AmeriCorps grants 

management system. The FFR is used to report 

the following transactions: Federal Cash, Federal 

Expenditures and Unobligated Balance, Recipient 

Share, and Program Income

Typically, the Terms and Conditions issued with 

the NGA by AmeriCorps for AmeriCorps Seniors contain the following conditions regarding 

Federal Financial Reports: 

a) Grantees report expenditures semi-annually from the start date of the grant on the FFR, OMB 

Form SF-425, by submitting an electronically signed form in the AmeriCorps Seniors grants

management system within 30 days of the end of each reporting period, as specified in the 

Terms and Conditions of the NGA. 

b) FFRs describe expenses on a cumulative basis over the performance period of the grant (3 

years).

c) Projects completing the final year of their grant must submit a final FFR that is cumulative 

over the entire grant period. This FFR is due 90 days after the close of the grant.

How Many Federal Financial Reports 

Are There?

Projects submit an “FFR” semi-annually to 

AmeriCorps through the electronic grants 

management system. Projects also 

complete an “FFR” in the PMS system 

regarding draw down of funds. These are 

different reports and both are required.
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2) Federal Cash Transaction Report, Standard Form 272 (SF 272)

Grantees report on funds by submitting quarterly Federal Cash Transaction Reports (PSC 272 A 

Report) directly to PMS. The PSC 272 A Report is an overview of the cash status of the account. It 

contains data provided by PMS to the recipient and the net disbursement amount as calculated 

by the recipient. The PSC 272 A Report is similar to a checking reconciliation. At the end of the 

grant performance period, the SF 425 Federal Financial Report MUST reconcile with the PSC 272 

A Report and the amount drawn down. If these three numbers are not identical, the grant cannot 

be closed. Payment Management Services provides answers to Frequently Asked Questions

concerning the Payment Management System (see Chapter 10 for How to request funds through 

PMS SMARTLINK) 

References and Reminders

• Keep the portfolio manager apprised of any questions, concerns, issues, or developments 

related to the grant.

• Use these source documents to review specific requirements and procedures for financial 

reporting: 

- Notice of Grant Award (NGA) including Terms and Conditions, and any special 

conditions

- FGP Federal Regulations (45 CFR 2552) 

- Refer to the Resource section of the FGP Grantee page, select action, Submit A Federal 

Financial Report (FFR) for help with the FFR.

• Funds returned to AmeriCorps Seniors at the close out of the grant relationship with 

AmeriCorps Seniors or for disallowance of grant costs are to be the forwarded to 

AmeriCorps’s collection officer in the OGA, but only as directed by the portfolio 

manager(See Appendix A.3: Guidance for Closing Out Your AmeriCorps Grant).

• Delays in submitting FFRs may cause advance or reimbursement requests to be delayed until 

the overdue FFR is received.

11.1.2 Progress Reports 

1) Progress Report Annual 

The Progress Report Annual is used to ensure AmeriCorps Seniors FGP grantees address and fulfill 

legislated program purposes; meet agency program management and grant requirements; track 

and measure progress to benefit the local project and its contributions to volunteers and the 

community.

Projects report progress toward meeting the objectives of the project plan which consists of the 

series of work plans agreed upon in the awarded grant. In addition to project plan reports, 

narratives in the Progress Report Annual are used to report challenges encountered, 

partnerships developed, non-federal fund development, volunteer stories, and other 

accomplishments. 
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Progress reports are prepared and submitted in the AmeriCorps electronic grants management 

system at the end of the budget year, unless noted otherwise on the NGA or in the Terms and 

Conditions for your grant. The due date is no later than 30 days after the end of the reporting 

period. (See the AmeriCorps Seniors FGP Grantee page for the Progress Report Instructions and 

Appendix A.4 for Progress Report Tips.)

2) Progress Report Supplement

The Progress Report Supplement (PRS) is the annual data collection conducted by AmeriCorps to 

aggregate the latest numbers and accomplishments of AmeriCorps Seniors grantees.

The sponsor completes the PRS in the AmeriCorps electronic grants management system in the 

first quarter of the federal fiscal year (October – December). The report asks the project to 

provide a statistical profile of the AmeriCorps Seniors volunteers serving during the 12-month

reporting period, including volunteer demographics and project activities. 

3) Note: Late submission of financial or progress reports may result in the AmeriCorps

Seniors placing a temporary hold on grant funds. A temporary hold is implemented if the 

report is not received by AmeriCorps within 45 calendar days after the established due 

date. An established due date includes an extended due date, when applicable. 

RECORDKEEPING

As required by 45 CFR 2552.25(g), the sponsor must develop recordkeeping and reporting systems 

in compliance with AmeriCorps Seniors requirements that ensure quality of program and fiscal 

operations and facilitate timely and accurate submission of required reports. The sponsor’s records 

also document compliance with regulatory programmatic and fiscal requirements and must be 

available to AmeriCorps staff to review on compliance monitoring site visits or in case of audit. 

Records, including timesheets and requests for cost reimbursements, may be stored either digitally 

or in hard copy, given all other necessary conditions for the document in question are met. 

Necessary conditions include but aren’t limited to review and approval by appropriate signatories, 

records retention requirements, and security requirements. 

When signatures are required, an electronic version is permissible when appropriate safeguards 

are in place to ensure that the signature can only be provided by the person in question. An 

example of this is an online tracking system where individuals have unique login credentials. Adobe 

Acrobat forms also have functionalities that allow for unique digital signatures. 

Records may be subject to state law or local ordinance governing access to records. 

11.2.1 Sponsor Records on Volunteer Stations

The project maintains a file on each volunteer station containing:

1. A current, signed Memorandum of Understanding. (See Chapter 6 for more information about 

the MOU) 

2. Letters of Agreement, where there are in-home assignments through the volunteer station. 

3. A listing by name of the AmeriCorps Seniors volunteers placed at the volunteer station.
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Maintaining Complete Volunteer Files

Maintaining complete volunteer files for the length of time required by law is critical for a sponsor to 

remain in compliance with federal recordkeeping requirements. See Appendix C.9 for a checklist of 

everything that you need to maintain in a volunteer file. Among the most important components are the 

ones that you must complete annually to establish and maintain volunteer eligibility such as documenting 

income eligibility. You must maintain copies of these key documents for each year a volunteer serves. For 

example, if a volunteer has served for the past eight years, you should have eight income eligibility reviews 

in their file. 

When can you dispose of these records? With some exceptions, federal recordkeeping requirements 

require grantees to retain all documents associated with a grant – including volunteer files – for three (3) 

years from the date you submit the final FFR for the relevant project period (2 CFR 200.333). For 

volunteers, this means that you should maintain files for at least three years after the FFR associated with 

the three-year project period when the volunteer leaves service.

For example, suppose Tania begins volunteering with your program in 2010 and continues volunteering 

until 2016, when she exits your program. Your grant performance period runs from July 1, 2015, through 

June 30, 2018. You submit your final FFR for that performance period 90 days after the end date of June 

30, 2018, which is September 30, 2018. You can dispose of Tania’s files three years after that – September 

30, 2021, or after. This means that as late as September 29, 2021, you should still be able to access all of 

Tania’s files – including her first income eligibility review. 

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

Tania begins service

Tania ends 

service

Three-year project 

period when Tania 

ends service

Records can be 

disposed three years 

after the final FFR 

for the period she 

ends service.

Final FFR for 

project period 

submitted 90 days 

after end.

Records retained
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11.2.2 Sponsor Records on Individual AmeriCorps Seniors Volunteers

The project should maintain records for each volunteer containing:

1. An enrollment form signed and dated by the volunteer, including name, address, telephone 

number and date of birth.

2. A signed Designation of Beneficiary (for insurance purposes).

3. The name of the volunteer station(s) where the AmeriCorps Seniors volunteer in FGP is 

placed.

4. A copy of the written assignment description for each volunteer or a notation that the 

volunteer’s assignment description is maintained at the volunteer station. 

5. The AmeriCorps Seniors volunteer's service schedule and verification of actual hours served.

6. A copy of the current written volunteer assignment plan.

7. Documentation of a physical examination if applicable to your project. 

8. An income eligibility review for each year a volunteer participates as an AmeriCorps Seniors 

volunteer, including the volunteer’s initial income eligibility review from their enrollment, an 

income eligibility review that has been completed within the past 12 months, and all such 

annual reviews in between as applicable. 

9. The AmeriCorps Seniors volunteer’s annual performance appraisal. 

10. Sponsor are required to have documentation verifying that the required National Service 

Criminal History checks (NSCHC) were conducted, the results were evaluated, and the 

sponsor’s NSCHC policy is on file and available for AmeriCorps Seniors compliance 

monitoring and for other audit purposes. Confidential files should be secured to protect 

identity. Grantees that do not have documentation to show compliance with the NSCHC 

requirements may be subject to cost disallowance. Please read the NSCHC webpage

carefully to be sure your policies and your implementation procedures are in compliance 

with the requirement.

See the box on the prior page on maintaining complete volunteer files for more information.

(See Appendix C.9 for a sample volunteer files check list.)

11.2.3 Personally Identifiable Information

All volunteer records are confidential and must be kept in secured files to protect all personally 

identifiable information (PII). Personal information about volunteers contained on the enrollment 

form, such as home address, should be disclosed only with the expressed prior written permission of 

the volunteer.

When you create, collect, use, process, store, maintain, disseminate, disclose, or dispose of PII 

related to your grant award, you must have policies and procedures in place to manage this 

information and to guide your response in the event of a breach. You are required to promptly 

notify individuals who are affected or potentially affected by a breach. You must also promptly 

notify AmeriCorps Seniors of any such breaches. The resources below may help you develop or 

strengthen your policy or procedures related to responding to a breach.
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11.2.4 What Is a Breach?

A breach is the loss of control, compromise, unauthorized disclosure, unauthorized acquisition, or

any similar occurrence where (1) a person other than an authorized user accesses or potentially 

accesses personally identifiable information or (2) an authorized user accesses or potentially 

accesses personally identifiable information for an other than authorized purpose. Your response to 

a breach must include notifying AmeriCorps Seniors of the breach. 

11.2.5 Responding to a Breach

You should establish a policy and procedures that:

1. Explain when and how you will promptly notify potentially affected individuals.

2. Outline when and how you will promptly notify AmeriCorps Seniors. You may want to 

incorporate a breach reporting form similar to the form located here. 

3. Satisfy any additional requirements like those issued by state law or those specific to your 

organization. Resources, like the National Conference of State Legislatures Security 

Breach Notifications Laws list, may help you identify the privacy notification laws for your 

state.

The U.S. Department of Education’s Privacy Technical Assistance Center also maintains an 

online toolkit that provides a body of resources and best practices on this subject that you can 

customize for your needs. 

11.2.6 Data Collection and Retention (including Financial Data) 

1) Periodic Data Collection: Accuracy and timeliness of reports are facilitated by collecting and 

recording data needed on a regular basis using consistent procedures and tools. 

2) Keep records of how data was collected: Data reported must be verifiable.

3) Retain Records: Data collected, including financial records, must be retained for at least three 

years from the date the grantee submits the final FFR for the project period or three years 

past the last audit, whichever is most recent. As volunteer service often extends across 

multiple grant years, volunteer records must be maintained for at least three years from the 

date the grantee submits the final FFR for the three-year grant cycle in which the volunteer 

exited service or three years past the last audit, whichever is later. This is also discussed in 

more depth in the box on page 92. 

4) Volunteer Timesheets: Sponsors are required to ensure that timesheets or electronic time 

and attendance records are maintained that display the actual hours served by each 

volunteer. To create a system of internal controls, the timesheets or electronic time and 

attendance records should be signed or validated by the individual volunteer and the 

responsible volunteer station supervisor. The project supervisor or director may also sign or 

validate the timesheets or electronic time and attendance records. 

5) Salary and Wage Documentation: Following is a summary of the requirements for 

documenting project staff time and attendance from the 2 CFR 200 Grants and Agreements.

a. Be supported by a system of internal controls and incorporated into the official 

records of the organization.

b. Reflect an after-the-fact distribution of the employee’s actual work activity for each 

pay period. 
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c. Reflect the total activity of each employee paid from the grant.

d. Comply with the established accounting policies and practices of the organization.

e. Be signed by the employee or supervisor having firsthand knowledge and certified by 

an authorized sponsor official.

6) National Service Criminal History Checks (NSCHC) for staff: The NSCHC is a screening 

procedure established by law to protect the beneficiaries of national service. For AmeriCorps 

Seniors FGP, the requirements apply to anyone receiving any part of their salary from the 

FGP grant funds (federal or non-federal share) and all AmeriCorps Seniors volunteers. 

Sponsors are required to have documentation verifying that the required checks were made, 

the results were evaluated, and the sponsor NSCHC policy is on file and available for 

AmeriCorps compliance monitoring and for other audit purposes. Confidential files should be 

secured to protect identity. Grantees that do not comply with the NSCHC requirements may 

be subject to cost disallowance. Please read the NSCHC webpage carefully to be sure your 

policies and your implementation procedures are in compliance with the requirement. (See 

Handbook Chapter 5 for more information.) 

7) In-Kind Contributions: Documentation for in-kind contributions must record donation and 

valuation of each item. The value of In-kind contributions should be entered into the general 

ledger and the Federal Financial Report submitted to AmeriCorps Seniors. 

a. To be acceptable as non-federal share (match) all cash and/or in-kind donations must 

meet the Cost Principles requirement that the cost (donation) must be allowable, 

reasonable, necessary, and allocable for the performance of the grant award.

b. To value an in-kind contribution, fair market value is the standard. Fair market value 

(FMV) is the price that property would sell for on the open market. It is the price that 

would be agreed on between a willing buyer and a willing seller, with neither being 

required to act, and both having reasonable knowledge of the relevant facts. If a donor 

puts a restriction on the use of donated property, the recipient of the donation must 

honor that restriction. Finally, the in-kind voucher form signed by the donor should 

be reviewed to ensure the value is reasonable and comparable with other estimates 

or bases for value. 

c. The in-kind voucher justifies the valuation of personal services, material equipment, 

building, and other non-cash donations. The voucher should include: the name and 

signature of the donor, the date, the location of the donation, a description of the 

item/service donated, and the estimated value of the donation. Grantees should 

acknowledge the contribution with a receipt that includes the name of donor, date 

and location of donation, a description of item/service, and the estimated value. A 

copy of the receipt should be kept in sponsor’s files. For more information see

Appendix A.14: Sample In-Kind Contribution Form and Tutorial: Valuing, 

Documenting, and Recording In-Kind Match.

8) Reimbursement Claims: Documentation for all Volunteer Expenses related to transportation, 

meals, and/or other costs claimed during the period of volunteer service must for compliance 

monitoring or audit purposes:
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a. Contain the volunteer’s name, number or other identifying information used by the 

project.

b. Specify the type of expense reimbursement such 

as mileage or meals.

c. Specify the amount to be reimbursed.

d. State the reason for reimbursement.

e. Include documentation of the expense required 

by the sponsor.

f. Specify the date the expense was incurred.

g. Provide a way for the volunteer to certify that the expense was incurred during 

service hours.

9) Projects that use timesheets may incorporate volunteer expense claims on the timesheet 

form. Costs must be verified by signatures of the volunteer, the volunteer station supervisor, 

and designated AmeriCorps Seniors FGP staff. (See Appendix C.3 for a sample timesheet that 

incorporates hours of service, and mileage expenses.)

10)Using AmeriCorps Seniors volunteers in FGP for Data Collection/Recordkeeping: AmeriCorps 

Seniors volunteers can be assigned by project directors to various tasks that involve data 

collection and recordkeeping (For more information regarding AmeriCorps Seniors FGP

sponsors as volunteer station see Chapter 6). 

11.2.7 Counting and Reporting Volunteers in AmeriCorps Seniors FGP, Performance 

Measures, and Other Metrics

AmeriCorps Seniors FGP projects are responsible for having a system that allows them to track all 

required data accurately and in sufficient detail to meet the requirements of the progress reports, 

including the Progress Report Supplement. 

1) Reporting requirements for the Progress Reports and the Progress Report Supplement are 

found in the NGA or the Terms and Conditions for your grant.

2) The reported number of volunteers serving, and hours served should be approximately equal 

to or greater than the numbers projected in the budget. AmeriCorps Seniors will monitor and 

verify numbers reported. 

3) See “Criteria for an Effective AmeriCorps Seniors volunteer in FGP Service Tracking System” 

in the following box.

Reminder

Travel to and from home to 

the volunteer assignment, and 

mealtimes that are not part of 

the assignment description, 

are not to be included in hours 

of service.
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Criteria for an Effective AmeriCorps Seniors Volunteer Service Tracking System

1. The system is documented in written sponsor policies as the standard used by the 

AmeriCorps Seniors FGP project and:

(a) Defines and describes the system

(b)Identifies tools to be used

(c) Identifies allowable persons and authentication method such as hard copy signature or 

e-mail 

(d) Specified location of official records

(e) Requires storage and retrieval of records – hard copy or electronically

2. The system's reporting tools, such as the following, are consistent with sponsor policy:

(a) Hard copy time sheet

(b) Hard copy group sign in sheet

(c) E-mails relating to a volunteer’s hours are sent by an appropriate, authorized person –

e.g., the volunteer’s supervisor or the volunteer.

(d) Electronic group sign-in sheet

(e) Telephone report by volunteer supervisor or volunteer with written confirmation 

consistent with the sponsor policy 

(f) Fax or Scan

(g) Web-based system

3. The system provides assurances that the person reporting the hours is authorized to do so –

such as the volunteer or the volunteer station supervisor.

4. If hours are submitted via e-mail by the AmeriCorps Seniors Volunteer or the volunteer 

station supervisor:

(a) Sender uses an e-mail system that requires a recognizable sign-in name that is registered 

with the sponsor/project as the volunteer.

(b) The e-mail is addressed to the person identified by the AmeriCorps Seniors FGP/sponsor 

policies as having the authority to accept and view e-mails reporting hours.

(c) The system used by the e-mail recipient (i.e. AmeriCorps Seniors FGP Project Director) is 

capable of storing and retrieving the e-mails reporting AmeriCorps Seniors volunteer

hours.
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PROJECT COMPLIANCE MONITORING

AmeriCorps is required to monitor awardees. Limited resources require the Office of Monitoring (OM) 

to direct monitoring resources to areas that pose specific risks to the agency. AmeriCorps uses a datadriven, internal risk assessment module which categorizes grants by a level of risk, and groups these 

risk and performance indicators into the following categories: financial, programmatic, 

organizational, and compliance. This risk model informs OM of the type of issue-specific monitoring 

activities that should be assigned to grants. 

AmeriCorps’s monitoring framework consists of issue-based monitoring activities that link 

AmeriCorps Seniors objectives with the monitoring process. Monitoring of AmeriCorps Seniors 

awardees supports AmeriCorps’ ability to: 

• Test compliance with AmeriCorps Seniors legal, regulatory and policy requirements

• Identify and minimize potential risks to AmeriCorps and AmeriCorps Seniors 

• Identify specific technical assistance needs

• Provide guidance and technical assistance

• Analyze recurring problems

Monitoring activities: 

• Vary in length, scope, and intensity; 

• Can be conducted via various methods, such as on-site at grant recipient locations or remotely 

from AmeriCorps headquarters

• Can include a combination of one or more issue-based monitoring activities from the OM 

Uniform Monitoring Package (UMP), or monitoring toolkit

• Can be initiated when a level of risk, along with other programmatic and/or fiscal indicators, 

warrant such an intervention

• Can be assigned randomly to grants with low or medium levels of risk, as a method of 

validating the grant portfolio risk assessment module and monitoring selection methodology.

Monitoring activities and outcomes can help to forge working relationships with recipients and 

partners, and to facilitate conversations about program successes, innovations, and challenges. 

11.3.1 MONITORING ACTIVITY TYPES

OM uses a Uniform Monitoring Package (UMP) which consists of five issue-based compliance 

assessments. The UMP can be applied wholly to a grant award or separated to apply one or more of 

the issue-based compliance assessments, as determined by a grant’s risk assessment results. The 

issue-based monitoring activity types are as follows:

• AmeriCorps Program-Specific Compliance: Document review and interviews of a sample of 

members/volunteers, their supervisors, and grantee staff to assess compliance specific to the 

grant program (AmeriCorps or AmeriCorps Seniors). 

• Financial and Operational Fitness Assessment (FOFA): Document review, including grantee 

application submission of Operational and Financial Management Survey (OFMS), if 

applicable, and cost-testing to assess compliance with key regulations of 2 CFR 200, Uniform 

Administrative Guidance, including timekeeping practices. 

• National Service Criminal History Check (NSCHC): Review of NSCHC records for entities 

required to comply with 45 CFR §§ 2540.200-207. NSCHC grant records are sampled in 

accordance with the NSCHC Manual. 
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• Subrecipient Monitoring Oversight: Document review to assess a prime grantee’s compliance 

with 2 CFR § 200.331, Requirements for pass-through entities.

• Prohibited Activities: Interviews of a sample of members/volunteers, their supervisors, and 

grantee staff to assess compliance with 45 CFR § 2540.100 and other regulations addressing 

AmeriCorps prohibited activities for individual grant programs. 

• New to AmeriCorps: This activity is assigned to first time AmeriCorps grantees. It will consist 

of a review of grantee policies, practices, and systems with the intention of confirming that a 

recipient's foundational practices comply with federal and program requirements. This 

activity will touch on selected items from the FOFA, Prohibited Activities, NSCHC, 

Programmatic, and Subrecipient Oversight monitoring activities, as applicable.

Prior to conducting monitoring assessments, AmeriCorps monitoring officials will notify awardees of 

their selection for one or more monitoring activities. These notifications consist of email 

communications with a letter from the Office of Monitoring and will describe the type of monitoring 

activity to be conducted, the timeframe for responding to requests for information, and instructions 

for providing secure file transfers, if applicable to the monitoring activity type. Notifications are 

addressed to the awardee’s Authorized Representative with a courtesy copy to the Program Director 

and the AmeriCorps Portfolio Manager. Timeframes for each phase of the monitoring activities vary 

across projects. OM will make continued efforts to keep awardees informed of the status of monitoring 

activities, including when to expect monitoring results. 

If an awardee is selected for an on-site monitoring visit, AmeriCorps monitoring officials will provide 

at least 30-days’ notice of the planned visit and will provide details about the type of documentation 

to be made available, as well as coordinating interviews with staff and/or volunteers. The following 

image depicts the AmeriCorps monitoring activity lifecycle:

All monitoring reports are provided to the AmeriCorps Portfolio Manager, for awareness.

11.3.2 Monitoring Results and Corrective Action

At the completion of monitoring activities, OM communicates monitoring results to grantees, 

including findings of noncompliance, in order to mitigate financial, programmatic and operational 

risks and resolve noncompliance. OM consults with the ORO Portfolio Manager (PM) to share the 

monitoring results and review any corrective measures that may be required of the grantee.
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If, during any phase of the monitoring activity, a monitoring official discovers potential waste, fraud, 

or abuse, this information will be reported to the AmeriCorps-OIG, per AmeriCorps Policy.

Monitoring results may include Findings, which are a violation of compliance with Federal statute, 

regulations, or AmeriCorps grant program policy. If a Finding is identified, OM will require the 

awardee to resolve the finding(s) of noncompliance by developing a Corrective Action Plan (CAP). OM 

will provide the awardee with a timeframe in which the CAP must be submitted, as well as a CAP 

template to help determine the root cause of the issue(s), appropriate corrective measures, and 

measurable outcomes that indicate whether the finding(s) was resolved. OM will coordinate 

consultation with the PM during the CAP development and implementation process as an added level 

of technical assistance in developing an efficient plan for avoiding future recurrence of 

noncompliance.

To facilitate this process OM will review the CAP submitted by the awardee and either:

• Approve the plan. 

• Decline the plan and provide suggested modifications to be integrated into the CAP, to be 

resubmitted to OM for review and approval. 

As findings of noncompliance may significantly vary between awardees, so may the timeframe for 

implementing resolution and improvement. OM will approve plans that have demonstrated resolution 

of noncompliance and will require awardees to make the corrective actions completable within a year.

For findings requiring continuous improvement, OM will approve the plan for grantee 

implementation and evaluate the impact of the CAP in future monitoring assessments. In general, the 

nature of the findings and size of federal funding will dictate the level and timing of resources 

contributed to validating the CAP’s outcomes and resolution of noncompliance. 

Depending on the nature of noncompliance and applicable AmeriCorps policy, OM may recommend 

one or more enforcement actions such as disallowing costs, withholding of further grant payments, or 

wholly or partly suspending the grant, pending corrective action. OM may also recommend the 

termination of the grant for cause.

MONITORING RESOURCES 

The resources on the AmeriCorps Monitoring page are currently aimed at the Office of Monitoring's 

second round of monitoring. The page hosts resources that sponsors need to access to comply with 

monitoring requests as of April, 2021. While sponsors may access anything hosted on this page, 

AmeriCorps would like to emphasize that the development of our office means that future processes 

and resources may change.

11.4.1 Resources

Specific resources located in the ‘Resources’ section on the AmeriCorps Monitoring page include:

• Remote Monitoring - At a Glance: Provides information on the steps and timeline of the 

remote monitoring process from initial notification to the resolution of the corrective action 

plan.

• On-Site Monitoring – At a Glance: Provides information on the steps and timeline of the onsite monitoring process from initial notification to the resolution of the corrective action 

plan. 
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• Overview of Uniform Monitoring Package: Shows each of the question items across all of 

Office of Monitoring’s tools that Monitoring Officers use to make compliance determinations. 

Grantees are able to use this in developing their own tools for overseeing their AmeriCorps 

Seniors programs. 

• Guide to Developing Corrective Action Plans: Assists in the development of creating 

corrective action plan responses after monitoring findings are issued to grantees, if 

applicable. 

• Office of Monitoring FAQs

• Specific document requests and forms used to complete monitoring activities, such as the 

Segregation of Duties worksheet, AmeriCorps Seniors Volunteer Roster, and List of 

Subawards Worksheet. 

EFFECTIVE PRACTICES IN REPORTS AND RECORDKEEPING

A. The project is familiar with the reports required to fulfill the grant terms and conditions, and 

regularly submits accurate reports by the required deadlines, including:

1. Progress Report Annual

2. Progress Report Supplemental (Annually);

3. Federal Financial Report (Every 6 months).

B. The project discusses reports and requirements with its Portfolio Manager if any information 

requested is unclear.

C. The project designates accounting professionals within the sponsoring organization to take 

the lead in financial reporting.

D. The project develops an overall information collection and reporting system plan.

1. The project uses the Project Work Plans and Performance Measures as blueprints to 

guide systems that will capture information and data for reporting.

2. If possible, the project invests in a volunteer management software tool to streamline 

and automate its ongoing data collection and volunteer tracking. See Appendix A.6

for a list of software packages available and vendor contact information.

E. For performance measurement data collection and reporting, the project:

1. Works in conjunction with the volunteer stations hosting the volunteers. The project 

coordinates with volunteer station supervisors to link into the station’s data and 

reporting systems, rather than independently establishing its own unique systems. 

Volunteer stations exist to deliver specific services to the community and those 

served and will likely have methods and resource persons available that can be 

utilized to track volunteer accomplishments without having to start from scratch. 

2. Ensures that the volunteer station supervisors and personnel who will assist with 

data and information collection understand the needs related to the AmeriCorps 

Seniors volunteers if the project’s request includes or anticipates new data elements 

or types of information.
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3. Incorporates data and information collection into the Memorandum of 

Understanding with the volunteer station.

F. The project directors are encouraged to communicate with other AmeriCorps Seniors project 

directors to share ideas, receive recommendations, trade tips, and provide suggestions and 

support.

12 COMMUNITY PARTNERSHIPS AND COLLABORATION

COORDINATION WITH OTHER AMERICORPS PROGRAMS AND

COMMUNITY ORGANIZATIONS

Days of service and special initiatives are an integral part of the way that AmeriCorps meets our 

mission. They allow us to showcase at a national and local level how our service supports specific 

issues. Each grantee can participate in these events in a variety of ways that range from hosting 

an event that aligns particularly well with the sponsoring organization’s mission to collaborating 

with other AmeriCorps streams of service to remain engaged and connected to our shared vision. 

The sponsor is highly encouraged to coordinate activities with other AmeriCorps programs, 

including AmeriCorps State and National, AmeriCorps NCCC, AmeriCorps VISTA, and the 

Volunteer Generation Fund. Moreover, the sponsor can coordinate activities with other projectrelated groups and individuals that have strategic objectives similar to those of AmeriCorps, such 

as those representing state and local governments, State Service Commissions; industry, labor, 

and volunteer organizations; programs for children; programs for the aging; and health-care 

organizations. The goal of such coordination is to facilitate cooperation with existing or planned 

community services and to develop community support. These coordination activities are 

specifically encouraged around the following programmatic activities: 

a) National Days of Service: Each year AmeriCorps spearheads the effort to encourage Americans 

to volunteer in their communities during the Martin Luther King Jr. Day of Service and the 

September 11th National Day of Service and Remembrance. On these days of service, 

AmeriCorps provides tools and resources for organizations and individuals to become 

engaged in service activities. Joining together with regional or local national service programs 

increases the visibility of the service projects, and reduces duplication of administrative 

efforts to coordinate events.

b) Special Initiatives: AmeriCorps supports a variety of special initiatives such as National 

Service Recognition Day and National Mentoring Month. These events and priorities, like 

National Days of Service, are best implemented in your community in partnership with other 

national service projects serving in your region. 

c) Coordinated Recruitment: In some communities, national service programs are looking to 

recruit distinctly separate candidates in the same communities. Coordinating around 

recruitment efforts and encouraging referrals when a candidate is not a good fit for your 

program but maybe a good fit for another program strengthens the national service network 

and helps everyone meet their recruitment goals. 
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Sponsors should use sound planning and preparation to generate local support. Development of 

cost sharing support can be facilitated by integrating the project into the community. Suggested 

steps toward achieving coordination are:

a) Prepare a brief summary of the project, its plans and accomplishments, its value to the 

community, and a statement of the types and amounts of support it needs.

b) Conduct a thoughtful assessment of the stakeholders of your program. Stakeholders include 

all organizations, businesses, and municipalities, which are benefiting from the impact of 

your program. Stakeholders could also include any organizations that are working toward 

the same goals in your service area. 

1. Schedule meetings with stakeholders and individuals or groups who can contribute 

to the project or who can influence others to contribute.

2. Follow up the meeting with each person or group contacted with a thank you, 

additional information, or an opportunity to continue to work together.

3. Strengthen the above activities by involving selected members of the FGP advisory 

council. 

4. Collaborate with other AmeriCorps Seniors projects to generate statewide, citywide, 

countywide, and multi-county support.

PUBLIC AWARENESS

1) A strong community relations program ensures public awareness of start-up activities and 

continuing project development.

2) The project sponsor should keep social service agencies; city, county, and state elected officials; 

governmental department heads; community organizations, including those serving senior 

citizens; and the media updated about the project’s development, services, growth, and 

accomplishments.

3) Public awareness can be advanced through public speaking appearances by staff and advisory 

council members before service clubs, fraternal organizations, religious groups, and meetings 

with local, county, and state governmental units. Public relations materials about AmeriCorps’s 

programs and media kit materials are available at the AmeriCorps website. 

4) Active support of the AmeriCorps Seniors FGP advisory council enhances community interest in 

project activities. Some AmeriCorps Seniors FGP advisory councils have formed community 

relations or publicity and marketing committees which assist the project in building awareness, 

coordinating with other community groups, and speaking about AmeriCorps Seniors volunteers

before organizations in which they are active. 

5) AmeriCorps Seniors FGP is included in the AmeriCorps national advertising program. Through 

AmeriCorps’s Office of Government Relations and Strategic Engagement, continuing efforts are 

made to place program information and human-interest stories in national and local publications. 

6) Public awareness of the nationwide program and of the local project should be promoted 

regularly through local media, a project website and social media accounts. Systematic contacts 
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with newspapers, radio, and TV should be established and maintained. Announcements of local 

news value should be prepared and forwarded to the media. (See Chapter 1, Office of 

Government Relations and Strategic Engagement, for more information and tools.) Some

examples of newsworthy announcements are:

a) The establishment of a new volunteer station at a site that is of significant importance or well 

recognized in the community.

b) The appointment of new members to the AmeriCorps Seniors FGP advisory council or the 

establishment of a special committee of the advisory council that addresses issues that are 

significant to your community.

c) Statements made by elected officials, and other governmental and civic leaders in support of 

the project.

d) Achievement of a measurable impact on a critical community need. 

e) Any special AmeriCorps Seniors FGP project event, such as key community service projects 

and the presentation of awards to the volunteers or to the project staff for significant 

achievements.

f) Engagement of the community and the volunteers around the National Days of Service or 

other AmeriCorps Special Initiatives.

7) Engaging in social media is a vital part of a modern public engagement plan. With the popularity 

of social media many community members are learning about the news in their community 

through social media platforms. For many projects, social media engagement is the driving 

vehicle for recruitment, recognition and communicating the impact of their program. 

8) Particularly in smaller communities, the news media are usually interested in providing time or 

space for interviews with AmeriCorps Seniors volunteers or project staff. They are especially 

receptive to human interest stories.
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EFFECTIVE PRACTICES IN COMMUNITY RELATIONS

I. Effective Practices for Increasing the Visibility of Service to the Community by Older 

Volunteers

The project:

A. Develops, implements, and periodically updates a plan to promote ongoing community 

awareness of and support for the project.

B. Makes presentations about the project to community organizations and interested parties;

C. Has a media awareness campaign to promote community awareness and support;

D. Has a presence on social media platforms;

E. Develops active roles for all stakeholders, including sponsor staff, project director, sponsor 

Board, volunteers, AmeriCorps Seniors FGP advisory council, and volunteer station staff, in 

promoting the project in the community;

F. Can demonstrate that the community recognizes the project’s contributions to meeting 

community needs by acknowledging the project or individual volunteers;

G. Broadly disseminates information on project accomplishment and impact to the community, 

volunteer stations, volunteers, funding supporters, other community agencies, the general 

public, the AmeriCorps Seniors, and other key stakeholders so that:

H. The community perceives the project as a leader in effectively meeting critical community 

needs; and

I. The community perceives AmeriCorps Seniors volunteers as active seniors who meet critical 

community needs.

II. Effective Practices for Coordinating AmeriCorps Seniors FGP Services

The project and volunteer stations:

A. Collaborate with other AmeriCorps funded national service programs, including AmeriCorps 

VISTA, AmeriCorps State and National, AmeriCorps NCCC, the Volunteer Generation Fund, 

and other AmeriCorps Seniors programs, to meet critical community needs;

B. Participate in the National Days of Service and AmeriCorps Special Initiatives in partnership 

with other national service projects in their service area; and

C. Build broad-based relationships in the community, including the business sector, to gain their 

support for older volunteers.
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13 AMERICORPS SENIORS FGP HANDBOOK CROSS REFERENCE 

INDEX

URL Links and Appendices Documents by Chapter

This index lists the links and appendices documents that are included in the FGP Handbook for 

easy reference. The chart lists the chapter, the name of the link, the complete URL that you can 

click or cut-and-paste into your browser, and the number and title of the appendix document. 

Links to AmeriCorps Seniors FGP Program Regulations: All of the Handbook chapters have links 

to the Electronic Code of Federal Regulations. The regulations governing AmeriCorps Seniors FGP

are in Chapter XXV, Part 2552, of the Code of Federal Regulations which is typically cited as “45 

CFR 2552.” Use the reference numbers in the link to find the specific regulation you need. For 

example: 45 CFR 2552.22 refers to the Responsibilities of FGP Sponsor. 

URL for 45 CFR 2552: 

https://www.ecfr.gov/current/title-45/subtitle-B/chapter-XXV/part-2552

Chapter 1

AmeriCorps NCCC webpage https://americorps.gov/serve/fit-finder/americorps-nccc

AmeriCorps Programs webpage https://americorps.gov/serve

AmeriCorps State & National 

webpage

https://americorps.gov/serve/fit-finder/americorps-statenational

AmeriCorps VISTA webpage https://americorps.gov/serve/fit-finder/americorps-vista

AmeriCorps Electronic Grants 

System

https://egrants.cns.gov/espan/main/login.jsp

AmeriCorps Communications 

Resources

https://americorps.gov/newsroom/communicationresources

AmeriCorps National 

Performance Measures

https://americorps.gov/grantees-sponsors/fgp

AmeriCorps Strategic Plan https://americorps.gov/about/agency-overview/strategicplan

Edward M. Kennedy Serve 

America Act

https://www.govinfo.gov/content/pkg/STATUTE104/pdf/STATUTE-104-Pg3127.pdf#page=1

eGrants Helpdesk/ National 

Service Hotline 

https://questions.americorps.gov/app/ask

Evaluation Resources https://americorps.gov/grantees-sponsors/evaluationresources

Evidence Exchange https://americorps.gov/about/our-impact/evidenceexchange

Faith-Based and Neighborhood 

Partnerships

http://americorps.gov/partner

Federal Register https://www.federalregister.gov/

Financial Management 

Resources

http://www.nationalservice.gov/resources/financial-management

Foster Grandparent Program 

webpage

https://americorps.gov/serve/fit-finder/americorps-seniorsfoster-grandparent-program
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Funding Opportunities 

Webpage 

https://americorps.gov/partner/funding-opportunities

Litmos (AmeriCorps’ Learning 

Management System)

https://americorpsonlinecourses.litmos.com/

Litmos Self-Sign Up https://americorpsonlinecourses.litmos.com/self-signup/

Marketing and Media https://www.nationalservice.gov/resources/seniorcorps/resources-senior-corps-programs

Media materials https://americorps.gov/newsroom/communicationresources

National and Community 

Service Act of 1990

https://www.nationalservice.gov/sites/default/files/documents/1

990_serviceact_as%20amended%20through%20pl%20111-13.pdf

National & Community Service 

Trust Act of 1993

https://www.govinfo.gov/content/pkg/STATUTE107/pdf/STATUTE-107-Pg785.pdf 

National Service Criminal 

History Checks 

https://americorps.gov/grantees-sponsors/history-check

National Service in Your State https://americorps.gov/about/our-impact

National Service Timeline https://nationalservice.gov/about/who-we-are/national-servicetimeline

AmeriCorps website https://americorps.gov/

Ordering AmeriCorps

Publications

https://promote.americorps.gov/

Outreach Resources https://americorps.gov/newsroom

AmeriCorps Seniors Branding 

Guidelines

https://americorps.gov/newsroom

FGP Program Regulations http://www.ecfr.gov/cgi-bin/textidx?c=ecfr&rgn=div5&view=text&node=45:4.1.9.11.35&idno=45

FGP webpage https://americorps.gov/serve/fit-finder/americorps-seniorsfoster-grandparent-program

Senior Companion Program 

webpage

https://americorps.gov/serve/fit-finder/americorps-seniorssenior-companion-program

AmeriCorps Seniors Programs https://americorps.gov/serve/americorps-seniors

AmeriCorps Seniors Resources 

landing page

https://americorps.gov/grantees-sponsors

Social Innovation Fund http://www.nationalservice.gov/programs/social-innovation-fund

Special Initiatives including:

ML King Day of Service, SC 

Week, and more. 

https://americorps.gov/newsroom/events

Terms and Conditions https://americorps.gov/grantees-sponsors/fgp

Grantee and Sponsors 

resources

https://americorps.gov/grantees-sponsors

Uniform Guidance https://americorps.gov/about/agency-overview/officialguidance

Veterans and Military Families http://www.americorps.gov/about/what-we-do/veterans

Volunteering and Civic Life in 

America report

https://www.nationalservice.gov/serve/via

U.S. Government Manual http://www.usgovernmentmanual.gov/?AspxAutoDetectCookieSup

port=1
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Chapter 2

Funding Opportunities https://americorps.gov/partner/funding-opportunities

Grants.gov http://www.grants.gov/

Appendix A.12 Guidance on Prohibition on Fee-for-Service

AmeriCorps website https://americorps.gov/

Non-Displacement of Employed 

Workers 45 CFR 1216.1.1 – 

1216.1.4

http://www.ecfr.gov/cgi-bin/textidx?SID=c2e77c380debb82b4915f2177fe25633&mc=true&node=pt

45.4.1216&rgn=div5 

Frequently Asked Questions on 

Lobbying

https://www.nationalservice.gov/documents/2017/frequentl

y-asked-questions-regarding-restrictions-lobbying

Frequently Asked Questions on 

Partisan Political Activity

https://www.nationalservice.gov/documents/2017/frequentl

y-asked-questions-regarding-restrictions-partisan-politicalactivity

Terms and Conditions https://americorps.gov/grantees-sponsors/fgp

Grant Terms and Conditions 

and Certifications & Assurances

https://americorps.gov/grantees-sponsors/fgp

Appendix A.2 Primer on Civil Rights Compliance

Chapter 3

Grantee and Sponsors resource 

page

https://americorps.gov/grantees-sponsors

AmeriCorps’s national 

performance measures

http://www.nationalservice.gov/resources/performancemeasurement 

Appendix A.13 Sample Data Sharing Agreement

Evidence Exchange https://americorps.gov/about/our-impact/evidenceexchange

FGP Grantee page: NOF0, 

Application, and Application 

App B

https://americorps.gov/grantees-sponsors/fgp

Appendix A.11 Evidence-Based Programs and Registries

Chapter 4

Building an Effective Advisory 

Council

http://educationnorthwest.org/sites/default/files/factsheet21.pdf

Roles and Responsibilities of 

Advisory Councils

http://www.nationalservice.gov/resources/seniorcorps/understanding-roles-and-responsibilities-advisory-councils

Chapter 5

National Service Criminal 

History Checks Resources

https://americorps.gov/grantees-sponsors/history-check

Senior Community Service 

Employment Program

https://doleta.gov/Seniors/html_docs/PYdirectory.cfm

Chapter 6

AmeriCorps 

Superintendent’s/Principal’s 

Toolkit

https://www.nationalservice.gov/focusareas/education/superintendentsprincipals-toolkit 

Appendix A.12 Guidance on Prohibition on Fee-for-Service

FGP grantee webpage for 

Station Roster Instructions

https://americorps.gov/grantees-sponsors/fgp
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Non-Displacement of Employed 

Workers 45 CFR 1216.1.1 – 

1216.1.4

http://www.ecfr.gov/cgi-bin/textidx?SID=c2e77c380debb82b4915f2177fe25633&mc=true&node=pt

45.4.1216&rgn=div5 

Appendix C.10 Letters of Agreement for In-Home Assignments

Appendix C.1 Memorandum of Understanding

Chapter 7

Grantee and Sponsor https://americorps.gov/grantees-sponsors

Appendix D.1 FGP Sample Volunteer Assignment Description

Appendix C.10 Letters of Agreement for In-Home Assignments

Chapter 8

All for Good https://www.allforgood.org/

National Service Criminal 

History Checks Resources

https://americorps.gov/grantees-sponsors/history-check

National Sex Offender Public 

Website

www.nsopw.gov

Staff Screening Tool Kit https://www.nationalservice.gov/sites/default/files/resource/r33

00-staff-screening-tool-kit.pdf

Centers for Disease Control and 

Prevention (CDC) – Preventing 

Child Sexual Abuse within 

Youth-serving Organizations: 

Getting Started on Policies and 

Procedures

https://www.cdc.gov/violenceprevention/pdf/preventingchil

dsexualabuse-a.pdf 

Adult Learning Toolkit http://www.nwcphp.org/training/effective-adult-learning-atoolkit-for-teaching-adults

Facilitating Adult Learning http://www.canr.msu.edu/od/uploads/files/PD/Facilitating_

Adult_Learning.pdf

Appendix C.2 Sample Volunteer Enrollment Form

Appendix C.5 Sample Volunteer Information Update Form

Chapter 9

Appendix A.10 AmeriCorps Seniors Minimum Insurance Coverage Requirements

Appendix A.1 Guidance for Recognition Costs

Appendix C.3 Sample FGP Timesheet and Mileage Request

Chapter 10

Chapter 10 References to 2 CFR:

Link to the 2 CFR which is also called the Uniform Guidance.

2 CFR Subtitle A Chapter II 

200.300 to 200.345

http://www.ecfr.gov/cgi-bin/textidx?SID=b9a3c6bc45dc33da0b90c5da0844bfeb&mc=true&node=pt

2.1.200

2 CFR Subtitle A Chapter II 

200.500 – 200.520

2 CFR Subtitle A Chapter II 

200.400 to 200.475

2 CFR § 200.430 Compensation 

– personal services
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2 CFR Chapter II Subpart D 

Section 200.306 Cost Sharing or 

Matching

2 CFR Chapter II, Subpart D, 

Section200.305

OMB Post Federal Award 

Requirements

OMB Guidance for Grants and 

Agreements 

OMB Cost Principles

OMB Budget Guidance Audit 

Requirements

States and Local Government 

and Indian Tribe Indirect Cost 

Proposals

Audits http://content.govdelivery.com/accounts/USAmeriCorps/bulletins

/1373ea5

Cost Principles http://www.nationalservice.gov/resources/uniform-guidance

Federal Audit Clearinghouse https://harvester.census.gov/facweb/Default.aspx

Indirect Costs: Rate Agreements 

and Cost Allocation Principles

http://www.nationalservice.gov/resources/uniformguidance

Key Concepts of Financial 

Management 

https://americorpsonlinecourses.litmos.com/?C=335756

PMS-Help and training for 

grantees using the Payment 

Management System 

https://pms.psc.gov/

PMS login - SMARTLINK https://pms.psc.gov/

PMS- PSC 272 Report 

Instructions 

https://pms.psc.gov/pms-user-guide/federal-cash-transactionreport.html

FGP Grant Application (FGP 

grantee webpage)

https://americorps.gov/grantees-sponsors/fgp

Single Audit Act Amendments 

of 1996

http://www.grants.gov/web/grants/learn-grants/grantpolicies/single-audit-act-amendments-1996.html 

Terms and Conditions https://americorps.gov/grantees-sponsors/fgp

Uniform Administrative 

Requirements (Uniform Guidance)

https://americorps.gov/about/agency-overview/officialguidance

Chapter 11

FFR Instructions and Sample 

Form 

http://www.nationalservice.gov/resources/financialmanagement/federal-financial-report-ffr 

FGP grantee webpage -

Progress Report Instructions

https://americorps.gov/grantees-sponsors/fgp

National Service Criminal 

History Check

https://americorps.gov/grantees-sponsors/history-check

National Sex Offender Public 

Website (NSOPW)

www.nsopw.gov

PMS -Payment Management 

System 

https://pms.psc.gov/

PMS - Frequently Asked 

Questions

https://dpm-portal.psc.gov/Welcome.aspx?pt=DPM

 
AmeriCorps Seniors Foster Grandparent Program Operations Handbook Chapter 13: AmeriCorps 

Seniors FGP Handbook Cross Reference Index

Version 2023.3 123

Terms and Conditions https://americorps.gov/grantees-sponsors/fgp

Tutorial: Valuing, Documenting, 

and Recording In-Kind Match

http://www.nationalservice.gov/sites/default/files/olc/moodle/fm

_key_concepts_of_cash_and_in_kind_match/view5f46.html?id=3213

&chapterid=2270

Appendix C.3 Sample FGP Timesheet with Mileage Request 

Appendix A.3 Guidance for Closing-Out Your AmeriCorps Grant

Appendix A.6 Volunteer Tracking Software Distributors

Appendix A.14 Sample In-Kind Contribution Form

Chapter 12

National Days of Service and 

Special Initiatives:

https://americorps.gov/join

Media kit materials https://americorps.gov/newsroom/communicationresources

Public relations materials https://americorps.gov/newsroom/communicationresources
AmeriCorps Seniors Foster Grandparent Program Operations Handbook Chapter 14: Description and 

List of Appendices

Version 2023.3 124

14 DESCRIPTION AND LIST OF APPENDICES

In the January 2017 revision of these handbooks, AmeriCorps Seniors revised the organization of the 

handbook appendices to clarify when appendices were the same across workbooks and improve our 

ability to update them quickly and accurately. Specifically, we combined the appendices of all three 

AmeriCorps Seniors handbooks (the Foster Grandparent Operations Handbook, Senior Companion 

Operations Handbook and RSVP Operations Handbook) into one list. 

You can access appendices in both PDF below and, when applicable, editable Word or Excel formats 

on the Foster Grandparent grantees webpage. 

In addition, we introduced a numbering system to indicate what appendices would be relevant for 

what programs. The appendices are organized as follows:

• Section A: These appendices apply equally to all AmeriCorps Seniors programs.

• Section B: These appendices apply only to the AmeriCorps Seniors RSVP Program. 

• Section C: These appendices apply equally to the AmeriCorps Seniors Foster Grandparent 

and Senior Companion Programs

• Section D: These appendices apply only to the AmeriCorps Seniors Foster Grandparent 

Program 

• Section E: These appendices apply only to the AmeriCorps Seniors Senior Companion 

Program 

In the printable version of this handbook, we have included only the appendices that are relevant to 

your program. In the case of Foster AmeriCorps Seniors Grandparent Programs, this includes 

Sections A, C and D. A full list of the appendices included in this document follows.

SECTION A: ALL PROGRAMS

A.1. Guidance on Recognition Costs

A.2. Primer on Civil Rights Compliance

A.3. Guidance on Closing Out Your AmeriCorps Grant

A.4. AmeriCorps Seniors Progress Report Tips

A.5. Quick Reference Guide for AmeriCorps Seniors Reports and Due Dates

A.6. Volunteer Tracking Software Distributors

A.7. Acronyms Related to AmeriCorps 

A.8. Fund Raising and AmeriCorps Seniors Grants

A.9. Optional Checklist for Station Accessibility

A.10. AmeriCorps Seniors Minimum Insurance Coverage Requirements

A.11. Evidence-Based Programs and Registries

A.12. Guidance on Prohibition on Fee-for-Service Activities

A.13. Sample Data Sharing Agreement

A.14. Sample In-Kind Contribution Form

A.15. Final Rule Overview

A.16. Final Rule FAQs
AmeriCorps Seniors Foster Grandparent Program Operations Handbook Chapter 14: Description and List 

of Appendices

A.17. COVID-19 Resource Tool Kit

A.18. Technology Support Training

A.19. Respite Survey

A.20. Independent Living Survey

A.21. Disaster and Emergency Response

A.22. Review and Update Project Information in eGrants

A.23. Understanding the Roles and Responsibilities of Advisory Councils

SECTION C: AMERICORPS SENIORS FOSTER GRANDPARENT AND SENIOR COMPANION 

PROGRAMS

C.1. Sample FGP-SCP Memorandum of Understanding

C.2. Sample FGP-SCP Volunteer Enrollment Form

C.3. Sample FGP-SCP Timesheet and Mileage Form

C.4. Sample FGP-SCP Project Director Job Description

C.5. Sample FGP-SCP Volunteer Information Update Form

C.6. Sample FGP-SCP Income Review Form

C.7. Sample FGP-SCP Enrollment Checklist

C.8. Sample VSY Worksheet

C.9. Sample FGP-SCP Volunteer File Checklist

C.10. Sample FGP-SCP Letters of Agreement for In-Home Assignments

C.11. Sample FGP-SCP TB Test Form

C.12. Sample FGP-SCP Physical Form

C.13. Guidance on Social Security Disability 

C.14. Guidance on Accrued Unused and Recognition Leave for Stipended Volunteers

SECTION D: AMERICORPS SENIORS FOSTER GRANDPARENT PROGRAMS ONLY

D.1. Sample AmeriCorps Seniors Volunteer in FGP Assignment Plan

D.2. Sample Foster Grandparent Position Descriptions

D.3. Previous Change Logs
Appendix A.1 - Guidance on Recognition Costs

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Appendix A.1 - Guidance on Recognition Costs

From the AmeriCorps Office of Grant Administration (OGA)

OVERVIEW

Recognition, a direct benefit to AmeriCorps Seniors volunteers, is a cost category allowed AmeriCorps 

Seniors [as of Sept. 2020, CNCS and Senior Corp are still the legal name, but do business as AmeriCorps 

and AmeriCorps Seniors, respectfully] regulations (45 CFR 2551.46(e), 45 CFR 2552.46(e), 45 CFR

2553.43(c)). It covers a wide range of potential costs. Any costs charged to this direct benefit to the 

volunteer must be in accordance with the applicable OMB cost principles (2 CFR 200, Subpart E) and 

expended using sound business practices. Any costs charged to recognition should be reasonable and 

prudent, properly valued and consistent with your organizational accounting practices. Consideration 

should also be given to the appropriateness of the expenditure.

CRITERIA

• Recognition should be related to the volunteer’s service.

• Recognition costs should have appropriate limits. Things to consider are budgetary limits and 

organizational policies on reasonableness of costs. If your organization does not have a policy 

on reasonableness of costs, one should be developed by your management and/or accounting 

department.

• Recognition should be applied equally among all volunteers. If there are limited resources 

some method should be devised to ensure all volunteers are included in recognition activities 

and actions. Planning for distribution of limited resourcesshould be accomplished atthe time 

of your budgetary planning and included in your organizational policies and procedures.

• Recognition should be program specific and recognize the AmeriCorps Seniors volunteer 

for their service in the AmeriCorps designated project.

• Recognition should notinclude any costs to the volunteer.

• Recognition should take place at least annually for formal public recognition of volunteers to 

the community. If formal recognition takes place, a sign-in sheet documenting attendance of 

the volunteers being recognized should be prepared.

ITEMSGENERALLYACCEPTED AS RECOGNITION EXPENSES

• Special ceremonies, teas, breakfasts, luncheons, and recreational outings can also include a 

per person cost which includes items otherthan room rental and food. If the cost per attendee 

includes other amenities in an inclusive package this is acceptable so long as:

o The cost is reasonable

o There is budgetary availability

o The expenses are not expressly prohibited by eitherthe OMB cost principles or a 
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determination by an AmeriCorps Official.

• Small (nominal value) gifts are allowable:

o So long as:

 The cost is reasonable

 There is budgetary availability

 The gift is notsomething that is expressly prohibited by either OMB cost principles or by 

a determination by an AmeriCorps Official.

o A gift is any item that has monetary value.

o Your organization should establish policies on how you determine reasonableness of cost 

and determine limits based on sound accounting practices.

 AmeriCorps would define the value of a gift using “Market Value.” Market value means 

the retail cost the organization would incur to purchase the gift.

 An organization who cannot ascertain the market value of a gift may estimate its market 

value by reference to the retail cost of similar items of like quality.

 For example: The market value of a gift of a ticket entitling the holder to food, 

refreshments, entertainment, or any other benefit would be the face value of the ticket.

• Recognition items such as trophies, plaques, certificates, and pins are acceptable. Attention 

should be given to the fact that the cost of some of these items will increase depending on 

the cost of engraving, sometimes significantly, so these recognition items may be limited to 

budget availability.

• Birthday cards are acceptable, even though they are not technically a recognition item related 

to a volunteer’s service. They are of a nominal value and therefore can be used as a form of 

recognition. 

• AmeriCorps Seniors encourages grantees to invite special guest, elected or other officials to 

show appreciation to the volunteers. Costsforthese special guests can be paid forfrom grant 

funds.

• Gifts cards are acceptable forms of recognition. It isimportant that these should be treated as 

cash in your accounting system, however, they do not take the form of a cash payment and 

are not as liquid.

o Because anyone can use a gift card, they should be treated as cash and documented 

in accordance with sound business practices, including a receipt signed by the 

volunteer being recognized.

o Refer to 45 CFR 2543.21 for Standards for Financial Management Systems. Gift Cards 

are usually designated for a specific purpose and a specific item. Organizations should 

have a policy and procedure in place to accountfor the distributions and accounting of 

gift card.

• Additional leave may be used as a form ofrecognition. AmeriCorps Seniors Foster
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Grandparent and Senior Companion Programs that intend to use leave as a form of 

recognition must alsoabide by the AmeriCorps SeniorsGuidance on Leave as a Form of

Volunteer Recognition.

ITEMSGENERALLYNOT ACCEPTABLE FORMS OF RECOGNITION

• Holiday or Christmas gifts are not acceptable. Recognition should be based on a 

volunteer’s service only.

• Cash is not acceptable as recognition. Cash can be seen as a payment or a bonus and 

volunteers serving in AmeriCorps programs are not to be paid other than the allowable 

stipend payments in the AmeriCorps Seniors Foster Grandparent / Senior Companion 

programs.

• Paid speakers atrecognition events are usually not allowable, although exceptions may 

be permitted. Some things to consider are:

o Would the eventstill be a success if the speaker does not attend? Is the speaker 

an integral and vital component to the success of the event?

o Would your organization pay for the speaker or raise money to include the speaker 

if federal funds were not available?

o Can you substitute the speaker forsomeone without a speaking fee but with 

similar ability and qualifications?

• Guests of volunteers are not permitted to be paid for from federal or non-federal 

expenditures. If volunteers bring guests, the sources of funds to be used should come from a 

source not counted toward your required match. A best practice is to have a sign in sheet for 

all attendees present at the recognition event.

• Certain forms of entertainment are not acceptable. If you are planning to expend funds for 

recognition, please consult with an AmeriCorps Portfolio Manager prior to expenditure for 

further clarification.

ITEMS THAT AREQUESTIONABLE AND WOULDNEED PRIOR APPROVAL FROM AMERICORPS

• Tickets to events in normal instances would be deemed unallowable based on the OMB 

Cost Principles which state “Costs of entertainment, including amusement, diversion, and 

social activities and any costs directly associated with such costs (such as tickets to shows 

orsports events, meals, lodging, rentals, transportation, and gratuities) are unallowable.”

• However, since our regulations do view recognition as a legitimate cost, showing recognition 

in the form of ticketsto events may be deemed appropriate based on reasonableness of cost 

and appropriateness of the venue. These types of costs should be discussed with your 

AmeriCorps Portfolio Manager prior to expenditure.
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SPECIALVOLUNTEER RECOGNITION

Singling out a volunteer for exceptional or special service is allowable. Examples include acknowledging a 

milestone in service (example: 20 years ofservice, 30 years ofservice) or

supporting a program in ways that go beyond service activities, such as efforts to recruit other 

volunteers.

• Specialrecognition items can be given forthis purpose ifthe following is demonstrated:

o The cost is reasonable

o There is budgetary availability

o The giftis notsomething that is expressly prohibited by either OMB cost principles or by 

a determination by an AmeriCorps Official.

• When recognizing individual volunteers, an organization should have a written policy 

that includes:

o What constitutes exceptional orspecialservice

o What milestones or achievements in service will promptspecial recognition

o What will be given for this purpose if differentthan typical recognition awards.
Appendix A.2 - Primer on Civil Rights Compliance

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Appendix A.2: Primer on Civil Rights Compliance

Civil rights laws are complex, and neither direct evidence of discrimination nor direct proof of 

intent to discriminate is needed for discrimination to be found. Therefore, past actions -- e.g., 

patterns in decisions, statements made in any contexts, or rules followed/not followed -- or actions 

taken regarding other persons -- e.g., sent to training, given warning in lieu of a reprimand or 

termination -- may determine the outcome of a claim of discrimination, even if the past action 

appears to have no relationship to a present discrimination claim.

DEFINITIONOFDISCRIMINATION

Dictionary Definition: Different treatment

Legal Definition: Different treatment because of a difference in race; color; national origin; 

gender; sexual orientation; religion; age; disability; political affiliation; marital or parental status; or 

military service.

Regulatory Expansion: Different treatment because of reprisal for: (a) participation in the 

discrimination complaint process, or (b) expressing opposition to an action made illegal by the civil 

rights acts or other applicable laws.

DETERMINATION OF DISCRIMINATION

When direct, straightforward evidence of discrimination exists, it is relatively easy to determine 

whether legally discrimination occurred. Such evidence could include:

— Racial epithets, sexual slurs, repeated jokes about accent or heritage.

— A recruitment brochure which describes a job as "Fit for a Queen," or a 

recruitment poster asks, "Are you the right man?"

— Interview notes read "too old for this job" or qualification requirements call for "trainee 

between the ages of 21 and 24."

Such evidence is not needed, however, for discrimination under the law to have occurred. 

Discrimination may be inferred when two persons of different race, sex, etc. groups receive 

different treatment. Different treatment is determined by comparing persons who are similarly 

situated, i.e., they are so situated that it is reasonable to expect they would receive the same 

treatment in the context of a particular employment or service decision. 

The determination as to whether an action was because of race, sex, etc., uses the following 

disparate treatment analytical model:
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Step One: Complainant must establish a "prima facie" case of discrimination,

i.e., establish enough so that the case is not immediately dismissed, and the 

employer or grantee must respond to the allegation(s). This establishes a rebuttable 

presumption of discrimination. Often comparative evidence is presented that a 

similarly situated person of another race, sex, etc. group was treated more 

favorably than the complainant. That is, the complainant was treated less favorably 

than a person who is so situated that it is reasonable to expect he or she would 

receive the same treatment in terms of a particular employment or service decision.

If the complainant establishes a prima facie case, the employer's or grantee's 

response is examined. If the complainant does not do so, a finding of no 

discrimination must be made.

Step Two: The employer or grantee must set forth a legitimate, 

nondiscriminatory reason for its action. If the employer or grantee does this,

pretext is examined. If employer or grantee does not do so, a finding of 

discrimination must be made.

Step Three: The complainant must establish the employer's or grantee's stated 

reason is pretext for prohibited discrimination, i.e., stated reason is not credible 

or it masks/cloaks the real reason which is prohibited discrimination. If the 

complainant establishes pretext, a finding of discrimination must be made. If the 

complainant does not do so, a finding of no discrimination must be made.

BURDEN OF PROOF

Generally, the complainant carries the burden of proof and must establish his or her case by a 

preponderance of the evidence, i.e., if evidence is a football field, complainant must carry the 

ball over the 50-yard line, into the employer's territory.

Exception One: Direct, straightforward evidence of discrimination shifts burden of proof to 

the employer or grantee, who must prove it did not discriminate by clear and convincing evidence 

(a much higher standard than preponderance of the evidence)

Exception Two: Mixed motive cases (both discriminatory and nondiscriminatory motives 

established). The employer or grantee must prove, by the higher level clear and convincing 

evidence, that, absent discrimination, the same action would have occurred (e.g., same person 

would have been selected); if the employer or grantee meets its burden of proof, it is still liable 

for discrimination, but relief is limited to declaratory relief, certain injunctive relief, and 

attorney's fees and costs (relief may not include personal relief such as retroactive hiring, 

reinstatement, and compensatory damages.
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INTERVIEW QUESTIONS

Interview or application questions (i.e., questions during the selection process) which are not 

directly job or position-related are oftentimes considered direct evidence of discrimination. (There 

is no problem requesting necessary information after the selection process is complete, however.) 

At a minimum, to protect from liability, it is always advisable to avoid certain types of questions 

during the selection process. If a manager does not have information available during the selection 

process, the manager will always be able to legitimately state that the selection was not based on 

that information.

Non job- or position-related questions, i.e., questions that do not directly address the applicant's 

ability to perform the essential duties of the position, include the following:

 Questions related to marital status (also preferred forms of address).

 Questions related to children (also ages of children and child care arrangements 

made or needed) or to pregnancy and/or reproduction (including future family 

planning). 

 Questions related to the ability to work overtime or to travel (with reference to 

dependents or family life). When overtime and/or travel are duties of the position, it is 

acceptable, however, to describe duties and ask if applicant foresees any problem in 

fulfilling the duties.

 Questions related to disability or medical conditions (including questions on nature or 

origin of a disability, commuting arrangements, sick leave usage, or ability to perform 

marginal duties of the position).

SPECIAL REQUIREMENTS RELATED TO DISABILITY OR MEDICAL CONDITIONS

General Rule: The employer or grantee may not conduct a pre-employment or pre-service 

medical examination or ask applicant prior to employment or service whether he or she has 

disabilities or question the nature or severity of a disability.

Essential Functions

The employer or grantee may, however, make pre-employment or pre-service inquiry into 

applicant's ability to meet the essential functions of the position, with or without reasonable 

accommodation, or to fulfill bona fide medical qualification requirements, if applicable.

Essential functions are the minimum abilities necessary for safe and efficient performance of 

the duties of the position in question.
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Care must be exercised, however, in inquiring about the ability to perform essential functions, 

with or without reasonable accommodation, because a selection decision may not generally 

consider whether an accommodation is required or how much it will cost. That is, unless an 

accommodation constitutes an undue financial or administrative burden or fundamentally alters 

the nature of the program or activity, the need for or cost of an accommodation may not 

influence a selection decision.

It is acceptable to exclude an applicant with a disability, even though the person can perform 

the essential functions of the position, only if the disability endangers the health and safety of 

others or if performing the essential functions endangers the health and safety of the applicant.

Persons with contagious diseases (e.g., tuberculosis) in remission may not be passed over for 

selection based on their disability if they can perform the essential functions of the position. 

Further, all HIV-positive persons are persons with disabilities, and not selecting an applicant 

solely on the basis of this illness is discrimination.

Medical Examinations

Nothing prohibits employer or grantee from conditioning offer of employment or service on results 

of a medical examination conducted prior to person's entrance on duty, provided all entering

persons are subjected to such an examination regardless of disability and results of such an 

examination are used only in accordance with these guidelines.

Records Maintenance

Information concerning the medical condition or history of applicants must be collected and 

maintained on separate forms that are treated as confidential medical records, except that:

— Supervisors and managers may be informed regarding restrictions on duties of disabled 

persons and necessary accommodations;

— First aid and safety personnel may be informed if the condition might require 

emergency treatment;

— Government officials investigating compliance with laws, regulations, and 

instructions relevant to equal opportunity must be provided information upon request; 

and

— Statistics generated from information obtained may be used to manage, evaluate, and 

report on equal opportunity.
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ACCESSIBILITY AND REASONABLE ACCOMMODATION

General Rules: 

1. No qualified individual with disabilities shall, on the basis of disability, be denied the 

benefits of, be excluded from participation in, or otherwise be subjected to discrimination 

under any program or activity receiving federal financial assistance.

2. All programs and activities must be accessible to, and usable by, persons with 

disabilities.

3. Persons with disabilitiesshall be provided reasonable accommodation to participate in the 

program or activity.

Statutes: Section 504 of the Rehabilitation Act prohibits disability discrimination in federally 

assisted programs. The AmeriCorps is responsible for enforcing this provision in terms of its 

grantees and subgrantees. (For civil rights purposes, all programs, projects, and sites funded or 

receiving volunteers or service members under AmeriCorps statutes are programs or activities 

receiving federal financial assistance.) 

The Americans with Disabilities Act (ADA) applies to virtually all AmeriCorps grantees and 

subgrantees, but the AmeriCorps does not enforce it. The ADA’s nondiscrimination, accessibility, 

and reasonable accommodation standards for state and local governments are identical to Section 

504 standards. Public places like museums, day care centers, schools, have lower accessibility and 

reasonable accommodation standards under the ADA (and religious institutions are exempt), but 

by virtue of receiving federal financial assistance, the higher Section 504 standards apply to them.

New construction and alterations (built or altered since May 30, 1979): Each building or part 

of a building that is constructed or altered by or for the use of any grantee or subgrantee shall be 

designed, constructed, or altered so as to be readily accessible to and usable by disabled persons.

Existing facilities (built before May 30, 1979): Grantees must operate each program or activity so 

that, when viewed in its entirety, it is readily accessible to and usable by disabled persons. For this 

purpose, a project plus all sites is considered. Grantees are not necessarily required to retrofit to 

make each existing facility accessible or to take action that would result in undue financial or 

administrative burdens, but the overall program must be accessible. Programmatic modifications are 

acceptable to achieve and maintain accessibility in buildings built before May 30, 1979.

Communications: Grantees must ensure program and employment communications are available 

to persons with impaired vision and hearing, and that no disabled person is denied benefits or 

participation because no auxiliary aids were provided for persons with impaired sensory, manual, 

or speaking skills.
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SEXUALHARASSMENT

Definition: Unwelcome sexual advances, requests for sexual favors and other verbal or physical 

conduct of a sexual nature when:

a. Submission to such conduct is made either explicitly or implicitly a term or condition 

of an individual's employment or service.

b. Submission to or rejection of such conduct by an individual is used as the basis for 

employment or volunteer or participation decisions affecting the individual.

c. Submission to or rejection of such conduct has the purpose or effect of unreasonably 

interfering with an individual's work or service performance or creating an intimidating, 

hostile or offensive working or service environment.

The key is that the conduct is unwelcome.

Examples: Sexual harassment includes, but is not limited to, the following work or service 

conduct: 

a. Explicit or implicit demands for sexual favors in return for job or service benefits. 

b. Unwelcome letters, telephone calls, or distribution or display of materials of a sexual 

nature. 

c. Physical assaults of a sexual nature. 

d. Unwelcome and deliberate touching, leaning over, cornering, or pinching. 

e. Unwelcome sexually suggestive looks or gestures.

f. Unwelcome pressure for sexual favors or dates.

g. Unwelcome sexual teasing, jokes, remarks, or questions.

h. According favorable treatment to those who grant sexual favors.

Relationships vis-à-vis Sexual Harassment 

Sexual harassment is not limited to prohibited conduct by a male toward a female or by a 

supervisor toward a subordinate. It includes prohibited conduct by a AmeriCorps employee 

towards a volunteer, service member, project director, or program beneficiary, as well as such 

conduct by grantee employees.
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— A man may be the victim of sexual harassment.

— A woman may be the harasser.

— The victim does not have to be the opposite sex from the harasser.

— The harasser does not have to be the victim's supervisor. The harasser could be:

 a supervisor who does not supervise the victim,

 a non-supervisory employee, volunteer, or service member, or

 a co-worker or another volunteer or service member.

— The victim does not have to be the person toward whom the unwelcome sexual conduct is 

directed, but may be someone who is affected by such conduct when it is directed toward 

another person.

For example, the sexual harassment of an employee, volunteer, or service member may 

create for another employee, volunteer or service member an intimidating, hostile, or 

offensive working environment.

— Sexual harassment does not depend on the victim's having suffered an economic loss as a 

result of the harasser's conduct.

For example, improper sexual advances which do not result in the denial of a promotion or 

the discharge of the victim may, nonetheless, constitute sexual harassment where they 

interfere with the victim's work or service, or create an intimidating, hostile or offensive 

work or service environment.

Harassment on sexual, racial, national origin, religious harassment, or on any other grounds 

is strictly prohibited in AmeriCorps or grantee offices, other work- or service-related settings, 

including, but not limited to site visits or work- or service-related social events and training.

AMERICORPS OR GRANTEE RESPONSIBILITIES REGARDING HARASSMENT

AmeriCorps or grantee is ultimately responsible for violations of prohibitions against any form of 

prohibited harassment and for taking corrective action and/or disciplinary action if violations occur. 

They are responsible for:

Acts of "quid pro quo" sexual harassment, wherein a supervisor demands sexual favors 

for employment or service benefits, regardless of whether AmeriCorps or grantee, its agents 
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or supervisory employees knew, or should have known, of the acts.

(1) Unwelcome sexual advances, requests for sexual favors and other verbal or physical 

conduct of a sexual nature which have the purpose or effect of creating an 

intimidating, hostile or offensive working or service environment, where AmeriCorps 

or grantee, its agents or supervisory employees knew, or had reason to know, of acts and 

failed to take immediate and appropriate corrective action.

(2) Acts of prohibited harassment toward fellow employees, volunteers, or participants 

(co-workers), where AmeriCorps or grantee, its agents or its supervisory employees knew, 

or should have known, of the conduct, unless it took immediate and appropriate corrective 

action.

(3) Acts of prohibited harassment by non-employees, where AmeriCorps or grantee, its 

agents or its supervisory employees knew, or should have known, of the conduct and 

failed to take immediate and appropriate corrective action.

DISCRIMINATION CLAIMS

Any volunteer, service member, client, employee, or beneficiary of a program or project who 

believes he or she has been subjected to discrimination in violation of nondiscrimination 

provisions of applicable laws, regulations or this policy may raise a claim with AmeriCorps’s 

Office of Civil Rights and Inclusiveness (OCRI). However, discrimination claims not brought 

to the attention of the OCRI Office within 45 days of their occurrence of the alleged 

discriminatory event may not be accepted in a formal complaint of discrimination and may be 

procedurally dismissed.

We first attempt to resolve discrimination claims through the informal counseling process. In 

addition, although people are not required to do so, we encourage people to try first to resolve 

discrimination claims directly with programs and projects, and most service members may use 

their grievance system to do so. However, raising matters through a program or project

grievance system does not stop the running of the 45-day time frame.

AMERICORPS’S OFFICE OFCIVIL RIGHTS ANDINCLUSIVENESS

AmeriCorps’s Office of Civil Rights and Inclusiveness (OCRI) is available to provide further 

information to any AmeriCorps or grantee official, volunteer, or service member. The OCRI

may be reached at (202) 606-7503, (voice), (202) 606-5256 (TDD), eo@cns.gov, or through 

http://www.nationalservice.gov.
Appendix A.2 - Primer on Civil Rights Compliance

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FGP, RSVP, SCP, and/or SDP grantees page

CIVIL RIGHTS COMPLIANCE EVALUATION DURING SITE AND MONITORING VISITS

The following is designed to allow evaluation of civil rights compliance during any type of onsite visit. Most items can be observed during the regular course of a visit, thereby taking no 

additional time or effort.

1. Is there a flat, non-gravel route from parking/street through the front entrance? Does the 

parking lot have spaces reserved for persons with disabilities?

2. Are doors (entrance, rest room, etc.) no heavier to open than refrigerator door? Are door 

knobs throughout push/pull or lever-type, not twist knobs?

3. Are halls and passageways at least one yard wide? Are they level, with non-slip, stable 

surfaces and no trip hazards?

4. Are there no steps without alternate routes (elevators, ramps, other entrance) available?

a. Are stairs of uniform heights? 

5. Do publicity information, brochures, handbooks, etc. state they are available in alternate 

formats upon request and do they identify how to request formats?

6. If eyes are closed or sound turned down during a video or PSA, do you still receive the 

message?

7. Is there adequate maneuvering clearance at entrances, especially rest rooms?

8. Does an accessible restroom have an accessible stall 5’ x 5’? (There are other legal 

configurations, but check to see if a person in a wheelchair can close the door)

9. Does an accessible restroom have a sink with lever faucets, hot water pipes wrapped to 

prevent burns, and paper towels lowered?

10. Are emergency alarms both audible and visual? Are evacuation plans and areas of rescue 

assistance accessible to individuals with mobility impairments?

11. Is there a non-discrimination policy statement that applies to services provided by the site, 

and addresses nondiscrimination on the basis of race, color, religion, sex, national origin, 

age, disability, sexual orientation, and political affiliation? Have they received any claims 

or complaints of prohibited discrimination?

12. Are there any policies, procedures, or technology which excludes, directly or indirectly, a 

person with (a) mobility impairments, (b) visual impairments, (c) hearing impairments,
Appendix A.2 - Primer on Civil Rights Compliance

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FGP, RSVP, SCP, and/or SDP grantees page

(d) mental or emotional impairments, or (e) diseases (including HIV but excluding currently

contagious diseases) or addictions (other than current illegal drug use, or current alcohol or legal 

drug abuse which prevents performing duties or is a direct and current threat to self or others)?
Appendix A.3 - Guidance on Closing Out Your AmeriCorps Seniors Grant

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AppendixA.3 - Guidanceon Closing-Out YourAmeriCorps SeniorsGrant

From the Office of Grant Administration (OGA)

In order to close-out an AmeriCorps Seniors Grant, AmeriCorps Seniors requires the following four items.

1. A final FFR (Federal Financial Report) with AmeriCorps Seniors, 2 . Cash Transaction Report with PMS 

(Payment Management System), 3. Inventory Report (if required), 4. Final PPR with AmeriCorps Seniors.

These documentsshould be completed and returned to AmeriCorps no later than 90 days after the grant 

expiration date.

1. A final Federal Financial Report (FFR) in the AmeriCorps electronic grants system. This must show 

that the required match was met and the Total Federal Share of expenditures must match the 

total drawdowns from PMS. If the final PMS drawdown has not been completed, please wait to 

file the AmeriCorps Seniors FFR, until the final amount has been confirmed. If there are leftover 

AmeriCorps Seniorsfunds, these should be indicated on the FFR (unobligated balance of federal 

funds) and will be de-obligated during the close-out process. Please note there cannot be any 

“un-liquidated obligations” listed on a final FFR. Please contact your Portfolio Manager if you 

have questions about this report.

2. A Federal Cash Transaction Report must be submitted in the Payment Management System 

(PMS). This can only be done during the open periods for filing (January, April, July, and 

October). Please ensure the final drawdown of AmeriCorps Seniors funds from PMS is 

completed as soon as possible.

a. Example: Your grant ends March 31, the final drawdown in PMS should be done 

before June 30, so it can be accounted for during the July open reporting period that 

covers April, May and June. If the final drawdown is not completed until July, those 

funds cannot be reported until October. This will make the close-out late and could 

result in a hold being placed on your current grant funds.

In order to close-out the grant, the amount drawn from PMS must match the amount disbursed (on the 

cash transaction report) in PMS, to the penny. If $365,002.65 was drawn down, then $365,002.65 must 

be disbursed and $365,002.65 must be the Total Federal Share of Expenditures reported on the

AmeriCorps Seniors FFR. For assistance with PMS, please contact the help desk at 1-877-614-5533 or 

PMSSupport@psc.gov .

3. In the eventthat you have more than $5,000 in suppliesleft overfrom the grant, you must 

notify your grants officer.

4. A final Program Progress Report (PPR) must also be submitted, please contact your 

Portfolio Manager if you have questions about this report.
Appendix A.4 – AmeriCorps Seniors Progress Report (PPR) Tips

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FGP, RSVP, SCP, and/or SDP grantees page

Appendix A.4 – AmeriCorps Seniors Progress Report Tips

This document is provided as a guide for AmeriCorps Seniors grantees. It is not intended to replace the 

Progress Report Instructions that are posted on the FGP, RSVP, SCP, and/or SDP grantees page.

Some information you share in your reports may fit in more than one narrative. Select where you think it

fits best. It is not necessary to repeat information in more than one section.

Section Tips

Challenges Enter any challenges you or your volunteers experienced in the reporting

period and how they were addressed. Let your portfolio manager know if 

you need assistance. Describe any new challenges affecting your project 

during the reporting period.

You might consider highlighting:

• Work Plans/Performance Measurement Challenges/Issues

• Station Development

• Volunteer Recruitment/volunteer hours

Do not wait for the progressreport if you need support from your portfolio

manager.

Partnership/ 

Collaboration 

Development

Partnerships and community collaborations are a big part of your project.

Share news about partnerships developed and how the partnership will

result in better serving your beneficiaries, or otherwise reaching project 

goals. Describe efforts to develop partnerships or collaborations with 

volunteer stations. Include efforts to develop new stations as well as

effortsto garnersupport (data collection, volunteertraining, etc.) from 

existing stations.

You might consider also highlighting things like:

• Partnerships with other AmeriCorps programs or nationalservice

members.

• Collaboration connected to National Days of Service orlocalservice

activities/events.

• Collaboration with local philanthropic organizations, business

leaders, other non- profits. Highlight roles, responsibilities and 

outcomes of partnership.

Non-Federal

Share 

Development

Describe effortsto meet the non-federalshare requirement for your project.

Include both cash and in-kind resource development that occurred during 

this reporting period.

• If you have received notice of funding awards, please describe the 

dollar value, name of funder, and purpose of the funding.

• Submit the award letter as an attachment.
Appendix A.4 – AmeriCorps Seniors Progress Report (PPR) Tips

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FGP, RSVP, SCP, and/or SDP grantees page

Other 

Accomplishme

nts

Use thissection to report on accomplishments otherthan those already

reported in the Project Plan or previous narratives. Describe any significant 

project accomplishments other than your work plan progress that you will 

report in this PPR.

You might consider also highlighting thingslike:

• Impact data thatis not reported in the performance measurement work

plan.

• Policies, systems or status updates pertaining to AmeriCorps Seniors

regulations:

• AmeriCorps Seniors RSVP Annual Safety Check Status

• AmeriCorps Seniors (FGP/SCP/RSVP) Accessibility Evaluation/Survey

Results

• Update to AmeriCorps Seniors program policies or procedures (ex. 

mileage rates, leave policy, handbooks)

• Annual volunteerrecognition activity

• Advisory Board/Community Assessments Events or activities in which

public officials participate.

• Social media outreach

• Recruitment successes

Impact Stories Share stories that are not reported in the project plan and other data. 

Brief stories that communicate to the public how your program or

volunteers “get things done” in your community are best, particularly 

those that include impact or results.

Itis helpful if Impact Stories are built using the following template:

• Suggested length for stories: 75-200 words

• Volunteer’s Name

• Name of Sponsor, location (City/State) of project

• Briefstatement of accomplishment

• Include statistics, numbers, etc.that demonstrate impact

Portfolio Manager encourage project directors to submitimpactstories

directly to them between progress reports. Portfolio Managershare your

grantee stories on the monthly cluster report. The same stories can be 

included in this PPR report.

List of 

Additional 

Documents

submitted to 

AmeriCorps

Documents cannot be attached in the electronic grants managementsystem,

so it is helpful if you include links to items or a list of items emailed to your 

portfolio manager in this section.

Suggested additional documents could include:

• Evidence of community input (advisory council agenda’s, community

meeting agenda, etc.)

• Updated or adjusted project forms(timesheets, MOU, Volunteer

Mileage Forms, etc.)

• PR
Appendix A.4 – AmeriCorps Seniors Progress Report (PPR) Tips

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FGP, RSVP, SCP, and/or SDP grantees page

o Local media

o News articles

o Feature in the agency or project newsletter

• Volunteer Recognition

o Thank You letters

Recognition speeches/commentsfromPublicOfficials Demonstration of 

Impact

Checklistfor Completing Progress 

Reports General tips

 Keep good records during the year

 Schedule plenty of time to write reports

 Organize all documents needed forthe report before getting started

 Do not leave anything blank (“NA” standsfor “not acceptable”)

Some best practicesforreporting in the Performance Measure section:

 Rememberthat clear, concise work plans in the grant application is the key to good, simple 

reporting

 Keep reporting aligned with original work plans

 If you have notfully reached a project milestone, report on the progressto date

 Include statistics in reports, not just descriptions

 Include real numbers with percentages. For example,say “75% of respondents (45 out of 60)” 

instead of only “75% of respondents”

Some best practicesforreporting in theNarrative section:

 Challenges: What are you doing to address challenges? Do not wait for the progress report if 

you need support from your portfolio manager.

 Training/technical assistance needs: What are the training and technical assistance needs 

of your project?

 Partnership/Collaboration development: In addition to listing new partnerships,

describe how activities with partnersrelate to achieving project goals

 Non-federalshare development: If the resource leveraged is an in-kind donation, has 

it been documented in compliance with federal regulation?

 Other accomplishments: Provide specific information
Appendix A.4 – AmeriCorps Seniors Progress Report (PPR) Tips

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FGP, RSVP, SCP, and/or SDP grantees page

o Example- Training Events: Describe how many participants were involved, what the training covered, 

and who conducted the training.

 Do not wait until progress report is due to notify the Portfolio Manager of major 

accomplishments
Appendix A.5 - Quick Reference Chart AmeriCorps Seniors Reports and Due Dates

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FGP, RSVP, SCP, and/or SDP grantees page

Appendix A.5 – Quick Reference Chart for AmeriCorps Seniors Reports 

and Due Dates

The Notice of Grant Award (NGA) is the project sponsors’ official notification of reporting requirements, 

due dates, and any special conditions (requirements) of the grant. Check your NGA, including the Terms 

and Conditions to verify your due dates and any special conditions on the FGP, RSVP, SCP, and/or SDP

grantees page. 

Report Due Date Where to Submit

SF424- Grant 

Application 

(New, Renewal 

or Continuation)

Due date is given in AmeriCorps SeniorsNotice of FundingOpportunity 

(Notice) for renewals or competitions, and continuations. Generally 

due about 9-10 weeks before your grant end date.

• Electronic grants 

managementsystem

• Required Documents- submit 

as directed in the Notice.

Progress Report Grantees must prepare the Progress Report-Annual at the end of the 

budget period. Grantees will complete the Progress Report SemiAnnual- Lite halfway through the budget year. Reports must be 

submitted in the electronic grantsmanagementsystem no later than 30 

days after the end of the designated reporting period.

• Electronic grants 

managementsystem

Progress Report 

Supplement 

(PRS):

Due date is announced in October-December, the first quarter of the 

Federal Fiscal Year. The reporting period is October 1 through 

September 30, the prior federal fiscal year. Thisreport was formerly

referred to asthe PPVA.

• Electronic grants 

managementsystem

FFR:

Federal Financial 

Report to 

AmeriCorps

30 days after the first, and each consecutive 6-month reporting period 

based on your grant period. See below for Final FFR. Data is cumulative 

for the 3-year grant period.

• Electronic grants 

managementsystem

FFR - Final 90 after the end of year 3 of the grant performance period • Electronic grants 

managementsystem

(HHS PMS) FFR –

Cash 

Transactions 

Report SF 272

For disbursement activity during themonths of: The FFR is due on: 

April 01 through June 30 - 3rd Qtr. July 30

July 01 through September 30 - 4th Qtr. October 30

• HHS/PMS

Re-Budget: 

Revision of budget, 

changesrequiring 

approval. 

If necessary, no later than 30 days before the end of the budget 

period.Discuss budgetrevisions with your Portfolio Manager prior 

to initiating an amendment in the electronic grants management 

system.

• Electronic grants 

managementsystem

Federal Fiscal Year - October 1 – September 30

Reporting Periods

Federal Quarter Due Date

Quarter 3 April 1 June 30 July 30

Start End

Quarter 4 July 1 September 30 October 30
Appendix A.6 - Volunteer Tracking Software Distributors

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FGP, RSVP, SCP, and/or SDP grantees page

Appendix A.6 – Volunteer Tracking Software Distributors

Following is a list of software programs that are designed to track volunteer demographic and 

service information. This information is provided for the convenience of grantees, and 

AmeriCorps Seniors does not endorse these or any other vendors. Please bring any other 

vendors to the attention of AmeriCorps Seniors so they can be added to future lists though 

your portfolio manager.

Leaping Ware (formally VolTrax): www.leapingware.com/index.html

OnCorps Reports: www.oncorpsreports.com

Volunteer Hub: www.volunteerhub.com/

Volunteer Reporter: www.volsoft.com/product/volunteer-reporter/

Volgistics: www.volgistics.com/

Volunteer Spot: www.volunteerspot.com/

For a list of Volunteer Software with Reviews: 

www.coyotecommunications.com/tech/volmanage.html
Appendix A.7 - Acronyms Related to AmeriCorps

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Appendix A.7 – Acronyms Related to AmeriCorps

425 ...................SF-425 Federal Financial Report (FFR)

424 ..................SF-424 Application for Fed Assistance (Grant Application)

BPMR............... Budget, Performance, and Management Reporting

CB.................... Community-Based

CCR.................. Central Contractor Registration

CFDA................ Catalog of Federal Domestic Assistance

CFR ..................Code of Federal Regulation

eCFR................. Electronic Code of Federal Regulation

CHC.................. Criminal History Check

DUNS ............... Data Universal Numbering System (Dun & Bradstreet)

EIN................... Employer Identification Number

FFATA ..............Federal Funding Accountability and Transparency Act

FFR....................Federal Financial Report

FGP.................. Foster Grandparent Program

FICA ................. Federal Insurance Contributions Act

SRS...................FFATA Sub-award Reporting System

FMS ..................Financial Management System

GARP.................Grant Application Review Process

GME..................Grant-Making Entity

HHS...................U.S. Department of Health and Human Services

IDCR................. Federally Approved Indirect Cost Rate

IPERA............... Improper Payments Elimination and Recovery Act

IPERIA.............. Improper Payments Elimination & Recovery Improvement Act

MTDC................Modified Total Direct Costs

NCBP.................Nonprofit Capacity Building Program

NCCC.................National Civilian Community Corps

NGA..................Notice of Grant Award

NOFA ................Notice of Funds Availability

NOFO................ Notice of Funds Opportunity

NSCHC...............National Service Criminal History Check

NSSC .................National Senior Service Corps

OGA.................. Office of Grant Administration

OIG ...................Office of the Inspector General

OMB .................Office of Management and Budget

OGM................. Office of Grants Management(AmeriCorps)

PER ...................Periodic Expense Report

PFI..................... Programming for Impact

PMS ..................Payment Management System

PM.................... Portfolio Manager

PNS...................Programs of National Significance

PPR ...................Program/Project Progress Report

PRS....................Progress Report Supplement

RSVP .................Retired and Senior Volunteer Program

SAA ................... Edward M. Kennedy Serve America Act of 2009

SCP....................Senior Companion Program

SDP ...................Senior Demonstration Program

T/TA.................. Training and Technical Assistance

VGF................... VolunteerGeneration Fund

VISTA ................Volunteersin Service to America

VSY....................Volunteer Service Year
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Appendix A. 8– Fund Raising and AmeriCorps Seniors Grants

Appendix A. 8– Fund Raising and AmeriCorps Seniors Grants

Purpose 

AmeriCorps has conducted a review of the Office of Management and Budget’s Uniform Guidance,

2 CFR 200, for all programs to ensure consistent guidance and practices in fund raising. As a result,

AmeriCorps is providing an overview of the regulations, process for implementing, and FAQs as guidance

for current grantees and prospective applicant organizations. Fund raising for the purposes of meeting

program objectives is an allowable cost with permission from the federal agency (2 CFR 200.442(a)). In

the past, grantees were not allowed budget staff time for fund raising to AmeriCorps Seniors funding.

Most AmeriCorps Seniors awards require some level of match (also referred to as grantee share or nonfederal funds) and often match is raised by grantees through fund raising activities. Match requirements

vary across funding opportunities and all applicants should refer to the Notice of Funding Opportunity

for the required match.

Regulations

AmeriCorps Seniors sponsors must follow the Office of Management and Budget’s Uniform Guidance,

2 CFR 200. The following sections of 2 CFR 200 specifically address fund raising:

• § 200.442 Fund raising and investment management costs.

• § 200.413 Direct costs.

2 CFR 200 applies to grant programs across the federal government. 2 CFR 200 implements governmentwide decisions on what types of costs that may or may not be included in federal grant-funded 

programs or claimed as meeting grant match requirements.

One of the specific types of costs discussed in 2 CFR 200 is fund raising. When assessing if a cost is 

allowable, it is important to identify the purpose and the benefits the fund raising will have. According 

to 2 CFR 200.442(a), “organized fund raising, including financial campaigns, endowment drives, 

solicitation of gifts and bequests, and similar expenses incurred to raise capital or obtain contributions 

are unallowable.” However, 2 CFR 200.442(a) allows fund raising costs for the purposes of meeting 

Federal program objectives with written prior approval from the Federal awarding agency.

Implementation Process

Grantees can use the following approach to receive approval from AmeriCorps to charge fund raising 

costs to the AmeriCorps Seniors grant for the purpose of meeting Federal program objectives: 

• During a continuation, renewal, a new application process, or an amendment include the

following:

o In the Other Narrative section, describe fund raising actions confirming they are

allowable

o Within budget narrative indicate which line items include fund raising expenses. All staff

time can be included in the grantee share and AmeriCorps share columns. A portion of

staff time should not be included in the excess column to account for time spent fund

raising.

o AmeriCorps staff will review the application and if all costs related to fund raising are

related to the program objectives, will approve the application.

o If unallowable costs are listed, AmeriCorps staff may return the application for

corrections or not approve the application.
Appendix A. 8– Fund Raising and AmeriCorps Seniors Grants

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FGP, RSVP, SCP, and/or SDP grantees page

Note: If approved, time spent fund raising to meet AmeriCorps Seniors program objectives does not 

have to be tracked separately on project staff timesheets.

Allowable and Non-Allowable Activities 

What Project Staff Are Allowed to Do 

As part of their work on their AmeriCorps Seniors grant-funded project, project staff may:

• Accept an unsolicited donation on behalf of the sponsor, as long as it is in line with the 

sponsor’s written policies and procedures

• Charge expenses and staff time to the AmeriCorps Seniors grant for:

o Preparing and submitting amendments, continuations, renewals, and competitive grants 

to continue or expand the current AmeriCorps Seniors program

o Participating in internal discussions about the project budget

o Attending fundraising workshops or sessions about fundraising at AmeriCorpssponsored and other approved conferences

o Conducting fundraising activities (including staff time, mailings, etc.) that support the 

AmeriCorps Seniors program objectives

What Project Staff Are NOT Allowed to Do

As part of their work on their AmeriCorps Seniors grant-funded project, project staff may NOT:

• Solicit gifts from participants or beneficiaries in the AmeriCorps Seniors program

• Charge staff time or expenses to the AmeriCorps Seniors grant for fundraising on behalf of 

their sponsor organization for activities that are not part of the AmeriCorps Seniors program 

objectives. 

o If a project director needs to spend time on fundraising for other activities outside of 

the AmeriCorps Seniors program, they may request an approval from their Portfolio 

Manager for a less than full time project director and must account for this staff time 

separately if the request is approved. In this situation, staff time must be accounted for 

in the Excess column of the budget.

• Charge staff time to the AmeriCorps Seniors grant for new applications for AmeriCorps 

programs that are not part of the current program, such as an AmeriCorps VISTA or 

AmeriCorps State and National grant. 

What Volunteers Are Allowed and Not Allowed to Do

Program Type Allowable as Part of Service Not Allowable as Part of Service 

RSVP & NonStipended SDP

• Raise resources, including in-kind 

resources, cash donations, or 

grants, for their project, 

consistent with the objectives of 

the project approved in the 

application

• Engage in fundraising for their 

sponsoring organization’s Foster 

Grandparent or Senior 

Companion program

• Solicit gifts or donations from 

participants or beneficiaries in the 

AmeriCorps Seniors program
Appendix A. 8– Fund Raising and AmeriCorps Seniors Grants

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Program Type Allowable as Part of Service Not Allowable as Part of Service 

FGP, SCP, and 

Stipended SDP

• Stipended volunteers are not 

allowed to conduct or engage in 

any fundraising activities including 

soliciting gifts or donations from 

participants or beneficiaries in the 

AmeriCorps Seniors program

Frequently Asked Questions 

1. We are a non-AmeriCorps funded AmeriCorps project and receive no federal funds. Are we

subject to the same restrictions on fund raising by staff?

No. The OMB regulations on allowable costs do not apply to projects that do not receive 

federal funds. However, organizations should be sure that support that they receive from 

state and localsources are not “subgrants” of federal funds. Subgrants of federal grants are 

also required to follow § 200.442. 

2. Is this guidance a change from previous guidance that project directors who engage in organized 

fund raising not charge 100 percent of their time to the grant?

Yes. Project directors may charge 100% of time to the grant, including fund raising, as long 

as the activities support the program objectives. If the fund-raising activity does not 

support the project activities, the project director may not charge the time to the grant. 

3. If our approved grant application currently separates out fund raising time under Excess, what 

can we do to have those costs be added into the CNCS or grantee share of the budget?

You can reach out to your Portfolio Manager to discuss submitting an amendment 

following the information in the Implementation Process of this guidance.
Appendix A.9 - Sample Checklist for Station Accessibility

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Appendix A.9 – Sample Checklist for Station Accessibility

This questionnaire is designed to allow evaluation of the overall accessibility of the ABC 

program by looking at where we send volunteers to serve. It is not meant to eliminate stations

for possible placement of volunteers but to provide information needed to match volunteers 

with volunteer stations.

OrganizationName

1 Isthere a flat, non-gravel route from parking/street 

through the front entrance? Does the parking lot have 

spaces reserved for persons with disabilities?

No Yes Comments

2 Are doors(entrance, rest room, etc.) no heavierto open 

than refrigerator door? Are door knobs throughout

push/pull orlever-type, nottwist knobs?

3 Are halls and passageways at least one yard wide? Are

they level, with non-slip stable surfaces and no trip 

hazards?

4 Are there no steps without alternate routes(elevators, 

ramps, other entrance) available? Are stairs of uniform

heights?

5 Isthere adequate maneuvering clearance at entrances, 

especially rest rooms?

6 Does an accessible restroom have an accessible stall 5’ x 

5’? (There are other legal configurations, but check to 

see if a person in a wheelchair can close the door)

7 Does an accessible restroom have a sink with lever

faucets, hot water pipes wrapped to prevent burns, and 

paper towelslowered?

8 Are emergency alarms both audible and visual? Are 

evacuation plans and areas of rescue assistance 

accessible to individuals with mobility impairments?

9 Do policies, practices or standards – either formal or 

informal- have the direct or indirect effect of excluding or 

limiting the participation of individuals with disabilities in 

your organization’s program or activities?

10 Do policies exist that ensure that a “reasonable 

accommodation” is made to individuals, including 

volunteers, with disabilities?

 

Name/Signature of person completing checklist Date
Appendix A.10 – AmeriCorps Senior Corps Minimum Insurance Coverage Requirements

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Appendix A.10 – AmeriCorps Seniors Minimum Insurance Coverage 

Requirements

This documentsummarizes the minimum insurance requirements for AmeriCorps Seniors volunteers, 

specified by AmeriCorps Seniors. Minimum required levels may change from time to time.

Accident Insurance

• Accident insurance must cover AmeriCorps Seniors volunteers in FGP, SCP, RSVP, and SDP for 

personal injury during travel between their homes and places of assignment, during their 

volunteer service, during meal periods while serving as a volunteer, and while attending projectsponsored activities. Protection shall be provided against claims in excess of any benefits or 

services for medical care or treatment available to the volunteer from other sources, including:

1. Health insurance coverage.

2. Other hospital or medical service plans.

3. Any coverage under labor-management trusted plans, union-welfare plans, employer 

organization plans, or employee-benefit organization plans.

4. Coverage under any governmental program or provided by any statute.

• When benefits are approved in the form of services rather than cash payments, the reasonable 

cash value of each service rendered must be considered in determining the applicability of this 

provision. The benefits payable must include the benefits that would have been payable had a 

claim been duly made. The benefits payable must be reduced to the extent necessary so that the 

sum of such reduced benefits and all the benefits provided for by any other plan must not exceed 

the volunteer's total expenses.

• The sponsor must provide AmeriCorps Seniors volunteers with the following accident insurance 

coverage:

o $50,000 or more for accidental medical expenses.

o $50 for repair or replacement of damaged eyeglass frames and $50 for replacement of 

broken prescription eyeglass lenses or contact lenses.

o $500 for repair of dentures; $500 per tooth for treatment of injury to natural teeth, limited 

to a total of $900.

o $2,500 for accidental death or dismemberment.

Personal Liability Insurance for Volunteers

Protection is provided against claims in excess of protection provided by other insurance. It does not 

include professional liability coverage. Protection must be provided against claims in excess of 

protection provided by other insurance. The sponsor must provide third-party protection for

volunteers against injury or property damage claims arising out of their volunteer service activities. For 

each sponsoring organization, the amount of protection must be $1,000,000 for each occurrence of 

personal injury or property damage and must be in excess of any other valid and collectible insurance, 

and $3,000,000 annual aggregate.
Appendix A.10 – AmeriCorps Senior Corps Minimum Insurance Coverage Requirements

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Excess Automobile Liability Insurance

To avoid a gap in coverage between that provided by a volunteer’s personal vehicle insurance and 

liability claims in excess of that coverage, the sponsor must provide Excess Automobile Liability 

Insurance coverage of not less than $500,000 each accident for bodily injury and/or property damage.

The sponsor will provide protection against claims in excess of the greater of either:

1. The liability insurance volunteers carry on their own automobiles

2. The limits of the applicable state Motor Vehicle Financial Responsibility Law or

3. In the absence of a state financial responsibility law, $50,000 for each person, each accident, 

and for property damage
Appendix A.11 - Evidence-Based Programs and Registries

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Appendix A.11 – Evidence-Based Programs and Registries

Table 1. Examples of evidence-based programssupported by volunteers

This table contains programs developed or adapted for volunteer engagement in which eligible 

research studies have already been reviewed by a federal agency. It reflects programs identified by 

AmeriCorps as of 2017 and should not be construed as a comprehensive list of all evidence-based

programs that may potentially be relevant to AmeriCorps Seniors grantees.

Program name & 

DeveloperWebsitei

Demonstrated 

Outcomes

Mode and Durationii Evidence Review

Across Ages

http://acrossages.org

Improved 

attitudes toward 

school, future, 

and elders. Fewer 

absences from 

school. 

Mentoring by older adult 

volunteer with students 10 

to 13 years old for a 

minimum of two hours per 

week. Participants receive 

26 weekly 45-minute 

Social Problem-solving 

lessons and are engaged in 

weekly community service 

and family activities.

For a US Department of Justice 

(USDOJ) National Institute of 

Justice-sponsored review of research 

(2013), see 

http://www.crimesolutions.gov/Progra

mDetails.aspx?ID=314. See also 

https://nrepp.samhsa.gov/ProgramProf

ile.aspx?id=209. . 

A Matter of Balance

www.mainehealth.org/

mob

Decreased fear of 

falling and 

associated 

restrictions in 

activity levels.

Eight two-hour, smallgroup sessions with eight 

to twelve participants over 

four or eight weeks

Impacts were demonstrated with 

professional leaders and shown to 

produce similar outcomes using the 

subsequently-developed lay 

leadership model. See 

https://www.ncbi.nlm.nih.gov/pub

med/9826971 and 

https://www.ncbi.nlm.nih.gov/pmc/

articles/PMC4410326/

Big Brothers Big 

Sisters CommunityBased Mentoringiii

https://www.bbbs.org/

community-based/

Positive findings

for student 

behavior. 

Mentor and young person 

(age 6-18, predominantly 

from low-income, singleparent households) meet 

for two to four times per 

month for at least a year, 

and engage in activities of 

their choosing (e.g., 

studying, cooking, playing 

sports). The typical 

meeting lasts three to four 

hours. 

For a US DOJ National Institute of 

Justice-sponsored review of research 

(2011), see 

http://www.crimesolutions.gov/Pro

gramDetails.aspx?ID=112. 

See also 

https://ies.ed.gov/ncee/wwc/Study/

82206
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Program name & 

DeveloperWebsitei

Demonstrated 

Outcomes

Mode and Durationii Evidence Review

Chronic Disease SelfManagement Program 

and variationsiv

https://www.selfmanag

ementresource.com/

Demonstrated 

impacts vary by 

program, but include 

improvements in 

healthy behavior, 

self-reported health, 

reduced limitation in 

social roles/activity, 

and reductions in 

utilization of

medical service.

Weekly, two-and-a-halfhour small group workshop

for six weeks, except for:

• Arthritis SelfManagement - weekly 

two-hour workshop for 

six weeks 

Online Disease SelfManagement - log on two to

three times per week

See citations in the Centers for 

Medicare & Medicaid Services’ 

Evaluation of Community-based 

Wellness and Prevention Programs 

(https://innovation.cms.gov/Files/r

eports/CommunityWellnessRTC.p df). 

For a review of research and 

implementation support for the 

Spanish-language version of the 

Diabetes Self-Management Program 

see: https://acl.gov/sites/default/files/pr

ograms/2017-

03/Programa_de_Manejo_Personal

_de_la_Diabetes.pdf

Enhance Fitness

https://projectenhance.

org/enhancefitness/

Improvement in 

physical and 

psychological 

functioning, 

decreased 

depression, 

lower healthcare 

utilization.

Three one-hour classes per 

week on an ongoing basis 

For a review of research and 

implementation support, see:

https://www.acl.gov/sites/default/fi

les/programs/2017-

03/EnhanceFitness_InterventionSu

mmary.pdf

Experience Corps

www.aarp.org/experie ncecorps

Improved 

reading 

comprehension 

and teacher 

assessment of 

grade level 

reading skills for 

students in 

grades one 

through three. 

Tutoring by older adult 

volunteers with elementary 

school students considered 

at-risk of academic failure. 

Sessions range in frequency 

and length— two to four 

times per week for 25-45 

minutes for 35 weeks.

As described in USDOE What Works 

Clearinghouse single study review: 

http://ies.ed.gov/ncee/wwc/Study/6728

0.

Fit and Strong

http://fitandstrong.org

Increases in physical 

activity, improved 

lower extremity 

strength and

mobility (risk factors 

for falls), decreased 

anxiety and

depression.

Three 90-minute sessions 

per week for eight weeks

For a review of research and 

implementation support, see: 

https://www.acl.gov/sites/default/files/

programs/2017- 03/Fit_and_Strong.pdf.

Healthy Stepsfor Older 

Adults

www.aging.pa.gov/agi ngservices/healthwellness/Pages/Health ySteps-for-OlderAdults.aspx

Reduced incidence 

of falls, frequency of 

self-reported

hospital and 

emergency 

department use. 

Screening, assessment and 

two-and-a-half-hour 

workshop (four hours total)

For a review of research and 

implementation support, see: 

https://www.acl.gov/sites/default/fi

les/programs/2017-03/HSOAIntervention-Summary-Report.pdf.
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Program name & 

DeveloperWebsitei

Demonstrated 

Outcomes

Mode and Durationii Evidence Review

Jumpstart

http://jstart.org

Improvements in 

oral language and 

early literacy skills 

for pre-school age 

children in underresourced 

neighborhoods.

Two-hour, volunteer-led 

pre-Kindergarten class 

sessions two days per week 

for 20 weeks. Each session 

revolves around a core

storybook and skills- based 

activities. One-on- one 

child-centered time in

classroom.

For a 2015 impact evaluation report 

of the California Jumpstart College 

Corps program see 

http://www.nationalservice.gov/impact

-our-nation/evidenceexchange/Jumpstart-CA.

Program of AllInclusive Care for the

Elderly (PACE)

www.npaonline.org

Fewer 

hospitalizations, 

nursing home stays 

and depressive 

symptoms; better 

self-reported health 

compared with 

nursing-home 

eligible HBCS 

participants.

PACE programs coordinate

and provide all needed 

preventative, primary, acute 

and long- term care 

services.

Participants are transported 

to a center on average three

times a week for therapies 

and interdisciplinary team

care.

For an Administration for Community 

Living-sponsored review of research 

(2012) on patient outcomes within the 

PACE program, see 

https://www.acl.gov/sites/default/fi

les/programs/2017-03/PACE- ADEPPSummary-2014.pdf.

Reading for Life

www.readingforlife.us

Reduced rearrests 

and arrest counts for 

prosecuted 

misdemeanors, 

felonies, and other 

offenses.

A diversion program in 

which juveniles ages 13– 18, 

who have committed nonviolent offenses, study works 

of literature and classic 

virtue theory in small 

groups, led by trained 

volunteer mentors. Groups 

meet twice a week for one 

hour over the course of 10-

12 weeks.v

For a USDOJ National Institute of 

Justice-sponsored review of research

(2016) on the Reading for Life 

program, see 

http://www.crimesolutions.gov/Progra

mDetails.aspx?ID=464.

Reading Partners 

http://readingpartners. org

Improved sight word 

recognition, reading 

comprehension, and 

fluency for students 

in grades two and 

three.

Tutoring by community 

volunteers with elementary 

students one-half to twoand-a-half years behind 

grade level supported by a 

standard reading assessment, 

research-based curriculum, 

full-time site coordinator, 

and dedicated program

space. Tutoring is offered in 

twice-a-week, 45-minute

sessions.

As described in USDOE’s What Works 

Clearinghouse single study review: 

http://ies.ed.gov/ncee/wwc/Study/8

0616.

The average student in the impact study 

received 57 minutes of tutoring per 

week for 28 weeks.
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Program name & 

DeveloperWebsitei

Demonstrated 

Outcomes

Mode and Durationii Evidence Review

Senior Reach

www.seniorreach.org

Reduced isolation 

and depression and 

improved physical, 

social, and mental 

health functioning of 

seniors served. 

Volunteers are educated to 

observe behaviors that 

indicate an older adult may 

be in need of help. An elderfriendly, telephonic single 

point of entry (call center) 

receives referrals and 

reaches out to seniors in 

need and arranges a home 

visit to determine what

services are needed.

For a Substance Abuse and Mental 

Health Services Administrationsponsored review of research (2012), 

see http://legacy.nreppadmin.net/View

Intervention.aspx?id=330

Sound Partners 

www.voyagersopris.co

m/curriculum/subject/l

iteracy/sound-partners

Improvements in 

recognizing the 

relationship between 

letters and sounds 

(phonemic and 

phonological 

awareness), reading 

fluency and 

comprehension.

Scripted lessons for tutors 

with minimal training and 

experience assisting students 

in kindergarten through third 

grade with below average 

reading skills in alphabetic 

and phonics skills. Uses Bob 

Books® beginning reading 

series as one of the primary 

texts for oral reading 

practice. Thirty- minute 

sessions three to four times 

per week for 25-28 weeks.

The USDOE What Works 

Clearinghouse summarizes multiple

impact evaluations of the Sound 

Partners beginning reading tutoring 

program curriculum: 

http://ies.ed.gov/ncee/wwc/Interve

ntion/440.

Tai Ji Quan: Moving for 

Better Balance 

http://tjqmbb.org

Improved functional 

balance, increased 

mobility, reduced 

number of falls.

One-hour group sessions, 

two to three times per month 

for six months/48 sessions

For a review of research and 

implementation support, see: 

https://www.acl.gov/sites/default/fi

les/programs/2017-

03/TaiChi_InterventionSummary.p df.

Wellness Initiative for

Senior Education 

(WISE)

https://centerforpreven

tion.org/wise/

Improved 

knowledge and 

attitudes about 

aging, depression, 

alcohol, and 

medications.

Improved health and 

health care behavior, 

medication 

management.

Weekly, two-to-three- hour, 

small-group sessions for six 

weeks

For a review of research and 

implementation support, see: 

https://www.acl.gov/sites/default/fi

les/programs/2017-

03/WISE_ACL_Summary.pdf
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Table 2. Federalregistries of evidence-based interventions

These registries rate or list programs or practices based on rigorous studies and outcomes of interest to 

AmeriCorps. Use the link in the table below to go directly to the search page. Follow instructions in the

third column to identify programs and practices that received acceptable ratings of evidence.

Agency Name of registry, web address, & description Acceptable rating & how to 

find/filter for it

Institute for Education 

Sciences

(U.S. Department of 

Education)

What Works Clearinghouse/Find What Works 

www.ies.ed.gov/ncee/wwc

Description: Summarizes and rates evidence for 

150+ educational programs, practices, and 

curricula, many with cost and contact 

information.

Must be supported by a study that 

meets What Works Clearinghouse 

standards withoutreservation and 

has at least one statistically 

significant positive finding. In 

systematic reviews: “Potentially 

Positive” (+), “Positive” (++), or 

“Mixed” (+-).

Administration for 

Community Living

(U.S. Dept. of Health and 

Human Services)

Aging and Disability Evidence-Based Programs 

and Practices

www.acl.gov/Programs/CPE/OPE

Description: Contains information on research 

evidence, implementation materials, cost, and 

contacts for a dozen programs that can be 

readily replicated (10-20 pages each).

All program modelslisted on this 

page

CentersforDisease 

Control

(U.S. Dept. of Health and 

Human Services)

CDC Compendium of Effective Fall

Interventions 

www.cdc.gov/homeandrecreationalsafety/Falls

Description: Highlights 15 exercise and 12 

multifaceted programs shown to reduce falls 

among seniors 60+ (2-4 pages each).

All program modelslisted in the 

compendium

Centers for Medicare 

and Medicaid Services 

(U.S. Dept. of Health and 

Human Services)

Evaluation of Community-based Wellness and 

Prevention Programs 

https://innovation.cms.gov

Description: Examines Medicaid cost savings 

from participation in programs promoting 

physical activity, falls prevention, and chronic

disease self-management.

Program must have atleast one 

“Level 1” study

Evidence for programsisreviewed in 

Section 1. Evidence Review Results.

National Institutes of 

Health,National Cancer 

Institute

(U.S. Dept. of Health and 

Human Services)

Research-tested Intervention Programs (RTIPs) 

https://rtips.cancer.gov/rtips

Description: Summarizes and rates evidence 

and replicability for 150+ cancer prevention 

programs.

Program mustscore 4 or higher in 

“Research Integrity” and 

“Intervention Impact.”

Filter by any criteria

Substance Abuse and 

MentalHealth Services 

Administration

(U.S. Dept. of Health and 

Human Services)

National Registry of Evidence Based Programs 

www.nrepp.samhsa.gov

Description: Rates 350+ substance abuse and 

mental health interventions. Most designed for 

professional delivery. Search results are divided 

Newly reviewed programs must be 

“Promising” or “Effective” for 

desired outcome. Legacy programs 

must be rated 3+ for desired 

outcome.
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Agency Name of registry, web address, & description Acceptable rating & how to 

find/filter for it

into two lists--newly reviewed or legacy--

depending on when the program was added to

the registry.

Enter keyword and click Search Now. 

Filter results by rating.

Office of Juvenile Justice 

and Delinquency 

Prevention

(U.S. Department of 

Justice)

Model ProgramsGuide 

www.ojjdp.gov/mpg

Description: Summarizes and rates evidence for 

250+ programs (from crimesolutions.gov) for 

juvenile justice and youth prevention, 

intervention, and reentry outcomes.

Programmust be rated “Promising” 

or “Effective”

Filter by criteria on left panel.

Select View Effective or View 

Promising tabs.

National Mentoring 

Resource Center 

(sponsored byUSDOJ 

OJJDP)

Mentoring Program Reviews 

www.nationalmentoringresourcecenter.org

Description: Easy access to reviews from 

crimesolutions.gov for 35+ mentoring

programs along with helpful insights on 

each program, including Experience Corps.

Program/practicemust be rated 

“Promising” or “Effective”

Table 3. Program evaluation research registries

These registries rate the rigor of studies of interest in the areas of strengthening families, labor, national 

service, and employment readiness. Having the required rating in column three does not indicate that 

the program has demonstrated positive results. The research may have actually demonstrated negative 

impact for participants. Activate the link provided in column two to go directly to the search page, then

follow instructions in the third column to identify studies with experimental or quasi-experimental 

evaluation designs.

Agency Name of registry, web address, & description Required study rating & how to

filter search results

Administration for 

Children and Families 

(U.S. Dept. of Health and

Human Services,)

Strengthening Families Evidence Review 

http://familyreview.acf.hhs.gov

Description: Reviews 199 studies and identifies

18 with high and moderate rating. (Does not

rate programs.)

Study must be rated “Moderate” or 

“High”

At left, in Study Search Descriptions

box, click on Study Rating and select

Moderate and High

AmeriCorps Evidence Exchange 

www.nationalservice.gov/evidence-exchange

Description: Contains evaluation research

reports on models sponsored by AmeriCorps, 

notably Minnesota Reading Corps (Pre-K, K-3).

Study must be rated “Moderate” or 

“Strong.”

Open the Advanced Search tab. 

Locate the Levels of Evidence

criteria and select Moderate and 

Strong. 
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FGP, RSVP, SCP, and/or SDP grantees page

Agency Name of registry, web address, & description Required study rating & how to

filter search results

U.S.Department of 

Labor

Clearinghouse for Labor Evaluation and Research 

(CLEAR)

http://clear.dol.gov

Description: Summarizes and rates studies in 

topic areas such as opportunities for youth 

disconnected from school and the workforce; 

women in science, technology, engineering, and

math (STEM); and saving for retirement.

Supporting studies must be rated 

“Moderate Causal Evidence” or “High 

Causal Evidence”

Select a Topic Area, filter by Study 

Type: Causal Analysis and select 

Moderate or High.

i

 A listing in thistable does not constitute endorsement of the program or of products and services

offered by program developers.

ii Mode and duration are two facets of the program model that may need to be implemented with

fidelity. Program developers often require the use of additional implementation materials and fidelity 

assurance mechanisms.

iii The Big Brothers Big Sisters Community-Based Mentoring Program has demonstrated outcomes

related to student behavior. ED27 may be used to fulfill National Performance Measure requirements.

iv For a comparison of impacts of CDSMP and related chronic disease self-management programs, see:

http://www.eblcprograms.org/evidence-based/recommended-programs/chronic-disease-medicationmanagement. Related evidence-based programsinclude, but are notlimited to the Better Choices,

Better Health® Workshop, Arthritis Self-Management, Chronic Pain Self-Management, and Online 

Disease Self- Management.

v The Reading for Life program does not regularly require academic engagement outcome data

for participants. ED27 or ED6 may be used to fulfill National Performance Measure requirements.
Appendix A.12 - Guidance on Prohibition of Fee-for-Service Activities

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Appendix A.12 – Guidance on Prohibition of Fee-for-Service Activities

As set forth in Section 404(c) of the Domestic Volunteer Service Act of 1973 (DVSA), there is a general 

prohibition against grantees and volunteer stations requesting or receiving any compensation for the 

services of volunteers in [AmeriCorps Seniors] SCP, FGP, RSVP, or SDP programs. This prohibition is 

sometimes referred to as the “fee-for-service” prohibition. Section 404(c) provides the following:

(c) Compensation of supervising agencies or organizations

No agency or organization to which volunteers are assigned hereunder, or which operates or 

supervises any volunteer program hereunder, shall request or receive any compensation from such 

volunteers orfrom beneficiariesforservices of volunteerssupervised by such agency or organization.

In some cases, determining whether a payment requested orreceived by a grantee or volunteerstation 

is permissible in light of the prohibition is relatively straightforward. In other cases, however, making 

determinations as to whetherthe arrangementis permissible in light of the prohibition requires a more 

in-depth review, including an assessment by AmeriCorps Seniors.

Please see the examples below.

Examples:

Scenario 1:

An AmeriCorps Seniors RSVP grantee has a volunteerstation that provides program activities, including

a personal safety/first aid course available to the local community. The course is taught by 

AmeriCorps Seniors volunteers assigned to that volunteerstation, and each student enrolled in the

course is required to pay a $20.00 fee, which covers the course materials (i.e., workbook on first 

aid/CPR). The $20.00 fee is solely a reimbursement to the volunteer station for the expenses it incurs 

for purchase of the course materials.

This arrangement results in a volunteer station requesting and receiving payments from all members 

of the local community (i.e., beneficiaries) who enroll in the course. Moreover, under this

arrangement, the teacher of the course is an AmeriCorps Seniors volunteer.

Isthis arrangement permissible?

Yes, this arrangement is permissible.
Appendix A.12 - Guidance on Prohibition of Fee-for-Service Activities

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Although the volunteerstation isrequesting and receiving paymentsfromeveryone who takesthe

course, and the teacher is an AmeriCorps Seniors volunteer, the volunteerstation is notreceiving

paymentforthe services of the AmeriCorps Seniors volunteer. Rather, the $20.00 fee is solely to 

reimburse the volunteer station for the costs of the course materials. Therefore, this arrangement is 

permissible and does not violate the DVSA statutory prohibition.

Scenario 2:

An AmeriCorps Seniors RSVP grantee has a volunteer station located at a local elementary school. As 

part of the volunteerstation’sservice activities, it prepares and serves children lunchmeals atthe school 

cafeteria twice a week. AmeriCorps Seniors volunteers help to prepare and serve the children the

meals. The volunteerstation requests and receivesfrom each child’s parent or guardian a fee of $7.00

permeal. The volunteer station receives all the food to prepare the meals as in-kind donations from 

the school. Because all the food is donated, the $7.00 fee received is not used at all to reimburse the 

volunteer station for expenses incurred. Rather, the $7.00 fee is entirely profit for the volunteer 

station.

Isthis arrangement permissible?

No. This arrangement is not permissible.

Here the volunteerstation requests and receives payment for each child who receives a meal (i.e., each 

beneficiary). The meals are prepared and served by non-salaried AmeriCorps Seniors volunteers. In 

addition, the payment does not reimburse the volunteerstation forthe expensesit has incurred forthe 

food. Rather, the $7.00 fee is used by the volunteer station to pay other expenses; the $7.00 fee is not 

used to cover the cost of employing people to prepare and serve the meals. Under these facts, the 

volunteer station appears to be receiving a profit for each meal served – i.e., $7.00 per meal in profit. 

Moreover, the $7.00 per meal fee is not nominal. Therefore, this arrangement is not permissible. The 

arrangement violates the “fee-for-service” prohibition.

Scenario 3:

Assume the same facts as the example immediately above, except that the AmeriCorps Seniors RSVP 

volunteer station requests and receives from the child’s parent or guardian a fee of $2.00 per meal.

Isthis arrangement permissible?

The grantee should seek review and a definitive answerfrom AmeriCorps Seniors. Explanation: Here,

the volunteer station requests and receives payment for each child who receives a meal (i.e., each 

beneficiary). The meals are prepared and served by AmeriCorps Senior volunteers. In addition, the

$2.00 per meal payment does not reimburse the volunteer station for expenses because the food has 
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been donated. The volunteerstation isreceiving the $2.00 permeal payment which the volunteer

station uses to cover station expenses other than the preparation and serving of the food. However, 

the $2.00 per meal charge is a nominal fee. While the $2.00 per meal charge may be deemed profit, 

the amount is nominal, and the beneficiary receives a plain benefit at a reduced rate.

The grantee should seek AmeriCorps Seniors’ review and assessment of the specific facts to ensure

that the grantee is in compliance with the statutory provision. If AmeriCorps Seniors determines that 

the amount received by the volunteer station is nominal, the arrangement would be permissible.

Scenario 4:

As a final example, assume that an AmeriCorps Seniors RSVP grantee has a volunteer station within a 

county. The AmeriCorps Seniors RSVP grantee receives state grant funds that permit payments to the 

grantee to reimburse it for transportation-related expenses to transport eligible disabled adults to 

medical appointments within the county. AmeriCorps Seniors volunteers have assignments that 

include driving these adults to and from their medical appointments within the county. The volunteer 

drives a vehicle that is owned and operated by the sponsor or the station. Those eligible disabled 

adults who participate in this service are required to pay the AmeriCorps Seniors RSVP grantee directly

$6.00 per ride roundtrip. Of the $6.00 fee, the adult who is being given the ride (i.e., the beneficiary)

pays $4.00 per roundtrip ride that covers some but usually not all of the actual fuel costs. The other 

$2.00 is intended to cover, as appropriate, other costs that may be associated with operating the 

vehicle (e.g., maintenance, repairs). Finally, the AmeriCorps Seniors volunteer who is driving the adult 

receives no payments for his or her driving services. The AmeriCorps Seniors RSVP grantee receives all 

payments related to the driving services.

Isthis arrangement permissible?

The grantee should seek review and a definitive answerfrom AmeriCorps Seniors. Explanation: Here,

the AmeriCorps Seniors RSVP grantee receives payment from beneficiaries in the county who receive 

rides to medical appointments from AmeriCorps Seniors volunteers. Of the $6.00 per roundtrip ride,

$4.00 is meant to reimburse some but usually not all of the fuel-related expenses. The other $2.00 

paid by the beneficiary is intended to cover costs that may, or may not, be associated with repair and 

maintenance of the vehicle operating the vehicle. However, regardless of how the volunteer station 

uses this $2.00 amount, and even though the amount may be deemed profit, the amountis nominal.

Also, the roundtrip ride that costs $6.00 provides the beneficiary a plain benefit at a reduced rate.

The grantee should seek AmeriCorps Seniors’ review and assessment of the specific facts to ensure

that the grantee is in compliance with the statutory provision. If AmeriCorps Seniors determines that 

the amount received by the volunteer station is nominal, the arrangement would be permissible.
Appendix A.13 - Sample Data Sharing Agreement

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Appendix A.13 – Sample Data Sharing Agreement

Thissample data sharing agreement contains basic provisionsthat can guide the data collection 

responsibilities of an AmeriCorps Seniors sponsor and a station.

This sample is based on the Performance Measure ED23A: Number of children demonstrating gains in 

school readiness.

The description of data, frequency of collection, and collection tool should be revised to fit the needs of 

the sponsor and station based on the performance measures included in its AmeriCorps Seniors grant. 

Look for information in [brackets and highlighting] for guidance on what additional information to 

include in some areas.

Collaboration with stations in selecting your performance measures and designing your data sharing 

procedures is strongly encouraged.

The material in this document may be integrated into a memorandum of understanding (MOU), added 

to an MOU as an appendix or exhibit, or used as a stand-alone agreement.
Appendix A.13 - Sample Data Sharing Agreement

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Data Sharing Agreement

This agreement is entered into by and between (“Sponsor”) and (“Station”).

Duration of Agreement

This Data Sharing Agreement is effective from/through to coincide with current MOU dates. This 

agreement may be amended in writing at any time with

the concurrence of both parties.

Description of Data

1. Station will track the number of children demonstrating gains in school readiness including but 

not limited to:

a. Social Relationships

b. Self-Concept and Self-Efficacy

c. Emotional and Behavioral Health

d. Literacy Skills

e. Alphabet Knowledge

f. Early Writing

g. Numeracy Skills

2. Numbers and Operations Station will utilize (“instrument”) found at 

to collect this information.

3. Sponsor will use this information to fulfill its contractual responsibilities to report on 

performance to AmeriCorps Seniors.

4. Sponsor may share data with internal and external stakeholders, including:

[List major parties with whom data will be shared, such as volunteers, Advisory Committee, etc.]
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Method of Data Access or Transfer

1. Student gains data will be collected by the station for the period of to

 each year.

2. See AmeriCorps Performance Measure Instructions (available on the FGP, RSVP, SCP, and/or SDP

grantees page) and the AmeriCorps National Performance Measurement Core Curriculum for 

additional information on definitions of key terms and how to calculate/measure data. Further

information is provided in the Sponsor’s work plan associated with this performance measure, included

as Attachment 1. [Include the relevant work plan(s) as an attachment. Customize the reference as 

necessary.]

3. Station will share results with Sponsor no later than [date by which data is

needed. Include some additional time before it must be reported if possible] by 

[individual atstation responsible for providing data].

Custodial Responsibility

1. Station is responsible for collecting data on children demonstrating gains in school readiness.

2. Station will maintain data collected in a safe and secure manner.

3. Station will share results of data analysis in a timely manner.

4. Station will make available raw data collected to sponsor as requested.

Confidentiality

1. Sponsor and station agree to establish appropriate safeguards to protect the confidentiality of 

the data and to prevent unauthorized use or access to it.

2. Specifically, Sponsor will:

[Include specific measures you will take, such as limiting access to data to authorized staff and storing 

records in a secure location, limiting the use of PII in data collection sharing and destroying all PII three 

years after the child is no longer in a AmeriCorps supported program.]

3. The Station will:

[Include specific measures they will take, as necessary.]
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Authorized Signatures

Authorized Station Representative Date

Project Director Date

[or othersponsor designated representative]
Appendix A.14 - Sample In-Kind Contribution Form

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Appendix A.14 – Sample In-Kind Contribution Form

Contributor Information

Name of Business

or Individual:

Name of Primary Contact:

Address:

City: State: Zip Code:

Telephone: E-mail:

Contributed Goods or Services

Description of Contributed Goods or Services:

Date(s) Contributed: 

Real or Estimated Value of Contribution: $ 

How was the value determined?:  Actual Value  Appraisal  Other

If other, please explain: 

Who Made this Value Determination?: 

Is there a restriction on the use of this contribution?:  No  Yes

If yes, what are the restrictions?: 

Wasthis Contribution Obtained with or Supported by Federal funds?:  No  Yes

If yes, please provide the name of the Federal agency and the grant or contract number:

Signature of Contributor Date Contributed

Thank you for your support!!

Office Use Only:

Person Receiving Goods or Services on Behalf of NonProfit Printed NameOrganization

of My

County:

Position

Signature Date Received

Accounting Use Only:

$

Value Recorded DR/CR Account Numbers Date Entered Data Entry JE Number

Person
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Appendix A.15 – Final Rule Overview

Overview

Senior Corps implemented updated program regulations, 45 CFR 2551, 45 CFR 2552, and 45 CFR 2553,

in the Federal Register on January 31, 2019. Many of the updates were to reword regulations for 

clarity and to make technical changes such as numbering. Other updates which more significant to 

change are highlighted below. [As of September 2020, CNCS and Senior Corps rebranded to 

AmeriCorps and AmeriCorps Seniors. CNCS and Senior Corps remains their legal names and reflect so 

in regulations.]

AmeriCorps Seniors Foster Grandparent Program/ Senior Companion Program

• Reduces the minimum requirement of ongoing in-service training annually from forty (40) hours 

to twenty-four (24) (45 CFR 2552.23 (f) and 45 CFR 2551.23(f)).

• Removes annual service plan and annual assessment requirements as these processes are 

duplicative of work required to assess community need for national performance measure 

requirements (45 CFR 2552.23 (i), (j) and 45 2551.23 (i), (j)).

• Removes annual volunteer physical examination requirement (45 CFR 2552.41(a)(2)/ 2552.46(d) 

and 2551.41(a)(2)/ 2551.46(d)).

• Clarifies that Supplemental Nutrition Assistance Program (SNAP) benefits, public assistance, 

child support, and disability payments are not considered income for eligibility verification 

purposes (45 CFR 2552.44(a), (b) and 45 CFR 2551.44(a), (b)).

• Changes the service hour requirement to volunteers must serve at least five (5) hours weekly or 

260 hours annually (45 CFR 2552.51/ 45 CFR 2551.51).

• Removes the Direct Benefit Ratio or “80/20 rule” which required that a sum equal to at least 80 

percent of the amount of the Federal share of the grant award shall be expended on cost 

reimbursements that are provided directly to volunteers such as stipend payments, 

transportation reimbursements, meals, and recognition (45 CFR 2552.92(e)/ 45 CFR 2551.92(e)).

• Removes the requirement that FGP and SCP projects coordinate with local RSVP projects when 

enrolling over-income volunteers in FGP and SCP (45 CFR 2552.101/45 CFR 2551.101).

• Revises non-stipend volunteer service requirement to mirror stipended volunteer service 

requirements (45 CFR 2552.102(e) (f)/45 CFR 2551.102(e) (f)). The new regulations no longer 

recommend that non-stipended volunteers serve at separate volunteerstations from stipended 

volunteers and no longer recommend an average weekly service hour requirement for nonstipended volunteers that differed from the requirement for stipended volunteers.

• Removes the requirement to separate any administrative cost related to non-stipend volunteers 

(45 CFR 2552.104/ 45 CFR 2551.104).

AmeriCorps Seniors RSVP

• Removes annual service plan and annual assessment requirements as these processes are 

duplicative of work required to assess community need for national performance measure 

requirements (45 CFR 2553.23(f)(g)).

• Clarifies cost reimbursements such that recognition and insurance must be provided; meals and 

transportation may be provided (45 CFR 2553.43).
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• Removes language that “no more than 5% of the total number of volunteers budgeted for the 

project are assigned to it in administrative or support positions” (45 CFR 2553.61).

• Broadensthe RSVP performance measurement language (45 CFR 2553 Subpart J).

• Removes language that “no more than 5% of the total number of volunteers budgeted for the 

project are assigned to it in administrative or support positions” (45 CFR 2553.61).

• Broadensthe RSVP performance measurement language (45 CFR 2553 Subpart J).
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Appendix A.16 – Final Rule FAQs

Overview

Below are questions and answers related to the AmeriCorps Seniors Final Rule that became effective

on January 31, 2019. The following questions were gathered from public comments and clarifications 

requested; and questions we heard from AmeriCorps Seniors Grantees and Portfolio Manager since

the initial notice was posted. You can review the full regulations here.

*In September of 2020 CNCS and Senior Corps will rebrand. CNCS will operate under the working name of 

AmeriCorps and Senior Corps will become AmeriCorps Seniors. The AmeriCorps Seniors rebranding will 

take effect on Tuesday, September 29, 2020. Programs will be called AmeriCorps Seniors FGP, RSVP, SCP, 

and SDP. Volunteers will be called AmeriCorps Seniors volunteers. These updates may not be reflected in 

the regulations posted.

General- All AmeriCorps Seniors Programs

1. If a program wasin the middle of a grant year when the updated regulations went into effect 

on January 31, 2019, would it follow the old or new regulations?

AmeriCorps Seniors programs will follow the new regulations for the entire grant year. Effectively, this 

means that sponsors may consider the rule retroactively from the start of the grant award. For

example, if an AmeriCorps Seniors FGP or SCP program’s annual budget period begins in July 2018 (and

the final rule is effective in February 2019), then the program will not be required to meet the Direct 

Benefit Ratio rule for its whole budget year beginning in July 2018.

2. How long will an AmeriCorps Seniors grantee have to develop new policiesthat reflect the 

updated regulations?

Most of the updated regulations result in a reduction or elimination of rules; therefore, sponsors may 

create new policies if/when determining that a change is necessary. For those that require immediate 

change, policies should be in place when updated regulations are effective. For example, updated 

regulations related to income eligibility rules, such as the changes related SNAP benefits or 401ks, may

need policy updates ahead of the effective date of January 31, 2019.

3. What is the meaning of “vulnerable populations” as used in the definition of proprietary health 

care organizations (45 CFR 2551.12, 45 CFR 2552.12, 45 CFR 2553.12)?

AmeriCorps defines vulnerable populations in its grant terms and conditions to include children age 17

or younger, persons age 60 and older, and/or individuals with disabilities. Individuals with disabilities 

are defined as having a physical or mental impairment which substantially limits one or more major 

life activities, has a record of such impairment, or is regarded as having such impairment.

4. With the elimination of the requirements to “develop, and annually update, a plan for 

promoting service by older adults within a project service area” (45 CFR 2551.23(i), 45 CFR 

2552.23 (i), and 45 CFR 2553.23 (f)) and “to annually assess the accomplishments and impacts
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the (SCP, FGP, or RSVP) project on the identified needs and problems in the community” (45 

CFR 2551.23 (j), 45 CFR 2552.23 (j), and 45 CFR 2553.23 (g)), what are projects still required to 

do to assess community needs?

AmeriCorps Seniors grantees complete this work when detailing the community needs as part of 

performance measurement requirements in the grant application. A separate report or plan is no 

longer required.

5. Can an exception be made to the requirement that an AmeriCorps Seniors SCP, FGP, or RSVP 

project director work full-time?

The language in regulation for all three programs explicitly state that “a sponsor may negotiate the 

employment of a part-time project director with AmeriCorps when the sponsor can demonstrate that 

such an arrangement will not adversely affect the size, scope, or quality of project operations” (45 CFR 

2551.25(c), 45 CFR 2552.25(c), and 45 CFR 2553.25(c)).

6. Are sponsors no longer required to compensate project directors at a level that is comparable 

with other staff positions in their organization?

AmeriCorps considered the comments received during the public comment period on the proposed

rule and added language to the final rule that a sponsoring organization shall “to the extent 

practicable, compensate project staff at a level that is comparable with similar staff positions in the 

sponsor organization and/or project service area” (45 CFR 2551.25(e), 45 CFR 2552.25(e), 45 CFR 

2553.25(e). AmeriCorps made this change so that sponsors have the discretion to negotiate with their 

project staff regarding appropriate compensation levels.

7. How do these changes affect Senior Demonstration Program (SDP) grants?

SDP grants are not governed by these regulations, and so, not affected by them directly. However,

specific grants may make reference to some aspects of regulation in their Terms and Conditions.

Grantees should review their Terms and Conditions and discuss any potential implications with their 

AmeriCorps Portfolio Manager.

8. How do these changes affect grantsthat receive no federal funding?

Grants that do not receive federal funding, but that are awarded under AmeriCorps Seniors FGP, RSVP, 

or SCP are subject to that program’s regulations. Changes to the regulations that govern those 

programs apply to these awards as well.

AmeriCorps Seniors Senior Companion Program (SCP)/ Foster Grandparent Program (FGP)

9. Is there a maximum stipend level (45 CFR 2551.12(s), 45 CFR 2552.12(v)) and/or can a 

maximum stipend level be set by projects locally?

The current definition of “stipend” for AmeriCorps Seniors SCP and FGP ensures that stipend amounts

are notsubject to a specified maximum. In addition, because the amount of the stipend is required to 

be set nationally, a maximum stipend level may not be set by projects locally.
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10. Are SNAP benefits considered as income for AmeriCorps Seniors SCP and FGP volunteer 

eligibility?

No, the updated regulations clarify that Supplemental Nutrition Assistance Program (SNAP) benefits,

public assistance, child support, and disability payments are not considered income for eligibility 

verification purposes (45 CFR 2552.44(a),(b)).

11. I understand that SNAP benefits are not considered income for the purposes of stipend 

eligibility in the AmeriCorps Seniors SCP and FGP program. Do I need to take any action with 

respect to my current volunteers?

This update to the non-exhaustive list of funds that are not considered income for volunteer eligibility

verification purposes clarifies that food and nutrition programs, like the SNAP program, as well as

public assistance, child support, and disability payments, are not considered income. In light of this 

clarification, your local policies and procedures may need to be updated. Moving forward, please 

update as necessary your local policies and procedures to ensure these types of funds are excluded 

from consideration in your annual reviews of volunteer income eligibility.

12. Is a 401(k) considered income for SCP and FGP volunteer eligibility?

Yes, AmeriCorps has updated the list of what is considered income for purposes of determining 

eligibility to include retirementsavings plan in the updated regulations (45 CFR 2551.44(a)(b), 45 CFR 

2552.44(a)(b)).

13. I understand that a 401(k) is considered income for the purposes of stipend eligibility in

the AmeriCorps Seniors SCP and FGP program. Do I need to take any action with 

respect to my current volunteers?

This update to the non-exhaustive list of funds that are considered income for volunteer eligibility 

verification purposes clarifies that retirement savings plans, such as 401(k) plans, are considered

income. In light of this clarification, your local policies and procedures may need to be updated. 

Moving forward, please update as necessary your local policies and procedures to include these types 

of funds for consideration in your annual reviews of volunteer income eligibility.

14. Does the reduction in ongoing, in-service training hours to a minimum of 24 hours annually

(45 CFR 2551.23(f), 45 CFR 2552.23(f) affect the pre-service training requirement?

No, the expectation that AmeriCorps Seniors SCP and FGP volunteers receive at least 20 hours of preservice orientation when they begin service continues.

15. Does the ongoing, in-service training requirement of 24 hours annually need to be

conducted monthly?

No, the requirement is for 24 hours annually and not 2 hours monthly (45 CFR 2551.23(f), 45 CFR 

2552.23(f)). Sponsors may determine how to allocate time for in-service trainings during the year to 

meet the requirement. Additional information on planning and conducting in-service training is found 

in the Program Operations Handbooks, located on the FGP, RSVP, SCP, and/or SDP grantees page.
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16. Can AmeriCorps Seniors SCP and FGP programsstill require an annual physical even

though they are no longer required in the new regulations?

No, programs may not require an annual physical as a requirement for AmeriCorps Seniors volunteers.

Programs may, however, provide a physical examination or assistance with the cost of a physical

examination prior to assignment and annually thereafter as a benefit for volunteers. AmeriCorps 

Seniors removed the requirement as it was burdensome and costly and was frequently cited as an

administrative barrier to recruitment. However, AmeriCorps recognizes the value of offering physical 

examinations to volunteers who may not otherwise have the resources or means to obtain them; 

therefore, this direct benefit is retained as an allowable grant expense. As such, AmeriCorps has added 

“Physical examination” to the articulated cost reimbursements for AmeriCorps Seniors SCP and FGP in 

the final rule (45 CFR 2551.46(f), 45 CFR 2552.46(f)).

17. Will programs be able to set their own requirements for volunteer service hours even 

though the new regulation now states that the minimum hours are at least five (5)

hours weekly or 260 hours annually (45 CFR 2551.51, 45 CFR 2552.51)?

Yes, projects are still able to set local policies that define hours of service for volunteers. Indeed, 

because sponsors are able to set local weekly hours of service policies, they may elect to establish the 

minimum weekly hours of service expected at any level in between the 5-hour weekly minimum and 

the 40-hour weekly maximum.

18. Do programs need to abide by both the hourly and annual volunteer service hour

requirement, or may they choose one? May they use either the hourly or annual 

requirement for different volunteers? (45 CFR 2551.51, 45 CFR 2552.51)?

Sponsors may choose to abide by either the hourly or annual minimums. A sponsor must also 

document how it chooses to meet the requirement above in local policies that define hours of service 

for volunteers and the sponsor must implement its policies consistently. 

19. What if a volunteer goes on medical leave and doesn’t meet the requirement of 260

hours annually? In this scenario, is the grantee out of compliance?

The requirement is a minimum of 5 volunteer hours per week OR 260 volunteer hours annually. 

Sponsors should set policies that define leave, in accordance with applicable regulations. When 

developing leave policies, sponsors should consider applicable rules and regulations that may impact 

volunteer management, like the hours of service requirement, criminal history check requirements, 

etc.

20. Do AmeriCorps Seniors volunteers in FGP and/or SCP who aren’t serving five hours per

week due to medical reasons,summer programming, inclement weather, or other

reasons need to be put on administrative leave?

Sponsors should set policies that define leave, in accordance with applicable regulations. When 

developing leave policies, sponsors should consider applicable rules and regulations that may impact 

volunteer management, like the hours of service requirement, criminal history check requirements, 

etc.
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21. How does the change to the service hour requirement (45 CFR 2551.51, 45 CFR 2552.51)

affect an AmeriCorps Seniors sponsor’s volunteer leave policy?

Sponsors should set policies that define leave, in accordance with applicable regulations. When 

developing leave policies, sponsors should consider applicable rules and regulations that may impact 

volunteer management, like the hours of service requirement, criminal history check requirements, 

etc.

22. Is there minimum amount of hours a volunteer mustserve each day to receive a meal 

reimbursement?

Sponsors set policies locally that define when a volunteer may receive a meal or meal reimbursement.

23. If a program isin the middle of a grant year when the removal of the Direct Benefit

Ratio is effective, on January 31, 2019, can they make adjustments to their budget?

Sponsors may consider the final rule retroactively from the start of the grant award and may therefore 

make adjustments to their budget, come February 1, 2019. If the federal share of a grant is greater 

than the Simplified Acquisition Threshold amount of $150,000 and the grantee’s cumulative changes 

exceeds 10% of the total budget, the grantee must request prior approval to submit an amendment. In

addition, a sponsor must request prior approval if seeking to adjust the grant’s VSY level, regardless of 

the Simplified Acquisition Threshold.

24. Does the new minimum requirement of volunteer service hours include all stipended 

hours? 

AmeriCorps Seniors FGP/ SCP volunteers serve 5-40 hours a week for 260-2080 hours annually. Though 

minimum service hours have reduced, the stipend is still paid for the hourly service schedule that

volunteers spend with assigned clients, for earned leave if applicable, and for the attendance at official 

project evets, e.g., orientation, in- service training, Advisory Council meetings (as members or official 

observers), recognition events, and travel time between individual assignments.

25. May sponsors use AmeriCorpsfunding on any/all administrative cost’srelated to nonstipend volunteers?

While the AmeriCorps has eliminated/ reduced requirements related to implementing a project with

non-stipended volunteers, federal funding and non-AmeriCorps match funding may not be used to 

support cost reimbursements for non-stipended volunteers, like meals, transportation, physical 

exams, etc. With the new regulations, grantees are no longer required to track administrative costs 

and split out time dedicated to non-stipend volunteers.

AmeriCorps Seniors Senior Companion Program (SCP)

26. What is the impact of the regulation changes related to the AmeriCorps Seniors Senior 

Companion Leaders? 
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Overall, the purpose of the regulation revisions related to AmeriCorps Seniors Senior Companion 

Leaders was to create its own section and consolidate all regulations so that all the references to 

leaders were in one location and easier to understand (45 CFR 2551, Subpart G). However, there is

updated language added to clarify that Senior Companion Leaders, through recognition, may receive 

an additional monetary incentive (45 CFR 2551.73(c)).

AmeriCorps Seniors Foster Grandparent Program (FGP)

27. Whatspecifically changed in the definition of the children that AmeriCorps Seniors

volunteers in FGP can serve?

The new regulations expand the FGP definition of “Children having exceptional needs” to include 

“behavioral disorders” and “math and other educational needs” (45 CFR 2552.11(f)).

AmeriCorps Seniors RSVP

28. Can an AmeriCorps Seniors RSVP projectserve as a volunteer station in addition to the 

AmeriCorps Seniors RSVP sponsor?

Yes, AmeriCorps has expressly stated in the new regulations that AmeriCorps Seniors RSVP sponsors

and AmeriCorps Seniors RSVP projects themselves may serve as volunteer stations (45 CFR 2553.61).

29. Did the performance measurement requirements change for AmeriCorps Seniors RSVP

in the new regulations?

The updated regulations broaden the AmeriCorps Seniors RSVP performance measurement language

and eliminate certain definitions related to performance measures. (45 CFR 2553 101 – 45 CFR 

2553.109). AmeriCorps made these changes to make it easier for AmeriCorps and for sponsors to 

keep pace with evolving industry standards. AmeriCorps will continue to provide information on 

performance measures through guidance and training rather than in regulation.

30. With the elimination of the requirements to “develop, and annually update, a plan for 

promoting service by older adults within a project service area” (45 CFR 2553.23(f)) and 

“to annually assessthe accomplishments and impactsthe AmeriCorps Seniors RSVP

project on the identified needs and problems in the community” (45 CFR 2553.23(g)),

are AmeriCorps Seniors RSVP projects still required to perform annual safety 

assessments?

AmeriCorps Seniors RSVP Sponsors are still required to ensure the safety of their volunteers at 

volunteer stations (45 CFR 2553.23(v)). Rather than annually assessing the safety ofstations via a 

separate email or report, AmeriCorps Seniors RSVP sponsors should maintain an MOU “that states the 

station will provide for the safety of the AmeriCorps Seniors volunteers in the RSVP program assigned 

to the station” (45 CFR 2553.23(v)).
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Appendix A.17 – COVID-19 Tool Kit

The list below provides service activity recommendations to AmeriCorps Seniors grantees that they may consider as service programs

restart as they manage their volunteer programs the middle of the COVID-19 pandemic. These resources can serve as a guide as you 

consider new service activities for your program and make plans to reopen safely. AmeriCorps Seniors grantees must prepare and 

conduct an in-service training for volunteers safely serving during the COVID-19 pandemic, that covers topics such as how to help 

remain safe during the pandemic, and practices to consider to ensure our beneficiaries remain safe as well.

NOTE: AmeriCorps Seniors strongly recommends that grantees follow the Center for Disease Control (CDC) reopening guidance, and 

their own state and county re-opening measures. AmeriCorps Seniors is mindful that each location may be on a different re-opening 

timeline based on each state’s local and specific geographic regions.

AmeriCorps Seniors provides this toolkit as a resource to grantees. The recommendations listed below is by no means an exhaustive 

list. We encourage you to connect with your local health departments for additional guidance, as needed. This toolkit does not imply

endorsement of the information provided on any third-party website, or an endorsement of any third-party product or service.

AmeriCorps continues to provide COVID-19 guidance as it relates to AmeriCorps grants. The guidance can be found on the COVID-19

Frequently Asked Questions page. Additional resources to help guide managing AmeriCorps Seniors grants can be found in:

- The FGP, RSVP, SCP, and/or SDP grantees page

- AmeriCorps Seniors Resource Library

- Knowledge Network
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COVID-19 Resources AmeriCorps Seniors Programs Should Consider

Item Resources

Memorandums of 

Understanding, 

Policies, and 

Procedures

- Appendix A.9 of Operations Handbook: Sample Checklist for Station Accessibility

- Appendix C.1 of Operations Handbook: Sample Memorandum of Understanding (applicable for FGP and 

SCP)

- Engage Virtually (ACL)

- Sample Caregiving Form (CDC)

- Volunteering during the COVID-19 Pandemic (American Red Cross)

- Staying Safe and Helping Others During COVID-19 (American Red Cross)

Many state service commissions may have online resources, for example Guidelines for Volunteers and Volunteer 

Organizations During COVID-19 (Volunteer Iowa) and COVID-19 Volunteer Resources (Massachusetts Service 

Alliance)

How to Provide a 

Safe Volunteer Space

- Using Personal Protective Equipment (CDC)

- Strategies to Optimize the Supply of PPE and Equipment (CDC)

- Addressing PPE Needs in Non-Healthcare Setting (FEMA)

- Guidance on Preparing Workplaces for COVID-19 (OSHA)

- Guidance for Senior Centers in Planning for Re-Opening (Vermont Department of Health)

- Preventing COVID19 spread patient transport (FEMA)

- Equipping CBOs To Return to Work: Considerations for the Workforce and Work Place (HHS)

- COVID-19 Volunteer Agreement Sample (Buffalo City Mission)

General

Information.

AmeriCorps

Seniors highly

recommends 

that all grantees 

provide training 

on safety prior to 

returning to

service during 

COVID-19.

These resources will 

- How to Wear Cloth Face Coverings (CDC)

- Center for the Study of Traumatic Stress(Uniformed Services University)

- Articles, including Prolonged Operations in Personal Protective Equipment During COVID-19 (Uniformed 

Services University)

- Reopening Guidance for Cleaning and Disinfecting Public Spaces, Workplaces, Businesses, Schools, and

Homes (CDC)

- Cleaning and Disinfecting your Home/Other Places(CDC)

- What to do if You Are Sick (CDC)

- How to Safely Visit Friends and Family Who are at a Higher Risk of Severe Illness(CDC)

- National Indian Health Board COVID-19 Tribal Resource Center(NIHB)

- How to Safely Transport Using Your Vehicle (CDC)

- Protecting Yourself Using Transportation (CDC)
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Item Resources

assist you in 

establishing a COVID19 service training.

- How to Protect Yourself and Others (CDC)

- How to Manage Workplace Fatigue during COVID-19 (CDC)

- Senior Medicare Patrol Warns of COVID-19 Fraud (NCOA)

- HHS Office of Inspector General warns about COVID-19 Fraud Schemes(HHS)

- Coronavirus Advice for Consumers (FTC)

- Department of Justice Coronavirus Fraud Alert (DOJ)

- State and Territorial Health Departments (CDC)

Mental Health

- Coping with Stress (CDC)

- COVID-19 Resources(National Center for School Mental Health)

- Supporting Staff in these Extraordinary Times(MHTTC)

- Helping Seniors Manage Loneliness and Anxiety During COVID-19 (Massachusetts General Hospital)

- Coalition to End Social Isolation and & Loneliness(Coalition to End Social Isolation & Loneliness)

- Taking Care of Your Behavioral Health (SAMHSA)

- National Suicide Prevention Hotline 1-800-273-8255

- SAMSHA Toll-free Helpline 1-877-SAMHSA-7 (1-877-726-4727) or Info@samhsa.hhs.gov

- Mental Health and Coping (HHS)

- Veterans Crisis Line, connects veterans and their families and friends with qualified VA responders. 1-800-273- 

8255 and press 1

Risk management 

threshold and 

metricsto consider

- Risk Management for Your Volunteer Program (Verified Volunteers)

- Volunteer management best practices (FEMA)

- Emergency Management Best Practices(FEMA)

Training Resources

In addition to AmeriCorps trainings, there are other free resources available which AmeriCorps Seniors grantees can use.

- COVID-19 Resources (ACL)

- COVID-19 Response Series (Disability: IN)

- Learning Center (VolunteerMatch)

- COVID-19 Resources for Nonprofits (The Bridgespan Group)

- COVID-19 Resources (Independent Sector)

- Community Resources (CDC)

- Community Resources (AARP)

- Partner Toolkit (CMS)

- Federal Rural Resource Guide (USDA)
Appendix A.17- COVID-19 Tool Kit

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Item Resources

- State Service Commissions

- Staying Safe and Helping Others (American Red Cross)

- COVID-19 Resources(National Council on Aging)

- COVID-19 Resources(National Institute on Health)

Safe Volunteer 

Practicesshared by 

our grantees – 

Innovative Ideas

Gateway Community Action Partnership’s AmeriCorps Seniors Foster Grandparent program enabled volunteers to 

reconnect with each other to offer support. Life Bio, www.lifebio.org, provided free access to an easy to use telephone

platform, MyHelloLine, for AmeriCorps Seniors volunteers in FGP to bridge the cyber gap to reconnect with each other 

through weekly themed discussions. There was also a Spanish language support session weekly with an English language 

version. Life Bio made the linkage via phone or computer free to approximately 90 participants during a four-week 

period that in addition to offering support, helped reduce the sense of isolation, Fifty percent of the program’s 

volunteers participated on the weekly calls.

Contact: Natalia Uribe, nuribe@gatewaycap.org

RSVP of Southern Maine introduced A Volunteer Emergency Response Team (AVERT) to virtually train new volunteers as 

substitutes for the Meals on Wheels program to continue to deliver meals without interruption. Also trained new

volunteers for our Phone Pal (telephone reassurance) program via training webinar and partnered and collaborated with 

local towns to train volunteers as they establish their own telephone reassurance programs. Additionally, use 

volunteers remotely to assist with administrative tasks including updating our resource database.

Contact: Mary Hadlock, mhadlock@smaaa.org

Computer Buddy is an email/blog program between students in elementary schools in Dane County and AmeriCorps 

Seniors volunteers in the RSVP program. Teachers work with students who want to participate in the program. We train

the volunteers on how to use the Kid blog email program. The program is easy to use but also it is a secure site and allows 

the director or the Program Coordinator the ability to look at all communication between students and volunteers. 

Contact: Diana Jost, djost@rsvpdane.org

Hancock County, Mississippi RSVP sponsored by the City of Waveland launched a county wide Senior Hotline last week 

to support seniors across the county during the COVID-19 crisis. For seniors that have limited mobility and 

transportation that are need of someone to pick up items such as medications, food water and other necessities, can call 

the Hancock County Senior Hotline to request assistance with errands.

Contact: hancockcountyrsvp@hotmail.com or call the RSVP office 228 467-9073

Knoxville Community Action Agency AmeriCorps Seniors volunteers in SCP shifted their schedules to provide wellness 
Appendix A.17- COVID-19 Tool Kit

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Item Resources

checks and social support to their clients via phone. AmeriCorps Seniors volunteers and staff collectively call seniors 

daily to provide wellness checks, information and referral support, and socialization. AmeriCorps Seniors volunteers 

have already worked creatively to assist their clients with grocery delivery, medication delivery, helping reschedule 

doctor appointments, enrolling clients for mobile meals, and connecting folks to mental health support services through 

these phone visits.

Contact: Deisha Finley, deisha.finley@knoxseniors.org

INCA-RSVP in Tishomingo, Oklahoma set up a HOTLINE for seniors, disabled and homebound individuals to call for 

help, food, referrals, mental counsel, etc. and developed a COVID-19 RESPONSE TEAM to assemble Senior Disaster 

Emergency Care Bags. Volunteers deliver these bags to homebound and sheltering-in-place seniors that need basic 

essentials. Bags include shelf stable food. Volunteers ae also making masks that are distributed to local nursing homes, 

hospitals, clinics, fire/ems departments and our veteran groups have a Buddy Call list, contacting veterans and their 

spouses a minimum of twice a week to keep them engaged and active.

Contact: Wanda Gray, w.gray@incacaa.org

SEARCH (Seeking Elderly Alone Renew Courage & Hope) RSVP of Central Maine adapted the transportation program 

and practices into safe volunteering by transporting clients for essential activities as defined by federal and state 

directives, such as critical medical appointments, pharmacy and grocery (our volunteers offer to pick up and deliver 

pharmacy and grocery). The agency provides gloves and masks for volunteers and clients to use. Clients ride in the back 

seat on the opposite side as far from the volunteer driver as possible.

Contract: Cindy Whitney, cwhitney@ccmaine.org

The Friends Program of New Hampshire has a Foster Grandparent volunteer who has been listening and following along 

with his middle school students Google Classroom math lessons so he can be ready to assist the students who need

extra support. He is striving to be up to date on what they are learning as well as the format they are learning it in, so 

that he can be of service.

Bone Builder’s classes are trying to meet virtually either through Facebook live streaming, Zoom, or in an email chain. 

The participants are thrilled to have a vehicle to talk to each other and the larger classes are communicating, sharing 

notes of inspiration, tips to stay active, and ways to remain healthy while at home. One leader even posted a tutorial on 

making a homemade mask with items participants would likely already have at home

Contact: Lily Wellington, lwellington@fiwndsprogram.olrg
Appendix A.18 – Technology Training Companies

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FGP, RSVP, SCP, and/or SDP grantees page

Appendix A.18 – Technology Training Companies

Following is a list of technology focused training companies that are contractable for services to 

support training needs for volunteers. This information is provided for the convenience of 

grantees, and AmeriCorps Seniors does not endorse these or any other vendors. Please bring 

any other vendors to the attention of AmeriCorps Seniors so they can be added to future lists. 

(Email: SeniorCorpsHandbook@cns.gov) 

• For individual proposals for AmeriCorps Seniors grants, click here.

• Cyber-Seniors: www.cyberseniors.org

• Oasis Lifelong Adventure: www.Oasisnet.org

• GetSetup: www.getsetup.io
Appendix A. 19 Respite Performance Measures Survey

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RESPITE PERFORMANCE MEASURE SURVEY

This 1st question is about how many hours of respite service that you may have 

received in the past 4 weeks from your senior companion.

Tell us how many TOTAL HOURS in a typical week you received respite services. 

Here is an example of how Mrs. Jones would answer question #1:

Her Senior Companion usually spends one hour on Monday with and two hours 

on Wednesday providing respite services. Therefore, the total hours a week that 

she receives respite services is 3 hours a week.

1. In a typical week, my Senior Companion Volunteer is with 

me for ☒ ☐ hours of 

respite

Please turn the page for the questions 2-12

Thank you for taking the time to complete this survey. We would like to know 

how the Senior Companion Volunteer who has been providing respite care

you has affected your life (as the caregiver).

All information will be kept confidential; please do not disclose your

name. You may choose not to answer a question.
Appendix A. 19 Respite Performance Measures Survey

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FGP, RSVP, SCP, and/or SDP grantees page

Because I Have a Senior Companion Volunteer assisting with Respite Care ... 

Strongly 

Disagree

Somewhat 

Disagree

Somewhat 

Agree

Strongly 

Agree

2) ... I feel less lonely. ☐ ☐ ☐ ☐

3) ... I feel I have close ties to 

other people. ☐ ☐ ☐ ☐

4) ... I am able to do the things I 

need to do. ☐ ☐ ☐ ☐

5) ... I am able to do most 

things I want to do. ☐ ☐ ☐ ☐

6) ... I am more satisfied with 

my life. ☐ ☐ ☐ ☐

7) ... The person I care for is 

able to remain at home. ☐ ☐ ☐ ☐

8) ... I am able to get short-term 

rest and relief. ☐ ☐ ☐ ☒

9) ... I am able to find time to 

run errands. ☐ ☐ ☐ ☐

10) ... I am able find time to 

attend to my personal and 

health care needs.

☐ ☐ ☐ ☐

11) Overall, I am satisfied with 

the Caregiver Respite Senior 

Companion volunteer.

☐ ☐ ☐ ☐

12) Overall, the Senior 

Companion Program has met 

my expectations.

☐ ☐ ☐ ☐
Appendix A.20 Independent Living Performance Measure Survey 

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FGP, RSVP, SCP, and/or SDP grantees page

INDEPENDENT LIVING PERFORMANCE MEASURE SURVEY

This 1st question is about how many hours of service that you may have 

received in the past 4 weeks from your senior companion.

Tell us how many TOTAL HOURS in a typical week you received services. 

Here is an example of how Mrs. Jones would answer question #1:

Her Senior Companion usually spends one hour on Monday with and two hours 

on Wednesday. Therefore, the total hours a week that she receives services is 3 

hours a week.

1. In a typical week, my Senior Companion Volunteer is with 

me for ☒ ☒hours

Please turn the page for the questions 2-13

Thank you for taking the time to complete this survey. We would like to 

know how the Senior Companion Volunteer who has been assisting you

has affected your life.

All information will be kept confidential; please do not disclose your name.

You may choose not to answer a question.
Appendix A.20 Independent Living Performance Measure Survey 

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FGP, RSVP, SCP, and/or SDP grantees page

Because I Have a Senior Companion Volunteer ... 

Strongly 

Disagree

Somewhat 

Disagree

Somewhat 

Agree

Strongly 

Agree

2) ... I feel less lonely. ☐ ☐ ☐ ☐

3) ... I feel I have close ties to 

other people. ☐ ☐ ☐ ☐

4) ... I am able to do the things I 

need to do. ☐ ☐ ☐ ☐

5) ... I am able to do most 

things I want to do. ☐ ☐ ☐ ☐

6) ... I am more satisfied with 

my life. ☐ ☐ ☐ ☐

7) ... I can remain living in my 

own home. ☐ ☐ ☐ ☐

8) ... I am able to get to the 

grocery store. ☐ ☐ ☐ ☐

9) ... I am able to get to medical 

appointments. ☐ ☐ ☐ ☐

10) ... I am able to take care of 

other necessary 

errands/appointments.

☐ ☐ ☐ ☐

11) ... I am eating regularly 

scheduled meals. ☐ ☐ ☐ ☐

12) Overall, I am satisfied with 

my Senior Companion

volunteer.

☐ ☐ ☐ ☐

13) Overall, the Senior 

Companion Program has met 

my expectations.

☐ ☐ ☐ ☐
Appendix A. 21 – AmeriCorps Seniors and SCP in Times of Disaster

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Appendix A. 21 – AmeriCorps Seniors Disaster and Emergency Response

Overview

Disaster and emergency response is one of the key focus areas of AmeriCorps. With its 

expansive network of volunteers across the country, AmeriCorps Seniors is committed to 

working within the communities it serves to respond to and recover from disasters and 

emergencies when they strike. Each AmeriCorps Seniors program can provide disaster and 

emergency response to their communities in times of need. However, AmeriCorps Seniors 

grantee operations and volunteers are themselves sometimes impacted and unable to function as 

normal. This document is intended to provide a framework to guide grantees who either wish to 

assist with response and recovery operations or who have been affected by a disaster and 

emergency. AmeriCorps Seniors programs respond to and can be impacted by disasters and 

emergencies including, but not limited to, forest fires, floods, hurricanes, tornadoes, terror 

attacks, pandemics, and oil spills. Disasters and emergencies can be declared by federal, state 

and/or local officials, or agencies.

What to Do When Disaster and Emergencies Strike

The primary concern of AmeriCorps Seniors during a disaster and emergency is the immediate 

safety and security of its grantees and volunteers. It is important for grantee staff and volunteers 

to follow all community, office, or building disaster preparedness plans for your location.

Monitor your local news sources for the most up to date information and follow local or state 

emergency services guidance.

To ensure that all volunteers are accounted for before or after a disaster and emergency, 

AmeriCorps Seniors suggests that grantees establish a phone tree as part of any disaster 

preparedness planning. Program directors or the assigned disaster preparedness staff member 

will contact grantee staff members, who should each be assigned an equal number of volunteers 

in advance to contact before a known potential disaster—such as a hurricane—and/or after the 

immediate danger of a disaster has passed. Grantee staff will then report back to the relevant 

phone tree coordinator. AmeriCorps Seniors program directors should expect to be contacted by 

their Portfolio Manager who will be gathering information and updates on affected programs.

Responding to and Recovering from Disasters

Once AmeriCorps Seniors volunteers and grantee staff are accounted for, grantees should assess 

whether or to what degree operations are impacted. AmeriCorps Seniors provides flexibility to 

grantees to revise work plans and Performance Measures in the aftermath of disasters in cases 

when original plans are no longer feasible and/or AmeriCorps Seniors volunteers can respond to 

emerging community needs in disaster response and long-term recovery. A set of FAQs has 

been provided as an appendix to this document outlining some of the ways that disaster-affected 

programs may wish to adjust their work, as well as details on allowance and reassignment of 

volunteers. 
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AmeriCorps Seniors programs with the desire or capacity to assist in disaster response and 

recovery efforts in their communities are strongly encouraged to consult with their Portfolio 

Manager and the AmeriCorps Disaster Services Unit (DSU). Coordination with these key 

AmeriCorps offices helps coordinate, track, and promote the full national service response and 

ensure that AmeriCorps Seniors activity is highlighted. Furthermore, these offices have 

experience, training, and access to resources to support AmeriCorps Seniors programs in 

effective service delivery. The response to a disaster and emergency will vary depending on 

AmeriCorps Seniors program and the local project design, but we know that national service is a 

powerful tool for helping to meet the needs of communities when disasters and emergencies 

strike.

AmeriCorps Seniors RSVP

AmeriCorps Seniors RSVP grantees should consult with their Portfolio Manager if there are any 

temporary changes to service locations or clients being served. In consultation with their 

Portfolio Manager, AmeriCorps Seniors RSVP grantees may determine they want to amend 

their approved work plan (either Performance Measures and/or service activities) to add 

additional Performance Measures to meet the new community needs resulting from a disaster.

AmeriCorps Seniors RSVP grantees that already have service activities in Performance 

Measures in the disaster services focus area may consider expanding those service activities to 

meet the increased needs resulting from a disaster and emergency in their geographic service 

area.

AmeriCorps Seniors Foster Grandparent Program (FGP)

AmeriCorps Seniors volunteers in FGP who are unable to continue to serve their previously 

assigned children may be assigned temporarily to other children in shelters or other settings and 

may serve groups of children while seeking to provide one-on-one assistance wherever possible. 

AmeriCorps Seniors Foster Grandparent grantees should consult with their Portfolio Manager if 

there are any temporary changes to service locations or children being served. In consultation 

with their Portfolio Manager, AmeriCorps Seniors Foster Grandparent grantees may determine 

they want to amend their approved work plan (either Performance Measures and/or service 

activities) to add additional Performance Measures to meet the new community needs resulting 

from a disaster. AmeriCorps Seniors Foster Grandparent grantees that already have service 

activities in Performance Measures in the disaster services focus area may consider expanding 

those service activities to meet the increased needs resulting from a disaster and emergency in 

their geographic service area.

AmeriCorps Seniors Senior Companion Program (SCP)

AmeriCorps Seniors volunteers in SCP who are unable to continue to serve their previously 

assigned clients may be assigned temporarily to assist other adults with special needs.

Assignment plans in such cases may be written generically in recognition of the temporary 

nature of the assignments. AmeriCorps Seniors SCP grantees should consult with their Portfolio 

Manager if there are any temporary changes to service locations or clients being served. In 
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consultation with their Portfolio Manager, AmeriCorps Seniors Senior Companion grantees

may determine they want to amend their approved work plan (either Performance Measures 

and/or service activities) to add additional Performance Measures to meet the new community

needs resulting from a disaster. AmeriCorps Seniors Senior Companion grantees that already 

have service activities in Performance Measures in the disaster services focus area may consider 

expanding those service activities to meet the increased needs resulting from a disaster and 

emergency in their geographic service area.

AmeriCorps Seniors Senior Demonstration Program (SDP)

- For non-stipended volunteers, AmeriCorps Seniors SDP grantees should consult with 

their Portfolio Manager if there are any temporary changes to service locations or clients 

being served. In consultation with their Portfolio Manager, AmeriCorps Seniors SDP 

grantees may determine they want to amend their approved work plan (either 

Performance Measures and/or service activities) to add additional Performance 

Measures to meet the new community needs resulting from a disaster. AmeriCorps 

Seniors SDP grantees that already have service activities in Performance Measures in 

the disaster services focus area may consider expanding those service activities to meet 

the increased needs resulting from a disaster and emergency in their geographic service 

area.

- For stipended volunteers who are unable to continue to serve their previously assigned 

children or clients, AmeriCorps Seniors SDP grantees may temporarily assign these 

stipended volunteers to assist other children or clients. Assignment plans in such cases 

may be written generically in recognition of the temporary nature of the assignments. 

AmeriCorps Seniors SDP grantees should consult with their Portfolio Manager if there 

are any temporary changes to service locations or clients being served. In consultation 

with their Portfolio Manager, AmeriCorps Seniors SDP grantees may determine they 

want to amend their approved work plan (either Performance Measures and/or service 

activities) to add additional Performance Measures to meet the new community needs 

resulting from a disaster. AmeriCorps Seniors SDP grantees that already have service 

activities in Performance Measures in the disaster services focus area may consider 

expanding those service activities to meet the increased needs resulting from a disaster 

and emergency in their geographic service area.

Appendix: Additional Questions and Answers for the AmeriCorps 

Seniors Senior Programs

A) Program Operations in the Affected Area

1) We have lost all or a great many of our program files and other records as a 

result of the disaster. What should we do?

Please contact your Portfolio Manager and advise them of the extent of the 

damage. It is important to document for your records when the damage occurred, 

how it occurred, the extent of the damage, and what types of files were lost in a 
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memo to the file. Where possible, include photographs. Ensure any eligibility 

documents for both active staff and volunteers are acquired (such as NSCHC 

and/or income verification) and justification for the post-dated grant records is 

also included in the memo to file.

2) We will be unable to achieve one of more of our Performance Measures 

because the disaster has interrupted or changed our program operations. 

What should we do?

Please contact your Portfolio Manager to discuss the possibility of revising the 

number of volunteers in output and outcome-based Performance Measures and 

negotiate revised or new Performance Measures. After agreement is reached, if 

an amendment is required in your eGrants application, please complete within 30 

days of your notification to portfolio manager. Please refer to Appendix B: 

Performance Measures Instructions found on the AmeriCorps Grantee and 

Sponsor pages: FGP, RSVP, SCP, and/or SDP

Here are some tips for completing the Project Performance Report (PPR). 

Grantees are still required to report on progress toward meeting approved 

performance targets. Please follow Appendix B: Performance Measure 

Instructions, on the AmeriCorps Grantee and Sponsor pages: FGP, RSVP, SCP, 

and/or SDP, when reporting your outputs and outcome actuals. Grantees should 

identify the impact of the disaster and/or emergency on their operations within 

the relevant narratives section of the progress report. This includes challenges 

that disaster and/or emergency has had on operations, partnership/collaboration 

development, and non-federal share development. Grantees should also include a 

summary of any challenges faced for each Performance Measure in the Grantee 

Note associated with each Performance Measure. Finally, AmeriCorps is also 

interested in learning more about the tremendous work that AmeriCorps Seniors 

program grantees are doing to address the needs of the disaster and or emergency 

within their community. Please make sure to update your Portfolio Manager with 

details on how your program is responding to the emergency situation, including 

any challenges, status of volunteers, etc.

3) As a result of the redirection of volunteer effort to support emergency 

disaster response activities, one or more of our Performance Measures in 

the work plan will no longer be valid. What should we do?

Please contact your Portfolio Manager and discuss how your redirected activities 

will result in new Performance Measures in the work plan. Changes in 

programmatic activities must be reflected in your grant via an amendment in 

eGrants. Please complete within 30 days of notifying your Portfolio Manager. If 

a Performance Measure is no longer valid, please indicate in the community 

needs section. If a new Performance Measure is needed, it will be added in 

eGrants as an amendment.
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4) If a grantee is unable to access eGrants due to local technical issues, how 

should we process the required amendments?

Contact your Portfolio Manager to document the issue and seek other solution. 

5) Due to the impact of the disaster, we cannot deliver the required in-service 

training for our AmeriCorps Seniors volunteers for at least the next month 

or two. May we defer this training and deliver it at a later time?

Yes. This must be documented by email and approved by the Portfolio Manager. 

The approval will be for a specific period of time. Please discuss with your 

Portfolio Manager the challenges and provide a projected timeline, if possible, 

for temporary activities or absence from service. Because this is an estimate, the 

timeline may be extended after another request to your Portfolio Manager.

6) We have upcoming Memoranda of Understanding (MOUs), letters of 

agreement, and other documents that need to be signed related to our 

AmeriCorps Seniors grant. What happens if we are unable to get them 

completed and signed before the expiration of the current agreement?

AmeriCorps Seniors encourages grantees and sponsors to create or incorporate a 

plan in an organizational policy on how to obtain signatures in the event of a 

disaster and/or emergency. The use of electronic signatures is one example of 

acceptable way to certify documents. Additionally, grantee can consider 

integrating a process that could support an emergency extension to the MOUs as 

a Notice of Intent to renew/continue the agreement. Please develop an agency 

policy that addresses how and when electronic signature is appropriate and 

acceptable.

7) I have volunteers who are serving through telework, but I am unable to get 

them to sign their timesheets due to a disaster and or emergency. What 

should I do?

Volunteers who serve through telework are still required to submit a record of 

the hours they have served on a weekly or biweekly basis, and your grantee 

organization is still required to approve those hours in writing.

If your organization should have a policy for validating timesheets when a 

volunteer or employee is not available to sign their timesheet This policy should 

include an alternative way to create those records until the timesheet submission 

and validation can be done with original signatures. Volunteers who serve 

through telework may submit alternative written submissions to your 

organizations noting hours they have served. Rather than using a timesheet, their 

submissions may be sent, for example, via email to you, or via a note by text or 

smartphone photo. You may in turn approve each submission by sending a
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response back to the volunteer with a notation such as “Hours submitted 

approved.” You must maintain a record of these communications.

8) I need to purchase supplies that are necessary as a consequence of the 

disaster and or emergency in order for volunteers to perform approved 

service activities. Is it allowable to use grant funds to purchase these 

supplies?

Under certain conditions, it is allowable for AmeriCorps Seniors grantees to use 

grant funds to purchase supplies that have become necessary as a consequence of 

operational disruptions due to the impact of a disaster and/or an emergency. If a 

service activity is disrupted or otherwise adversely impacted, grant recipients 

may develop alternative types of service activities that are not specifically 

defined in the grant but are consistent with the goals and mission of the 

AmeriCorps Seniors program. The grantee should submit their written request to 

develop alternative activities and obtain written (email) approval from its 

Portfolio Manager as soon as practicable. If the approved service activity 

requires new supplies, the grantee must ensure that all costs are allowable, 

reasonable, and allocable, and in support of approved service activities, in 

accordance with Office of Management and Budget cost principles set forth in 2

CFR §§200.403 – 405. All AmeriCorps Seniors grant recipients must follow the 

requirements in its “Budgetary Changes” section as prescribed in the terms and 

conditions in the grant award supporting documents. Please note, if the federal 

share of a grant is greater than the “Simplified Acquisition Threshold” amount of

$250,000 and the grantee’s cumulative changes exceeds 10% of the total budget, 

the grantee must obtain approval by submitting an amendment request. If the 

change is below 10%, the grantee does not need to obtain approval, but it still 

needs to document the change in its Memo to File. Many costs can be attributed 

to a “Other Volunteer Support Costs” line item, which would preclude the need 

to reallocate funds to a new line item and avoid the need for an amendment. As a 

reminder, any costs charged should be reasonable and prudent, properly valued, 

and consistent with the sponsoring organization’s account practices and 

documented. In normal circumstances, per AmeriCorps Seniors guidance, the 

Memorandum of Understanding between the sponsor and volunteer station 

should address payment arrangements for supplies (i.e., whether the sponsor or 

the volunteer station pays for supplies that a volunteer station needs).

AmeriCorps Seniors recommends that that grantees and volunteer stations 

continue that practice and update, as needed, their Memoranda of Understanding 

outlining any new costs related to supplies needed in light of the disaster and/or 

the emergency. While a recommended practice, however, addressing payment 

arrangements in the Memorandum of Understanding between the sponsor and the 

volunteer station is not required. For some supplies that are monetarily 

expensive, such as technology to connect virtually, the grantee should develop a 

“user agreement” with each volunteer that lays out the appropriate uses of the 

supplies that align with the program’s goals and objectives and should also set 

forth prohibited uses. With certain program supply items, the grantee should
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implement an inventory management plan and use it prior to purchasing and 

distributing key supply items. An inventory management plan should, at a 

minimum, document the following for each supply:

• serial number, if applicable

• date of purchase

• to what volunteer it is assigned

• date it was delivered to the volunteer 

• volunteer’s confirmation of receipt, including date

• date in which it was returned by volunteer

• report of loss of or damage, if applicable.

A volunteer is expected to return the supply item prior to exiting service in the 

program. It is also recommended that the grantee develop a policy and procedure 

for asset or supply management if one is not already in place.

B) Projects in Non-Affected Areas

1) Evacuees from a disaster area are in my community living in temporary 

housing. Our program would like to shift some of our volunteers to support 

the evacuees. Can we do so?

Yes. Please contact your Portfolio Manager to discuss how your redirected 

activities will result in changes in your Performance Measures in the work plans. 

Changes in programmatic activities must be reflected in your grant via an 

amendment in eGrants. If a Performance Measure is no longer valid, please 

indicate in the community needs section. If a new Performance Measure is 

needed, it would be added in eGrants as an amendment.

2) May our volunteers respond to needs outside the project's service area 

resulting from a disaster, either by transporting or accompanying evacuees 

from where they are currently housed to the project service area or by 

serving at a distant location?

The service of AmeriCorps Seniors volunteers should focus on needs in their 

communities, including helping with the local response to the needs of evacuees.

• Grant funds can be used to transport evacuees.

• Grant funds may be used to reimburse meals or transportation costs for a 

AmeriCorps Seniors volunteer who is requested by a disaster response 

organization to accompany a child or adult who is being relocated.

• Grantees are encouraged to check with their insurance carrier concerning 

any limitations on liability coverage.
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C) AmeriCorps Seniors Volunteers in the Affected Area and their 

Stipends

1) How can we appropriately involve AmeriCorps Seniors stipended 

volunteers in the Senior Companion, Foster Grandparent, and Senior 

Demonstration programs in relief efforts when their assigned children and 

adult clients are temporarily not accessible and some of the volunteer 

stations to which they are assigned may not be operating normally, if at all?

AmeriCorps Seniors stipended volunteers in the Senior Companion, Foster 

Grandparent, or Senior Demonstration program who are unable to continue to 

serve their previously assigned children or clients may be assigned temporarily 

to assist other children or adults. Assignment plans in such cases may be written 

generically in recognition of the temporary nature of the assignments.

2) Our project has some AmeriCorps Seniors stipended volunteers who have 

no remaining leave time and who are temporarily completely unable to 

serve due to circumstances caused by disaster or emergency. May we use 

project funds to assist them with a temporary allowance?

In exceptional circumstances, where AmeriCorps Senior stipended volunteers are 

unable to serve and have exhausted all available leave, AmeriCorps may 

authorize the payment of a temporary allowance for AmeriCorps Seniors 

volunteers in the Senior Companion, Foster Grandparent, or Senior 

Demonstration programs, up to 10 weeks of the approved temporary allowance 

period by your Portfolio Manager. The primary reason for authorizing such an 

allowance is that these volunteers are trained and experienced service providers. 

Rather than risking the eventual loss of valuable AmeriCorps Seniors stipended 

volunteers because of their inability to serve during this brief period, it is more 

advantageous to the respective AmeriCorps Seniors programs, as well as to the 

individual program sponsors and volunteer stations, to provide this temporary 

allowance. See Question 6 in this section for the approval process.

3) Our project has AmeriCorps Seniors stipended volunteers who were not 

scheduled to serve at this time. May they receive a temporary allowance? 

No. The temporary allowance may be paid only to AmeriCorps Seniors 

stipended volunteers who are not able to serve because of the declared 

disaster/emergency or similar event.

4) What is the amount of the temporary allowance and how long may it be 

paid?
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The Program should use their own discretion to determine the appropriate 

number of weekly service hours for each stipended volunteer. Programs should 

be reasonable, fair, and consistent in their methodology for calculating hours, 

demonstrate in writing how they arrived at the average weekly service hours for 

each volunteer, and ensure that they have documented their decisions. (See 

Question 6 in this section for the approval process).

The temporary allowance may be paid at a flat rate for up to 10 weeks beginning 

as approved by the Portfolio Manager. Grantees may request up to 10 weeks of 

temporary allowance to be issued. The temporary allowance will be paid at the 

same rate as the stipend amount. Programs should calculate each individual 

volunteer’s temporary allowance at the stipend amount and then multiple it with 

the average weekly service hours for each individual volunteer. The temporary 

allowance is intended for volunteers who have a reasonable expectation to serve 

but, due to the disaster, are unable to serve. Thus, if volunteers would not 

normally serve during the summer months, they should not receive the temporary 

allowance during this time. In instances where a volunteer is able to engage in 

certain service activities, but their weekly service hours for safe volunteering do 

not match their average weekly hours the volunteer would normally accrue 

through service, the grantee may use the temporary allowance and pro rate the 

allowance amount to make up the average weekly pay difference.

5) How is the temporary allowance funded?

The temporary allowance may be funded through the current grant funds in the 

stipend line item. For purposes of FFR and PPR reporting, though they are not 

actual hours served by FGP, SCP, and SDP stipended volunteers, grantees may 

use hours computed by way of a volunteer’s temporary allowance to report on 

VSY production. Similarly, FGP, SCP, and SDP grantees may count hours 

computed by way of the temporary allowance toward to meet the minimum 

hours of service of 260 hours annually or a 5 hours per week, as set forth in 45 

CFR 2551.51 (SCP and SDP projects modeled after SCP) and 45 CFR 2552.51 

(FGP and SDP projects modeled after FGP). Grantees should continue to follow 

existing tracking methods.

6) What are the steps in obtaining Portfolio Manager approval for and 

implementing a temporary disaster and/or emergency allowance to 

AmeriCorps Seniors stipended volunteers who are unable to serve?

Step 1: Write the Portfolio Manager providing the following information:

 the date your project began to be affected by the disaster/emergency

 a general description of how the disaster/emergency affected your 

service area

 supporting documentation of declared disaster and/or emergency 
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from a federal, state, or local official or agency

 the number of volunteers for whom you are seeking approval to pay a 

temporary disaster allowance and the specific reasons they are unable 

to serve

 for each volunteer, the proposed start and end dates for payment of 

the temporary allowance.

Step 2: The Portfolio Manager will provide a written response approving or 

disapproving your request. If the request is not approved, you will receive 

an explanation of the reason and may provide additional information if 

the request is based on an initially incomplete request.

Step 3: When you receive Portfolio Manager approval to pay a temporary 

disaster allowance, you may begin paying it as of the approved date. Be 

sure your records document that these payments correspond to the 

temporary allowance and are not stipend payments. Stipends may only be 

paid to serving volunteers and must be documented by time sheets.

Step 4: Immediately initiate a budget amendment in eGrants. At the budget 

screen, create a new Volunteer Expense line item labeled “Temporary 

Disaster/Emergency Allowance.” Off-line, for each volunteer, calculate 

the number of weeks for which the allowance has been approved, find the 

total number of hour for all volunteers receiving the allowance, and 

multiply the total number of hours by the current stipend rate to get the 

total of the approved allowances to be paid. Then reduce the stipend line 

item by this amount and add this amount to the new Temporary 

Disaster/Emergency Allowance line item.

Step 5: Submit your proposed amendment.

Note: If you do not have access to eGrants, the Portfolio Manager may initiate 

the amendment on your behalf.

7) What if we are not able to return to full service after the 10 weeks of 

temporary allowance has been issued?

If grantees are unable to resolve the barriers to engage AmeriCorps Seniors 

stipended volunteers in safe service activities within 10 weeks, they may request 

a one-time extension of an additional 10 weeks, through their Portfolio Manager. 

The request must include:

• a description of the barriers and how many volunteers and stations are 

still impacted

• a plan to address the continued barriers so that volunteers are able to 
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return to service

• the time period the extension is being requested for (not to exceed an 

additional ten weeks)

• the overall grant implications including but not limited to the impact on 

the budget and the approved Performance Measures.

8) Some of our AmeriCorps Seniors stipended volunteers are evacuees in 

another location outside our service area (or even in another state) where 

there is another AmeriCorps Seniors project. May they temporarily serve 

with the local project where they are located and receive a stipend?

Yes, provided the local project where the volunteers have relocated is able to 

accept them. The local project should, if possible, obtain copies of the original 

volunteer application records documenting eligibility kept at the local project 

where the individual was serving, or re-qualify the volunteer as age and income 

eligible. The receiving project must have sufficient volunteer expense funds 

available and be able to find an assignment appropriate for the particular 

volunteer. 

. 
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Appendix A. 22 Steps to Review and Update Project Contact Information in 

eGrants

Note: Editing your project’s contact information in eGrants does not require an amendment.

Step 1: Log into eGrants

Step 2: Click View All to locate your currently awarded grant.

Step 3: Locate your most current application in Awarded status and click View (don’t worry if you also have 

an open amendment, you can still make these changes in the Awarded version).

Step 4: In the menu on the left side, click Applicant Info. 

Step 5: Scroll down to the Project information section. Review the Project Website URL to ensure that it is 

accurate. Make updates as desired and click Save at the bottom of the page. If your project does not have 

a website, please enter your organization’s general website or leave this section blank. Do not enter an 

email address as a substitute.

Step 6: Within the same Project information section, click view/edit under project to review and edit 

your project’s contact information.
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Step 7: Review your project’s address, phone number, and email and make updates as necessary. Do

not edit your Project Title or Project State for any reason.

The contact information in these fields will be shared with people who are interested in joining Senior 

Corps in yourstate. Therefore, we recommend entering general project contact information that would 

typically be shared in your project’s public marketing materials for prospective volunteers.

Step 8: Once you have finished updating your project’s contact information. Click save & close. 

You’re done! Please do not make updates to the Project Director information without contacting your 

program officer first. The contact information in the Project Director pop-up will not be displayed in the 

Pathfinders tool.

Possible Warnings and Errors

When making updates to your contact information, you may get one of the following warning or error 
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messages:

Error Message 1: You do not have rights to access this page.

Action: If you get this message after clicking save, simply click the back arrow on the top left of your 

browser to return to the previous screen.

Error Message 2: Project Title already exists. Please select a new project title.

Action: If you get this error message, just click save & close again to override it.
Appendix A. 23 – Understanding the Roles and Responsibilities of Advisory Councils

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Appendix A. 23 – Understanding the Roles and Responsibilities of 

Advisory Councils

Abstract:

An advisory council is an important component of AmeriCorps Seniors programs. The concept of an 

impartial, objective group — separate from the sponsor and project director — giving input to the 

operation of AmeriCorps Seniors programs has been integral to Foster Grandparents, RSVP, Senior 

Companion, and Senior Demonstration programs. Understanding the roles and responsibilities of advisory

council members can help program directors, volunteers, and council members perform more efficiently.

Issue:

Program directors, volunteers, and council members don't always clearly understand the roles and 

responsibilities of the advisory council.

Action:

Policy for AmeriCorps Seniors programs is based on legislation defined in regulations published in the 

Federal Register and expanded in individual program handbooks, and an advisory council must adhere to

them. An advisory council has the responsibility to plan, make decisions, and act according to its role as 

advisor to and supporter of its respective AmeriCorps Seniors programs. According to Campaign 

Consultation, Inc. (a training and technical assistance provider for AmeriCorps), effective practices for 

advisory councils include:

Roles and Responsibilities

• Short- and long-term planning both for its own development and that of the program

• Annual review of its own work and performance

• Familiarity with the Senior Corps program they serve

• Visit one volunteersite annually

• With input by the project director, conduct an annual program evaluation that is submitted to 

AmeriCorps

• Knowledgeable about the project's place in the community, trends in society affecting the field 

of service, and focus on long-range issues and solutions

• A clearly defined relationship with the sponsor's board of directors, and regular communication 

with the board

• Include a reasonable number of members who provide orsolicit financial support for the 

program

• Attract new members to the council

Operation of the Council

• A set of expectations and job descriptions

• Operates under a clear and up-to-date set of bylaws with which all members are familiar

• Members are elected for specific terms and are limited as to how many consecutive terms they 
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can serve

• The council communicates effectively with the project director

• Members build relationships and work together as a team to accomplish goals

• Members conduct reflects leadership effectiveness (e.g., attendance, participation)

• The council decision-making process is clear and widely known at the committee and council 

levels

• Advance council goals with a number ofstanding committees that report back to the council

• Each member of the council is active and serves on at least one standing committee

• Council meetings occur at least quarterly

• Meeting agendas are effectively designed, and members receive them with related background 

materials in a timely manner in advance of council meetings

• Financial and standing committee reports are given regularly

• The council follows through and completes "old" business

Duties of the Chairperson

Every organization will differ in assigning specific responsibilities to those who chair committees, but 

universal functions include:

• Recruits committee members and ensures newcomers are oriented

• Organizes and conducts committee meetings, including the following:

o Determine the agenda: Select the most important things to discuss, make sure they can 

be handled in the time available, and sequence issues logically

o Watch the clock: Start on time, move through the agenda efficiently and without 

rushing, leave time to review decisions made and tasks assigned, end on time

o Facilitate the discussion: Ensure everyone has a chance to speak, limit those who tend 

to monopolize discussions, maintain an open and welcoming tone, monitor 

disagreements — chairperson should act as a good listener, restate important points, 

synthesize different comments, clarify differences of opinion

o Ensure that decisions are reached: Sense when enough discussion has occurred, call for 

a vote

o Recognize the contribution of members: Thank members for reports and efforts, 

acknowledge special accomplishments

• Contacts absentee members to foster participation and keeps informed on their progress on 

assigned tasks

• Represents the committee to the sponsoring agency by reporting the work of members to the 

larger organization, and in turn, keeps the committee informed about the organization's 

decisions, resources, and activities

Outcome:

Campaign Consultation, Inc., reports that when all involved understand the roles and responsibilities of 

advisory council members, operations and functions of the council are improved, including the following:
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Administrative Tasks

• Selecting/evaluating a project director

• Assisting with personnel problems

• Writing of renewal application

• Acting as a "court of appeals" for volunteers

• Instituting effective changes in project policies

Programmatic Concerns

• Developing new volunteerstations/assignments

• Recruiting

• Recognizing volunteers

• Planning and evaluating project impacts and outcomes

• Developing resources

Community Relationships

• Interpreting program to community, serving as spokesperson for the project

• Bringing community feedback to the project

• Developing publicity for the project

• Helping assess community needs

• Developing resources

Financial Issues

• Serving as fiduciary representative of the project

• Ensuring the financial solvency of the project

• Giving personally and fundraising for the project

For more information:

Related Resources:

Building an Effective Advisory Committee

Citations:

Campaign Consultation, Inc. (n.d.). Advisory council member self-assessment. 
Appendix C.1 - Sample AmeriCorps Seniors FGP-SCP Memorandum of Understanding

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Appendix C.1 – Sample AmeriCorps Seniors FGP/SCP Memorandum of 

Understanding

Memorandum of Understanding

ABC County Foster Grandparent/Senior Companion Program

This Memorandum of Understanding (this “MOU”) contains basic provisions, which will guide the working

relationship between both parties. It is entered into by and between ABC County FGP/SCP, sponsored by 

ABC SPONSOR AGENCY and the following agency and/or entity (the “Station”):

Station Name: EIN: 

Station Site Address: City: State: Zip: 

Station email: Phone:

The ABC County and the Station may be referred to herein as the “Parties.”

This MOU is effective from through . This MOU may be amended in writing at any time with the 

concurrence of both parties and must be renegotiated at least every three years. 

Basic Provisions

The ABC County’s Responsibilities

1. Recruit, interview, select, and enroll volunteers in the program. The volunteers will meet the 

criteria in the AmeriCorps Seniors Foster Grandparent Program (FGP) or the AmeriCorps Seniors 

Senior Companion Program (SCP) Federal Regulations for enrollment in the program.

2. Unless otherwise specified herein, conduct and document a criminal history check for all 

AmeriCorps Seniors volunteers in the FGP/SCP program in accordance with the requirements 

established for a National Service Criminal History Check by the AmeriCorps.

3. Refer AmeriCorps Seniors volunteers in FGP/SCP to the Station. Permit and encourage the 

Volunteer Station to screen AmeriCorps Seniors volunteers pursuant to established criteria of 

Volunteer Station.

4. (If Applicable) Arrange for pre-service physical examinations for new AmeriCorps Seniors 

volunteers assigned to the Volunteer Station.

5. Conduct pre-service orientation and ongoing in-service instruction for volunteers.

6. Instruct AmeriCorps Seniors volunteers in proper use of volunteer timesheets, reimbursement 

guidance, and the AmeriCorps Seniors FGP/SCP procedures.

7. Provide an AmeriCorps Seniors volunteers in FGP/SCP orientation to the Station staff prior to 

placement of volunteers and at other times as needed.

8. Initiate publicity regarding AmeriCorps Seniors FGP/SCP.

9. Furnish accident, liability, and excess automobile liability insurance for enrolled volunteers as 

required by AmeriCorps Seniors FGP/SCP regulation. The insurance provided by the sponsor is 
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secondary coverage and is not primary insurance.

10. Staff an Advisory Council to AmeriCorps Seniors FGP/SCP. Along with the advisory council, 

arrange for appeals procedure to address problems arising between the volunteer, the Station 

and/or AmeriCorps Seniors FGP/SCP.

11. Arrange for appropriate AmeriCorps Seniors FGP/SCP recognition.

12. Coordinate with other volunteer and aging programs in the area to foster effective 

communication and avoid duplication.

13. Reimburse AmeriCorps Seniors volunteers for transportation costs between their home and 

volunteer station in accordance with AmeriCorps Seniors FGP/SCP policies and availability of 

funds.

14. Arrange with the Station for meals and/or snacks, whenever possible, for volunteers on 

assignment.

15. (if applicable) Provide photo identification for volunteers if not provided by the station.

The Station’s Responsibilities

1. (AmeriCorps Seniors FGP only) In partnership with the project staff, the station staff will 

develop an assignment plan for each AmeriCorps Seniors volunteers in FGP and for each child 

served. The sponsor's representative, and the volunteer must sign the written assignment plan 

that: identifies the children to be served; the role and activities of the volunteer; the expected 

outcomes for each child; and addresses the period of time each child should receive such 

services. Volunteer station staff, AmeriCorps Seniors FGP project staff, and the volunteer will 

review the AmeriCorps Seniors volunteer's assignment as well as the impact of the assignment 

on the child's development.

2. (AmeriCorps Seniors FGP only) Assign children with designated special or exceptional needs to 

each volunteer.

3. (AmeriCorps Seniors FGP only) Exclude Foster Grandparents as supervising adults when 

calculating state-mandated adult-to-child ratios.

4. (AmeriCorps Seniors FGP only) Supervise Foster Grandparents at all times while they are 

performing as volunteers and not leave the Foster Grandparent alone with children. (Supervisor 

name and contact information on next page.)

5. (AmeriCorps Seniors SCP only) In partnership with the project staff, the station staff will 

develop an assignment plan for each AmeriCorps Seniors volunteer in SCP and for each client 

served. The sponsor's representative, and the volunteer must sign the written assignment plan 

that: identifies the clients to be served; the role and activities of the volunteer; the expected 

outcomes for each client; and addresses the period of time each client should receive such 

services. Volunteer station staff, AmeriCorps Seniors SCP project staff, and the volunteer will 

review the AmeriCorps Seniors volunteer’s assignment as well as the impact on the client’s 

ability to continue to live independent in their home, or the impact of respite for caregiver.

6. (AmeriCorps Seniors SCP only) Assign adults with special needs to each volunteer.

7. Provide site specific and special training (i.e. confidentiality training) to the volunteers as 

needed.

8. Furnish volunteers with materials required for assignment. These materials may include station 

uniform and photo I.D.

9. Assure adequate health and safety provisions for volunteers.

10. Investigate and report any accidents and injuries involving AmeriCorps Seniors volunteers 

immediately to ABC County. All reports shall be submitted in writing.

11. Specify, either by written information or verbally, that AmeriCorps Seniors volunteers are 
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participants in the Station’s programming in publicity featuring such volunteers. Display an 

AmeriCorps Seniors placard where it may be viewed by the public.

12. Reports: The Station Representative shall:

• Timesheets: Report volunteer hours on a monthly basis on or before 10th of the following 

month (Insurance coverage is only effective with verified records of hours served.)

• Progress Reports: Stations are requested to complete a short bi-annual survey provided by 

AmeriCorps Seniors FGP/SCP documenting the impacts ofservices provided by volunteers.

• Volunteer Performance Evaluations: For each assigned volunteer, stations are required to 

complete an annual performance evaluation using the template provided by the sponsor.

• In-Kind Documentation: Provide documentation of in-kind contribution(s) (meals, uniforms, 

mileage reimbursement, training expenses, physical exams) and verification to help 

AmeriCorps Seniors FGP/SCP meet its local match of 10%.

13. (if applicable) Arrange for annual physical examinations for up to AmeriCorps Seniors 

volunteers (including a 20% turnover rate) at $ per examination. Donor verifies funds are 

not from other federal sources unless authorized under law. For these volunteers, the Volunteer 

Station will obtain, and provide the sponsor with a certificate signed by the examining medical 

professional confirming that the volunteer is capable, with or without reasonable 

accommodation, to either himself/herself or the children/clients served.

14. (if applicable) Provide meals for up to # volunteers each day and provide a regular 

accounting to the AmeriCorps Seniors FGP/SCP of the value of meals provided. Since the value 

of these meals will be counted as part of the non-federal contribution to the AmeriCorps Seniors 

grant, the Volunteer Station will ensure that the meals provided and reported to the AmeriCorps 

Seniors FGP/SCP are not funded with other federal resources, unless those federal resources are 

authorized by federal law or regulation to be applied as part of the non-federal share of a

federal grant.

15. (if applicable) Provide transportation for up to # volunteers each day and provide a regular 

accounting to the AmeriCorps Seniors FGP/SCP of the value of the transportation provided. 

Since the value of this transportation will be counted as part of the non-federal contribution to 

the AmeriCorps Seniors grant, the Volunteer Station will ensure that the transportation 

provided and reported to the AmeriCorps Seniors FGP/SCP is not funded with other federal 

resources, unless those federal resources are authorized by federal law or regulation to be 

applied as part of the non-federal share of a federal grant.

Other Provisions

1. Separation from Volunteer Service: The Station may request the removal of an AmeriCorps Seniors 

volunteer at any time. An AmeriCorps Seniors volunteer may withdraw from service at the Station 

or from the AmeriCorps Seniors FGP/SCP at any time. The AmeriCorps Seniors FGP/SCP staff, the 

Station staff, and volunteers are encouraged to communicate to resolve concerns or conflicts, or 

take remedial action, including, but not limited to, placement with another station.

2. AmeriCorps Seniors FGP Letters of Agreement: For in-home assignments, the Volunteer Station will 

obtain a Letter of Agreement signed by the person or persons legally responsible for the child 

served, the Volunteer Station liaison, and the AmeriCorps Seniors FGP liaison authorizing the

assignment of a AmeriCorps Seniors volunteer in FGP in the child’s home, defining the AmeriCorps 

Seniors volunteer activities, and specifying supervisory arrangements.

3. AmeriCorps Seniors SCP Letters of Agreement: For in-home assignments, the Volunteer Station will 

obtain a Letter of Agreement signed by the client, or persons legally responsible for the client 

served, the Volunteer Station liaison, and the AmeriCorps Seniors SCP liaison authorizing the 
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assignment of a AmeriCorps Seniors volunteer in SCP in the client’s home, defining AmeriCorps 

Seniors volunteer’s activities, and specifying supervisory arrangements.

4. Religious/Political Activities: The Station will not request or assign AmeriCorps Seniors volunteers 

to conduct or engage in religious, sectarian, or political activities.

5. Displacement of Employees: Ensure that AmeriCorps Seniors volunteers serve in a volunteer 

capacity. AmeriCorps Seniors volunteers will not displace nor replace paid or contracted employees, 

relieve staff of their routine duties or infringe upon the site supervisor's supervisory role with the 

children (or AmeriCorps Seniors SCP client).

6. Compensation: Neither the station nor AmeriCorps Seniors FGP/SCP will request or receive 

compensation from the beneficiaries of AmeriCorps Seniors volunteers. AmeriCorps Seniors 

volunteers will not receive a fee for service from beneficiaries.

7. Accessibility and Reasonable Accommodation: The Station will maintain the programs and activities 

to which AmeriCorps Seniors volunteers are assigned accessible to persons with disabilities 

(including mobility, hearing, vision, mental, and cognitive impairments or addictions and diseases) 

and/or limited English language proficiency and provide reasonable accommodation to allow 

persons with disabilities to participate in programs and activities.

8. Prohibition of Discrimination: The Station will not discriminate against AmeriCorps Seniors 

volunteers, service beneficiaries, or in the operation of its program on the basis of race, color, 

national origin including individuals with limited English proficiency, gender, age, religion, sexual 

orientation, disability, gender identity or expression, political affiliation, marital or parental status, 

or military service.

9. Termination of MOU: This MOU may be terminated at any time by either party by sending written 

notice of termination of the MOU to the other party. This MOU shall be reviewed at least every 

three (3) years by the Parties.

10. Signatures. By signing this MOU, the Station, through its authorized representative, self-certifies 

that it meets the requirements necessary to become an AmeriCorps Seniors FGP/SCP Station.

For All Stations

Volunteer Supervisor [Station Staff]

Name: Title:

Phone: Email:

Volunteer Station Primary Type: To qualify as an AmeriCorps Seniors FGP/SCP Station, an 

agency/office/department must self-certify that it is one of the following:

☒Public Non-Profit ☐Private Non-Profit ☐Proprietary Health Care Agency ☐Governmental Agency
Appendix C.1 - Sample AmeriCorps Seniors FGP-SCP Memorandum of Understanding

Version 2022.3 Page 5 of 5 

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FGP, RSVP, SCP, and/or SDP grantees page

Authorized Signatures

Authorized Station Representative Date

Project Director [or othersponsor designated representative] Date
Appendix C.2 - Sample AmeriCorps Seniors FGP-SCP Volunteer Enrollment Form

Version 2022.3 Page 1 of 4 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

FOR OFFICE USE ONLY

Station(s) 

Assignment(s) 

Date Assigned: / / 

Computer Entry: / / 

By:

Appendix C.2 – Sample AmeriCorps Seniors FGP-SCP Enrollment Form

ABC COUNTY FGP/SCP

AMERICORPS SENIORS VOLUNTEER ENROLLMENT FORM

Please print and complete all sections. Forms with original signatures are required for

enrollment.

Name Birth Date Age 

Mailing Address City Zip

Phone Cell Phone Email 

Have you ever been convicted of a criminal offense or misdemeanor? No Yes If Yes, please 

attach an explanation of charges, date of offense, and status of the charges on a separate sheet to be 

included with this application.

As a AmeriCorps Seniors volunteer, you will be covered by accident and personal liability insurance 

plus a small death benefit while performing volunteer duties. This coverage is automatic and free of 

cost to you as long as you are an active, enrolled member of AmeriCorps Seniors FGP/SCP. Please 

provide the following information.

Driver’s License # State Expiration Date 

AmeriCorps Seniors SCP/FGP provides a mileage reimbursement for travel between home and volunteer 

site to the volunteers. Will you be claiming a mileage reimbursement for travel to and from your

volunteer location? Yes No 

If Yes, is a copy of your proof of auto insurance showing active coverage attached? Yes No 
Appendix C.2 - Sample AmeriCorps Seniors FGP-SCP Volunteer Enrollment Form

Version 2022.3 Page 2 of 4 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

Emergency

Contact Phone

Beneficiary for AmeriCorps Seniors FGP/SCP Supplemental Accident Insurance: 

Name Relationship

Address Phone

The following information will help AmeriCorps Seniors FGP/SCP match you with a volunteer 

opportunity:

Employment

Experience

Special

Skills/Interests/Languages

Volunteer Experience (Current, Past, Preferred)

Days/Hours Available: Mon Tues Wed Thu Fri 

Mornings Afternoons 

Do you require any special accommodations or have physical or medical considerations that may 

impact a volunteer assignment?

Please indicate if AmeriCorps Seniors FGP/SCP may have permission to use your likeness?

[ ] I hereby grant ABC County FGP/SCP permission to use my likeness in photograph(s)/video(s) in 

any and all of its publications or on the world wide web, whether now known or hereafter existing, 

controlled by AmeriCorps Seniors FGP/SCP of ABC County in perpetuity. I will make no monetary or 

other claim against AmeriCorps Seniors FGP/SCP of ABC County for the use of these 

photograph(s)/video(s).

[ ] I do not give permission to use my likeness in photograph(s)/video(s) to ABC County FGP/SCP.
Appendix C.2 - Sample AmeriCorps Seniors FGP-SCP Volunteer Enrollment Form

Version 2022.3 Page 3 of 4 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

Certifications

By signing below, I acknowledge that I have read and understand the following statements:

• I hereby state that I am 55 years of age or older and offer my services as a volunteer for the 

ABC County FGP/SCP Program. I understand that I am not an employee of the AmeriCorps 

Seniors FGP/SCP Project, the sponsor, ABC County, the volunteer station or the Federal 

Government.

• I understand that in my capacity as an AmeriCorps Seniors volunteer I may come into contact 

with confidential information. I agree to protect this information to the best of my ability and 

not to disclose it during or after my service as a volunteer has ended.

• I understand that if I use my personal automobile in my volunteer service, I will arrange to 

keep in effect automobile liability insurance equal or greater to the minimum requirements of 

the state of . I will also keep in effect a valid [State] Driver's license.

 

AmeriCorps Seniors Volunteer Signature Date Staff Signature Date

Equal Employment Agency - ABC County FGP/SCP is an equal opportunity Agency. Enrollment is done 

without regard to race, color, national origin, gender, sexual orientation, religion, age, disability, 

political affiliation, marital or parental status, or military service. AmeriCorps Seniors FGP/SCP 

provides reasonable accommodations to the known disabilities of individuals in compliance with the 

Americans with Disabilities Act. For accommodation information or if you need special 

accommodations to complete the application process, please contact ABC County FGP/SCP at (555) 

555-1234.

Return completed registration to: ABC County FGP/SCP For Questions contact:

[Original Signatures PO Box 123 Jane Doe (555) 555-1234

Required on the Form] Our Town, USA 12345 FGP/SCP.PD@abccounty.gov

The following information is optional and will not affect your enrollment with ABC County FGP/SCP.

1. Occasionally ABC County FGP/SCP will purchase volunteer recognition gifts to AmeriCorps 

Seniors volunteers. Please share the size you would use on each item blow.

Item Size Item Size Item Size

Jacket Vest Hoodie

Sweatshirt Hat Shoe size (for

snow cleats)
Appendix C.2 - Sample AmeriCorps Seniors FGP-SCP Volunteer Enrollment Form

Version 2022.3 Page 4 of 4 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

2. Which show of appreciation would mean the most to you? (Check all that apply)

Specially arranged meals ☐ Gifts ☐ Certificates ☐

ABC FGP/SCP logo wear ☐ Being chosen as the volunteer

of the month ☐

Being highlighted in the

Newsletter ☐

Other (Make suggestion)

3. AmeriCorps Seniors FGP/SCP is often asked to provide demographical information pertaining to 

volunteer members. Please provide the following information (Optional).

Are you a Veteran? Are you an active Military Member? 

Are any of your family members actively serving in the military?

(Optional) Gender: (Optional) Race/Ethnic Background:

Male White Asian African-American Hispanic/Latino

Female American Indian/Alaska Native Pacific Islander Other

Thank you for the information you have provided. Your information is never sold, shared, or used 

outside of AmeriCorps Seniors FGP/SCP, ABC County government or the AmeriCorps Seniors.
Appendix C.3 - Sample FGP-SCP Timesheet and Mileage Reimbursement Form

Version 2022.3 Page 1 of 2 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

Appendix C.3 – AmeriCorps Seniors FGP-SCP Timesheet and Mileage Reimbursement 

Request

TIMESHEET and MILEAGE REIMBURSEMENT REQUEST

Mailing Address: PO Box 123, Our Town, USA 81234 Physical Address: 123 State Street, Our Town, USA 81234 

Telephone: (555) 555-1234 Fax: (555) 555-5555

Return to the AmeriCorps Seniors FGP/SCP Office by the 10th of the following month

Volunteer Name (Print) Month _, 20 

Mailing Address _ City/Zip 

Station Name _ Auto Insurance Information on File? Y or N 

Date Volunteer Assignment # of

Hours

^Start

Odometer

^End

Odometer

Auto

miles

*Meals *Enter MP if you a 

meal was provided

1 while serving, BB if

you brought a brown 

bag meal or the 

actual expense if you 

paid for a meal and 

request

reimbursement.

Leave blank if no 

meal isreceived. 

Meals will be 

reimbursed

consistent with 

sponsor policy.

^Enter actual start 

and stop odometer 

readings for each 

trip.

IMPORTANT!

Please obtain your 

volunteer station 

supervisor’s original 

signature before

submitting!

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

For Office Use 

Only:

Mileage

Reimbursement

 miles X 

 per mile =

Total Reimbursement:

$

22

23

24

25

26

27

28

29

30

TOTALS

VOLUNTEER: By signing below, I certify that this statement and the amount claimed are true, correct and complete to the best of my 

knowledge. I certify that I possessed a valid driver’s license and that liability insurance in the minimum amount required by law was in force at 
Appendix C.3 - Sample FGP-SCP Timesheet and Mileage Reimbursement Form

Version 2022.3 Page 2 of 2 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

the time of this travel. STATION SUPERVISOR: By signing below, I certify that to the best of my knowledge this claim is correct and true.

X X _ X 

Volunteer Signature Date Station Supervisor Signature Date Staff Signature Date
Appendix C.4 - Sample AmeriCorps Seniors FGP-SCP Project Director Job Description

Version 2022.3 Page 1 of 2 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

Appendix C.4 – Sample AmeriCorps Seniors FGP-SCP Project Director Job 

Description

ABC Non-Profit

AmeriCorps Seniors Foster Grandparent/Senior Companion Program 

FGP/SCP Project Director Job Description

JOB TITLE: FGP/SCP Project Director 

REPORTS TO: Executive Director 

STATUS: Full Time

POSITION DESCRIPTION:

Under the general direction of the Executive Director of ABC Non-Profit and AmeriCorps 

Seniors program policy guidelines, the AmeriCorps Seniors FGP/SCP Project Director has fulltime responsibility for the development and operation of the AmeriCorps Seniors Foster 

Grandparent/Senior Companion Program; in coordination with the ABC Non-Profit and 

AmeriCorps Seniors Program Advisory Council.

PROJECT DIRECTOR’S ROLE:

The AmeriCorps Seniors FGP/SCP Project Director is responsible for the daily management of 

the AmeriCorps Seniors Foster Grandparent/Senior Companion Program. The Project Director 

functions as a working project manager, actively involved with community organizations, 

volunteers, and volunteer stations. The Project Director serves as the representative of the 

sponsor in signing and approving official project documentation, including project reports, 

memoranda of understanding, and/or letters of agreement for in-home assignments. The Project 

Director will abide by ABC Non-Profit’s established procedures for internal review and its 

standard policies and procedures.

The Project Director serves full time or part-time, as negotiated with the AmeriCorps Seniors. 

The Project Director may participate in activities to coordinate program resources with those of 

related local agencies, boards, or organizations.

RESPONSIBILITIES:

Under direction of the ABC Non-Profit Executive Director, the Project Director’s duties include, 

but are not limited to:

a) Plan and develop all phases of AmeriCorps Seniors FGP/SCP operations; 

b) Ensure national service National Service Criminal History Check are completed for all 

covered staff and volunteers in accordance with AmeriCorps Seniors requirements and agency 

policy; 

c) Assist with hiring, training, and supervising adequate staff to efficiently carry out, maintain 

and develop operations of the AmeriCorps Seniors Foster Grandparent/Senior Companion 

Program;

d) Adhere to and administer personnel policies and procedures for staff consistent with those of 

ABC Non-Profit;
Appendix C.4 - Sample AmeriCorps Seniors FGP-SCP Project Director Job Description

Version 2022.3 Page 2 of 2 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

e) Provide support, information and materials for coordinators and appraise staff performance 

according to ABC Non-Profit personnel policies and procedures;

f) Recruit, select, orient and place volunteers with volunteer stations;

g) Develop and maintain appropriate fiscal, personnel, program and volunteer records and 

reports;

h) Enhance the total efforts of AmeriCorps Seniors FGP/SCP through active involvement with 

community organizations, other national service programs, where appropriate;

i) Implement agreed upon performance measure and other AmeriCorps Seniors FGP/SCP grant 

requirements;

j) Keep AmeriCorps Seniors Advisory Council members informed and solicit their participation 

and advice on matters affecting program operations;

k) Work in cooperation with ABC Non-Profit staff, Advisory Council members and volunteer 

station staff to obtain resources for programs;

l) Plan, develop, and implement ongoing public relations opportunities, including social media, 

in cooperation with ABC Non-Profit;

m) Arrange for formal and regular recognition of volunteers, organizations and individuals who 

have contributed to the support of AmeriCorps Seniors FGP/SCP;

n) Assure volunteer orientation, in conjunction with volunteer work stations and staff;

o) In conjunction with AmeriCorps Seniors FGP/SCP staff, develop and maintain close 

coordination and relationships with volunteer stations, including development of 

volunteer assignment plans;

p) Provide ongoing support to volunteers;

q) In conjunction with AmeriCorps Seniors FGP/SCP staff, appraise volunteer performance;

r) Assess appropriateness and/or performance of volunteer stations;

s) Attend training conferences conducted or authorized by the AmeriCorps Seniors.

JOB QUALIFICATIONS:

Bachelor’s Degree, training and/or experience in work with those over 55 years of age and 

volunteers is essential. Flexibility, management skills, computer literacy, and personal 

transportation are requirements. Experience managing federal grants is preferred. Must have 

excellent written and oral communication skills necessary for preparing grants, written reports 

and giving oral presentations and trainings. Ability to attend after hours and weekend 

meetings/events is required. Regional travel is a requirement of this position.

Project Director Date

Executive Director Date

Appendix C.5 – Sample AmeriCorps Seniors FGP-SCP Volunteer 
Appendix C.5 - Sample AmeriCorps Seniors FGP-SCP Income Review Form

Version 2022.3 Page 2 of 2 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

Information Update

ABC COUNTY FGP/SCP

[Enter new or changed information and attach to volunteer registration]

ABC FGP/SCP Program

Volunteer Information Update 

1. Name:

Address: 

City: Zip: Telephone: 

Email: Cell Phone: 

2. Name of Beneficiary: 

Relationship: Telephone: 

Address: 

City: State: Zip Code: 

3. Change in station assignment or volunteer assignment: 

4. Other changes:

Current Information: 

Changes to: 

Volunteer Signature: Date: 

Staff Notes:

Dates of:

• Annual Income Eligibility: 

• Annual Volunteer Performance Appraisal: 

Staff Initials: Date: 
Appendix C.6 - Sample AmeriCorps Seniors FGP-SCP Income Review Form

Version 2022.3 Page 1 of 2 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

Appendix C.6 – Sample AmeriCorps Seniors FGP-SCP Income Review Form

In order to receive a stipend, an AmeriCorps Seniors volunteer in FGP, SCP, or SDP must be at least 55 

years of age and cannot have an annual income from all sources, after deducting allowable medical 

expenses, which exceeds the program’s income eligibility guideline for the state in which he or she resides. 

Annual income is required to be counted for the past 12 months for volunteers currently serving and

estimated for the upcoming 12 months for new volunteers.

Name: Phone: ( ) - email: 

☐New volunteer ☐Current volunteer

Marital Status: ☐Married ☐Widow(er) ☐Single ☐Divorced ☐Legally Separated

In all categories below list all sources of income for the volunteer applicant and spouse, if living in same residence.

Current Income from all 

sources of Applicant and 

Spouse, if living in same

residence

A.

Volunteer’s 

Monthly 

Income

B.

Spouse’s 

Monthly 

Income

C.

TotalMonthly 

Income 

(A+B)

D.

TotalAnnual 

Income

(C x 12)

Social Security $ $ $ x 12 mo. $ 

Pension / Retirement 

Savings Plan

$ $ $ x 12 mo. $

Interest / Dividends $ $ $ x 12 mo. $ 

Other: see back for list of

other countable income $ $ $ x 12 mo. $ 

COLUMN TOTALS $ $ $ x 12 mo. $ 

Allowable deductions for medical expenses, if any. Please note up to 50% of the maximized qualifying amount

can be deducted. See reverse side for examples of allowable medical deductions.

Health Insurance Premiums $ per month or $ per year 

Prescription Drugs $ per month or $ per year 

Doctor visits/medical bills $ per month or $ per year 

Other allowable medical costs $ per month or $ per year

(See back) $ Total per month $ Total per year

FOR OFFICE USE ONLY:

Total Household Annual Income: $ 

Minus total allowable medical expense deduction: – 

Equals Total Annual Qualifying Income: $ 

I certify that the information furnished above is correct and understand that falsification of information may 

result in my being deemed ineligible to receive a stipend as an AmeriCorps Seniors volunteer in FGP/SCP/SDP. 

I understand that a knowing and willful false statement on this form can be punished by a fine or 

imprisonment or both under Section 1001 of Title 18, U.S.C.

 

VOLUNTEER SIGNATURE DATE REVIEWED BY SPONSOR STAFF DATE
Appendix C.6 - Sample AmeriCorps Seniors FGP-SCP Income Review Form

Version 2022.3 Page 2 of 2 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

What is considered income for determining volunteer eligibility?

According to Section 2552.44 of the [AmeriCorps Seniors] FGP Regulations and 2551.44 of the SCP Regulations:

(a) For determining eligibility, “income” refers to total cash or in-kind receipts before taxes from all sources 

including:

(1) Money, wages, and salaries before any deduction;

(2) Receipts from self-employment or from a farm or business after deductions for business or farm expenses;

(3) Social Security, Unemployment or Workers Compensation, strike benefits, training stipends, alimony, and

military family allotments, or other regular support from an absent family member or someone not living 

in the household;

(4) Government employee pensions, private pensions, regular insurance or annuity payments, and 401(k) 

or other retirement savings plans; and

(5) Income from dividends, interest, net rents, royalties, orincome from estates and trusts.

(b) For eligibility purposes, income does not refer to the following money receipts:

(1) Any assets drawn down as withdrawals from a bank, sale of property, house or car, tax refunds, gifts, 

one-time insurance payments or compensation from injury;

(2) Non-cash income, such as the bonus value of food and fuel produced and consumed on farms and the 

imputed value of rent from owner-occupied farm or non-farm housing;

(3) Regular payments for public assistance including the Supplemental Nutrition Assistance Program (SNAP)

(4) Social Security Disability or any type of disability payment; and

(5) Food or rent received in lieu of wages.

What are allowable medical expensesthat may be deducted from income? 

According to the [AmeriCorps Seniors] FGP Regulations, 2552.43(c) and SCP Regulations, 2551.43(c):

Allowable medical expenses are annual out-of-pocket medical expenses for health insurance premiums,

health care services, and medications provided to the applicant, enrollee, or spouse which were not and will 

not be paid by Medicare, Medicaid, other insurance, or other third party pay or, and which do not exceed 50 

percent of the applicable income guideline.

Examples of allowable out-of-pocket medical expenses include but are not limited to: 

Health Insurance Costs:

Private insurance, Medicare/Medicaid premiums, co-payments and deductibles, long term care insurance

Prescription Drugs: 

Pharmacy program co-payments and deductibles

Medical Bills for Dr. Visits: 

Included, but not limited to: medical care, dental care, vision care not covered by health insurance

Other out-of-pocket Medical expenses:

One-time medical expense: equipment, supplies for dentures, hearing aids, eyeglasses, wheelchairs, canes, 

etc... Over the counter drugs and supplies not covered by health insurance: pain relievers, antacids,

hearing aid batteries, vitamins, non-prescription eye glasses

When and where are the current income eligibility guidelines published?

AmeriCorps publishes the annual income eligibility guidelines shortly after the issuance of the HHS Poverty 

Guidelines, usually in February or early March. When issued, the income eligibility guidelines are posted on the 

FGP, RSVP, SCP, and/or SDP grantees page. The guidelines clarify that for eligibility purposes, income does not 

include the value of food stamps provided under the Food Stamp Act of 1977, as amended.

If you have questions or need further clarification on determining income eligibility, please contact your Portfolio 

Manager.
Appendix C.7 - Sample AmeriCorps Seniors FGP-SCP Enrollment Form

Version 2022.3 Page 1 of 1 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

Appendix C.7 – Sample AmeriCorps Seniors FGP-SCP Enrollment Checklist

ABC COUNTY Foster Grandparent/Senior Companion Program

AmeriCorps Seniors Volunteer Enrollment Checklist

Name: Phone:

Address:

City: State Zip:

Date of First Call: Date Phone Interview:

Appointment

Date:

Appointment Time:

How did you hear about Program?

Comments:

ID Verification:

(Photocopy)

Income Review

Date:

Auto Insurance

Expiration:

Auto Insurance

Carrier

NSOPW

Date Checked:

NSOPW

Result:

☐ No Hits, Approved to serve

☐ Hits resolved 

☒ Not eligible 

FBI Fingerprint 

Check Initiated:

FBI Check Results 

Date:

☐ No Hits Approved

☐ Approved w/ Dir CS 

☐ Not approved w/Dir CS 

State Check 

Initiated:

State Check Result 

Date:

☐ No Hits Approved

☐ Approved w/ Dir CS 

☐ Not approved w/Dir CS 

Application Date Enrollment Date Vol Number

Note: Staff should sign and date CHC section check boxes. Steps for completing NSCHC must be in project’s written

policy.

Training: (Volunteers in training must be accompanied prior to CHC approval.)

Location Date Time Trainer/ Accompaniment

I have considered the results of the National Service Criminal History check in selecting this individual to serve. 

Staff Signature: Date:
Appendix C.8 - Sample VSY Calculator Worksheet

Version 2022.3 Page 1 of 2 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

Appendix C.8 – Sample VSY Worksheet

This sample VSY Worksheet is a visual representation of a VSY Calculator that is functional in Excel. See the 

full list of Handbook Appendices on the FGP, RSVP, SCP, and/or SDP page for the Excel version.

July

August 0

September 0

October 0

November 0

December 0

January 0

February 0

March 0

April 0

May 0

June 0

TOTAL 0.00 0.00 0

Total VSYs

Achieved VSY

Shortfall=

Cumulative Cumulative Monthly Monthly Monthly Monthly Annual

Month Hours Hours VSY VSY Hours Volunteers VSY

Actual Goal Actual Goal Actual Active Goal

VSY Actual to Target (Cumulative)

1 

0.9

0.8

0.7

0.6

0.5

0.4

0.3

0.2

0.1

0 

Mon

Actual VSYs

achieved

Target VSYs

0 00

Volunteer Hours

INSTRUCTIONS FOR USE:

1. Only enter data into the yellow boxes.

2. Don't enter data in the white, green or the red boxes. They will automatically change as you enter data in the yellow boxes.

3. Use this VSY tracking sheet each month when you tally up the hours of volunteers.

4. This VSY tracking sheet can be adapted if your VSY goals change. Just replace the number of annual VSYs in column H 

to a new VSY goal number.

5. The graph below will change as you enter data into the yellow boxes.

6. The password for the white, green or red password protected cells is VSY.

7. When password protection is off, be careful not to change the formulas embedded in the white cells.

8. If you turn password protection off, always remember to turn it back on when you are finished entering data.

9. Again: Never enter anything in the white, red or green cells in the spreadsheet below. If you do this, it will erase the

embedded formulas
Appendix C.8 - Sample VSY Calculator Worksheet

Version 2022.3 Page 2 of 2 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page
Appendix C.9 - Sample AmeriCorps Seniors FGP-SCP Volunteer File Checklist

Version 2022.3 Page 1 of 1 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

Appendix C.9 – AmeriCorps Seniors Foster Grandparent/Senior 

Companion Volunteer File Checklist

Volunteer Name:

** Indicate with date that annual review has been completed

Date when

completed for 

enrollment

2015 2016 2017 2018 2019 2020

Section 1 

Volunteer Document Checklist

Section 2

Volunteer Application Form

** Income Eligibility

Applicant Statement 

Background

Address Certification Form

Beneficiary Form

Emergency Contact Form

Volunteer Enrollment & Ins 

Form

Volunteer Release Form/Media

Section 3

NSCHC Documentation 

Checklist

NSCHC Component 

Assessment

Fingerprints Taken

Fingerprints Results

Driver’s License/Ins Card

NSOPR

State check (s)

NSCHC Consent Form

Murder Disclosure

Section 4

Confidentiality Agreement

Appropriate/Inappropriate 

Activities

** Performance Reviews

Grievance Procedure Signature

Handbook Received Signature

Pre-Service Orientation Sign-In
Appendix C.10 - Sample FGP-SCP Letter of Agreement for In-Home Assignments

Version 2022.3 Page 1 of 1 

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FGP, RSVP, SCP, and/or SDP grantees page

Appendix C.10 – Sample AmeriCorps Seniors FGP/SCP Letter of 

Agreement for In-Home Assignments

Letter of Agreement for In-Home Assignment

The ABC Foster Grandparent Program/Senior Companion Program has been asked by

to place 

(Volunteer Station)

in the home of 

(Name of AmeriCorps Seniors volunteer)

 . 

(Name) (Address)

The following services are approved by the volunteer station and AmeriCorps Seniors FGP/SCP 

staff and will be performed by the AmeriCorps Seniors

volunteer: 

The volunteer may not be paid for their services. They may not do custodial work or work 

normally performed by a paid worker.

The Volunteer Station Supervisor for this assignment is: 

The AmeriCorps Seniors volunteer is requested to serve:

(Day(s) of the Week) from to . (Approximate Service Schedule)

Volunteer services may be terminated by the sponsor at any time upon request of any of the 

undersigned parties.

Signed: 

Sponsor Representative Date

Volunteer Station Representative Date

Person Served or Legally Responsible Person Date
Appendix C.11 - Sample FGP-SCP TB Test Form

Version 2022.3 Page 1 of 2 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

Appendix C.11 – Sample TB Test Form

ABC Foster Grandparent/Senior Companion Program 

Address 

Phone: 

Email address (or fax number): 

[Note: TB Tests are not required by AmeriCorps Seniors but are required by some sponsoring 

agencies and volunteer stations.]

TB Test Form

Name Date of Birth

Address Phone #

A TB test is required to participate in the ABC Foster Grandparent/Senior Companion Program. 

If the volunteer has had a positive TB test in the past, please skip this test and complete the next 

page.

PPD Test Date: Date Read: 

# of mm induration: Results/Interpretation: 

PROVIDER INFORMATION REQUIRED:

Health Professional Signature 

Hospital/Clinic/Organization Name

Date

IF PREVIOUS POSITIVE RESULTS SKIP TEST AND GO TO THE NEXT PAGE
Appendix C.11 - Sample FGP-SCP TB Test Form

Version 2022.3 Page 2 of 2 

For all appendices, including editable versions ofsamples and templates, visit the

FGP, RSVP, SCP, and/or SDP grantees page

ABC Foster Grandparent/Senior Companion Program 

Address 

Phone: 

Email address (or fax number): 

Positive Tuberculosis (TB) Test Screening Form

Please fill out only if the volunteer has had a POSITIVE TB test in the past.

Date of Positive Test Results: 

Was a chest X-ray done at that time: Yes No

If yes, was it normal? Yes No

Did volunteer receive anti-TB medication? Yes No 

How long did they take it? 

Date of last chest X-ray: What was the result? 

If POSITIVE within the last year has volunteer been treated for:

Unusual/persistent cough? Yes No

Coughing up blood? Yes No

Shortness of breath? Yes No

Persistent fever/chills? Yes No

Night sweats? Yes No

Unexplained weight loss? Yes No

Chronic fatigue? Yes No

Known TB exposure?

Comments and/or follow-up:

Yes No

Health Professional Signature: Date:

Hospital/Clinic/Organization Name: 
Appendix C.12 - Sample AmeriCorps Seniors FGP-SCP Physical Exam Form

Version 2022.3 Page 1 of 1 

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Appendix C.12 – Sample AmeriCorps Seniors FGP-SCP Physical Exam 

Form

AmeriCorps Seniors

Foster Grandparent/Senior Companion Program

[Address] [Phone/Cell Number]

[Fax/Email]

Physical Exam Form

Name Date of Birth

Address

Phone #: Email: 

This form verifies that a volunteer with AmeriCorps Seniors Foster Grandparent Program or Senior 

Companion Program has been given a physical examination.

Health Professional Signature Date

Hospital/Clinic/Organization Name Date
Appendix C.13 – Guidance on Social Security Disability

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Appendix C.13 – Guidance on Social Security Disability

Overview

The Final Rule, effective on January 31, 2019, includes language that “Social Security Disability or any type

of disability payment” should not be included as income for stipended volunteer eligibility purposes (45

CFR 2551.44(b)(4) and 45 CFR 2552.44(b)(4)). More information about disability payments, as well as some 

considerations for AmeriCorps Seniors FGP, SCP, and SDP sponsors related to these payments, is included 

below.

Type of Disability Payments

There are two main Social Security Disability programs: Social Security and Supplemental Security Income

(SSI) and Social Security Disability Insurance (SSDI). These are the largest of the federal programs that 

provide assistance to people with disabilities. Both SSI and SSDI are administered by the Social Security 

Administration and both require people with disabilities to meet the criteria to qualify for benefits under 

each program. However, SSI eligibility is based on an individual’s financial need, while SSDI eligibility is 

based on an individual’s ears worked and average income earned over those years. In other words, 

individuals will have had to pay Social Security taxes to receive SSDI benefits. These two Social Security 

programs differ from regular Social Security Retirement benefits, which are benefits that people receive 

when they reach a certain retirement age, which is at least 62 years old.

Further, the regulations also specify that “any type of disability payment” should not be included as 

income. One type of disability payment is a Public Disability Benefit (PDB). A PDB is a benefit paid under a 

federal, state, or local law or plan to workers for temporary or permanent disabilities. Usually a PDB is not 

based on a work-related injury or illness and may be given to individuals as periodic payments or in a lump 

sum. Examples of a PDB include civil service disability benefits, state temporary benefits, and state or local 

government retirement benefits based on disability (DI 52125.001 Public Disability Benefits (PDB) - 

Definitions and Rules for Applying Offset, Social Security Administration). The overall set of PDBs is one 

example of a type of disability payment that individuals could receive in addition to the two main federal 

programs, which also would not be included as income in determining stipended volunteer eligibility.

Another example is that some states supplement the federal SSI benefit with additional payments, which 

could make the benefits higher in those states. State supplemental disability payments vary by state as

they use different criteria, but likely would not count as income. If you have a question about whether 

these types of payments count as income, contact your Program Officer or Portfolio Manager.

Other examples of types of disability payments are disability payments from private sources, such as 

private pensions or insurance benefits, that don’t affect an individuals’ social security disability payments, 

which also should not be counted as income as they are a form of disability payments.

However, note that workers compensation should be counted as income for eligibility purposes (45 CFR 

2551.44(a)(3) and 45 CFR 2552.44(a)(3)).

Considerations
Appendix C.13 – Guidance on Social Security Disability

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What happens when a stipended volunteer reaches Full Retirement Age?

At full retirement age, currently age 66, both SSI and SSDI payments are converted to regular Social 

Security retirement benefits. Therefore, AmeriCorps Seniors stipended volunteers in FGP, SCP, or SDP who

are age 55-65 may be impacted by this change in benefits. The reason for this potential impact is that, 

whereas disability benefits should not be counted as income (45 CFR 2551.44(b)(4) and 45 CFR 

2552.44(b)(4)), regular Social Security payments are counted as income (45 CFR 2551.44(a)(3) and 45 CFR 

2552.44(a)(3)).

For most people, the payment amount will be the same after the SSDI payment converts to a retirement 

benefit. This is because when an individual claims SSDI, Social Security sets the benefit as though she/he 

have reached full retirement age (Will my Social Security disability benefits change when I reach retirement 

age? AARP Social Security Resource Center). There is an exception, however, which is that if an individual, 

along with SSDI, is receiving workers’ compensation or a PDB (described above) from a government job 

that he or she didn’t pay Social Security taxes (e.g. CSRS for federal employees), the additional benefits can 

reduce the individual’s SSDI payment. The reduction will end when an individual reaches full retirement 

age, so the Social Security benefit would increase at that time.

Whatshould programs do if they have stipended volunteers receiving disability benefits that convert?

If sponsors have stipended volunteers that receive disability payments that convert to retirement benefits 

when they reach full retirement age, they should look at their circumstances on a case-by-case basis as it 

relates to their income eligibility because there are many factors to consider. For example, a stipended 

volunteer’s allowable out-of-pocket medical expenses (45 CFR 2551.43(c) and (45 CFR 2552.43(c)) may 

change after their benefits convert thereby affecting their eligibility. Another factor to consider is that 

once stipended volunteers are enrolled, they will remain eligible to serve and to receive a stipend so long 

as his or her income does not exceed the applicable income eligibility guideline by 20 percent (45 CFR

2551.43(e) and 45 CFR 2552.43(e)). In other words, if a stipended volunteer has already served for a year 

before the Social Security benefits covert, she or he may still be eligible with the 20% increase of the 

income eligibility guideline.
Appendix C.14 Senior Corps Guidance on Accrued Unused Leave for Stipended Volunteers

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Appendix C.14 Senior Corps Guidance on Accrued Unused Leave for Stipended

Volunteers

Rev. February 2016

Senior Corps Guidance on Accrued Unused Leave for FGP & SCP Volunteers

This guidance supersedes all prior guidance issued by CNCS on the subject. This guidance 

applies to grantees who elect to give “pay outs” to individual Foster Grandparent (FGP) 

volunteers or Senior Companion (SCP) volunteers for leave they have accrued, but not used by 

the end of the budget year.

According to the regulations outlined for Senior Companion Programs in 45 CFR § 2551.23(i) 

and Foster Grandparent Programs in 45 CFR § 2552.23(i), all projects must have a written and 

consistently administered policy regarding leave.

What is “accrued leave” and how should projects handle accrued leave at the end of the 

budget year?

• Accrued leave is leave that is earned but not used by an FGP or SCP volunteer 

by the end of the budget year.1 In the policy regarding leave referenced above, 

grantees should describe how volunteers accrue such leave, as well as the 

circumstances under which a volunteer is given a “pay out” for accrued unused 

leave at the end of the budget year.

• Remember that leave cannot be carried over across budget years.

1Unaccrued leave is entirely different from accrued leave and is not a part of this guidance. Through 

under-enrollment of FGP or SCP volunteers or volunteer attrition, there may be a portion of the budget 

that has been set aside for leave that is not accrued by FGP or SCP volunteers over the course of the

budget year. These funds may be considered “unaccrued leave”. Such unaccrued leave may not be used to 

“pay out” stipends or leave to volunteers. Also, such unaccrued leave may not be used for recognition-
Appendix C.14 Senior Corps Guidance on Accrued Unused Leave for Stipended Volunteers

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related expenses.

Rev. February 2016 

Senior Corps Guidance on Leave as a Form of Volunteer Recognition

This guidance supersedes all prior guidance issued by CNCS on the subject. This guidance 

addresses the allowable use of budgeted recognition funds for additional leave awards made to 

Foster Grandparent (FGP) or Senior Companion (SCP) volunteers.

A. Can projects award FGP or SCP volunteers additional leave as a form of 

recognition?

• Yes. Programs may use recognition funds as leave awards to Foster Grandparent 

(FGP) and Senior Companion (SCP) volunteers. Such recognition awards are 

separate and apart from any earned (accrued) leave of a volunteer. The expense 

associated with such awards must be included in the budget as a recognitioncost and 

may not be drawn from the stipend line.

• The system of granting leave awards is at the discretion of the grantee, but the 

grantee must ensure that the system is reasonable and commensurate with the 

volunteer’s length of service, etc.

 Grantees may grant recognition leave in one of two ways: 1) as a percentage

based on seniority; or 2) equitably distributed among all FGP and SCP 

volunteers. 

 Grantees must document all leave awards. Such documentation is a part of the 

grant records and is subject to the same recordkeeping requirements as all 

other expenses charged to the grant. Such requirements include classifying the 

awards as either federal shareor match, as appropriate. Specifically, the 

documentation shall include proper authorization, approvals, and signatures. 

The records must be complete, accurate and the leave must be awarded within

the correct budget period. Documentation supporting leave awards is subject 

to review by CNCS.

 Under no circumstances may a leave award be reflected onthe 

volunteer’s timesheet as hours served or leave accrued. NOTE: 

Recording service or leave hours on a volunteer’s timesheet that the 

volunteer did not earn may be deemed fraudulent and is strictly 

prohibited.

B. May projects use accrued leave for recognition award purposes? No.Grantees 
Appendix C.14 Senior Corps Guidance on Accrued Unused Leave for Stipended Volunteers

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may not use a volunteer’s accrued leave for recognition award purposes, even if the 

recognition award is intended for the particular volunteer who accrued the leave.

C. Does leave awarded to a volunteer in the form of a recognition award impact the 

volunteer’s number of service hours.

• No. Leave recognition awards are not counted towards meeting VSY levels or 

an individual volunteer’s service hours.

• The leave award shall not be accounted for on the volunteer’stimesheets.
Appendix D.1 - Sample AmeriCorps Seniors FGP Assignment Plan

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Appendix D.1 – Sample AmeriCorps Seniors FGP Volunteer Assignment Plan

Assignment Plan

AmeriCorps Seniors Volunteer: Station/Site: 

Service Schedule: 

Supervisor’s Name: Email:

Period this plan covers: 

A. List Child’s Name, Age, and Grade (if applicable) and Exceptional or Special Need:

Identify the child the volunteer will be working with during the period indicated above.

If, for reasons of confidentiality, you are unable to provide the full name of the child, please use the first name or a pseudonym. 

Keep in mind that the Supervisor and Foster Grandparent will need to be able to identify the child.

Child’s Name Grade Age Special or Exceptional Need

Choose from the list below and include all that apply.

Example: 1. Anna Smith N/A 3 SI, HI

Special or Exceptional Needs:

AN: Abused/Neglected

AY: Adjudicated youth

CI: Child of Incarcerated Parent(s) 

CF: Child in Foster Care

DD: Development Delayed/Disabled 

ES: Emotional/Social

FC: In Need of Foster Care

HI: Health Impairment

HI: Hearing Impaired

HY: Homeless youth

L: Literacy Needs

LC: Language/ Communication 

LD: Learning Disabled

PC: Physically Challenged

PI: InNeed of Protective 

Intervention

SI: Speech Impaired

TP: Teen Parent

VI: Visually Impaired 

Other: _ 

Special Initiatives[E.G.]:

Instructions: It is a federal requirement that all AmeriCorps Seniors volunteers in the Foster Grandparents Program have 

an assignment plan for the children with whom they are assigned to work. The children they are assigned to must have 

documented exceptional or special needs, verified by an appropriate professional. Your organization should retain on file 

documentation of the verifying professional’s qualifications to assess the children’s needs. The AmeriCorps Seniors 

volunteer t is assigned to your organization to provide one-on-one assistance and perform activities based on needs of 

selected children.

Please complete all sections, documenting the child’s needs, the activities you want the volunteer to perform, 

and the desired results of those activities. The completed assignment plan becomes the volunteer’s “job 

description.” Please review itwith the volunteerto ensure thatthe required activities and the desired outcomes 

are understood. Obtain allsignaturesindicated on page 2 and send to the AmeriCorps Seniors FGP project office 

for approval.

This Assignment Plan should also be used to review the volunteer’s performance as well as the impact of the 

assignment on the children’s development. 

The AmeriCorps Seniors Foster Grandparent Program recognizes and respects the confidentiality of all of the 

children involved in the program. Please be assured that all of the information that you provide will only be 

used in aggregate and no specific child will be identified.
Appendix D.1 - Sample AmeriCorps Seniors FGP Assignment Plan

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Activities planned with assigned child. What will the AmeriCorps Seniors volunteer work on with the 

child? Mark those activities that apply with an X or the child’s name or number from Section A.

Weekly 2-3 Times a Week Daily

Example: Comfort/Communicate X

Example: Help with schoolwork X

Assist with cognitive activities

Comfort/Communicate

Model appropriate social skills

Play games/puzzles

Read or tell stories

Assist with mobility

Positive encouragement/redirection

Share meals/help feed

Help with emergency drills

Help with schoolwork

Other:

A. Expected Outcomes for the child. How do you expect that the identified child will benefit? Mark 

those that apply with an X or child’s name or number from Section A.

Degree of improvement: Maintain Moderate Improvement High Improvement

Example: Cognitive X

Example: Social X

Cognitive -learning, thinking, etc

Language –speech, ESL, etc

Social –friendship, respect, teamwork, etc

Emotional –self-esteem, control, etc.

Reading –includes ESL

Numeracy/Math

Fine Motor –cutting, drawing, buttoning,

Gross Motor –walking, throwing balls, etc.

Self-help

Conflict Resolution

Health

Other:

I accept this assignment plan:

 

Signature: AmeriCorps Seniors Volunteer Date

I certify that I am qualified to attest to the needs described above or have consulted with or reviewed documentation prepared 

by an appropriate professional who verified the needs, such as, but not limited to, a physician, psychiatrist, psychologist,

registered nurse or licensed practical nurse, speech therapist, educator, or a member of the professional or executive staff of 

the volunteer station. I understand that a knowing and willful false statement on this form can be punished by a fine or 

imprisonment or both under Section 1001 of Title 18, U.S.C.

 

Signature: Volunteer Station Representative Date

I approve this assignment plan:

 

Signature: FGP Director Date
Appendix D.2 – AmeriCorps Seniors Foster Grandparent Volunteer Position Descriptions

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Appendix D.2 – AmeriCorps Seniors Foster Grandparent Volunteer 

Position Descriptions

AmeriCorps Seniors Volunteer in the Foster Grandparent Program

Position Descriptions

AmeriCorps Seniors volunteers in the Foster Grandparent Program serve children with special or 

exceptional needs. AmeriCorps Seniors volunteers serve 5 – 40 hours per week, tutoring or mentoring 

children to improve their intellectual thinking, social/emotional, motor and/or language development 

skills.

Children with special or exceptional needs may face the following challenges: Abuse/neglect Limited 

English proficiency

Developmental challenges Learning Challenges

Emotional/social challenges Low income

Homelessness Adjudication/system involvement

Medical challenges Visual and hearing impairments

Speech challenges Physical challenges

Substance abuse Teen pregnancy/teen parenting

Volunteers may engage (but are not limited to) in assisting children with activities to build skills such as:

Intellectual Thinking:

Volunteers helping children with intellectual thinking skills may assist with problem solving, thinking, 

learning, perceiving, memory, understanding, math, word definition, comprehension, parenting, life skills, 

etc.

Social/Emotional Skills:

Volunteers helping children with social/emotional skills may assist with friendship, fairness, loyalty, 

respect for authority, rules/regulations, self-esteem, depression, coping skills, controlling emotions, etc.

Motor Skills:

Volunteers helping children with motorskills may assist with cutting, drawing, tracing, coloring, writing, 

tying shoes, buttoning, crawling, balancing, walking, running, jumping, etc.

Language Development Skills:

Volunteers helping children with language development may assist with speech and oral language, 

phonetics, reading, vocabulary, spelling, English language acquisition, etc.
Appendix D.3 - Previous Change Logs

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Appendix D.3 – Previous Change Logs

This table lists all changes made in the 2022 versions of this document. See FGP- Previous Change Logs 

2017-2022 for a full list of changes made prior to 2022. 

Edits made in (July 2023) | Version 2023.2

Change 

Number

Chapter and 

Page Number

Change

1. Chapter 5

(pg. 34)

• Updated language for NSCHC enforcement and link to NCHC

webpage

• Updated list of resources for NSCHC

2. Chapter 11

(pg. 110)

• Updated monitoring activity types

3. Chapter 11 

(pg. 112)

• Updated resources for monitoring

Edits made in (April 2023) | Version 2023.1

Change 

Number

Chapter and 

Page Number

Change

1 Chapter 2

(pg. 18)

• Updated links to Frequently Asked Questions on Lobbying and

Partisan Political Activity documents

2 Chapter 6

(pg. 40)

• Removed mention on PPR Lite

3 Chapter 10 

(pg. 85)

• Updated language in De Minimis rate of Modified Total Direct

Cost

4 Chapter 10 

(pg. 90) 

• Edited dollar amount of VSY and added note to see current

NOFA and eGrants for amount of annual stipend amount
Appendix D.3 - Previous Change Logs

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Change 

Number

Chapter and 

Page Number

Change

5 Chapter 11 

(pgs. 102, 113)

• Removed PPR – Lite information as no longer required in FY

2023 grants
AmeriCorps Seniors Foster Grandparent Program Operations Handbook Chapter 14: Description and List 

of Appendices

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