2022

FY 2022 

CONGRESSIONAL 

BUDGET JUSTIFICATION
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Contents

MESSAGE FROM THE CHIEF EXECUTIVE OFFICER ....................................................................2

AGENCY OVERVIEW..........................................................................................................................4

FY 2022 BUDGET REQUEST AND PERFORMANCE PLAN.........................................................8

FY 2020 AGENCY ACCOMPLISHMENTS ................................................................................... 13

BILL LANGUAGE AND ANALYSIS................................................................................................. 18

AMERICORPS STATE AND NATIONAL ....................................................................................... 22

AMERICORPS VISTA....................................................................................................................... 25

AMERICORPS NCCC....................................................................................................................... 29

STATE SERVICE COMMISSION SUPPORT GRANTS................................................................. 33

AMERICORPS SENIORS RSVP ...................................................................................................... 35

AMERICORPS SENIORS FOSTER GRANDPARENTS PROGRAM (FGP) ................................ 40

AMERICORPS SENIORS SENIOR COMPANION PROGRAM (SCP) ....................................... 45

INNOVATION AND DEMONSTRATION...................................................................................... 50

EVALUATION ................................................................................................................................... 53

SALARIES AND EXPENSES ............................................................................................................ 57

NATIONAL SERVICE TRUST .......................................................................................................... 61

OFFICE OF THE INSPECTOR GENERAL ...................................................................................... 63
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MESSAGE FROM THE CHIEF EXECUTIVE OFFICER

Over the past year, America’s spirit of service has been on dramatic display. All across the 

country, Americans have united to combat COVID-19, address racial and economic inequity,

and bring hope and help to those in need. For nearly three decades, AmeriCorps has tapped 

the ingenuity and can-do spirit of the American people to meet our toughest challenges. 

Working with nonprofit and community organizations, state and local agencies, Tribal 

nations, and other partners, AmeriCorps’s mission is to improve lives, strengthen 

communities, and foster civic engagement through service and volunteering.

As our nation grapples with a series of converging crises, AmeriCorps will continue to 

connect local organizations with people who want to serve to meet pressing challenges, 

including building a more inclusive and equitable economy for all. AmeriCorps has a proven 

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

opportunity, disaster services, supporting veterans and military families, and preserving 

public lands. Through our programs, we engage 250,000 individuals in results-driven service 

at 40,000 locations across the country, helping Americans succeed in school, live 

independently, and rebuild their lives after homelessness, job loss, or natural disasters.

Administration Priorities

The fiscal year (FY) 2022 President’s Budget will allow AmeriCorps to continue to meet 

community needs related to the pandemic, advance racial and economic equity, develop 

active and civically engaged members of society, and help our nation build back better. 

These pillar priorities support and build on the recent and unprecedented investment made 

by the American Rescue Plan Act. These priorities will also be reflected into the FY 2022 –

FY 2026 AmeriCorps Strategic Plan that is currently under development. 

Advance Racial and Economic Equity 

AmeriCorps’ top priority is to support the Biden Administration’s comprehensive response to 

the public health and economic crises caused by the COVID-19 pandemic. In the year ahead, 

agency resources will focus on mitigating the impact of the pandemic, advancing racial 

equity, addressing the climate crisis, and responding to other community needs. AmeriCorps 

programs will advance economic opportunities for those we serve and those who serve, with 

a focus on vulnerable individuals and underserved communities. Communities across the 

country benefit from the support of our members and volunteers through public health, food 

security, education, and other efforts. AmeriCorps will further advance these goals in 

FY 2022, in addition to streamlining requirements to make our resources more accessible 

and help our partners focus on accomplishing their core missions.

Prioritize Underserved Individuals and Communities

In alignment with the Administration’s priorities, we are committed to advancing a more 

equitable and just future for all Americans. This includes implementing strategies to recruit

and retain more AmeriCorps members and AmeriCorps Seniors volunteers from diverse and 

underserved populations. In turn, members and volunteers experience increased sense of 

community, receive stipends for their service, and create stronger pathways to employment 

and economic opportunity. Part of this strategy included raising the living allowance in 
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FY 2021 for AmeriCorps State and National and VISTA members to ensure more people can 

serve and optimizing use of the Segal Education Award to make higher education more 

accessible. 

Strengthen Existing Partnerships and Create New Ones

The Budget provides key resources to strengthen our nation’s volunteer sector, support 

governor-supported State Service Commissions, and build the capacity of voluntary 

organizations to recruit and retain volunteers to address community needs. Our priorities in 

the year ahead include outreach to diversify our portfolio of organizations and individuals 

who access our resources, increase our support for State Service Commissions, and expand 

participation in National Days of Service, all of which strengthen the role of service and 

volunteering in solving problems and unifying our communities.

Provide Effective Stewardship of Taxpayer Resources

As a Federal Government agency, AmeriCorps is committed to being a responsible steward 

of taxpayer dollars and investing in effective and efficient programs. With the resources 

provided by the President’s Budget, AmeriCorps will support a diverse and high performing 

workforce, enhance information technology, strengthen financial management, and make 

increasing use of evidence to invest in models that can be replicated to improve outcomes of 

national service across the nation.

The Best of America 

For decades, national service has engaged Americans of all backgrounds in tackling our 

toughest challenges, uniting people to work together for the common good. Time and time 

again, we have seen that when our nation invests in national service, we all win. Together with 

community partners, AmeriCorps engages dedicated individuals in making our nation more 

fair, equitable, and united. The FY 2022 Budget continues this smart investment in the 

American people—an investment that solves problems, expands opportunity, strengthens 

communities, connects us with our neighbors, and unites our nation.

In Service, 

Mal Coles

Acting Chief Executive Officer
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AGENCY OVERVIEW 

America is a country built on service. We are a “nation of joiners” who solve problems from 

the ground up. From our earliest days, Americans have stepped forward to help their 

neighbors and tackle our toughest challenges. Our commitment to service reflects the 

understanding that we have responsibilities as well as rights, that our destinies are bound 

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

be done by us, together.

Over the past year, as America confronted a once-in-a-century pandemic, America’s spirit of 

service has shined brightly. In communities across the country, Americans have united to 

fight this disease. Retired doctors and nurses, AmeriCorps members and AmeriCorps Seniors 

volunteers, students and veterans, and countless others have given their time and talents to 

support vaccination and testing, assist those that are unemployed or under-employed, check 

on isolated seniors, provide meals to hungry families, and help students stay on track in 

school. Their compassion reminds us that even in our darkest hours, Americans look out for 

one another.

For nearly three decades, AmeriCorps—the Federal agency for national service and 

volunteering—has strengthened America’s culture of service, tapping the time and talents of 

the American people to meet our toughest challenges. Through AmeriCorps, AmeriCorps 

Seniors, and other programs, AmeriCorps engaged more than 250,000 individuals in helping 

communities tackle their most pressing challenges—preparing students for success, 

combating the opioid epidemic, responding to natural disasters, supporting veterans and 

military families, preserving public lands, fostering economic opportunity, and more. 

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

across the country, AmeriCorps improves lives, strengthens communities, and fosters 

civic engagement through service and volunteering. AmeriCorps is based on smart,

common-sense principles:

• Engaging the American people to solve problems.

• Partnering with local leaders to support local community solutions.

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

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

dollar.

• Uniting Americans from different backgrounds to achieve common goals for 

communities.

When trained and dedicated national service members provide service through local

organizations focused on performance, everyone wins. National service provides a powerful 

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

sponsor organizations, and the larger community and nation.

• Improving Lives: AmeriCorps members and AmeriCorps Seniors volunteers improve 

the lives of our most vulnerable citizens and help communities tackle their most 

pressing challenges, including expanding economic opportunity for individuals and 

families, helping students improve academic performance and graduate prepared for 

college and career, supporting veterans and military families, promoting public 
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health, rebuilding communities after natural disasters, and preserving the 

environment for future generations.

• Expanding Opportunity: While helping others, AmeriCorps members help 

themselves, gaining valuable skills to jumpstart their careers and earning a monetary 

award to further their education. More than 1.1 million individuals have served in 

AmeriCorps, earning $4 billion in scholarships to pay for college or technical school 

or repay student loans at a time of rising college costs and student debt.

• Bolstering Civil Society: AmeriCorps strengthens thousands of nonprofit, faith-based, 

and community organizations that are vital to our nation’s health and well-being. 

Through their direct service, the cash and in-kind resources they mobilize, and the 

millions of volunteers they recruit and supervise, national service participants build the 

capacity and increase the outcomes of the organizations they serve. 

• Strengthening Communities: By bringing people of different ages, races, and 

economic backgrounds together to pursue common goals, national service helps 

unite communities and mitigates isolation and division. Like the military, national 

service provides a shared civic experience that can provide a sense of purpose, 

increase appreciation for diversity, and fuel a love of country.

Since last spring, AmeriCorps programs across the country have acted quickly and creatively 

to meet emerging public health, education, food security, and economic needs related to the 

pandemic. Since vaccination efforts began, AmeriCorps members have assisted more than 

1.1 million people at over 100 vaccination sites, providing services including setting up sites, 

coordinating transportation, assisting with registration, and recruiting 60,000 new volunteers 

to support vaccination efforts. 

In addition to directly supporting vaccination sites, AmeriCorps members have supported

nearly six million people since the beginning of the pandemic, with a focus on the most 

vulnerable individuals and communities. Members have helped state and local governments, 

community-based organizations, and public health departments with contact tracing, testing, 

and education efforts, including conducting more than 1.6 million wellness checks. 

With increased focus on addressing food security, AmeriCorps members and volunteers 

have helped food banks meet higher demand by managing volunteers, packing meal kits, 

delivering food to homes, distributing 67 million pounds of food, and providing more than 

15 million meals. AmeriCorps members and volunteers have also helped keep students on 

track in school by addressing learning loss with virtual teaching, tutoring, mentoring, and 

other services.

ADMINISTRATION PRIORITIES FOR NATIONAL SERVICE

With decades of experience using service as a solution, a well-established infrastructure with 

partners across the country, and a proven ability to pivot to meet emerging needs, 

AmeriCorps is addressing the unprecedented and interconnected challenges facing our 

nation today. As we begin to forecast what this work entails in the long term through our 

FY 2022 - FY 2026 strategic planning process, we are prioritizing the directives of the

American Rescue Plan which include:
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• increasing the living allowance for AmeriCorps State and National and AmeriCorps 

VISTA members, which will be completed in FY 2021;

• making service more accessible and inclusive by prioritizing:

o entities serving communities disproportionately impacted by COVID-19 and 

utilizing culturally competent and multi-lingual strategies in the provision of 

services; and

o the diversity of communities and participants served by such entities, including 

racial, ethnic, socioeconomic, linguistic, or geographic diversity.

Advance Racial and Economic Equity

AmeriCorps will continue to focus resources on meeting ongoing health, economic, and 

education needs related to the COVID-19 pandemic. This includes supporting vaccination 

efforts in vulnerable communities, addressing significant learning loss, and tackling the 

growing hunger crisis with a specific focus on supporting underserved and 

disproportionately impacted communities. With increased unemployment and social 

hardships due to COVID-19, AmeriCorps will invest in programs that support an inclusive 

economic recovery. National service expands economic opportunity in two ways: 

• by providing job counseling, food security, financial literacy, housing access, 

independent living support, and other services to vulnerable individuals; and

• by providing workforce skills and experience, education support for those who serve, 

and by increasing the living allowance, which will be completed in FY 2021.

AmeriCorps is committed to embedding racial equity and inclusion across all its programs, 

policies, and operations. While AmeriCorps programs are as racially and ethnically diverse as 

the general population, the agency is taking additional steps to advance racial equity and 

support for communities of color. These actions include building a culture of diversity, equity, 

and inclusion in our workplace; recruiting and retaining a diverse corps of national service 

members and volunteers; promoting equitable grantmaking; and making it easier for 

organizations to access AmeriCorps resources. 

In tandem, we recognize climate change is having damaging impacts on our environment 

and our economy, especially for low-income and minority communities. The Biden 

Administration proposed a robust, whole-of-Government approach to combat the climate 

crisis. With decades of experience in conservation, renewable energy, and community 

resilience, AmeriCorps will support the Administration’s climate change priorities.

Prioritize Underserved Individuals and Communities

The Administration is committed to supporting and building on the investment made by the 

American Rescue Plan to expand national service opportunities to more people. In FY 2022, 

AmeriCorps will increase the stipend provided to AmeriCorps Seniors volunteers and will 

also work to optimize use of the Segal Education Award to make higher education more 

accessible.

The agency will take steps to recruit and retain a diverse corps of members and volunteers 

from underserved populations, including strengthening relationships with Historically Black 
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Colleges and Universities, Hispanic Serving Institutions, and Tribal Colleges; increasing our 

consultation and collaboration with Tribal communities; and undertaking targeted 

recruitment efforts. Through these and other efforts, more individuals from underserved 

communities will engage in national service and have stronger pathways to employment and 

economic opportunity. 

Strengthen Existing Partnerships and Create New Ones 

AmeriCorps bolsters the nonprofit, faith-based, and neighborhood organizations that are 

essential to our nation’s economic and social well-being. AmeriCorps’ grants, volunteers, 

training, and other resources help these organizations expand their reach and impact.

AmeriCorps funding to State Service Commissions supports their work to conduct outreach, 

manage grants, and lead service and volunteering efforts to meet state and local needs. 

Through the Volunteer Generation Fund, AmeriCorps is helping nonprofit and voluntary 

organizations across the country more effectively recruit and retain volunteers and increase 

their impact on addressing community challenges. Our priorities in the year ahead include 

strengthening our support for State Service Commissions, increasing interagency and private 

sector partnerships, and expanding the number of volunteers participating in national days of 

service, all of which help strengthen and unite communities.

Effectively Steward Federal Resources

AmeriCorps implemented a plan over the past four years to strengthen core business 

operations, enhance customer service, and build long-term sustainability. The agency is more 

accountable, efficient, customer-focused, and results-oriented. Grounded in our ethic of 

continuous improvement, AmeriCorps will continue to strengthen monitoring and oversight, 

build and retain a diverse and high performing workforce, ensure responsible management 

of financial resources, enhance information technology, and streamline requirements to allow 

grantees to focus on community impact. 

Effectively stewarding resources also means using evidence and evaluation to inform 

decision-making and maximize the performance of national service investments. AmeriCorps 

has more than two decades of experience and research data that help identify the most 

promising interventions across its portfolio of programs. In recent years, the agency has 

increasingly used evidence and evaluation in budget, grants, and policy decisions, and more 

AmeriCorps grantees have adopted evidence-based or evidence-informed interventions. 

The agency’s Strategic Evidence Plan1 provides a roadmap for generating credible, relevant, 

and actionable information about organizational effectiveness and the outcomes of national 

service programs. AmeriCorps will use this plan and the accumulated body of evidence to 

inform agency investments in interventions that have demonstrated success while continuing 

to support innovative approaches to foster innovation and meet evolving community needs.

1 https://americorps.gov/sites/default/files/documents/CNCS%20Strategic%20Evidence%20Plan%20FY2020_508.pdf
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FY 2022 BUDGET REQUEST AND PERFORMANCE PLAN

Budget Summary (in thousands)

FY 2020 

Enacted

FY 2021 

Enacted

FY 2022 

Budget

Delta 

FY 2021 –

FY 2022

Total Agency $1,104,358 $1,121,102 $1,210,266 $89,164 

Operating Expenses $806,529 $843,115 $921,120 $78,005 

State and National $428,510 $455,096 $501,096 $46,000 

VISTA $93,364 $97,364 $103,864 $6,500 

NCCC $32,500 $33,500 $37,735 $4,235 

State Commission Support $17,538 $18,538 $19,538 $1,000 

Seniors $221,017 $225,017 $244,537 $19,520 

Foster Grandparents Program $118,799 $118,799 $130,914 $12,115 

Senior Companion Program $50,863 $52,863 $58,518 $5,655 

Retired Senior Volunteer Program $51,355 $53,355 $55,105 $1,750 

Innovation and Demonstration $9,600 $9,600 $10,100 $500 

Innovation, Demonstration, & 

Other $3,200 $3,200 $3,400 $200 

Volunteer Generation Fund $6,400 $6,400 $6,700 $300 

Evaluation $4,000 $4,000 $4,250 $250 

National Service Trust $208,342 $185,000 $191,000 $6,000 

Salaries and Expenses $83,737 $86,487 $91,186 $4,699 

OIG $5,750 $6,500 $6,960 $460

The FY 2022 President’s Budget provides AmeriCorps with $1.2 billion, an increase of $89.2

million over the FY 2021 Enacted level, that will support AmeriCorps and its state and local 

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

engage Americans in national service and volunteerism.

As America confronts a series of converging crises, the role of national service and 

volunteering have never been more important. This Budget will provide resources to support 

AmeriCorps and its large network of partners in helping to combat the COVID-19 pandemic, 

rebuild the economy, address racial inequity, tackle the climate crisis, and meet other 

challenges with higher levels of impact, accountability, and efficiency. The Budget will:

• Support AmeriCorps members and AmeriCorps Seniors in meeting ongoing health, 

economic, and education needs related to the pandemic including addressing 

significant learning loss, tackling the growing hunger crisis, helping reopen the 

economy, and assisting those facing unemployment, with a specific focus on 

supporting underserved and disproportionately impacted communities.
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• Advance racial and economic equity by increasing the stipends for AmeriCorps 

Seniors volunteers in the Foster Grandparents and Senior Companion programs. 

These increases will help AmeriCorps to recruit and retain a diverse corps of members 

and volunteers and ensure service is a viable opportunity open to Americans of all 

backgrounds. 

• Expand AmeriCorps’ focus on addressing the current and future threats associated 

with climate change by investing in programs that conserve parks and public lands, 

enhance energy conservation and renewable energy, strengthen community 

resilience, and support workforce pathways for future clean energy jobs.

• Strengthen outreach and program development in new communities, including those 

that are greatest in need in support of the Administration’s priority of racial and 

economic equity.

• Bolster AmeriCorps’ use of evidence and evaluation to drive program and funding 

decisions and increase the use of evidence-based approaches in AmeriCorps 

programs. 

• Strengthen the nation’s infrastructure for service and volunteering by increasing 

investments in 52 governor-supported State Service Commissions and the Volunteer 

Generation Fund.

• Increase the support we provide to veterans, military families, and wounded warriors 

and expand the ranks of veterans who serve in AmeriCorps programs using the 

leadership skills they gained in the military to meet challenges here at home. 

• Continue to strengthen AmeriCorps’ operations, information technology, and 

business practices to better serve our partners, ensure accountability, increase 

efficiency, and responsibly use taxpayer dollars.

The President’s Budget supports investments in programs and activities that will continue to 

address the social and economic challenges facing our communities. Specifically, this Budget 

proposes the following:

AmeriCorps State and National

The Budget provides $501 million to AmeriCorps State and National, an increase of $46 

million above the FY 2021 Enacted level that will support approximately 52,000 AmeriCorps 

members who will support communities in tackling challenges related to COVID-19, 

economic opportunity, environmental stewardship and climate change, and other community 

needs. With this funding, AmeriCorps State and National will continue to invest in evidenceinformed and evidence-based community solutions, providing a source of human capital to 

meet pressing community needs across the country and a pathway to economic and 

educational opportunities for Americans who serve. 

The Budget also provides funding to support more individuals with different abilities to 

participate in national service. The Budget will help underserved and under-resourced 

communities develop program models that will benefit their communities and engage 

community members as AmeriCorps members. 

AmeriCorps VISTA

The Budget provides $103.86 million to AmeriCorps VISTA, an increase of $6.5 million above 

the FY 2021 Enacted level that will support an estimated 8,000 full-time and summer 
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AmeriCorps VISTA members focused on capacity building for anti-poverty projects. VISTA 

will enhance the diversity, equity, and inclusion of those who serve and those who are served, 

and direct resources to under-served communities. 

VISTA will continue to promote evidence-informed activities that address needs including 

food insecurity, a long-time area of need made especially acute during the COVID-19 

pandemic. Additionally, VISTA projects will support safe and affordable housing, improve 

access to health care, provide support for veterans and their families, and help communities 

become more resilient to the impacts of extreme weather, disasters, and climate change.

AmeriCorps NCCC

The Budget provides $37.7 million to AmeriCorps NCCC, an increase of $4.2 million above 

the FY 2021 Enacted level that will support an estimated 2,080 members in direct, teambased national service. This includes 1,440 members in the traditional program and 640 

members in the NCCC-FEMA Corps program. AmeriCorps NCCC will expand its impact with 

the addition of 80 members who will support priority needs around climate change and 

support veterans and military families. 

The Budget will also support a 28 percent increase in the daily food allowance and enhanced 

support to meet behavioral health needs. These efforts, together with an increased focus on 

recruitment in underserved communities, will help AmeriCorps NCCC build more diverse 

teams of members who will emerge as stronger leaders with professional and life skills and 

clear pathways to employment.

State Service Commission Support

The Budget provides $19.5 million, an increase of $1 million above the FY 2021 Enacted level

that will build the capacity of State Service Commissions to conduct outreach, provide 

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

implement their AmeriCorps programs and support their AmeriCorps members.

AmeriCorps Seniors

The Budget provides $244.5 million, an increase of $19.5 million above the FY 2021 Enacted 

level that will support an estimated 175,000 Americans age 55 and older to address ongoing 

impacts of the pandemic including learning loss and food insecurity and meet other 

community needs in independent living, disaster response, substance abuse prevention, and 

the environment. The Budget will expand the number of RSVP volunteers serving 

communities, increase the stipend for Senior Companion and Foster Grandparent volunteers, 

and support outreach to new organizations and communities. The Budget provides for 

funding increases across all three AmeriCorps Seniors programs: 

• RSVP: The increase of $1.75 million will support an estimated increase of 1,000 RSVP 

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

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

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

services. AmeriCorps Seniors will conduct outreach and target the new funding to 
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under-represented communities and organizations, including Tribal Nations, 

communities of color, or geographic areas not currently served by RSVP. 

• Foster Grandparent Program: The $12.1 million increase will support an increase in 

the stipend to $3.50 per hour for Foster Grandparent volunteers who provide support 

to children and youth in academic and social-emotional growth. This increase 

advances racial and economic equity for the low-income seniors participating in the 

Foster Grandparent program, of whom approximately 95 percent are women and 50

percent are people of color. As grant funds become available in the portfolio, this 

funding will also support outreach to new project sponsors and expansion of services 

by current grantees in underserved communities, based on available funding.

• Senior Companion Program: The increase of $5.65 million will improve benefits for 

low-income seniors participating in the Senior Companion Program, of whom 

approximately 87 percent are women and 45 percent are people of color, primarily 

African American. The stipend increase to $3.50 per hour will advance AmeriCorps’ 

racial and economic equity goals and support the recruitment and retention of 

volunteers who provide services to help seniors live with dignity in their own homes 

and avoid costly institutional care. As grant funds become available in the portfolio, 

this funding will also support outreach to new project sponsors and expansion of 

services by current grantees in underserved communities, based on available funding.

Innovation and Demonstration

The Budget provides $10.1 million, an increase of $500,000 above the FY 2021 Enacted level 

that will support Administration priorities of advancing racial and economic equity and 

expanding awareness and partnerships by building the capacity of voluntary organizations to

recruit and manage volunteers and address the expanding challenges facing our 

communities and country. Specifically:

• Volunteer Generation Fund: The Budget provides $6.7 million that will be used to 

strengthen volunteer management practices around the country and increase the 

number of volunteers. Funding will be used to support State Service Commissions in 

adopting approaches that strengthen their capacity to recruit and retain volunteers, 

including skills-based volunteers, and develop strategies to more effectively use 

volunteers to meet community needs.

• Call to Service Initiatives: The Budget provides $3.4 million to help nonprofit and 

voluntary organizations broaden their volunteer base, mobilize underserved 

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

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

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

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

families.

Funding will support enhanced resources to connect volunteers with local opportunities, 

online planning and project toolkits, and information for individuals participating in Days of 

Service about how to make a sustained commitment through AmeriCorps or AmeriCorps 

Seniors. The Budget will also further the agency’s goals to engage and support veterans, 

military families, and wounded warriors through increased outreach, service, and recognition 

activities on Memorial Day and Veterans Day.
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Evaluation

The Budget provides $4.3 million for AmeriCorps evaluation, an increase of $250,000 above 

the FY 2021 Enacted level that will bolster agency’s use of evidence and evaluation to drive 

programmatic and funding decisions and increase the use of evidence-based approaches in 

AmeriCorps programs. These efforts will strengthen the agency’s efforts to promote a culture 

of evidence and evaluation within the agency and among grantees by facilitating evidencebased and evidence-informed grantmaking.

Salaries and Expenses

The Budget provides $91.1 million, an increase of $4.7 million above the FY 2021 Enacted 

level to support the agency’s operations, information technology, and staffing levels to 

ensure strong and efficient operations and program delivery. The funding will continue to 

strengthen core business operations, enhance customer service, and build long-term 

sustainability. 

The Budget level will provide for the hiring and retention of a diverse and high-performing 

workforce to meet mission needs, support the 2.7 percent government-wide increase in pay 

for Federal employees, advance the agency’s workforce planning efforts, and ensure integrity 

of the agency’s payroll management practices. The increase will also support the 

determination of an appropriate and effective technology platform to modernize antiquated 

grant and member management systems and strengthen financial stewardship through full 

implementation of shared services, robust grants monitoring, and strengthened accounting 

systems and practices.

National Service Trust

The Budget provides $191 million for the AmeriCorps National Service Trust, an increase of 

$6 million above FY 2021 Enacted level that will fund Segal AmeriCorps Education Awards 

for approximately 62,000 eligible AmeriCorps members who complete their terms of service. 

Office of Inspector General

The Budget provides $6.96 million, an increase of $460,000 above the FY 2021 Enacted level 

to support Office of Inspector General activities including conducting audits, evaluations, and 

investigations to enhance the management and overall performance of AmeriCorps and its 

grantees and promote economy and efficiency. 
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FY 2020 AGENCY ACCOMPLISHMENTS

In FY 2020, AmeriCorps and its network of State Service Commissions, grantees, and 

partners, engaged 250,000 members and volunteers in meeting needs in communities at 

40,000 locations throughout the country. 

AmeriCorps programs acted quickly and creatively to meet emerging public health, 

education, food security, and economic needs following the pandemic and economic crises. 

AmeriCorps also helped build the capacity of nonprofit and voluntary organizations, 

increased its use of data and evidence to drive impact, and strengthened operations to 

better support grantees, members, and volunteers. 

MEETING COMMUNITY NEEDS DURING THE PANDEMIC

Since the outbreak of COVID-19, the agency’s top priority has been ensuring the health and 

safety of our members and volunteers and providing support and program flexibility for 

grantees to meet the growing needs in their communities. Between March 2020 and April 

2021, AmeriCorps members and AmeriCorps Seniors volunteers provided COVID-19 related 

support to more than ten million Americans, with a focus on vulnerable individuals and 

communities.

AmeriCorps and AmeriCorps Seniors:

• Served with state and local governments, community-based organizations, and public 

health departments to support contact tracing, testing, education, and vaccination efforts, 

including conducting more than 1.6 million wellness checks. Since January, AmeriCorps 

members have assisted more than 1.8 million people at 115 vaccination sites, providing 

services including setting up sites, coordinating transportation, assisting with registration, 

and recruiting volunteers. 

• Assisted food banks and meal delivery programs faced surging demand, AmeriCorps 

members and volunteers provided sustained support to increase food security by 

managing volunteers, delivering food, and providing more than 34 million meals. 

AmeriCorps VISTA launched a $2 million project to reduce hunger in needy communities 

in four states.

• Helped students stay on track in school by addressing learning loss with virtual teaching, 

tutoring, mentoring, college counseling, and other services. AmeriCorps State and 

National programs served more than 1.4 million children and youth, and AmeriCorps 

Seniors Foster Grandparent and RSVP volunteers tutored, mentored, or served an 

estimated 170,00 students, helping mitigate impacts of school closures and other 

educational disruptions due to COVID-19.

• Provided support to Americans affected by natural and man-made disasters, including 

gutting and repairing homes, coordinating volunteers, and supporting long-term 

recovery. 

• Served more than 360,000 veterans, active-duty military members, and military family 

members by connecting them to benefits and services including legal assistance, health 

care, job training, affordable housing, transportation to medical appointments, and 

mentoring and tutoring military children. More than 20,000 veterans served in 

AmeriCorps and AmeriCorps Seniors programs, applying their skills and leadership 

abilities to solving local problems.
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• Completed environmental stewardship projects to improve parks and public lands, 

increase reforestation, expand access to recreation, weatherize homes, install renewable 

energy systems, create and maintain urban parks and greenspaces, and help 

communities prepare, respond, and recover from natural disasters and other climatechange effects.

• Provided independent living services to individuals, helping them live with dignity and 

independence in their homes and reducing the cost of institutional care. 

• Provided drug abuse education, served as peer recovery coaches, built capacity for antidrug organizations, provided screening and assessments, and supported other substance 

abuse education, treatment, and recovery efforts. AmeriCorps VISTA programs served 

nearly 630,000 adults and 123,000 youth in opioid-related programming, and 6,600 

AmeriCorps Seniors volunteers delivered opioid programming at nearly 1,200 service 

sites. Because of its efforts, AmeriCorps was included in the White House Office National 

Drug Control Strategy in 2020. 

STRENGTHENING COMMUNITIES

AmeriCorps members and AmeriCorps Seniors volunteers served at more than 40,000 

locations including schools, food banks, homeless shelters, and veteran’s facilities, expanding

their reach and impact as they faced increased demand due to COVID-19. 

• In FY 2020, AmeriCorps members recruited, trained, and supervised more than 1.25

million volunteers for the organizations they serve. AmeriCorps VISTA members

leveraged more than $170 million in-cash and in-kind resources, increasing the capacity 

of the organizations they serve to fight poverty.

• AmeriCorps’ Volunteer Generation Fund grants to State Service Commissions supported 

the recruitment of more than 117,000 volunteers and built the capacity of 5,500 nonprofit 

and community organizations to recruit and manage volunteers and increase the 

effectiveness of volunteers in addressing local challenges.

• AmeriCorps’ Day of Service grantees engaged more than 215,000 Americans in service 

on the Martin Luther King Jr. Day of Service and the September 11th National Day of 

Service and Remembrance. The MLK Day of Service focused on honoring Dr. King with 

projects that improved local communities, and 9/11 Day projects on supporting veterans, 

soldiers, and military families. 

• Through State Commission Support Grants and the Commission Investment Fund, 

AmeriCorps provided support to State Service Commissions to help them develop new 

programs, enhance oversight, and provide training and technical assistance to 

subgrantees. In FY 2020, new applicants for AmeriCorps State funding increased and 70 

percent of State Commission subgrantees reported improved capacity as a result of 

Commission training, technical assistance, and monitoring.

USING EVIDENCE AND EVALUATION TO IMPROVE PERFORMANCE OUTCOMES

In FY 2020, AmeriCorps expanded its use of evidence and evaluation, strengthened 

coordination of evaluation and research across the agency, and supported grantees in using 

evidence to increase their effectiveness in addressing community needs. AmeriCorps:
15

• Made noteworthy progress toward implementing the 2019 Foundations for EvidenceBased Policymaking Act.

• Continued to take an enterprise-wide approach to prioritizing evidence and evaluation. In 

2020, the agency established a Research and Evaluation Council to integrate evaluation 

and research across the agency. The Council is developing a research and evaluation 

agenda to increase efficacy in internal operations and improve impact in communities. 

• Produced a five-year, agency-wide strategic evaluation plan to prioritize and identify 

evidence-based policies, programs, and practices.

• Developed an evaluation policy with five key principles that govern the agency’s 

planning, conduct, and use of program evaluations: rigor, relevance, transparency, 

independence, and ethics.

• Increased the percent of AmeriCorps State and National grantees using evidence-based 

interventions, with projects having moderate or strong evidence growing from 41 percent 

in FY 2019 to 51 percent in FY 2020. 

• Continued its Scaling Evidence-Based Models project to deepen understanding of the 

most effective program innovations and scale them to better serve communities. As part 

of this initiative, the agency has produced tools and resources to strengthen grantees’ 

work in evidence building and share effective practices to help scale evidence-based 

interventions. 

• As part of the agency’s commitment to data-driven decision making and continuous 

improvement, AmeriCorps’ Office of Regional Operations worked with the Office of 

Research and Evaluation to assess implementation of regionalization and new grant 

management roles. This included gaining real time employee feedback on orientation, 

onboarding, training, and other activities that was used improve processes, materials, and 

operations.

STRENGTHENING OPERATIONS

In FY 2020, the agency continued implementation of its comprehensive Transformation and 

Sustainability Plan to strengthen core business operations, enhance customer service, and 

build long-term sustainability. Notable AmeriCorps accomplishments include:

• Realigned grant management structure by combining Program Officer and Grant Officer 

roles into the Portfolio Manager position and restructuring the workplace from 46 state 

offices to eight regional offices, resulting in better and more consistent customer service 

to grantees and enhanced career ladders for staff. 

• Created a dedicated Office of Monitoring to ensure effective compliance monitoring for 

the AmeriCorps grant portfolio, including enhancement of monitoring instruments, 

standardizing monitoring protocols, and using a grant risk model to inform monitoring 

decisions and align individual activities to specific risks.

• Provided new tools to help grantees improve their compliance rates with criminal history 

checks, resulting in greater compliance and reduced improper payment rates.

• Launched the first phase of the transition of key financial management systems and 

processes to a shared services platform to enhance accountability, standardize business 

processes, and ensure staff and partners receive timely, and reliable mission support. 

• Streamlined and simplified the application process, performance measures, and 

reporting requirements to reduce the burden on both our staff and grantees.
16

• Launched a new and more simplified AmeriCorps brand so that Americans are able to 

easily identify national service opportunities.
17

Organizational Structure

AmeriCorps Strategic Plan

AmeriCorps is currently developing its FY 2022 - 2026 Strategic Plan, which will guide

activities in the coming years to drive progress toward agency outcomes. This plan will be 

released along with the agency’s FY 2023 Congressional Budget Justification.
18

BILL LANGUAGE AND ANALYSIS

OPERATING EXPENSES

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

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

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

this title as ‘‘1990 Act’’), $921,120,000 2

[$843,115,000], notwithstanding sections 198B(b)(3), 

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

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

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

reviewers and electronic management of the grants cycle; (2) $19,538,000 [$18,538,000]

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

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

1990 Act; (3) $37,735,000 [$33,500,000] shall be available to carry out subtitle E of the 1990 

Act; and (4) $6,700,000 [$6,400,000] shall be available for expenses authorized under section

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

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

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

determination of need by the local community.

PAYMENT TO THE NATIONAL SERVICE TRUST

(INCLUDING TRANSFER OF FUNDS)

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

Act, $191,000,0003 [$185,000,000], to remain available until expended: Provided, That CNCS 

may transfer additional funds from the amount provided within ‘‘Operating Expenses’’ 

allocated to grants under subtitle C of title I of the 1990 Act to the National Service Trust 

upon determination that such transfer is necessary to support the activities of national service 

participants and after notice is transmitted to the Committees on Appropriations of the 

House of Representatives and the Senate: Provided further, That amounts appropriated for or 

transferred to the National Service Trust may be invested under section 145(b) of the 1990

Act without regard to the requirement to apportion funds under 31 U.S.C. 1513(b).

SALARIES AND EXPENSES

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

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

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

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

exceed $2,500 for official reception and representation expenses, $91,186,000 

[$86,487,000].

2 This amount differs from the Operating Expenses total presented in the FY 2022 President’s Budget Appendix. A supplemental 

correction note will be provided to the President’s Budget.

3 This amount differs from the Trust total presented in the FY 2022 President’s Budget Appendix. A supplemental correction 

note will be provided to the President’s Budget.
19

OFFICE OF INSPECTOR GENERAL

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

General Act of 1978, $6,960,00 [$6,500,000].

ADMINISTRATIVE PROVISIONS

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

delivery or policy only through public notice and comment rulemaking. For fiscal year 2022, 

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

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

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

CNCS to receive such information.

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

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

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

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

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

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

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

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

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

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

operations.

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

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

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

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

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

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

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

of NCPA; and

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

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

information, consistent with Public Law 92–544.

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

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

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

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

of the Act.
20

Sec. 407. Section 148(f)(2)(A)(i) of the 1990 Act shall be applied in fiscal year 2022 by striking 

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

national service position".

Sec. 408. (a) Section 137(a)(5) of the 1990 Act shall be applied in fiscal year 2022 as if the 

following were inserted before the period: “, or has submitted a request for consideration of 

administrative relief under the June 15, 2012 U.S. Department of Homeland Security policy on 

Exercising Discretion with Respect to Individuals Who Came to the United States as Children, 

a/k/a Deferred Action for Childhood Arrivals”.

 (b) Section 146(a)(3) of the 1990 Act shall be applied in fiscal year 2022 as if the following 

were inserted before the period: “, or has submitted a request for consideration of 

administrative relief under the June 15, 2012 U.S. Department of Homeland Security policy on 

Exercising Discretion with Respect to Individuals Who Came to the United States as Children, 

a/k/a Deferred Action for Childhood Arrivals”.

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

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

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

1990 Act if the participant—

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

section 137 of the 1990 Act; and

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

United States, is able to provide evidence from the Immigration and Naturalization 

Service that he or she is in the United States for other than a temporary purpose 

with the intention of becoming a citizen or permanent resident, or has submitted a 

request for consideration of administrative relief under the June 15, 2012 U.S. 

Department of Homeland Security policy on Exercising Discretion with Respect to 

Individuals Who Came to the United States as Children, a/k/a Deferred Action for 

Childhood Arrivals.
21

New Bill Language Analysis Explanation

Section 407. Transferability of Education Awards (VISTA)

Section 148(f)(2)(A)(i) of the 1990 Act shall be applied in fiscal year 

2022 by striking "a national service program that receives a grant 

under subtitle C" and inserting "an approved national service 

position".

Allows VISTA members age 

55 and older to transfer 

education awards to eligible 

individuals in the same 

manner those age 55 and 

older may do following 

service in AmeriCorps’ State 

and National program. 

Section 408. Expanding Education Award Eligibility to 

Non-Citizens

(a) Section 137(a)(5) of the 1990 Act shall be applied in fiscal year 2022 

as if the following were inserted before the period: “, or has submitted a 

request for consideration of administrative relief under the June 15, 

2012 U.S. Department of Homeland Security policy on Exercising 

Discretion with Respect to Individuals Who Came to the United States as 

Children, a/k/a Deferred Action for Childhood Arrivals”.

(b) Section 146(a)(3) of the 1990 Act shall be applied in fiscal year 2022 

as if the following were inserted before the period: “, or has submitted a 

request for consideration of administrative relief under the June 15, 

2012 U.S. Department of Homeland Security policy on Exercising 

Discretion with Respect to Individuals Who Came to the United States as 

Children, a/k/a Deferred Action for Childhood Arrivals”.

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

provision of law, a participant in a national service program carried out 

under the authority of the 1973 Act shall be eligible for the national 

service educational award described in subtitle D of title I of the 1990 

Act if the participant—

(1) meets the criteria specified in paragraphs (1) through (4) of 

subsection (a) of section 137 of the 1990 Act; and

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

permanent resident alien of the United States, is able to 

provide evidence from the Immigration and Naturalization 

Service that he or she is in the United States for other than a 

temporary purpose with the intention of becoming a citizen 

or permanent resident, or has submitted a request for 

consideration of administrative relief under the June 15, 

2012 U.S. Department of Homeland Security policy on 

Exercising Discretion with Respect to Individuals Who Came 

to the United States as Children, a/k/a Deferred Action for 

Childhood Arrivals.

Allows individuals with 

Deferred Action of 

Childhood Arrivals (DACA) 

status who successfully 

serve a term in AmeriCorps 

State and National, NCCC or 

VISTA, to be eligible for an 

Education Award.
22

AMERICORPS STATE AND NATIONAL

Program Summary

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

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

awards grants to organizations that engage AmeriCorps members who have dedicated 

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

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

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

preserving and restoring the environment; and addressing other needs identified by 

communities. AmeriCorps members are a valuable resource for many of our country’s most 

respected and innovative nonprofit organizations, enhancing their ability to get things done

with the people power of AmeriCorps members.

Investment in AmeriCorps State and National builds and strengthens the infrastructure of the 

nonprofit sector, increasing the scope and quality of services available to under-resourced 

communities. In addition, it leverages Americans in service to their communities.

Budget Summary (in thousands)

Items

FY 2020 

Enacted

FY 2021 

Enacted

FY 2022 

Budget

Delta 

FY 2021 - FY 2022

Competitive Grants $253,808 $270,771 $299,949 $29,178 

Formula Grants $142,892 $152,482 $168,925 $16,443 

Grants to Tribes $4,047 $4,319 $4,785 $466 

Grants to Territories $4,047 $4,319 $4,785 $466 

Subtotal Grants $404,794 $431,891 $478,444 $46,553 

Program Support $23,716 $23,205 $22,652 ($553)

Total $428,510 $455,096 $501,096 $46,000 

Budget Request and Priorities

The Budget provides $501.096 to AmeriCorps State and National, an increase of $46.0

million above the FY 2021 Enacted level that will fund approximately 52,000 members and 

support the following Administration priorities:

• Enhance opportunities to serve.

o Strategy: Increase support for member disability accommodation that will 

allow individuals with different abilities to serve in AmeriCorps State and 

National programs.

• Advance racial and economic equity; expand and enhance opportunities to serve;

build awareness, partnerships, and support for national service.

o Strategy: AmeriCorps State and National will include environmental 

stewardship, economic opportunity, and combating the adverse impact of 

COVID-19 as priorities in its FY 2022 Notice of Funding Opportunity.
23

Performance Results

Below is a selection of core metrics the program has used to track progress. 

Items

FY 2019 

Actuals

FY 2020 

Estimated

FY 2021 

Targets

FY 2022 

Targets

Percentage funding to projects with 

moderate or strong evidence 41% 51% 60% 65%

Member fill rate 78% 78% 82% 85%

Member retention rate 86% 86% 87% 88%

Discussion of Performance Results

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

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

priority projects in the coming years. Below are additional recent examples of program

success.

• During FY 2020, AmeriCorps State and National programs reported serving over 

57,000 veterans and active-duty military members and their families. Outcomes for 

veterans include improved access to medical care, increased health knowledge, and 

transition into safe and affordable housing.

• AmeriCorps State and National programs collectively served over 1.4 million children 

and youth in FY 2020. AmeriCorps members’ service helped to mitigate the impacts 

of school closures and other educational disruptions due to COVID-19.

Evidence/Research

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

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

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

• A 2020 preliminary impact report for the Public Lands Service Coalition Partnership 

that evaluated AmeriCorps conservation corps programs in Colorado, Delaware, 

Hawaii, Minnesota, Montana, New Mexico, and Utah found that:

o Participating AmeriCorps conservation corps programs were identified as 

important partners for land management agencies, primarily in tasks related to 

trails, invasive species, and fuels management. 

o Land management personnel who partnered with AmeriCorps conservation 

corps programs created or maintained 30 percent more of the trail miles they 

planned to accomplish in comparison to personnel not working with 

AmeriCorps programs. 

o Land management personnel who partnered with AmeriCorps conservation 

corps programs completed 42 percent more of the fuel-acres work they 

o planned to accomplish in comparison to personnel not working with 

AmeriCorps programs. 

o AmeriCorps conservation corps’ contribution to resource enhancement was 

rated the highest among all partner types.
24

• A 2019 quasi-experimental evaluation found significant positive effects of the West 

Virginia Energy Express summer reading program. Of the children that participated, 

68.7 percent maintained (4.2 percent) or improved (64.5 percent) their scores on 

reading achievement over the course of the Energy Express 2019 session. This rate of 

improvement is highly significant (p < 0.001) and reflects substantial progress in 

preventing summer learning loss.
25

AMERICORPS VISTA

Program Summary

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

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

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

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

These AmeriCorps members strengthen local initiatives that help Americans experiencing 

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

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

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

those without shelter find homes, and more.

AmeriCorps VISTA provides members to nonprofit community organizations and public 

agencies through an application process implemented by the Office of Regional Operations. 

Organizations seeking to sponsor a VISTA project must demonstrate a plan for building or 

expanding an anti-poverty initiative, community involvement in the project planning,

recruiting and supporting members, and the sustainability of the VISTA project activities. 

AmeriCorps provides members with a modest living allowance, orientation and training, 

health care support, and support for childcare and relocation costs (if eligible). Members also 

select between two end-of-service benefits: either a cash stipend paid out of the VISTA 

appropriation, or the Segal AmeriCorps Education Award, paid out of the National Service 

Trust. 

AmeriCorps VISTA sponsoring organizations absorb most of the costs related to project 

supervision and logistical support. AmeriCorps VISTA provides grants to approximately one

third of its project sponsors to cover all or a portion of the supervision, training, and 

transportation expenses associated with administering the VISTA project. Sponsors may 

participate in a cost-share agreement with AmeriCorps by paying the living allowance for one 

or more members, a practice which allows AmeriCorps to increase the overall VISTA 

resource. 
26

Budget Summary (in thousands)

Items

FY 2020 

Enacted

FY 2021 

Enacted

FY 2022 

Budget

Delta

FY 2021 – FY 2022

Subsistence $64,223 $70,911 $73,827 $2,916

Post Service Stipend $2,276 $2,500 $2,800 $300

Healthcare $3,467 $3,000 $3,500 $500

Childcare $610 $641 $672 $31

Travel $3,041 $1,365 $1,565 $200

Training $3,300 $1,036 $2,000 $964

Sub-Total Direct Member 

Costs: $76,917 $79,453 $84,364 $4,911

Grants $11,502 $12,625 $13,500 $875

Recruitment $1,479 $1,125 $1,300 $175

Evaluation $0 $159 $1,000 $841

Program Admin/Support $3,676 $4,002 $3,700 -$302

Total $93,574 $97,364 $103,864 $6,500

Budget Request and Priorities

The Budget provides $103.864 million to AmeriCorps VISTA, an increase of $6.5 million

above the FY 2021 Enacted level that will fund approximately 8,000 members and support 

the following Administration priorities:

• Expand and enhance opportunities to serve.

o Strategy: Investigate member attrition and identify strategies for equitable

VISTA member retention.

• Advance racial and economic equity

o Strategy: Prioritize food security as a program area for current and new 

projects. 

o Strategy: Prioritize projects that combat the adverse impact of COVID-19.

Performance Results

The following table provides a selection of core metrics the program has used to track 

results. Results and targets for future years are based on current policy. New measures are 

under consideration and will be added as the agency develops the FY 2022 – FY 2026 

Strategic Plan.
27

Items

FY 2019 

Actuals

FY 2020 

Actuals

FY 2021 

Targets

FY 2022 

Targets

Community volunteers 

mobilized 550,500 451,000 451,000 451,000

Additional cash resources 

generated $134,000,000 $159,000,000 $159,000,000 $159,000,000

Additional in-kind resources 

generated $39,000,000 $40,000,000 $40,000,000 $40,000,000

Percent of participating 

organizations reporting that 

they gained capacity through 

VISTA 92% 93% 93% 93%

Discussion of Performance Results

AmeriCorps VISTA focuses its investment on supporting local initiatives that address poverty.

VISTA will target projects that help Americans respond to and recover from the effects of the 

COVID-19 pandemic, particularly on efforts that promote food security. AmeriCorps VISTA 

will continue to carry out that support through a broad range of capacity-building activities 

that mobilize community members, leverage cash and in-kind resources, develop new 

partnerships, and help project activities become more sustainable, even after the VISTA 

resource is gone. 

In FY 2022, each of these capacity-building activities is important as many organizations that 

typically host AmeriCorps VISTA members (nonprofit organizations and public agencies)

experienced destabilizing stresses during the COVID-19 pandemic. As a result, these 

organizations face funding and volunteer shortfalls and disruptions in the support of 

community members in need. 

These challenges, which also affected how VISTA members carried out their service in FY

2020 and FY 2021, present opportunities for members to help strengthen initiatives and 

agencies to build back better. Because of the dislocation of organizations and programs, 

performance results are more difficult to accurately forecast in FY 2022 and beyond.

One specific example of the impact of the COVID-19 pandemic on AmeriCorps VISTA 

sponsors is the decline of participation in the cost share program. In FY 2019, cost 

share accounted for 19.3 percent of Member Service Years (MSYs).4 This fell to 15.7 percent

in FY 2020 and to 13.2 percent to date in FY 2021. As cost share participation declines, 

keeping the same number of members in service becomes more expensive for VISTA.

AmeriCorps VISTA awarded over 700 projects in FY 2020. Below are recent initiatives and 

awards that reflect VISTA’s community-driven approach:

• Initiated $2 million in VISTA projects to reduce hunger in needy communities. The 

projects will support approximately 75 new AmeriCorps members in New Hampshire, 

Maine, Ohio, and Texas to combat the growing hunger crisis. AmeriCorps will also 

4 A Member Service Year (MSY) represents a program participant service term.
28

conduct case studies of these projects to document for learning, program 

improvement, and future replication.

• Awarded a continuation of AmeriCorps VISTA resources to Catholic Charities of 

Northeast Kansas, a human service nonprofit that assists high-risk, low-income 

individuals throughout the 21 counties of Northeast Kansas. The project will directly 

serve over 7,000 people. Eight members will establish the Volunteer In Tax Assistance 

(VITA) program in new areas and Summer Food sites in rural food deserts; create 

educational processes and materials for new immigrants; recruit and train skilled 

volunteers, and improve the efficiency of food distribution in 21 counties.

• Expanded the number of AmeriCorps VISTAs serving with the Oregon Health 

Authority (OHA) VISTA Partnership Project, a statewide project with 35 VISTAS serving 

across the state of Oregon that will enable the project to pivot to statewide COVID-19 

vaccine outreach and education efforts starting in June 2021. The OHA VISTA 

Partnership Project was originally designed to alleviate, prevent, and reduce poverty 

by engaging new public health professionals in a year of full-time service in major 

public health organizations to create or expand public health systems capacity.

Evidence/Research

AmeriCorps VISTA collects evidence through community-strengthening performance 

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

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

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

following is a selection of relevant studies.

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

One study used newly released data from the Internal Revenue Service and AmeriCorps 

administrative data on VISTA placements. Advanced statistical methods were used to match 

similar nonprofits and strengthen inference about the role played by VISTA. Researchers 

found that nonprofits that receive VISTA service members show higher levels of both 

volunteers and donations two years later than matched nonprofits that did not receive VISTA 

members. Researchers then followed the trajectories of VISTA receiving organizations from 

2010 to 2016 and found a robust relationship of VISTA service to volunteering. These 

findings reinforce that VISTA is an important resource for organization-poor communities.

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

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

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

AmeriCorps VISTA members are serving, communities had improved subjective well-being, 

achieved primarily by mitigating threats to well-being and positively increasing engagement.

Another AmeriCorps VISTA study currently underway under the agency’s Strategic Evidence 

Plan5 is an assessment of the sponsor experience in implementing VISTA projects, including

promising practices and challenges. The agency anticipates completing this mixed-method 

study by October 2021 and will use results to inform managements decisions on program 

design and delivery.

5 https://americorps.gov/sites/default/files/documents/CNCS%20Strategic%20Evidence%20Plan%20FY2020_508.pdf
29

AMERICORPS NCCC

Program Summary

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

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

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

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

to natural disasters. Beginning in Fiscal Year 2020, AmeriCorps NCCC extended the term of 

service for AmeriCorps NCCC-FEMA Corps to 12 months. This extension of the service term 

allows members to gain more specialized experience while in the program, which expands 

their pathways to employment and increases eligibility opportunities in the government.

The service, training, and certification provided by AmeriCorps NCCC increases members’ 

employment skills, leadership abilities, and economic opportunities, particularly for those 

from disadvantaged circumstances. Members help communities address needs such as 

COVID-19 contact tracing and testing, supporting COVID-19 vaccination centers, responding 

to disasters, helping provide food to those with unmet nutritional needs, and other activities.

Budget Summary (in thousands)

FY 2020 

Enacted

FY 2021 

Enacted

FY 2022 

Budget

Delta 

FY 2021 – FY 2022

Program Support $19,500 $20,100 $22,641 $2,541

Program Operations $13,000 $13,400 $15,094 $1,694

Total $32,500 $33,500 $37,735 $4,235

Budget Request and Priorities

The Budget provides $37.735 million to AmeriCorps NCCC, an increase of $4.2 million

above the FY 2021 Enacted level that will fund 2,080 members (1,440 in the traditional 

program and 640 in the AmeriCorps NCCC-FEMA Corps program) and support the following

Administration priorities:

• Advance racial and economic equity.

o Strategy: Engage in service projects that meet the highest priority needs in 

states and communities.

o Strategy: Expand the reach of AmeriCorps NCCC through the addition of 80 

members.

o Strategy: Build and manage diverse teams that learn how to work and succeed 

together.

• Expand and enhance opportunities to serve.

o Strategy: Expand proven best practices in recruitment as recognized by the 

agency’s Diversity, Equity, and Inclusion working groups including webinars, 

video content in the voice of serving members, inclusive recruitment materials. 

o Strategy: Strengthen the program’s behavioral health framework to support 

emerging needs of members to best ensure a safe and successful service term.
30

In addition to the Administration priorities above, AmeriCorps NCCC will improve physical 

security posture of all AmeriCorps NCCC facilities. 

AmeriCorps NCCC will expand mission impact with the addition of 80 members in the 

traditional program to support the priority needs around climate change and military 

veterans. The additional members will contribute more than 136,000 service hours in 

approximately 32 different communities and sponsoring agencies across the United States to 

meet the nation’s needs. The funding requirements for these AmeriCorps members will 

include all direct and indirect costs associated with training, equipping, deploying, and 

supporting them in their intensive 10-month service term. 

As with all AmeriCorps members that serve in the NCCC program, they will emerge as 

stronger leaders with expanded professional and life skills that know how to leverage the 

most from diverse teams and with clear pathways to employment following their successful 

service. The Budget increase will provide for a 28 percent increase in the daily food 

allowance for AmeriCorps members serving in the NCCC program. These priority increases 

in allowances provide additional flexibility and support to members to meet rising cost of 

living increases.

AmeriCorps NCCC has seen significant, positive progress in recruitment efforts over the last 

two years. With the proposed budget increase, AmeriCorps NCCC will increase investments 

in proven recruitment strategies that have resulted in the general pool of applicants 

increasing year to year. That includes the development of more member experience videos, 

boosting and targeting of social media posts, expanded webinars, and expanded 

advertising. This will also allow AmeriCorps NCCC to develop specific campaigns to market 

and recruit a more diverse corps and create a more inclusive marketing and recruitment 

process for all applicants.

Performance Results

The following table provides a selection of core metrics the program has used to track 

progress. New measures are under consideration and will be added as the agency develops 

the FY 2022 - 2026 Strategic Plan.
31

Items

FY 2019 

Actuals

FY 2020 

Actuals

FY 2021 

Targets

FY 2022 

Targets

Feet of fencing built or repaired in 

protected lands 244,144 54,572 56,721 68,065

Acres of land burned in prescribed 

burns to prevent fires 6,187 5,232 17,024 20,429

People assisted in disaster areas 267,387 107,250 464,987 557,984

Number of strategic disaster 

response reports created for FEMA 

operations 5 287 96 115

Pounds of donations sorted 927,643 478,988 1,030,866 1,237,039

People assisted with language 

barriers to receive public service 1,028 4,681 10,895 8,716

Number of disadvantaged youth 

assisted 6,392 1,112 20,879 25,056

Total Hours Served 2,201,579 1,700,182 1,902,913 2,283,495

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

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

successfully helping communities in target agency objectives. Below are recent examples of 

related success (FY 2020 unless otherwise noted):

• Developed and executed a recruitment strategy that has steadily increased the 

number of applicants over the last 18 months. 

• Created systems, protocols, and guidelines to safely return members to in-person 

service activities in May 2020.

• Signed an interagency agreement with the US Forest Service to support 30 

AmeriCorps members responding to US Forest Service projects and priorities (FY 

2019).

• Expanded Member safety and support by establishing a sexual assault response 

hotline, developing behavioral health training platform, and implementing new 

behavioral health call-in resources.

• Assessed facility safety and security through onsite assessments led by the Federal 

Protective Services (FY 2019). 

• Invested in the modernization of training by developing new e-learning sessions to 

standardize content and be more inclusive of different learning styles.

To find out more about AmeriCorps NCCC projects, please visit the agency website and 

review the program’s latest deployment reports.6

Evidence/Research

AmeriCorps NCCC collects evidence through community strengthening performance 

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

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

6 https://americorps.gov/serve/fit-finder/americorps-nccc/deployment-reports
32

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

Evaluation (relevant recent studies). Below is a selection of studies AmeriCorps NCCC is 

participating in under the agency’s Strategic Evidence Plan.

7

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

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

strengthening communities. In collaboration with the Office of Research and 

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

analysis will help NCCC determine program effectiveness, support management 

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

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

generated analyses on member and community outcomes in the short-term. Using the 

data from member exit surveys and sponsor surveys, NCCC can identify successes 

and opportunities throughout the program. These analyses span several years and 

provide NCCC with trends and insight into the immediate outcomes of the program. 

These analyses support strategy adjustment and increasing the return of NCCC 

service on members and communities. 

In addition, AmeriCorps NCCC continues to optimize its operations, to include taking steps 

to mitigate COVID-19 across program operations. These steps include implementing mask 

requirements and physical distancing. Through these efforts the program has not 

experienced an outbreak during the pandemic.

7 https://americorps.gov/sites/default/files/documents/CNCS Strategic Evidence Plan FY2020_508.pdf
33

STATE SERVICE COMMISSION SUPPORT GRANTS

Program Summary

State Service Commissions conduct outreach to prospective AmeriCorps grantees, 

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

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

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

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

encouraging service and volunteerism throughout its respective states in collaboration with 

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

(VOADs), and other constituencies. 

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

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

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

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

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

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

subgrantees in its portfolio. Thus, the strength and capacity of the State Service Commissions 

is integral to the success of AmeriCorps.

Budget Summary (in thousands)

Item

FY 2020 

Enacted

FY 2021 

Enacted

FY 2022 

Budget

Delta 

FY 2021 – FY 2022

State Commission Grants $17,538 $18,538 $19,538 $1,000

Total $17,538 $18,538 $19,538 $1,000

Budget Request and Priorities

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

of $1.0 million above the FY 2021 Enacted level that will fund the following Administration

priorities:

• Expand and enhance opportunities to serve. 

o Strategy: Engage at the state and community level to build and strengthen 

partnerships that lead to the development of AmeriCorps programs. 

• Effectively steward taxpayer resources. 

o Strategy: Responsibly utilizing their Commission Support and Community 

Investment Grants. 

Performance Results

Below is a selection of core metrics the program has used to track progress. As State Service 

Commissions are independent partners from the agency, the metrics are focused on the 

deliverables from grants they receive from the agency.
34

Items

FY 2019 

Actuals

FY 2020 

Estimated8

FY 2021 

Targets

FY 2022 

Targets

Number of new applicants to 

commissions’ AmeriCorps 

competitions 282 305 320 340

Percentage of commission 

subgrantees reporting 

improved capacity as a result of 

commission training, technical 

assistance, and monitoring 61% 70% 75% 80%

Discussion of Performance Results

State Service Commissions will continue to prioritize providing technical assistance and 

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

• In FY 2019, state commissions collectively reported recruiting and/or managing nearly 

24,000 volunteers to meet key needs in their states.

• During 2019, the Michigan Community Service Commission initiated a new Corporate 

Volunteer Partnership Network (CPVN). The CPVN is designed to maximize the 

collective impact of businesses as they engage volunteers across Michigan. It allows 

them to share best practices and approaches, as well as discuss challenges and trends 

in implementing and growing their corporate volunteer programs. The CPVN will 

include a training and programming agenda to facilitate learning and networking 

among its members and will recognize exemplary programs for their impact. 

• Serve Minnesota established a 12-member Recruitment and Retention Advisory Panel 

in 2019 to help the commission authentically and successfully increase the recruitment 

and retention of AmeriCorps members of color. The commission is utilizing advisory 

members’ insight and guidance to:

o Reach out to diverse Twin Cities communities to recruit members who reflect 

the children and adults served through their AmeriCorps programs.

o Develop stronger, more focused strategies that help retain current members of 

color and address their unique challenges.

o Establish richer and deeper community connections that help raise the 

commission’s visibility and build awareness about career and other 

opportunities that come with a transformative year of community service.

8 FY 2020 number of new applicants to commission’s AmeriCorps competition is a final actual result. The other FY 2020 measure 

value is an estimate.
35

AMERICORPS SENIORS RSVP

Program Summary

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

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

support food pantries, help the elderly live independently, and much more. RSVP provides 

flexible volunteer opportunities for AmeriCorps Seniors volunteers to serve in the 

communities where they live. As communities reopen and recover from the COVID-19 

pandemic, senior volunteers will be needed now more than ever.

AmeriCorps Seniors volunteers are placed in local community organizations to help those 

organizations meet community needs and fulfill their missions. The flexibility of the RSVP 

program allows communities to engage senior volunteers in a variety of ways. The program 

also allows volunteers to choose what opportunities are the best fit for their interest, skills, 

and availabilities. RSVP volunteers are not compensated while on assignment, except for

optional insurance coverage and mileage reimbursement. However, these AmeriCorps 

Seniors RSVP volunteers gain the benefits of service, which include social engagement, 

improved health and wellness, and purpose.

AmeriCorps Seniors RSVP grants are offered to eligible sponsoring organizations, including 

nonprofit organizations and state, local, and tribal governments to support program 

management. The required non-Federal share is 10 percent of the total grant in year one, 20

percent in year two, and 30 percent in year three and all subsequent years. As outlined in the 

Serve America Act, RSVP competitive awards are made for a three-year period that is 

followed by a three-year administrative renewal cycle.

Budget Summary

Items

FY 2020 

Enacted

FY 2021 

Enacted

FY 2022 

Budget

Delta 

FY 2021 - FY 2022

Grants $49,960 $50,977 $52,349 $1,372 

Business Support $1,395 $2,378 $2,756 $378

Total $51,355 $53,355 $55,105 $1,750 

Budget Request and Priorities

The Budget provides $55.105 million to AmeriCorps Seniors RSVP, an increase of $1.750

million above the FY 2021 Enacted level that will support the following Administration

priorities: 

• Advance racial and economic equity.

Strategy: Work to increase the number of RSVP grantees in Tribal Nations and 

communities of color. 

o Strategy: Remove barriers and provide additional technical assistance for 

grantees who are underrepresented in the RSVP portfolio by reviewing 

grantmaking through the lens of diversity, equity, and inclusion.
36

o Strategy: Employ outreach strategies to reach communities and organizations 

that are underrepresented in the RSVP portfolio, including targeting 

geographies that are not served by AmeriCorps Seniors.

o Strategy: Continue to work with AmeriCorps’ Special Advisors to identify 

Administration priorities that RSVP volunteers could support and contribute 

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

recovery efforts, learning loss support for children and youth, and food 

insecurity.

• Expand and enhance opportunities to serve.

o Strategy: Increase RSVP programs by an estimated five programs and 1,000 

volunteers.

o Strategy: Work with current grantees to expand their services into additional 

geographic areas and explore new service opportunities to meet community 

needs. 

In addition to the priorities above, AmeriCorps Seniors RSVP will also support other 

Administration priorities:

• Serve Veterans and Military Families. RSVP volunteers serve veterans and military 

families by helping to ensure isolated veterans have someone to check on them 

regularly, and to provide transportation services to ensure veterans do not miss a

medical appointment. In total, 42,980 United States Armed Forces service member

veterans are currently being served by AmeriCorps Seniors volunteers.

• Increase Food Security. RSVP supports food security through the efforts of volunteers 

at food pantries and food delivery nonprofits across the country. 

• Support Public Health. RSVP members supported the COVID-19 vaccination efforts by 

providing vaccinations, vaccination education, contact tracing, rides to appointments, 

vaccination center capacity, and registration. AmeriCorps Seniors will continue to 

work on public health projects that support underserved communities through 

partnerships with Federally Qualified Health Centers and like organizations. 

• Work with communities to identify needs.

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

promotional and recruitment materials and resources as well as support outreach to new 

communities and potential grantees. Also included are funds to support a national grantee 

convening which includes training and technical assistance opportunities for current 

grantees.

Performance Results

The following table provides a selection of core metrics the program has used to track 

progress. New measures are under consideration and will be added as the agency develops 

the FY 2022-2026 Strategic Plan.
37

FY 2019 

Actuals

FY 2020 

Actuals9

FY 2021 

Targets

FY 2022 

Targets 

Number of children tutored or 

mentored 69,000 55,000 55,000 56,000 

Number of seniors who received 

support to help them live 

independently 340,000 282,000 282,000 282,000

Total number of veterans served 175,000 141,000 141,000 145,000 

Number of individuals reporting 

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

Number of individuals receiving 

services related to increasing 

economic opportunity 140,000 140,000 140,000 145,000 

Discussion of Performance Results

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

support programming that strengthens communities while starting to focus on new 

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

million hours of service in their communities. Through a network of 679 grantees, 146,663 

AmeriCorps Seniors RSVP volunteers expanded the capacity of more than 16,680 community 

organizations nationwide to deliver essential services. Working through such infrastructure 

networks as Area Agencies on Aging, Volunteer Centers, United Ways, social services 

agencies, and other eligible grantees to fund local organizations that are tackling local 

problems. 

Below are recent examples of related success (FY 2020 unless otherwise noted):

The Colorado Containment Response Corps (CCRC) is an initiative created in June 2020 

through a partnership between Governor Jared Polis and the Colorado Department of Public 

Health and Environment (CDPHE), AmeriCorps, Serve Colorado, and Gary Community 

Investments. Through this initiative two AmeriCorps Senior RSVP programs, Cultivate and 

Volunteers of America Colorado provided support to Local Public Health Authorities to 

respond to COVID-19 cases, allowing information on isolation and quarantine to be shared 

quickly. 

• Since the inception of the program, AmeriCorps Seniors RSVP volunteers have 

investigated 2,947 cases, completed 1,597 contact notifications, and completed an 

estimated 41,622 test result calls.10

• In 2020, according to CDPHE the AmeriCorps Senior volunteers serving in RSVP had a 

comparatively lower “rate of refusal”, between 3-7 percent as compared to 8-12

9 The counts of individuals reporting increased food security and receiving economic opportunity-related services are derived 

from Progress Reports (PPR), which is an annual report due 30-days after a grant’s period of performance. RSVP grantees are on 

two cycles (4/1-3/30 and 7/1-6/30). Thus, 2019 counts are used rather than FY 2020 actuals as some RSVP grantees are still in 

their period of performance.

10 As of April 12, 2021
38

percent with other national service programs. The rate of refusal is the rate individuals

who were contacted to be interviewed due to positive COVID-19 test results refused 

the interview.

• RSVP volunteers served over 23,958 hours.11

Evidence/Research

AmeriCorps Seniors RSVP collects evidence through performance measures, administrative 

data, and awardee-specific research projects. 

In 2019, AmeriCorps Seniors partnered with JBS International, Inc., an independent 

contractor to analyze ten years of internal AmeriCorps Seniors data. The internal reports and 

analysis used administrative datasets for applicant organizations, risk assessments, applicant 

review forms, progress reports, progress report supplements, performance measures, 

geographic footprint, Federal Financial Reports, and sponsor organization budgets to 

support their AmeriCorps Seniors grants. This project addressed the following topic areas 

which were used to inform decision making and overall management of the program:

• Considered portfolio stability and turnover, and the identifiable factors affecting this.

• Geographic footprint looked at the placement of sponsors and service sites (stations) 

over time and in relation to the location of communities in need.

• Valuation of services looked at the Federal investment in AmeriCorps Seniors’ 

sponsors over time, and in comparison, to similar programs.

• Performance measurement analyzed investment of AmeriCorps Seniors’ resources in 

focus areas, objectives, and measures over time.

• Grantee budget requirements and execution examined grantee fiscal information to 

learn how grants are fiscally executed.

• Application assessment related to grant performance looked at the relationship 

between risk assessments of grant applications and actual performance of funded 

grantees.

Related data is used to inform annual award decisions and coordinate research proposals 

with the Office of Research and Evaluation. In accordance with the agency’s Strategic 

Evidence Plan12, the agency is currently assessing the following studies: 

• In 2018, AmeriCorps Seniors partnered with ICF, Inc., an independent contractor, to 

engage numerous case studies of RSVP grantees on key topics such as 

relinquishments, a comparative analysis of new grantees, and evidence-based 

program implementation. These reports were not designed to be published publicly 

or shared outside of AmeriCorps staff but have provided insight to guide the 

administration and management AmeriCorps Seniors’ grants.

• In 2019, JBS International, Inc. published A Systematic Review of Senior Corps' Impact 

on Volunteers and Program Beneficiaries.

13 This review of 27 evaluation studies 

11 As of April 12, 2021

12 https://americorps.gov/sites/default/files/documents/CNCS%20Strategic%20Evidence%20Plan%20FY2020_508.pdf 13 https://americorps.gov/evidence-exchange/A-Systematic-Review-of-Senior-Corps%E2%80%99-Impact-on-Volunteers-andProgram-Beneficiaries
39

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

the strength of the evidence base for AmeriCorps Seniors, (2) contextualize these 

findings within the larger literature on the impacts of volunteering for older adults, 

and (3) offer recommendations and lessons learned from this review. Findings show a 

positive impact of AmeriCorps Seniors participation (75 percent of the outcomes 

studied having positive results) on both volunteers and beneficiaries. The majority of 

the evaluations reviewed examined psychosocial and physical health outcomes. 

Consequently, the majority of the positive outcomes observed for volunteers are in 

these two domains.

As part of AmeriCorps’ continued effort to increase the impact of its programs, AmeriCorps 

Seniors RSVP has successfully implemented agency performance measures across its 

portfolio. In FY 2020, AmeriCorps Seniors’ enacted an RSVP application process that included 

validated selection criteria that contained information on past performance for grantees 

renewing their grant. AmeriCorps Seniors RSVP grantees that are renewing and continuing 

their grants in FY 2021 will also be required to link Federal funding to the number of 

volunteers engaged in national performance measures. AmeriCorps will continue assessing 

RSVP grants that were competitively awarded and will either administratively renew 

successful grants or terminate unsuccessful grantees. AmeriCorps will continue to require all 

administratively renewed grants to demonstrate full compliance with AmeriCorps national 

performance measure goals.
40

AMERICORPS SENIORS FOSTER GRANDPARENTS PROGRAM (FGP)

Program Summary

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

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

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

support to children with special or exceptional needs, or who are at academic, social, or 

financial disadvantage. Children and youth served by the program benefit immensely from 

the additional support FGP volunteers provide as a presence in their lives. In turn, 

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

their quality of life, their health and wellness, and they gain a strong sense of purpose. 

AmeriCorps Seniors volunteers in FGP serve between five and 40 hours per week, and 

income-eligible volunteers receive a modest hourly stipend. AmeriCorps Seniors volunteers 

in FGP also receive service-related insurance, mileage reimbursement and other nonmonetary incentives. AmeriCorps Seniors FGP grants are provided to eligible sponsoring 

organizations, including nonprofit organizations and state, local, and Tribal governments. The 

required non-federal share is 10 percent of the total budget.

Budget Summary (in thousands)

Items

FY 2020 

Enacted

FY 2021 

Enacted

FY 2022 

Budget

Delta

FY 2021 - FY 2022

Grants $113,817 $113,259 $124,368 $11,109 

Business Support $4,982 $5,540 $6,546 $1,006

Total $118,799 $118,799 $130,914 $12,115 

Budget Request and Priorities

The Budget provides $130.914 million to the AmeriCorps Seniors Foster Grand Parents 

Program, an increase of $12.1 million above the FY 2021 Enacted level that will support the 

following Administration priorities: 

• Advance racial and economic equity.

o Strategy: Increase the AmeriCorps Seniors FGP stipend from $3.00 to $3.50 

per hour to allow low-income seniors to serve as FGP volunteers in their 

communities. 

o Strategy: Remove barriers and provide additional technical assistance for 

grantees who are underrepresented in the FGP portfolio by reviewing 

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

o Strategy: Support improved benefits (the stipend increase) for low-income 

seniors participating in FGP programming. Ninety plus percent of participants

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

African American. This stipend increase does not only speak to bringing equity 

amongst AmeriCorps programs, but to the Administration’s priorities of racial 

equity and supporting older Americans.

• Expand and enhance opportunities to serve.
41

o Strategy: Continue to support current grantees in implementing high quality 

programs to support children and youth in academic and social-emotional 

growth.

o Strategy: Employ outreach strategies to reach communities and organizations 

that are underrepresented in the FGP portfolio, including targeting 

geographies that are not served by AmeriCorps Seniors, when funding comes 

available through program turnover. 

o Strategy: Work with current grantees to expand their services into additional 

geographic areas and explore new service opportunities to meet community 

needs when funding comes available through program turnover. 

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

promotional and recruitment materials and resources as well as support outreach to new 

communities and potential grantees. Also included are funds to support a national grantee 

convening which will include training and technical assistance opportunities for current 

grantees.

Performance Results

Below is a selection of core metrics the program has used to track progress. New measures 

are under consideration and will be added as the agency develops the FY 2022 – FY 2026 

Strategic Plan.

Items

FY 2019 

Actuals

FY 2020 

Actuals

FY 2021 

Targets

FY 2022 

Targets 

Number of children mentored 70,000 60,000 60,000 60,000

Number of children served14 164,000 116,000 116,000 116,000

Discussion of Performance Results

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

support programming that strengthens communities while focusing on new Administration 

priorities and longstanding statutory focus areas. In FY 2020, AmeriCorps Seniors volunteers 

in FGP delivered 11.9 million hours of service in their communities. Through a network of 324 

grantees, 19,553 AmeriCorps Seniors FGP volunteers expanded the capacity of more than 

8,250 community organizations nationwide to deliver essential services. Working through 

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

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

tackling local problems. The following are recent examples of related success (FY 2020 

unless otherwise noted).

New Opportunities, Inc., sponsor of the AmeriCorps Seniors Central Naugatuck Valley Foster 

Grandparent Program, continues to support the Greater Waterbury communities in 

Connecticut through creative, relevant service activities that support low-income families and 

students with the greatest needs.

14 Measure includes activities such as tutoring and social/emotional support.
42

• AmeriCorps Seniors FGP volunteers supported their communities by virtual read 

aloud recordings and safe, distanced in-person services outdoors and at operating 

childcare centers. The program is in the process of developing Story Walks at school 

and community sites to provide an outdoor learning to explore nature and books with 

students and families. Volunteers have also participated in other safe events that 

support children and engage families including a Book and Milk Donation Drive 

where families where able to receive free milk and books and see a familiar friendly 

face of the volunteers.

• AmeriCorps Seniors FGP volunteers supported at least 320 students and families 

through the variety of efforts and engagements of the project. 

• AmeriCorps Seniors FGP volunteers have not been able to serve in-person at their 

school sites for over a year. Many volunteers have been isolated and lack the 

knowledge or resources to connect virtually. Staff and other volunteers have 

supported each other during this time through phone calls, writing letters and safely

connecting with one another in small groups at outdoor gatherings. 

The Opportunity Alliance Cumberland/York FGP (Foster Grandparent Program), during this 

unprecedented pandemic time, has pivoted to safe remote ways for 42 of their 88 FGP 

volunteers in 17 of 30 schools by having AmeriCorps Seniors volunteers in FGP participate in 

their Pen Pals Program, conduct Remote Zoom learning, and provide classroom curriculum 

development as alternative activities during COVID-19.

• 42 AmeriCorps Seniors FGP volunteers have been in service with 17 schools and child 

development centers during the pandemic, tutoring remotely via Zoom/Google 

classroom, coordinating a Pen Pal Project and/or developing academic activity 

packets for their students.

• Impact has been tremendous as is illustrated by these comments from their teachers:

o “The kids love reading with her!” – teacher (Windham primary) about Foster 

Grandparent Bonnie reading with students via zoom.

o “My Foster Grammy, 'Bestie,' has been a Pen Pal with each student in my class 

this year. On remote days, students write a letter to her and each week she 

comes to school (after dismissal) to pick up each letter and delivers any new

letters she has written to each student. In January, Bestie included a knit hat 

which she embroidered with each student's initial! Each hat and personal letter 

was revealed to each student at the end of our reading of Jan Brett's story, The 

Hat. This was met with extreme excitement from each student. Although 

students have not met Bestie in person, this week we plan on having her join 

our weekly GoogleMeet so students can personally thank her and continue 

their relationship with her." - teacher, Reiche School

Evidence/Research

AmeriCorps Seniors FGP collects evidence through performance measures, administrative 

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

In 2018, AmeriCorps Seniors partnered with ICF, Inc., an independent contractor, to engage 

numerous case studies of FGP grantees on key topics such as relinquishments, a comparative 
43

analysis of new grantees, and evidence-based program implementation. These reports were 

not designed to be published publicly or shared outside of AmeriCorps staff but have 

provided insight to guide the administration and management of AmeriCorps Seniors’ 

grants.

This review of 27 evaluation studies completed on the effectiveness of AmeriCorps Seniors 

was intended to: (1) identify the strength of the evidence base for AmeriCorps Seniors, (2) 

contextualize these findings within the larger literature on the impacts of volunteering for 

older adults, and (3) offer recommendations and lessons learned from this review. Findings 

show a positive impact of AmeriCorps Seniors participation (75 percent of the outcomes 

studied having positive results) on both volunteers and beneficiaries. The majority of the 

evaluations reviewed examined psychosocial and physical health outcomes. Consequently, 

the majority of the positive outcomes observed for volunteers are in these two domains.

In 2018, JBS International, Inc. published Longitudinal Study of Foster Grandparent and 

Senior Companion Programs: Service Delivery Implications and Health Benefits to the 

Volunteers, a longitudinal evaluation of FGP and the AmeriCorps Senior Companion Program

to build an evidence base of these programs’ effectiveness, as well as to assess next steps in 

strengthening and expanding the national service programs in support of overall adult health 

and well-being.

15 This multi-year study found the following:

• AmeriCorps Seniors’ volunteers reported significantly higher self-rated health scores 

compared with older adults in similar circumstances who do not volunteer, and a 

significant number of AmeriCorps Seniors’ volunteers showed stable health.

• Thirty-two percent of volunteers who reported good health at baseline reported 

improved health at the two-year follow-up, and 55 percent of volunteers who reported 

good health at baseline continued to report good health at the two-year follow-up.

• After two years of volunteering with AmeriCorps Seniors, 78 percent of those who 

reported more than five symptoms of depression at the beginning of the study said 

that they felt less depressed two years later.

• 88 percent of those who first described a lack of companionship said they felt less 

isolated after two years. In 2019, JBS International, Inc. published A Systematic Review 

of Senior Corps’ Impact on Volunteers and Program Beneficiaries. 

In 2019, AmeriCorps Seniors partnered with JBS International, Inc., an independent 

contractor to analyze ten years of internal AmeriCorps Seniors data. The internal reports and 

analysis used administrative datasets for applicant organizations, risk assessments, applicant 

review forms, progress reports, progress report supplements, performance measures, 

geographic footprint, Federal Financial Reports, and sponsor organization budgets to 

support their AmeriCorps Seniors grants. This project addressed the following topic areas 

which were used to inform decision making and overall management of the program:

• Portfolio stability and turnover, and the identifiable factors affecting this.

15

https://americorps.gov/sites/default/files/evidenceexchange/CNCS_Senior_Corps_Long_Study_FGP_SCP_Research_Brief_508_

1.pdf
44

• Geographic footprint based on the placement of sponsors and service sites (stations) 

over time and in relation to the location of communities in need.

• Valuation of services, the Federal investment in AmeriCorps Seniors’ sponsors over 

time, and in comparison, to similar programs.

• Performance measurement, the investment of AmeriCorps Seniors’ resources in focus 

areas, objectives, and measures over time.

• Grantee budget requirements and execution using grantee fiscal information to learn 

how grants are fiscally executed.

• Application assessment related to grant performance and the relationship between 

risk assessments of grant applications and actual performance of funded grantees.

Related data is used to inform annual award decisions and coordinate research proposals 

with the Office of Research and Evaluation. In accordance with the agency’s Strategic 

Evidence Plan16, the agency is currently assessing the following study:

In 2020, ICF, Inc. published Return on Investment Study: AmeriCorps Seniors Foster 

Grandparent Program and Senior Companion Program which explored and quantified the 

return on investment (ROI) of the FGP and SCP programs.17 This study estimates that:

• The AmeriCorps Seniors Foster Grandparent Program (FGP) and Senior Companion 

Program (SCP) generate an ROI of $3.50 per funder dollar. FGP has an ROI of $2.75 

per funder dollar.

• AmeriCorps Seniors FGP & SCP contributed to the savings in healthcare expenditures 

and assisted living expenditure savings from their improvement in health outcomes of 

participants, volunteers, and caregivers.

As part of AmeriCorps’ continued effort to increase the impact of its programs, AmeriCorps 

Seniors FGP has successfully implemented agency performance measures across its 

portfolio. In addition, as AmeriCorps does not currently have the authority to compete grants 

in FGP, AmeriCorps introduced additional emphasis in the administrative renewal process in 

FY 2022 to require that successfully renewed grants demonstrate full compliance with 

AmeriCorps’ national performance measure goals.

16 https://americorps.gov/sites/default/files/documents/CNCS%20Strategic%20Evidence%20Plan%20FY2020_508.pdf 17 https://www.americorps.gov/evidence-exchange/return-investment-study-americorps-seniors-foster-grandparent-programsenior
45

AMERICORPS SENIORS SENIOR COMPANION PROGRAM (SCP)

Program Summary

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

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

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

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

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

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

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

own lives through a high-quality service experience, all while reducing the devasting effects 

of social isolation. In addition, AmeriCorps Seniors volunteers gain benefits from their 

service, which often improve their quality of life, their health and wellness, and give them a

strong sense of purpose.

AmeriCorps Seniors volunteers in SCP serve between 5 and 40 hours per week and incomeeligible volunteers receive a modest hourly stipend. AmeriCorps Seniors volunteers in SCP 

also receive service-related insurance, mileage reimbursement, and other non-monetary 

incentives. AmeriCorps Seniors SCP grants are provided to eligible sponsoring organizations, 

including nonprofit organizations and state, local, and Tribal governments. The required nonfederal share is 10 percent of the total budget.

Budget Summary (in thousands)

Items

FY 2020 

Enacted

FY 2021 

Enacted

FY 2022 

Budget

Delta 

FY 2021 – FY 2022

Grants $49,020 $50,488 $55,592 $5,104

Business Support $1,870 $2,375 $2,926 $551

Total $50,890 $52,863 $58,518 $5,655 

Budget Request and Priorities

The Budget provides $58.518 million to the AmeriCorps Seniors Senior Companion Program, 

an increase of $5.7 million above the FY 2021 Enacted level that will support the following 

Administration priorities: 

• Advance racial and economic equity.

o Strategy: Increase the AmeriCorps Seniors SCP stipend from $3.00 to $3.50 

per hour to assist more low-income seniors can serve as SCP volunteers in their 

communities. 

o Strategy: Support improved benefits, stipend increase, for low-income seniors 

participating in SCP programming. Approximately 87 percent are women and 

45 percent are people of color, primarily African American. This increase does 

not only speak to bringing equity amongst AmeriCorps programs, but to the 

Administration’s priorities of racial equity and supporting older Americans.
46

o Strategy: Remove barriers and provide additional technical assistance for 

grantees who are underrepresented in the SCP portfolio by reviewing 

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

• Expand and enhance opportunities to serve.

o Strategy: Continue to support current grantees in implementing high quality 

programs to meet the needs of seniors served by SCP.

o Strategy: Employ outreach strategies to reach communities and organizations 

that are underrepresented in the SCP portfolio, including targeting 

geographies that are not served by AmeriCorps Seniors, when funding comes 

available through program turnover. 

o Strategy: Work with current grantees to expand their services into additional 

geographic areas and explore new service opportunities to meet community

needs when funding comes available through program turnover.

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

promotional and recruitment materials and resources as well as support outreach to new 

communities and potential grantees. Also included are funds to support a national grantee 

convening which will include training and technical assistance opportunities for current 

grantees.

Performance Results

The following table shows a selection of core metrics the program has used to track progress. 

New measures are under consideration and will be added as the agency develops the 

FY 2022-2026 Strategic Plan.

Items

FY 2019 

Actuals

FY 2020 

Actuals

FY 2021 

Targets

FY 2022 

Targets 

Number of Americans who received 

support to help them live 

independently 32,000 27,000 27,000 27,000

Number of Americans receiving 

respite care 5,200 4,200 4,200 4,200

Number of Veterans receiving

independent living assistance 2,200 1,700 1,700 1,700

Discussion of Performance Results

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

support programming that strengthens communities while focusing on new Administration 

priorities and longstanding statutory focus areas. 

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

in their communities. Through a network of 187 grantees, 9,300 AmeriCorps Seniors 

volunteers in SCP expanded the capacity of more than 1,900 community organizations 

nationwide to deliver essential services. 

• AmeriCorps Seniors SCP continued working through such infrastructure networks as 

Area Agencies on Aging, Volunteer Centers, United Ways, social services agencies, 
47

and other eligible grantees to fund local organizations that are tackling local 

problems. 

Below are recent examples of related success (FY 2020 unless otherwise noted).

From the start of the pandemic, Hawkeye Senior Companion Program’s goal was to 

determine community pandemic needs and assets. Their AmeriCorps Seniors SCP volunteers 

have deep, long-term 1:1 relationships with the clients they are serving. Many of these clients 

need respite care, assistance, transportation, and house cleaning, in addition to 

companionship. From the beginning and throughout the pandemic, the SCP volunteers have 

connected with their clients with regular phone calls to provide wellness checks and to make 

sure that the essential needs of clients were met, including by providing contactless 

deliveries of food and other essential items. 

Hawkeye SCP’s volunteers have been able to safely serve thanks to the coordinated efforts of 

the Blackhawk County Public Health Department and the college’s Pandemic Preparedness 

Team. By making educated safety decisions, a quarter of their volunteers were able to visit 

their clients in-person, in outside socially distanced settings from July through midNovember of last year. When the case levels increased, the college’s Pandemic Preparedness 

Team put strict guidelines in place to protect the safety of the AmeriCorps Seniors SCP 

volunteers. When SCP volunteers were unable to safely visit in person, they continued to 

serve their clients through regular phone calls, letter-writing, and virtual visits. 

• Hawkeye SCP partnered with a care provider in the community, Homecare Assistance, 

to empower the AmeriCorps Seniors SCP volunteers to do a holiday gift and holiday 

card drive. These gifts, tailored to the client desires, not only consisted of fun gifts, but 

also gifts of essential needed items requested by the clients. Paired with holiday cards 

written by the SCP volunteers, this allowed their presence to be felt in their client’s 

home, even when they could not be safely physically present. 

• All of Hawkeye SCP’s 50 volunteers maintained individual client relationships, except 

in the event of a passing or a move. However, even with some client moves, thanks to 

phone call and letter writing activities, and the AmeriCorps Seniors SCP FAQ #52 

allowing volunteers to combat social isolation for clients in nursing homes, volunteers 

continued those relationships to support their clients. An example of this is when 

Hawkeye SCP and a care home set up the technology for a virtual visit between a SCP 

volunteer and a client who recently moved. They were both so incredibly thrilled to 

see each other, they now have a standing weekly appointment. 

• Over 75 seniors were served in some capacity during this past year in the pandemic, 

through having essential needs met, phone calls, receiving letters, and having inperson visits when it was safe to do so. 

• The AmeriCorps Seniors SCP volunteers served via the sponsoring organization by 

being connected to needed resources for their health and well-being during these 

times. 

• The Program Director for the Hawkeye SCP project expressed her gratitude for the 

Temporary Pay Allowance (TPA). She explained that her volunteers are such

incredible people, some who have served for over ten years. They also are in lowerincome brackets and do depend on their pay allowance to get by. During the more 
48

unsafe times with limited volunteer opportunities, the project would have lost 

volunteers because they would have had to seek employment to offset reduced 

volunteer hours. With the TPA, they were able hang on and continue their volunteer 

activities, their caring relationships with their clients, and in person visits when it was 

safe to do so. Instead of wondering how the project will recover from losing 

volunteers, she is looking forward to how much they will be able to grow from here. 

As the community has responded so well to vaccination efforts, half of the volunteers 

are engaged in home visits again, and she is working on new matches for volunteers 

and clients who truly serve each other in senior companionship.

Evidence/Research

AmeriCorps Seniors SCP collects evidence through performance measures, administrative 

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

In 2018, AmeriCorps Seniors partnered with ICF, Inc., an independent contractor, to engage 

numerous case studies of SCP grantees in on key topics such as relinquishments, a 

comparative analysis of new grantees, and evidence-based program implementation. These 

reports were not designed to be published publicly or shared outside of AmeriCorps staff 

but have provided insight to guide the administration and management AmeriCorps Seniors’ 

grants.

In 2018, JBS International, Inc. published Longitudinal Study of Foster Grandparent and 

Senior Companion Programs: Service Delivery Implications and Health Benefits to the 

Volunteers, a longitudinal evaluation of FGP and SCP to build an evidence base for these 

programs’ effectiveness, as well as to assess next steps in strengthening and expanding the 

national service programs in support of overall adult health and well-being. This multi-year 

study found the following:

• AmeriCorps Seniors’ volunteers reported significantly higher self-rated health scores 

compared with older adults in similar circumstances who do not volunteer, and a 

significant number of AmeriCorps Seniors’ volunteers showed stable health.

• Thirty-two percent of volunteers who reported good health at baseline reported 

improved health at the two-year follow-up, and 55 percent of volunteers who reported 

good health at baseline continued to report good health at the two-year follow-up.

• After two years of volunteering with AmeriCorps Seniors, 78 percent of those who 

reported more than five symptoms of depression at the beginning of the study said 

that they felt less depressed two years later.

• 88 percent of those who first described a lack of companionship said they felt less 

isolated after two years.

In 2019, AmeriCorps Seniors partnered with JBS International, Inc., an independent 

contractor to analyze ten years of internal AmeriCorps Seniors data. The internal reports and 

analysis used administrative datasets for applicant organizations, risk assessments, applicant 

review forms, progress reports, progress report supplements, performance measures, 

geographic footprint, Federal Financial Reports, and sponsor organization budgets to 

support their AmeriCorps Seniors grants. This project addressed the following topic areas 

which were used to inform decision making and overall management of the program:
49

• Portfolio stability and turnover, and the identifiable factors affecting this.

• Geographic footprint based on the placement of sponsors and service sites (stations) 

over time and in relation to the location of communities in need.

• Valuation of services, the Federal investment in AmeriCorps Seniors’ sponsors over 

time, and in comparison, to similar programs.

• Performance measurement, the investment of AmeriCorps Seniors’ resources in focus 

areas, objectives, and measures over time.

• Grantee budget requirements and execution using grantee fiscal information to learn 

how grants are fiscally executed.

• Application assessment related to grant performance and the relationship between 

risk assessments of grant applications and actual performance of funded grantees.

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

Volunteers and Program Beneficiaries.18 This review of 27 evaluation studies completed on 

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

evidence base for AmeriCorps Seniors, (2) contextualize these findings within the larger 

literature on the impacts of volunteering for older adults, and (3) offer recommendations and 

lessons learned from this review. Findings show a positive impact of AmeriCorps Seniors 

participation (75 percent of the outcomes studied having positive results) on both volunteers 

and beneficiaries. The majority of the evaluations reviewed examined psychosocial and 

physical health outcomes. Consequently, the majority of the positive outcomes observed for 

volunteers are in these two domains.

In 2020, ICF, Inc. published Return on Investment Study: AmeriCorps Seniors Foster 

Grandparent Program and Senior Companion Program which explored and quantified the 

return on investment (ROI) of the FGP and SCP programs.

19 This study estimates that:

• The AmeriCorps Seniors FGP and SCP generate an ROI of $3.50 per funder dollar. 

SCP has an ROI of $5.08 per funder dollar.

• AmeriCorps Seniors FGP & SCP contribute to the significant savings in healthcare 

expenditures and assisted living expenditure savings from their improvement in 

health outcomes of participants, volunteers, and caregivers.

As part of AmeriCorps’ continued effort to increase the impact of its programs, AmeriCorps 

Seniors SCP has successfully implemented agency performance measures across its portfolio. 

In addition, as AmeriCorps does not currently have the authority to compete grants in SCP, 

AmeriCorps introduced emphasis in the administrative renewal process in FY 2022 to require 

that successfully renewed grants demonstrate full compliance with AmeriCorps national 

performance measure goals.

18 https://americorps.gov/sites/default/files/evidenceexchange/2019-09-09-Senior-Corps-Research-Review-SynthesisReport%20_to%20CNCS_508_1.pdf 19 https://www.americorps.gov/evidence-exchange/return-investment-study-americorps-seniors-foster-grandparent-programsenior
50

INNOVATION AND DEMONSTRATION

Program Summary

Innovation funding provides resources for AmeriCorps to strengthen the nation’s volunteer 

sector, bring more Americans into service, strengthen existing national service programs, and 

support and encourage new forms of national service and civic participation. 

This includes the Volunteer Generation Fund (VGF) and Call to Service initiatives to engage 

more Americans in service, including the Martin Luther King Jr. National Day of Service and 

the September 11th National Day of Service and Remembrance. The activities promote 

national service and volunteering, disseminate effective practices, and strengthen the reach 

and impact of national service programs and voluntary organizations across the country.

Budget Summary (in thousands)

Items

FY 2020 

Enacted

FY 2021 

Enacted

FY 2022 

Budget

Delta 

FY 2021 – FY 2022

Innovation (Call to Service) $3,200 $3,200 $3,400 $200

Volunteer Generation Fund Grants20 $6,400 $6,400 $6,700 $300

Total $9,600 $9,600 $10,100 $500

Budget Request and Priorities

The Budget provides $10.1 million to AmeriCorps Innovation activities, an increase of 

$500,000 above the FY 2021 Enacted level that will support the following Administration

priorities:

• Build awareness, partnerships, and support for national service. 

o Strategy: Administer the VGF grant program which funds State Service 

Commissions to develop and support community-based entities to recruit, 

manage, and support volunteers through funding effective approaches that 

expand volunteering, strengthen the capacity of volunteer connector 

organizations to recruit and retain skill-based volunteers, and develop 

strategies to use volunteers effectively to solve problems.

o Strategy: Increase outreach to mobilize underserved individuals in 

volunteering.

• Increase access to AmeriCorps resources.

o Strategy: Provide online tools to support volunteer engagement and project 

implementation supporting community needs and Administration priorities.

o Strategy: Introduce those interested in volunteering and days of service about 

how to access AmeriCorps as a member or volunteer.

o Strategy: Increase outreach to organizations, especially those providing 

services to under-resourced communities, about accessing AmeriCorps 

resources.

20 FY 2020 included $238K to fund a Social Innovation Fund grantee.
51

In addition to the Administration priorities above, the program will utilize the Martin Luther 

King Jr. National Day of Service to advance racial justice and equity solutions and the 

September 11thNational Day of Service and Remembrance to increase support for veterans, 

military members, and their families.

The agency seeks to increase volunteer support and opportunities for veterans, military 

families, and wounded warriors through increased outreach, volunteer, and recognition 

activities on existing days dedicated to their honor including Memorial Day and Veterans 

Day.

Performance Results

Below is a selection of core metrics the program has used to track progress. New measures 

are under consideration and will be added as the agency develops the FY 2022-2026 

Strategic Plan.

Items

FY 2019 

Actuals

FY 2020 

Actuals

FY 2021 

Targets

FY 2022 

Targets 

VGF Leveraged Volunteers21 See note 117,003 122,853 128,996

VGF Number of Organizations that 

received capacity building services 2,666 5,534 5,811 6,102

VGF Number of Organizations that 

increase their efficiency, 

effectiveness, and/or program reach 1,019 3,376 3,545 3,722

Days of Service Leveraged 

Volunteers 200,000 215,000 215,000 215,000

Discussion of Performance Results

AmeriCorps continues to invest in projects that expand national service and engage

Americans through VGF and Days of Service. Below are recent examples of related success.

In FY 2019, the Colorado Commission’s VGF grant supported significant success on the pro 

bono mental health side of the programming. Spark the Change onboarded 25 new 

volunteer mental health professionals in this time period, which is the most they have ever 

onboarded in the history of the program. Furthermore, the Mental Wellness Program had 

positive outcomes in communities. They were able to activate telehealth as a method of,

reaching those who could not or did not feel comfortable being person to person during 

COVID-19.

Because of this, they were able to recruit new volunteers from many areas of the state 

including Colorado Springs, Estes Park, Durango, Boulder, and Longmont. They were able to 

serve a broader geographic area as well, including rural areas surrounding Pueblo. In 

21 In FY18, leveraged volunteers were captured in the performance measures of GPRs. In the shift of data collection for FY19, 

leveraged volunteers were captured in the performance data elements and cover 10/1/2019-9/30/2020 but were submitted in 

the FY19 GPRs.
52

addition, Spark the Change was able to expand the scope of the work to serve those 

experiencing homelessness and living in the auxiliary shelters during COVID-19. Mental 

Wellness volunteers served over 200 clients experiencing homelessness. Volunteers 

provided counseling and case management services to these women.

In FY 2019, the Mississippi Commission’s VGF grant supported regionally accessible, 

comprehensive capacity building services to nonprofits and disaster-resiliency programming 

to communities through strategically placed Nonprofit Resource Hubs. The Mississippi Hub 

Network collectively shifted their attentions to help alleviate the increasing number of 

families in need of food. Hubs coordinated food projects and recruited volunteers for food 

pantries and drive-up food box distributions throughout the state. They also held Hunger 

Summits and Hunger Coalition meetings to mobilize more resources. Hubs supplied 

information about ever-changing food distribution sites and helped pantries apply for money 

to buy and repair refrigerators and freezers. Hubs also distributed information and held online learning instructing nonprofits and volunteers about safe volunteering procedures, and 

personally distributed thousands of masks to nonprofits to use to keep staff, volunteers, and 

clients safe.

In FY 2020, Martin Luther King Jr. National Day of Service grantee, Center for Food Action in 

Englewood, NJ hosted 866 volunteers and packaged over 5000 snack packs for students and 

raised $29,700 in sponsorships to support the snack pack program. In FY 2020, Martin Luther 

King Jr. National Day of Service grantee, Samaritan’s Feet engaged over 4200 volunteers in 

packaging and distribution of new athletic shoes and socks in over 30 communities while 

teaching proper foot care and encouraging recipients to share their dreams and believe in 

them.

Evidence/Research

AmeriCorps will continue to work through its Office of Evaluation and Research to identify 

innovative initiatives that support and expand the knowledge base for community service. 

Additional information will be provided, if available, in the agency’s FY 2021 Annual 

Management Report, which will be released in the fall of 2021.
53

EVALUATION

Evidence building and use are essential for the agency to fulfill its mission and achieve its 

strategic goals. Access to credible, actionable, and timely information about entity-wide 

performance creates opportunities for innovation, improvement, and increased impact. 

Building and using evaluation evidence at the organizational, programmatic, and operational 

levels will help maximize agency performance. The agency’s evaluation program funds are a

significant resource for supporting the agency’s efforts to build and use evidence. Evidence 

building activities supported by evaluation program funds are highlighted in this chapter. 

In addition to the research and evaluation projects funded by evaluation program funds and 

described below, the agency allocates other appropriated funds to meet its legislative 

mandate to conduct volunteering research. AmeriCorps’ volunteer research program is 

comprised of sponsorship of the biennial Current Population Survey Civic Engagement and 

Volunteering supplement, research grant program, and national service survey research 

focused on member and volunteer experiences and outcomes. The agency has developed a 

robust body of evidence for civic engagement and volunteering broadly and national service 

program participation specifically.

Program Summary

AmeriCorps leverages its Evaluation Program funds to cultivate knowledge about what 

service approaches work while coordinating with service partners to incorporate evidence 

into service activities. To this end, under the leadership of the agency’s Office of Research 

and Evaluation (ORE), AmeriCorps has developed a Strategic Evidence Plan22 to guide

its research and evaluation initiatives. Components of this plan are highlighted in the opening 

sections of this budget and throughout various AmeriCorps program activities. The following 

information focuses on the portion of the plan supported with dedicated agency evaluation 

funding.

Budget Summary (in thousands)

Items

FY 2020 

Enacted

FY 2021 

Enacted

FY 2022

Budget

Delta

FY 2021 – FY 2022

Evaluation $4,000 $4,000 $4,250 $250

Total $4,000 $4,000 $4,250 $250

Budget Request and Priorities

The Budget provides $4.250 million to AmeriCorps Evaluation activities, an increase of 

$250,000 above the FY 2021 Enacted level that will support the following Administration

priorities:

• Expand and enhance opportunities to serve.

22 https://americorps.gov/sites/default/files/documents/CNCS%20Strategic%20Evidence%20Plan%20FY2020_508.pdf
54

o Strategy: Aligned with the Strategic Evidence Plan23 discussed above, 

determine and seek to address gaps in data needed to assess progress against 

priorities identified as the agency develops its new Strategic Plan. 

o Strategy: Pilot test the addition of new demographic data with new 

members/volunteers. The agency needs to collect information about individual 

and family attributes that may be considered by some as sensitive questions. 

For example, the agency needs to collect information about education, 

income, language, and possibly other characteristics to assess diversity in all its 

forms.

o Strategy: Pilot test a revised member/volunteer exit survey that will allow the 

testing of new questions about barriers/facilitators to serving (e.g., living 

allowance, availability of other needed supports), national service as a way to 

increase civility and bridge divides, as well as the role of the pandemic in 

affecting the member/volunteer experience.

Additionally, the funding increase will allow the agency to invest resources in evidencebuilding activities to continue to build and use a robust body of evidence.

Performance Results

AmeriCorps does not currently have meaningful performance measures for Evaluation fund 

activities.

Discussion of Performance Results

The agency may develop performance measures for Evaluation fund activities in the future.

Evidence/Research

The agency has grown the body of evidence for national service. AmeriCorps will use this 

body of evidence to inform agency strategies for investing in underserved communities and 

the individuals residing in these communities. In addition, AmeriCorps will increase its use of 

participatory research and evaluation approaches to ensure greater equity in its evidence 

building activities. The following lines of inquiry and their associated evaluation projects 

illustrate how evaluation program funds helped advance the evidence base and ensure 

access to the research for decision-making. 

AmeriCorps Invested in Demonstrating Positive Economic and Social Returns on Investment 

(ROI) for National Service Programs

AmeriCorps has established a credible evidence base for its national service programs and 

will continue to assess the return on investment in targeted national service programs 

selected for analysis. Findings from four targeted analyses identify significant returns to 

AmeriCorps investments as well as other funders based on accrued monetized benefits to 

program stakeholders. Stakeholder groups include members, program beneficiaries, and 

funders. Taken together, the findings from these targeted analyses give the agency 

compelling empirical data that demonstrates the economic and social value of national 

service solutions. A multi-year contract was awarded in FY2021 to build on this work and will 

23 https://americorps.gov/sites/default/files/documents/CNCS%20Strategic%20Evidence%20Plan%20FY2020_508.pdf
55

support additional annual targeted ROI analyses for different evidence-based national 

service interventions.

Program

Total Benefits Per 

Federal Dollar

Total Benefits Per 

Funder Dollar

Federal Government 

Benefits Per Federal 

Dollar

College Possible

College Access 

Program

$7.87 to $33.58 $1.50 to $6.41 $4.64 to $11.09

Minnesota Reading 

Corps –

Kindergarten*

$10.11 to $12.94 $5.47 to $6.99 $5.63 to $6.27

Community 

Technology 

Empowerment 

Project*

$4.58 to $53.20 $2.95 to $34.26 $1.30 to $1

AmeriCorps Seniors’ 

FGP and SCP 

(Combined)

$4.57 $3.50 $0.69

FGP Only* $3.45 $2.75 $0.16

SCP Only $7.29 $5.08 $1.97

* The long-term benefits to the children and youth that are served by FGP are not captured because those 

outcome data are not available. As a result, this ROI estimate likely understates the value of the program.

AmeriCorps Invested in Empirically Demonstrating National Service Results

• AmeriCorps NCCC Program Evaluation. As referenced above, significant Evaluation 

Program funds have been invested in the NCCC program’s research agenda. This 

multi-year agenda includes four studies designed to deepen the agency’s 

understanding of member and community outcomes. These four projects include:

o Service Project Database and Analysis

o Member Retention Study

o Leadership Development Longitudinal Study

o Community Impact Study

• Program Lifecycle Evaluations. The agency invested in a multi-year project designed 

to integrate research and evaluation at the early stages of a program’s development 

to ensure that theories of change can be tested early and that any necessary 

adjustments or refinements can be made, increasing the likelihood of achieving 

desired results.

This project funds up to four program evaluations that will have different purposes and uses 

such as program development, improvement, accountability, or replicability. Furthermore, in 

order to leverage limited evaluation resources and build the evaluation capacity of the 

national service field, these are multi-site evaluations that pool (or “bundle”) AmeriCorps 

grantees delivering the same or similar programs targeting the same or similar outcomes and 

that have a shared program evaluation purpose. One of the four evaluations will assess the 

agency’s Volunteer Generation Fund with the goal of improving volunteer management 
56

practices. Another evaluation will focus on the Opioid Recovery Coach model that the Office 

of Research and Evaluation staff evaluated in FY2020. Other project goals include:

• Improved evaluation capacity of grantees (e.g., the individuals and institutions) that 

participate in the program evaluations.

• Publicly available resources developed or identified to complete the program 

evaluations as well as resources summarizing findings from the program evaluations 

that can be utilized by any interested practitioner or evaluator.

AmeriCorps Invested in Increasing Use of Evidence for Decision Making

• Between 2016 and 2020 the Office of Research and Evaluation (ORE) conducted the 

Scaling Evidence-Based Models (SEBM) project to support the scaling of effective 

interventions. The research project aimed to deepen the agency’s understanding of 

the most effective program innovations and its knowledge base on scaling them in 

order to bring solutions to underserved communities and priority target groups. A 

suite of products and resources has been produced through this project for 

documenting what was learned, strengthening the grantees’ work in evidence 

building and readiness for successful scale up, as well as developing actionable 

guidance that other grant makers (federal agencies and private grant making 

organizations) can use in their efforts to support scaling of evidence-based

interventions. The agency has offered a webinar series to disseminate findings and 

resources.

• The agency provided AmeriCorps State and National grantees with a robust 

evaluation and technical assistance program. Technical assistance included 1:1 

coaching, review of evaluation plans, review of evaluation reports, and access to a

technical assistance portal for customized assistance and access to a range of

evaluation resources including curricula, rubrics, guides, and templates.

• The Office of Research and Evaluation continued to work closely with AmeriCorps 

State and National to embed evidence into investment decisions. As described in the 

program chapter above, the grant portfolio reflects increased investment in national 

service projects with strong and moderate levels of evidence as independently 

assessed and scored during the grant application process.

• The agency provided public access to evaluation reports and resources through 

various communication tools. This access is possible through a multi-year contract 

with a firm that supports content development for the agency’s virtual repository of 

research reports and other products that help distill evidence for various types of 

audiences (e.g., Evidence Exchange24, Webinar series, Quarterly Newsletter, Videos, 

Infographics).

24 https://www.nationalservice.gov/impact-our-nation/evidence-exchange/search
57

SALARIES AND EXPENSES

Program Summary

AmeriCorps Salaries and Expenses (S&E) account provides resources for the federal 

administration of all agency programs. Administrative categories include personnel, 

contracts, rent, and communications. These activities provide the operational foundation to 

help the agency meet its mission.

Budget Summary (in thousands)

Items

FY 2020 

Enacted

FY 2021 

Enacted

FY 2022 

Budget

Delta 

FY 2021 - FY 2022

Salaries $40,220 $38,854 $40,965 $2,111 

Benefits $11,344 $13,652 $14,394 $742 

Other Compensation $715 $848 $894 $46 

Subtotal Compensation $52,279 $53,354 $56,253 $2,899 

Contracts $21,156 $22,805 $24,044 $1,239 

Rental Payment $7,600 $7,800 $8,000 $200 

Travel $1,650 $778 $820 $42 

Communications $856 $1,550 $1,868 $318 

Supplies and Materials $196 $200 $201 $1 

Total $83,737 $86,487 $91,186 $4,699 

FTE 400 400 400

Budget Request and Priorities

The Budget provides $91.186 million to AmeriCorps, an increase of $4.7 million above the FY 

2021 Enacted level that will support the following Administration priority:

• Effectively steward national service resources.

o Strategy: Identify and support opportunities to promote AmeriCorps as an 

employer of choice for current and prospective employees. Foster equity and 

inclusion in our workplace by utilizing the agency’s Diversity, Equity, and 

Inclusion initiative to support planning recommendations and implementation 

strategies.

o Strategy: Build workforce capacity and increase employee satisfaction by 

rewarding employee performance.

o Strategy: Support data-driven decision making, including better integration of 

data from mission support functions into management resource decisions.

o Review and refine the agency’s programmatic and operational performance 

measures to support assessment of progress toward mission results and 

objectives. 

o Strategy: Continue to successfully implement shared services for operations.

o Stabilize key financial management, travel, and procurement systems and 

processes migrated to the Department of Treasury’s shared service platform

and address functional and knowledge gaps to implement business process 

improvements across functional areas. 
58

o Strategy: Ensure responsible management of financial resources. Continue to 

focus on efforts to correct agency material weaknesses and significant 

deficiencies.

In addition to the Administration priorities above, the agency will focus on the following:

Improved human capital planning and mission support 

The increase of $4.7 million above current levels will allow AmeriCorps to sustain staffing 

levels, support the 2.7 percent government-wide pay increase, and advance the agency’s 

workforce planning efforts. With this increase, the agency will invest in payroll management 

software, make progress towards more stable staffing levels, and ensure integrity of the 

agency’s payroll management practices.

The increase in funding will enable the agency to continue its work improving core

business operations, including more efficient and reliable financial management and 

reporting, robust internal controls, and enhanced grants management and oversight. To 

prepare for an expected surge in the volume of procurement requests for supplies and 

services, the agency is proactively engaged in acquisition forecasting and soliciting an 

agency-wide Blanket Purchase Agreement, as well as the use of Indefinite Delivery Indefinite 

Quantity contracts and Government Wide Acquisition Contracts. 

Strengthened Grant Monitoring

In 2019, the agency created a dedicated office to develop an effective compliance 

monitoring program for the AmeriCorps grant portfolio, which includes enhancing

monitoring instruments, standardizing monitoring protocols, increasing consistency among 

the AmeriCorps grant recipient monitoring experience, applying a grant risk model to inform 

monitoring decisions, and aligning individual monitoring activities to specific risks. The office 

centralizes monitoring functions previously managed across various AmeriCorps programs 

and establishes appropriate separation of duties among AmeriCorps staff responsible for 

program management and AmeriCorps staff responsible for monitoring activities.

In FY 2022, Office of Monitoring will continue partnering with the HHS Quality Shared 

Management Office (QSMO) team to apply its centralized data resources to the monitoring 

framework and build out the use of modern technology to support business operations and 

data-driven decision making. 

Performance Results

The following table contains a selection of core metrics AmeriCorps has used to track 

progress. New measures are under consideration and will be added as the agency develops 

the FY 2022-2026 Strategic Plan.
59

Items

FY 2019 

Actuals

FY 2020 

Actuals

FY 2021 

Targets

FY 2022 

Targets 

FEVS (Employee 

Satisfaction)25 43% 54% 55% 57%

Percent of Planned Financial 

Management Shared Services 

Milestones Completed26 N/A 100% 100% 100%

Discussion of Performance Results

As reflected in this section’s performance table, AmeriCorps continues to focus on employee 

satisfaction and shared services as priority initiatives.

AmeriCorps recently implemented organizational changes including a workforce 

restructuring of 46 state offices into eight regional offices. This change is largely complete 

but resulted in disruption to the agency’s staffing and operations. This is reflected in the 

decrease in employee satisfaction scores in 2019. In 2020, the agency’s employee 

satisfaction score increased by 11 points, demonstrating improved levels of satisfaction, 

though still lower than previous years.

Moving forward, AmeriCorps leadership is focused on building and retaining a strong 

workforce through initiatives such as increasing high-performance pay awards, increasing 

monthly and annual CEO recognition for employees who make outstanding agency 

contributions, and reducing time-to-hire well qualified job applicants. AmeriCorps anticipates 

that these and other initiatives will increase employee satisfaction and help the agency attract 

and retain a diverse, motivated, and productive workforce. 

In FY 2021, AmeriCorps has already completed the first phase of its migration to shared 

services, the transition of many routine financial management transaction functions. In FY 

2020, AmeriCorps:

• Created a new process for collecting and analyzing grantees’ operational and financial 

information as part of the application pre-award risk assessment. The new process 

lowers burden on staff and aligns with the agency’s risk model factors. 

• Reduced expired, un-closed grants by 47 percent and identified several efficiencies 

that have been incorporated into ongoing closeout activities. These successes 

addressed longstanding challenges with timely grant closeout. 

• Launched a new data dashboard, the Portfolio Navigator, to provide real-time tracking 

and insights into each Portfolio Managers’ grant portfolio.

• Initiated a new, standardized onboarding and training program for grant 

management staff. This approach will help ensure that all respective staff have the

comprehensive core skills necessary to effectively manage AmeriCorps awards.

• Enabled all staff to pursue a professional certification in financial grant management, 

an opportunity that previously was available to only a few staff each year. In addition 

to the standard training mentioned above, the certification will strengthen staff 

25 OPM FEVS Global Satisfaction Index 26 Once AmeriCorps has finalized its Phase 2-3 plans, the agency will update this metric to track related progress.
60

capacity to provide support and technical assistance to more than 2000 agency 

awardees.

Evidence/Research

AmeriCorps will continue to work with its Office of Research and Evaluation to identify priority 

operational research that will inform business decisions. Additional specific information will 

be provided if available in the agency’s FY 2021 management report in the fall of 2021.
61

NATIONAL SERVICE TRUST

Program Summary

The National Service Trust (the Trust) was established by the National and Community Service 

Trust Act of 1993 to provide funds for Segal AmeriCorps Education Awards for eligible 

participants who complete AmeriCorps service. Funding for the Trust comes from 

appropriations, interest earned, and proceeds from the sale or redemption of Trust 

investments. Funds are available to:

• Repay qualified student loans;

• Pay education expenses at a qualified institution of higher education; or

• Repay eligible interest expenses. 

The amount of an education award depends on the length of service performed by an 

AmeriCorps member, which varies between full-time and partial-time levels. A member 

generally has seven years to use an education award.

Budget Summary (in thousands)

FY 2020 

Enacted

FY 2021 

Enacted

FY 2022 

Budget

Delta 

FY 2021 – FY 2022

Trust $208,342 $185,000 $191,000 $6,000

Total $208,342 $185,000 $191,000 $6,000

Budget Request and Priorities

The Budget provides $191.0 million to the AmeriCorps Trust, an increase of $6.0 million

above the FY 2021 Enacted level that will support the following Administration priority:

• Advance racial and economic equity.

o Strategy: Language that allows individuals with Deferred Action for Childhood 

Arrivals (DACA) status who successfully serve a term in AmeriCorps State and 

National, AmeriCorps NCCC or AmeriCorps VISTA, to be eligible for an 

Education award.

o Strategy: Language that allows AmeriCorps VISTA members age 55 and older 

to transfer education awards to eligible individuals in the same manner those 

age 55 and older may do following service in AmeriCorps’ State and National 

program.

Performance Results

The following table provides a selection of core metrics AmeriCorps has used to track 

progress. New measures are under consideration and will be added as the agency develops 

the FY 2022 – FY 2026 Strategic Plan.
62

Item

PY 2019 

Actuals

PY 2020 

Actuals

PY 2021 

Targets

PY 2022 

Targets

Percent of Members Who 

Earned Award27 80% 30% 80% 80%

Discussion of Performance Results

Prior year earned award numbers will increase as grantees complete their reporting.

Historically, the portion of members earning education awards has been approximately 80

percent.

For additional information about the National Service Trust and related education award 

data, including breakouts by program, please see AmeriCorps’ Annual Management Report

located on the agency’s website.

27 AmeriCorps education awards are earned by Program Year (PY). PY 2020 data represents grantee program year reporting 

through the end of FY 2020 as reflected in the agency’s Trust Report, which is included in AmeriCorps’ FY 2020 Annual 

Management Report (AMR). This percent of earned awards will continue to increase as grantees complete PY 2020 reporting. 

The full Trust Report can be located at:

https://americorps.gov/sites/default/files/document/AmeriCorps%20FY%2020%20Annual%20Management%20Report_508.pdf
63

OFFICE OF THE INSPECTOR GENERAL

Program/Mission Summary

Protecting the public’s investment in national service is the mission of the AmeriCorps Office 

of Inspector General (OIG). The AmeriCorps OIG’s independent oversight promotes 

efficiency and effectiveness in agency programs, holds agency officials and grantees 

accountable for misconduct, and protects the rights of whistleblowers. The OIG’s work 

strengthens AmeriCorps programs, operations, and activities by conducting audits and 

reviews to identify wasteful spending and mismanagement, investigating fraud and

wrongdoing, recommending appropriate policies and best practices, and taking steps 

necessary to prevent and detect fraud, waste, and inefficiencies. Investing in oversight 

strengthens national service and improves stewardship of taxpayer resources.

AmeriCorps OIG is responsible for conducting audits, investigations, and other oversight for

over 3,300 grants (not including subrecipients) throughout the United States, the Territories, 

and the Indian Tribes. In FY 2021, the OIG performed its oversight functions with five auditors 

and six investigators, supplemented by attorneys, contractors, a data scientist, college and 

law school interns, and the Inspector General and Deputy Inspector General. However, a 

larger workforce is needed to continue providing timely and meaningful oversight that keeps

the public informed. In particular, additional oversight is needed following the recent

AmeriCorps reorganization and restructuring to ensure the agency is effectively managing its 

grant programs and satisfactorily executing its core business functions. The risks posed by 

this recent reorganization and restructuring includes a new AmeriCorps workforce, a new 

grant risk assessment model, a new grant monitoring unit, an outdated grants management 

system, and cybersecurity challenges. AmeriCorps’ new leadership team recognizes these 

challenges and has invited OIG recommendations.

FY 2022 Budget Request Summary

The Budget provides $6,960,000 to the AmeriCorps OIG, an increase of $460,000 above the 

FY 2021 Enacted level that will support the Administration’s oversight and transparency 

priorities. These resources will allow the OIG to continue delivering the audits and 

investigations (including those mandated by statute) needed for informed decision-making. 

Personnel is the largest component of the OIG’s costs, and the Budget will support two 

additional professionals, including a grant specialist, to expand the OIG’s oversight.

OIG Budget Summary (in thousands)

FY 2020 

Enacted

FY 2021 

Enacted

FY2022 

Budget

Delta

(2021-2022)

Audit 2,511 2,404 2,406 2

Investigation 1362 1,729 2,139 410

Counsel 213 323 496 173

Support 1,022 1,114 1,155 41

Information Technology 577 850 639 -211

Training 40 50 95 45

CIGIE 25 30 30 0

Total 5,750 6,500 6,960 460
64

The OIG’s work is divided into two operating sections, Investigation and Audit, with support 

from Information Technology and Data Analytics, the Office of Counsel, the Administrative 

Support Section and the Inspector General’s Immediate Office. Below are highlights from 

each of these areas.

Investigation Outcomes and Strategic Focus 

The OIG’s Investigation Section pursues criminal, civil, and administrative wrongdoing 

related to AmeriCorps programs and operations, including by entities that receive 

AmeriCorps funds, as well as whistleblower reprisal investigations. Its goal is to identify and 

prosecute fraud schemes, helping AmeriCorps develop strong internal controls that deter 

and prevent additional fraud in the future. Collaborative relationships with United States 

Attorneys’ Offices across the nation serve as a force multiplier in this mission. The OIG’s

investigators ensure that those who misuse AmeriCorps funds are held accountable, which

serves as a meaningful deterrent to fraud and other misconduct.

Since FY 2019, the OIG has directed its resources primarily to civil and criminal enforcement 

of significant frauds. These efforts have yielded six civil settlements, two criminal pleas, and 

the recovery of nearly $4 million, not including the anticipated restitution of over $500,000 

from recent plea agreements. The OIG is currently working with Federal prosecutors 

throughout the country on ten additional civil and criminal investigations, as well as 

preparing other cases for referral. Typical investigations involve: 

• theft, diversion of funds, and embezzlement from AmeriCorps grant programs for 

personal use;

• time and attendance fraud by grant-funded staff and members that deprives 

communities of needed services, defrauds the public, and misdirects Federal 

resources; 

• fabrication or alteration of the criminal history checks needed to exclude convicted 

murderers and sex offenders from national service that can jeopardize the safety of 

program beneficiaries; and

• theft or fabrication of member/volunteer identities to steal stipends and living 

allowances.

Supported by the Office of Counsel, the OIG’s suspension and debarment activities protect 

the public from individuals and organizations who have demonstrated that they cannot be 

trusted to do business with the Federal Government. Since FY 2019, the OIG has 

recommended 13 Government-wide suspensions and 10 Government-wide debarments, 

and AmeriCorps has instituted 18 administrative actions based upon the OIG’s work. 

Using data analytics, the OIG aggregates information from open and proprietary sources to 

identify suspicious patterns and anomalous conduct suggestive of fraud. This reduces the

dependence on whistleblowers to come forward with allegations. The Budget provides for 

expanding investigative resources in FY 2022 so that the OIG can pursue more leads.

In addition to detecting and deterring fraud, the OIG’s investigative work has identified gaps 

in agency processes and produced programmatic improvements. An outreach program led 

by AmeriCorps OIG investigators, counsel, and leadership provides training for incoming 
65

agency staff and briefings for the grantee community intended to improve fraud awareness

and decrease future cases.

Audit Outcomes and Strategic Focus

At the Budget level of $6,960,000 for the AmeriCorps OIG, the Audit Section will conduct

approximately six discretionary projects, in addition to the statutorily mandated oversight 

work. The OIG’s Audit Section conducts evaluations and audits of AmeriCorps’ contracts and 

grants, as well as audits and reviews of AmeriCorps’ internal operations and programs. This

oversight helps ensure that the financial, administrative, and programmatic activities of 

national service operate effectively, efficiently, and in compliance with law. OIG audits enable 

AmeriCorps to recoup misspent funds and improve management of awards and subawards 

to prevent future misuse of taxpayer money.

Areas of Internal Risk for Audit/Evaluation Coverage

Many of the audits and evaluations performed by the Audit Section are required by statute, 

including the:

• annual financial statements audit, 

• annual assessment of information security (FISMA), 

• evaluation of improper payments, and 

• periodic review of compliance with the DATA Act.

This work is conducted by outside professional firms, with those contracts due to be recompeted in FY 2022. The OIG uses a risk-based approach to identify additional issues that 

warrant audit attention. The Audit Section has identified the following four high-risk areas:

Agency Financial Management

Since FY 2017, independent auditors have been unable to confirm the accuracy or 

completeness of the agency-wide financial statement, nor the financial statement for the 

National Service Trust. These auditors issued disclaimers of opinion and have identified nine 

material weaknesses that prevent AmeriCorps from accurately reporting on the taxpayer’s 

investment. To address these findings, AmeriCorps shifted its accounting and financial 

management functions to a shared services platform operated by the Department of 

Treasury. Future audit work will assess the degree to which this transfer has improved 

accounting and financial management, as well as measure AmeriCorps’ progress in resolving 

the material weaknesses and significant deficiencies identified by independent auditors.

Information Security

Annual evaluations since FY 2017 have shown that AmeriCorps’ cybersecurity program 

experiences risk and vulnerabilities, with limited progress since initial reporting. OIG

evaluations recommended a strategic approach to help AmeriCorps’ Office of Information 

Technology prioritize remedial actions to achieve progress in addressing this ongoing risk.

Effects of Reorganization

In FYs 2019 and 2020, AmeriCorps completed an agency-wide reorganization and 

restructuring, moving to a regional model in which a Portfolio Manager conducts program 

activities. These changes disrupted the agency’s staffing and operations, as well as reduced 
66

employee satisfaction. The Budget level allows the Audit Section to assess the effects of these 

changes on operations and the agency’s ability to executing core business functions.

Modernization of Grants Management Information System

AmeriCorps’ grant management system is outdated and needs to be replaced with a system 

that supports best practices. Design and acquisition of IT systems are identified as high-risk 

activities across Government, and AmeriCorps’ prior efforts to develop a new system resulted

in the complete write-off of $34 million. The Budget provides for the OIG’s close and realtime oversight if AmeriCorps undertakes a new effort to acquire a modern grants 

management system.

Audits of Recipients of AmeriCorps Grant Funds

AmeriCorps disburses approximately three-quarters of its $1.1 billion appropriations as

grants, making oversight of funding recipients essential. Audits, evaluations, and other 

reviews of grantees and subgrantees assess whether recipients comply with the financial and 

administrative terms and conditions of awards and provide adequate stewardship of funds. 

The OIG’s oversight identifies systemic deficiencies and misspent funds, and, increasingly, 

uncovers evidence of fraud or other unlawful conduct that auditors refer to the Investigation 

Section for further action. The recommendations from OIG audits strengthen the 

performance and the integrity of AmeriCorps grantees. 

Outcomes and Strategic Focus of Support Functions

Office of Counsel

The Office of Counsel (OC) consists of the Counsel to the IG and an assistant counsel. OC 

provides legal advice and analysis, including legal review of OIG work products and select 

correspondence. OIG attorneys collaborate with investigators, assisting in interviews, 

document review, evidentiary assessment, and referral of cases to prosecutors. In addition, 

OC handles a wide range of administrative issues including procurement, information 

disclosure and privacy, ethics advice, personnel, and IG Act authorities. The legal team is also 

responsible for drafting recommendations for Government-wide suspension and debarment

that has resulted in 18 administrative actions since FY 2019.

Counsel to the IG serves as a technical advisor to AmeriCorps’ Policy Council, identifying 

opportunities to promote program integrity and increase efficiency and effectiveness by 

updating internal policies and grant terms and conditions. Counsel to the IG also introduces 

all new AmeriCorps employees to the mission of the OIG and informs them of how and when 

to contact the AmeriCorps OIG office to report waste, fraud, and abuse. The legal team’s 

involvement in mission and mission support enables the office to quickly identify and resolve

potential legal issues and risks.

Technology and Data Analytics

The OIG maintains its own IT systems, separate from those of AmeriCorps. The Information 

Technology Section consists of a Chief Technology Officer (CTO), an IT specialist, and a data 

scientist. Under their leadership, the OIG transitioned smoothly to full-time telework during 

the pandemic, ensuring that existing and new staff have the necessary tools and software to 

maximize productivity. The IT Section maintains OIG’s public-facing website and procures 
67

computers, phones, and software that will include the implementation of a new electronic 

investigative and audit management system in FY 2022. 

The Budget also provides for increased use of data analytics in FY 2022, making oversight 

more efficient. The OIG’s data scientist has developed automated tools that aggregates 

grantee information, refined the OIG’s risk model, and created dashboards that provide 

information about civil, criminal, and administrative enforcement actions. For FY 2022, the 

OIG will expand its use of predictive analytics to pursue proactive leads.

Support

The Support Section includes the OIG’s senior leadership, its business and administrative 

operations (budget, finance, contracts, personnel), the training program that ensures that 

AmeriCorps OIG staff possess the knowledge and expertise needed to complete their 

oversight role, and the contribution to the Council of Inspectors General on Integrity and 

Efficiency (CIGIE). For FY 2022, the AmeriCorps OIG requires $95,000 to meet its training 

requirements and $30,000 to support CIGIE.

Government-wide Outcomes

AmeriCorps OIG continues to make contributions to the OIG community and the 

Government at large. For example:

• The Inspector General has served since 2017 as the Vice-Chair of CIGIE’s Integrity 

Committee that reviews, investigates, and makes recommendations concerning 

allegations of serious misconduct against senior officials in the IG community; 

• The Deputy Inspector General compiled and edited a capstone report on the OIG 

community’s efforts to protect Federal grants from fraud, waste and abuse that is now 

used to strengthen controls over pandemic recovery funds; 

• Members of the AmeriCorps OIG are instructors and speakers for the Inspector 

General Academy and other training programs on a variety of grant-related subjects; 

• The OIG’s data scientist performed analyses to identify fraud for the Pandemic 

Response Accountability Committee in its start-up phase.

Inspector General Reform Act Statement

Pursuant to Section 6(g)(1) of the IG Act, as amended, OIG submits the following summary 

concerning the OIG’s annual budget:

• AmeriCorps OIG requests an appropriation of $6,960,000 for FY 2022;

• The portion for OIG’s training needs is $95,000 which is expected to suffice; and 

• The portion to support CIGIE’s operations is approximately $30,000, based on CIGIE’s 

annual percentage assessment (.36 percent of FY 2022), which is expected to suffice.
68

ATTACHMENT – GOOD ACCOUNTING ACT

In accordance with The Good Accounting Obligation in Government Act (Public Law 115-

414), AmeriCorps is providing the information below and in related tables on the following 

pages.

Report Summary

AmeriCorps has 187 total open Government Accountability Office (GAO) and AmeriCorps 

Office of the Inspector General (OIG) recommendations.28 10 of the 187 recommendations 

were issued by the GAO and stem from 3 separate reports. The remaining 177 

recommendations were issued by AmeriCorps’ OIG as part of prior audits, evaluations, and 

other activities. These recommendations were published in the OIG’s Semi-Annual Report 

(SAR) to Congress 20-02 as either Open and Unimplemented (OU) Recommendations or Not 

Yet Due (NYD) Recommendations. The report below reflects the 187 unique GAO and OIG 

recommendations. 21 recommendations have multiple sub-parts and require status tracking 

by individual sub-part. 166 recommendations do not have multiple parts. A status code for 

each recommendation or recommendation sub-part is included. The report lists 

recommendations and recommendation sub-parts that have been open for no less than one 

year and for which either final action has not been taken or the agency disagrees with the 

recommendation or recommendation sub-part and considers it to be closed and 

unimplemented. 

Please consult the Status Code Key to learn the status of each recommendation or 

recommendation sub-part and information pertaining to the timing of resolution. The Status 

Code Key notes in parenthesis the total number of unique recommendations per status code 

type. Recommendations with multiple parts and resolution timeframes are uniquely counted 

in the status code category reflecting the timeframe when resolution would be completed for 

all sub-parts. As reflected below, all 75 recommendations from AmeriCorps’ FY 2019 

Financial Statement Audit are open, along with 20 recommendations from prior financial 

statement audits. AmeriCorps has not included recommendations in this report that the 

agency considers to be duplicative, or that have been closed since the publication of the 

OIG’s SAR 20-02. AmeriCorps remains committed to addressing all recommendations to 

resolve outstanding concerns.

Status Code Key 

1. AmeriCorps has taken actions to fully resolve the recommendation or recommendation 

sub-part as of

(a.) the end of Q1 2021 and is awaiting auditor review. (34 recommendations)

(b.) the end of Q2 2021 and is awaiting auditor review. (3 recommendations)

(c.) the end of Q1 2020 and is awaiting auditor review. (1 recommendation)

(d.) the end of Q2 2020 and is awaiting auditor review. (2 recommendations)

(e.) the end of Q3 2020 and is awaiting auditor review. (2 recommendations)

(f.) the end of Q4 2020 and is awaiting auditor review. (14 recommendations)

28 Report generated April 30, 2021 for recommendations and recommendation sub-parts open as of May 2020.
69

(g.) the end of Q1 2019 and is awaiting auditor review. (0 recommendations – 1 

recommendation sub-part)

(h.) the end of Q3 2019 and is awaiting auditor review. (1 recommendation)

(i.) the end of Q4 2019 and is awaiting auditor review. (3 recommendations)

2. AmeriCorps has taken actions to partially resolve the recommendation or recommendation 

sub-part as of

(a.) the end of Q1 2021 and is awaiting auditor review. (3 recommendations)

(b.) the end of Q2 2021 and is awaiting auditor review. (27 recommendations)

3. AmeriCorps is taking actions to fully resolve the recommendation or recommendation subpart as of the end of Q3 2021. Auditor review to follow. (1 recommendation)

4. AmeriCorps is taking actions to partially resolve the recommendation or recommendation 

sub-part as of 

(a.) the end of Q3 2021. Auditor review to follow. (8 recommendations)

(b.) the end of Q4 2021. Auditor review to follow. (1 recommendation)

 5. AmeriCorps has taken some 

actions to address the recommendation or recommendation sub-part and

(a.) is in the process of planning audit resolution activities. (6 recommendations)

(b.) is awaiting the results of GAO review. (3 recommendations)

(c.) shares updates with GAO on a regular basis. AmeriCorps plans to continue to implement 

improvements in 2021 and work with GAO on audit resolution. (3 recommendations)

6. Corrective action planning and/or the implementation of corrective actions to address the 

recommendation or recommendation sub-part is in process. AmeriCorps is working to assess 

progress where applicable and develop specific timeframes for completion. (40 

recommendations)

7. AmeriCorps disagrees with the recommendation or recommendation sub-part and 

considers it to be closed and unimplemented. (35 recommendations)

Report No. Report Title Date 

Issued Recommendation Status Code

GAO 20-119 Evidence-Based 

Policymaking: Selected 

Agencies Coordinate 

Activities, but Could 

Enhance Collaboration

12/4/2019

GAO Report 20-119 

Recommendation No. 1: The Chief 

Executive Officer of CNCS should 

develop an approach to ensure that 

all relevant participants are involved 

in the agency-wide process for 

prioritizing evidence needs.

5.c.
70

Report No. Report Title Date 

Issued Recommendation Status Code

GAO 20-119 Evidence-Based 

Policymaking: Selected 

Agencies Coordinate 

Activities, but Could 

Enhance Collaboration

12/4/2019

GAO Report 20-119 

Recommendation No. 2: The Chief 

Executive Officer of CNCS should 

define roles and responsibilities for all 

relevant participants involved in the 

agency-wide process for prioritizing 

evidence needs.

5.c.

GAO 20-119 Evidence-Based 

Policymaking: Selected 

Agencies Coordinate 

Activities, but Could 

Enhance Collaboration

12/4/2019

GAO Report 20-119 

Recommendation No. 3: The Chief 

Executive Officer of CNCS should 

revise written guidance for the 

agency-wide process for prioritizing 

evidence needs to ensure it identifies 

all relevant participants and their 

respective roles and responsibilities.

5.c.

GAO 17-267 Information Technology 

Modernization: 

Corporation for National 

and Community Service 

Needs to Develop a 

System That Supports 

Grant Monitoring

8/17/2017 GAO Report 17-267 

Recommendation No. 1: The Chief 

Executive Officer should direct the 

Chief Information Officer to take 

steps needed to ensure that system 

requirements are defined to align 

with the business needs of CNCS's 

future risk-based grants monitoring 

process.

5.b.

GAO 17-267 Information Technology 

Modernization: 

Corporation for National 

and Community Service 

Needs to Develop a 

System That Supports 

Grant Monitoring

8/17/2017 GAO Report 17-267 

Recommendation No. 2: The Chief 

Executive Officer should direct the 

Chief Information Officer to ensure 

that the system development project 

schedule identifies in the baseline 

both planned and actual dates for 

completing all project-level activities, 

and can be used to monitor and 

measure progress of the grant 

monitoring system project.

5.b.
71

Report No. Report Title Date 

Issued Recommendation Status Code

GAO 17-267 Information Technology 

Modernization: 

Corporation for National 

and Community Service 

Needs to Develop a 

System That Supports 

Grant Monitoring

8/17/2017 GAO Report 17-267 

Recommendation No. 3: The Chief 

Executive Officer should direct the 

Chief Information Officer to ensure 

that test plans are defined and 

implemented to include the second 

version of the grant monitoring 

system in all stages of testing during 

development, and results of initial 

stages are approved before 

conducting subsequent test stages.

5.b.

GAO 17-90 Monitoring Efforts by 

Corporation for National 

and Community Service 

Could Be Improved

3/21/2017 GAO Report 17-90 Recommendation 

No. 1: To improve CNCS's efforts to 

move toward a risk-based process for 

monitoring grants and to improve its 

capacity for monitoring grantee 

compliance, the Chief Executive 

Officer of the Corporation for 

National and Community Service 

should ensure that CNCS completes 

its efforts to benchmark its 

assessment criteria and scoring 

process to further develop a riskbased approach to grant monitoring 

and that information from this effort 

is used to (a) score the indicators so 

that the riskiest grants get the highest 

scores; (b) revise the assessment 

indicators to meaningfully cover all 

identifiable risks, including fraud and 

improper payments; and (c) 

document decisions on how 

indicators are selected and weighted.

5.a.
72

Report No. Report Title Date 

Issued Recommendation Status Code

GAO 17-90 Monitoring Efforts by 

Corporation for National 

and Community Service 

Could Be Improved

3/21/2017 GAO Report 17-90 Recommendation 

No. 3: To improve CNCS's efforts to 

move toward a risk-based process for 

monitoring grants and to improve its 

capacity for monitoring grantee 

compliance, the Chief Executive 

Officer of the Corporation for 

National and Community Service 

should review monitoring protocols, 

including the level of information 

collected for oversight of 

subrecipients' activities such as 

criminal history checks, and enhance 

protocols, as appropriate.

5.a.

GAO 17-90 Monitoring Efforts by 

Corporation for National 

and Community Service 

Could Be Improved

3/21/2017 GAO Report 17-90 Recommendation 

No. 4: To improve CNCS's efforts to 

move toward a risk-based process for 

monitoring grants and to improve its 

capacity for monitoring grantee 

compliance, the Chief Executive 

Officer of the Corporation for 

National and Community Service 

should establish activities to 

systematically evaluate grant 

monitoring results.

5.a.

GAO 17-90 Monitoring Efforts by 

Corporation for National 

and Community Service 

Could Be Improved

3/21/2017 GAO Report 17-90 Recommendation 

No. 6: To improve CNCS's efforts to 

move toward a risk-based process for 

monitoring grants and to improve its 

capacity for monitoring grantee 

compliance, the Chief Executive 

Officer of the Corporation for 

National and Community Service 

should, as part of CNCS's efforts to 

develop an employee development 

program, update critical 

competencies for grant monitoring, 

and establish a training planning 

process linked with agency goals and 

these competencies.

5.a.
73

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 12-04 Audit of Earned 

Education Awards 

Resulting from 

Compelling Personal 

Circumstances

11/9/2011 SAR 20-02, OIG OU Recommendation 

No. 1 (a): Rec. No. 3(b): Implement 

the text description functionality in 

the MyAmeriCorps Portal to allow 

grantee personnel –to document the 

Compelling Personal Circumstances 

justifications.

7

AC OIG 12-04 Audit of Earned

Education Awards 

Resulting from 

Compelling Personal 

Circumstances

11/9/2011 SAR 20-02, OIG OU Recommendation 

No. 1 (b): Rec. No. 3(c): Implement 

monitoring controls requiring a 

secondary level of review of each 

approved partial education award.

7

AC OIG 13-06 Agreed-Upon Procedures 

for Corporation for 

National and Community 

Service Grants Awarded 

to Edna McConnell Clark 

Foundation

6/6/2013 SAR 20-02, OIG OU Recommendation 

No. 2: Rec. 1(c): Revise the Frequently 

Asked Questions for National Service 

Criminal History Checks to require 

searches to be conducted for 

employees with maiden, married or 

former married names.

7

AC OIG 14-09 Audit of Blanket 

Purchase Agreements for 

Professional Consulting 

Services

6/20/2014 SAR 20-02, OIG OU Recommendation 

No. 3: Rec. No. 2: A central review 

committee (including a representative 

of the Office of Procurement Services) 

approve any consulting projects that 

exceed pre-established cost 

thresholds.

7

AC OIG 15-06 Audit of Corporation for 

National and Community 

Service Cooperative 

Agreements Awarded to 

AFYA Incorporated and 

Education Northwest

6/25/2015 SAR 20-02, OIG OU Recommendation 

No. 4: Rec. No. 1: Identify risk areas 

for the training and technical 

assistance cooperative agreements 

and develop indicators to assess 

associated risks. Indicators could 

include special terms and conditions 

of the cooperative agreement, the 

status of a grantee's Negotiated 

Indirect Cost Rate Agreement, fraud 

risk indicators, deficiencies identified 

in prior OIG and non-OIG audits of the 

grantee, prior Corporation desk 

reviews, and prior Corporation site 

visits of the grantee.

7
74

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 15-06 Audit of Corporation for 

National and Community 

Service Cooperative 

Agreements Awarded to 

AFYA Incorporated and 

Education Northwest

6/25/2015 SAR 20-02, OIG OU Recommendation 

No. 5: Rec. No. 2: Establish 

customized monitoring priorities, 

plans, and procedures based on 

programmatic and financial risk 

assessments developed in accordance 

with specific requirements of training 

and technical assistance cooperative 

agreements.

7

Various Risk Management 

(multiple reports) N/A

SAR 20-02, OIG OU Recommendation 

No. 6: Develop a risk-based process 

for monitoring grants, to replace its 

one-size-fits-all approach that uses 

risk assessment criteria developed for 

traditional cost reimbursement grants 

for fixed amount grants and grants for 

technical training and assistance. This 

system understates and/or ignores 

risks inherent in those other grants.

5.a.

Various Risk Management 

(multiple reports) N/A

SAR 20-02, OIG OU Recommendation 

No. 7: CNCS should validate its risk 

indicators for all grants against 

outcomes or use outcomes to identify 

other factors that could sharpen its 

analysis.

5.a.

AC OIG 16-05

OIG 5-13-16 response to 

DMD for Audit of 

Corporation for National 

& Community Service 

Grants Awarded to 

Hoopa Valley Tribe

11/13/2015

SAR 20-02, OIG OU Recommendation 

No. 8: Rec. No. 1(a): Impose stronger 

enforcement approach to CHC 

violations that establishes effective 

penalties, recognizes the high risk 

that CHC violations impose on our 

beneficiary and grantee community, 

and incentives strong risk 

management.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 9 (a): Rec. No. 1(a): Increase 

impact of national service by 

targeting resources cost-effectively; 

scale back NCCC and scale up other 

programs that perform 

same/comparable activities.

7
75

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 9 (b): Rec. No. 1(b): Determine 

optimal size of NCCC based on factors 

in report and reduce/eliminate 

activities that can be performed by 

other CNCS programs at lower cost.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 9 (c): Rec. No. 1(c): Work with 

Congress to reprogram funds from 

NCCC to other CNCS programs with 

comparable activities, to multiply 

effects of national service

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 9 (d): Rec. No. 1(d): Enhance 

capacity of A-DRTs to deploy rapidly 

for disaster response.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 9 (e): Rec. No. 1(e): Limit types of 

projects undertaken by NCCC for 

activities that can be performed by 

other CNCS programs and track the 

time devoted thereto.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 10 (a): Rec. No. 2(a): Treat FEMA 

and NCCC separately for purposes of 

achieving 50 participation by 

individuals from disadvantaged 

circumstances.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 10 (b): Rec. No. 2(b): Develop 

comprehensive risk-based enrollment 

and retention strategy that includes 

identifying the characteristics that 

make individuals, including those 

from disadvantaged circumstances, 

successful; develop interview and 

application questions to identify 

those individuals.

7
76

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 10 (c): Rec. No. 2(f): Improve data 

on members from disadvantaged 

circumstances by looking at zip codes 

of residence, schools attended, 

receipt of public assistance in recent 

past, to reduce dependence on 

recruitment partners as only source 

of information.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 10 (d): Rec. No. 2(g): Reduce 

reliance on existing recruitment 

partners and develop better 

screening of their referrals.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 10 (e): Rec. No. 2(h): Inform 

recruiting partners of their high NCCC 

attrition rates so they can take 

appropriate action.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 10 (h): Rec. No. 2(i): Develop a 

policy that limits recruitment of 

members from other Federal 

programs.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 10 (i): Rec. No. 2(j): Identify 

community organizations/activities 

likely to engage highly motivated 

youths and families from 

disadvantaged circumstances (faithbased, immigrant, athletic programs, 

etc.) and recruit from those. Consider 

pilot with Baltimore Archdiocese or 

charter schools serving target 

populations.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 10 (j): Rec. No. 2(l): Identify the 

support that would increase retention 

and provide it. Engage Foster 

Grandparents and other local 

community groups to provide 

support.

7
77

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 10 (k): Rec. No. 2(n): Set program 

and campus recruitment and 

retention goals.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 10 (l): Rec. No. 2(o): Develop 

granular information regarding root 

causes of attrition with better exit 

interviews of members and 

interviews of peers, sponsors and 

campus leaders; use the information 

for recruiting, selection and support.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 10 (m): Rec. No. 2(p): Right-size 

NCCC and grow the program only 

after enrollment and retention have 

improved above a predetermined 

level

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 11(a): Rec. No. 3(a): Collect 

timely, objective, substantive 

feedback from sponsors, measured 

against objective outcomes, with 

results broken out by campus.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 11 (b): Rec. No. 3(b): Compare 

sponsor feedback to team leaders’ 

assessments of each project.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 12 (a): Rec. No. 4(a): Establish 

policies/procedures that give greater 

weight to proximity and travel costs 

for disaster projects, i.e., where 

possible, send the nearest team.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 12 (b): Rec. No. 4(b): Expect that 

nearest teams will respond to a 

disaster and that disaster response 

takes priority over other projects.

7

AC OIG 17-05

Evaluation of the 

National Civilian 

Community Corps 

(NCCC) Program

12/5/2016

SAR 20-02, OIG OU Recommendation 

No. 13: Rec. No. 5(b): Connect NCCC 

alumni to non-profits in their home 

communities, to leverage the valuable 

training and experience provided by 

NCCC.

7
78

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 

Management 

Challenges

OIG Management 

Challenges - Issued 

12/07/2016 -

Modernizing Information 

Technology

12/7/2016

SAR 20-02, OIG OU Recommendation 

No. 14: Rec. No. 4: Ensure careful 

management and close oversight by 

senior executives of the $43 million 

Grants and Member Management 

Modernization program, particularly 

because of the high-risk nature of this 

venture; the CNCS Office of 

Information Technology's lack of 

experience managing projects of this 

complexity and magnitude; the 

urgent need for better IT to support 

grant management; the amounts at 

risk; the lengthy delays already 

incurred; the expenditure of one third 

of the total estimated cost long 

before completing Phase 1; and the 

lack of any planned delivery dates for 

Phases 2 and 3.

7

AC OIG 

Management 

Alert

OIG Management Alert -

Issued 11/03/2016 -

NACHC Prohibited 

Activities: Missed 

Opportunities

11/3/2016

SAR 20-02, OIG OU Recommendation 

No. 15: Rec. No. 2: Identify all 

grantees and subgrantees whose 

service activities involve providing 

healthcare to women and girls of 

childbearing age, as well as those with 

service activities directed at 

education or mentoring of girls and 

young women middle school-aged 

and above and determine whether 

they have engaged in abortionrelated prohibited activities within a 

pre-determined period.

7

AC OIG 

Management 

Alert

OIG Management Alert -

Issued 11/03/2016 -

NACHC Prohibited 

Activities: Missed 

Opportunities

11/3/2016

SAR 20-02, OIG OU Recommendation 

No. 16: Rec. No. 3: Conduct similar 

risk assessments, identification of atrisk grantees, communications and 

targeted monitoring for other 

prohibited activities.

7

AC OIG 

Management 

Alert

OIG Management Alert -

Issued 11/03/2016 -

NACHC Prohibited 

Activities: Missed 

Opportunities

11/3/2016

SAR 20-02, OIG OU Recommendation 

No. 17: Rec. No. 4: Identify any other 

factors that may increase the risk of 

individual prohibited activities and 

use that information for targeted 

education, training and monitoring as 

appropriate.

7
79

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 

Management 

Alert

OIG Management Alert -

Issued 11/03/2016 -

NACHC Prohibited 

Activities: Missed 

Opportunities

11/3/2016

SAR 20-02, OIG OU Recommendation 

No. 18: Rec. No. 6: Enhance the 

capacity of eGrants to store and 

search critical emails; institutionalize 

policies and procedures to allow POs 

and GOs to capture key emails in 

eGrants; and develop criteria for 

identifying emails to be captured.

7

AC OIG 

Management 

Alert

OIG Management Alert -

Issued 11/03/2016 -

NACHC Prohibited 

Activities: Missed 

Opportunities

11/3/2016

SAR 20-02, OIG OU Recommendation 

No. 19: Rec. No. 7: CNCS’s to-bedeveloped Enterprise Risk 

Management strategy and planning 

include a component for specific 

prohibited activities, commensurate 

with magnitude of the risk, including 

the reputational and political risk to 

CNCS.

7

AC OIG 

Management 

Alert

OIG Management Alert -

Issued 11/03/2016 -

NACHC Prohibited 

Activities: Missed 

Opportunities

11/3/2016

SAR 20-02, OIG OU Recommendation 

No. 20: Rec. No. 8: Accelerate the 

development of a more focused,

targeted and risk-based model and 

approach to all grant monitoring 

including continuous assessment of 

the effectiveness of CNCS'S grant risk 

assessments and monitoring.

7

AC OIG 

Management 

Alert

OIG Management Alert -

Issued 11/03/2016 -

NACHC Prohibited 

Activities: Missed 

Opportunities

11/3/2016

SAR 20-02, OIG OU Recommendation 

No. 21: Rec. No. 9: Without waiting 

for the development of a 

comprehensive risk-based monitoring 

strategy, develop and implement 

monitoring strategies for specific 

prohibited activities that can be 

conducted frequently, do not depend 

on site visits and provide a 

meaningful opportunity for prompt 

detection of violations or red flags, 

including searches of social media 

sites and surveys of members in 

accessible language, using the 

MyAmeriCorps Portal.

7
80

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 

Management 

Alert

OIG Management Alert -

Issued 11/03/2016 -

NACHC Prohibited 

Activities: Missed 

Opportunities

11/3/2016

SAR 20-02, OIG OU Recommendation 

No. 22: Rec. No. 10: Assess during the 

grant application process whether an 

applicant is at particular risk for one 

or more specific prohibited activities. 

If so, CNCS should require that the 

grantee develop customized ways to 

address compliance with that 

prohibition, including detection 

controls. The Corporation should 

incorporate the resulting information 

into the monitoring plan and target 

CNCS monitoring activities 

accordingly and assess the 

effectiveness of the measures taken 

by the grantee.

7

AC OIG 18-01 

and 18-02

Audit of the Corporation 

for National and 

Community Service's 

Fiscal Year 2017 

Consolidated Financial 

Statements

11/15/2017

SAR 20-02, OIG OU Recommendation 

No. 24: Rec. No. 4: Automate the 

financial statement preparation 

process insofar as possible to reduce 

the potential for human error in the 

financial statement template;

1.a.

AC OIG 18-03

FY 2017 Federal 

Information Security 

Modernization Act 

Evaluation of the CNCS

11/15/2017

SAR 20-02, OIG OU Recommendation 

No. 25: Rec. No. 25: Ensure the CNCS 

GSS Information System Owner 

establishes and enforces the policy 

for mobile devices that do not 

connect to the CNCS GSS to include 

usage restrictions, configuration and 

connection requirements, and 

implementation guidance. (New)

6
81

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 18-03

FY 2017 Federal 

Information Security 

Modernization Act 

Evaluation of the CNCS

11/15/2017

SAR 20-02, OIG OU Recommendation 

No. 26: Rec. No. 26: Ensure the 

facilities implement the following in 

regards to protection of mobile 

devices

• Enforce the prohibition of displaying 

passwords in public view

• Require the use of passwords on 

mobile computer assets for all users

• Change passwords and re-image IT 

assets upon the separation of the 

previous user

• Monitor Team Lead laptops for 

compliance with security updates and 

antivirus signatures

• Prohibit the use of nongovernmental CNCS issued email 

accounts

• Configure cell phones to require the 

enabling of

security functions

6

AC OIG 18-03

FY 2017 Federal 

Information Security 

Modernization Act 

Evaluation of the CNCS

11/15/2017

SAR 20-02, OIG OU Recommendation 

No. 27: Rec. No. 27: Ensure the 

facilities implement the following in 

regards to protection of mobile 

devices:

• Require the use of passwords on 

mobile computer assets for all users

• Change passwords and re-image IT 

assets upon the separation of the 

previous user

• Prohibit the use of nongovernmental CNCS issued email 

accounts

6

AC OIG 18-05

Performance Audit of 

the Corporation for 

National and Community 

Service's Compliance 

with the Digital 

Accountability and 

Transparency Act of 

2014

11/8/2017

SAR 20-02, OIG OU Recommendation 

No. 30: Rec. No. 3: Focus on reducing 

the amount of SVs by fixing the root 

causes. SV’s should be limited to 

those related to accrual adjustments 

or one-time, unusual transactions 

only. However, in the event an SV is 

required the SVs recorded should 

contain data elements required for 

File B such as the program activity 

name, program activity code, and 

object class.

1.a.
82

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 18-05

Performance Audit of 

the Corporation for 

National and Community 

Service's Compliance 

with the Digital 

Accountability and 

Transparency Act of 

2014

11/8/2017

SAR 20-02, OIG OU Recommendation 

No. 31: Rec. No. 4: Validate the SVs to 

address errors and invalid balances 

carried forward from prior years and 

correct the data submissions.

1.a.

AC OIG 18-05

Performance Audit of 

the Corporation for 

National and Community 

Service's Compliance 

with the Digital 

Accountability and 

Transparency Act of 

2014

11/8/2017

SAR 20-02, OIG OU Recommendation 

No. 33: Rec. No. 6: Capture 

institutional knowledge and mitigate 

the effects of employee turnover by 

documenting CNCS's DATA Act 

compliance processes and keeping 

them up to date. In addition, develop 

a succession plan to ensure that CNCS 

retains required expertise and 

capabilities.

1.a.

AC OIG 18-05

Performance Audit of 

the Corporation for 

National and Community 

Service's Compliance 

with the Digital 

Accountability and 

Transparency Act of 

2014

11/8/2017

SAR 20-02, OIG OU Recommendation 

No. 35: Rec. No. 9: Ensure that 

accurate and complete data is 

presented to the general public by 

reviewing the CNCS information from 

residing external systems and 

reconciling the external site 

information to the CNCS source 

systems.

1.a.

AC OIG 18-07

Audit of Corporation for 

National And Community 

Service Grants Awarded 

to Mayor's Fund to 

Advance New York City

3/19/2018

SAR 20-02, OIG OU Recommendation 

No. 36: Rec. No 2(a): Disallow and 

recover $1,663,952 in Federal costs 

awarded to Madison;

7

AC OIG 18-07

Audit of Corporation for 

National And Community 

Service Grants Awarded 

to Mayor's Fund to 

Advance New York City

5/23/2018

SAR 20-02, OIG OU Recommendation 

No. 37: Rec No. 1b: Determine 

whether other current SIF 

intermediaries have conducted 

criminal history checks for “partners” 

or other entities that perform core 

intermediary functions, ensure that 

any missing checks are completed and 

recover the costs for any missing or 

unperformed checks

7
83

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 18-12 VISTA Program 

Evaluation 6/5/2018

SAR 20-02, OIG OU Recommendation 

No. 38: Rec. No. 2: CNCS VISTA should 

develop a standard for capturing 

capacity building and measuring 

sustainability during and after the 

VISTA project is completed.

7

AC OIG 18-12 VISTA Program 

Evaluation 6/5/2018

SAR 20-02, OIG OU Recommendation 

No. 39: Rec No. 5: VISTA should 

specifically measure the effectiveness 

of the policy allowing VISTA members 

to take classes while serving in the 

VISTA program. CNCS VISTA should 

build performance measures into all 

policy/procedure changes as a means 

to evaluate overall effectiveness of 

the change and allow for continuous 

process improvement.

7

AC OIG 

Management 

Alert

Management Alert -

Issued 06/26/2018 -

Final Management Alert: 

Serious Weaknesses in 

National Civilian 

Community Corps 

Recruiting Contract May 

Jeopardize Program 

Success

6/26/2018

SAR 20-02, OIG OU Recommendation 

No. 40: Rec No. 2: Promptly 

undertake a new procurement, with 

clear objectives, statement of work, 

experience and professional 

attributes and deliverables which is 

structured as a performance-based 

contract, with metrics tied to 

recruitment of applicants who meet 

the program criteria, meet the 

diversity requirements and 

successfully complete their terms

7

AC OIG 

Management 

Alert

Management Alert -

Issued 06/26/2018 -

Final Management Alert: 

Serious Weaknesses in 

National Civilian 

Community Corps 

Recruiting Contract May 

Jeopardize Program 

Success

6/26/2018

SAR 20-02, OIG OU Recommendation 

No. 41: Rec No. 3: Assign a COR who 

has strong recruitment knowledge 

and experience to effectively manage 

and oversee this contract

7

AC OIG 19-01 

and 19-02

Agreed-Upon Procedures 

for Corporation Grants 

Awarded SerVermont

8/20/2018

SAR 20-02, OIG OU Recommendation 

No. 42: Rec No. 2(d): Disallow and, if 

already used, recover education 

awards made to members who did 

not serve the minimum required 

service hours.

7
84

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 43: Rec. No.1: Establish 

responsibility and accountability to 

ensure that CNCS complies with OMB 

CircularNo.A-123 and holds 

appropriate CNCS management 

officials accountable in supporting the 

internal control assessment process.

1.i.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 44 (a): Rec. No. 2: Engage in 

periodic meetings with the functional 

offices to identify risks associated 

with significant financial statement 

line items and gather the necessary 

information to make informed 

decisions as part of the risk 

assessment process. Specifically, 

OCRO should: 

1.h.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 44 (b): Rec. No. 2a: Stay informed 

regarding new and open audit 

recommendations to ensure that key 

operational and financial control 

deficiencies are identified, and those 

controls are documented in CNCS’s 

business process narratives and risk 

control matrices. 

1.i.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 44 (c): Rec. No. 2b: Actively 

participate in ongoing financial 

statement audit status meetings and 

stay informed on identified risks to 

ensure that functional offices are held 

accountable and addresses those 

specific risks through the assurance 

statement preparation process.

1.g.
85

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 45: Rec. No. 4: Develop guidance 

and best practices for functional 

offices for completing assurance 

statements. Guidance should clearly 

identify what would constitute an 

adequate internal control assessment 

from which the functional offices can 

rely on to submit an unmodified 

assurance statement. Guidance 

should also be provided to functional 

offices with clear definitions and 

examples on control deficiency, 

significant deficiency, material 

weakness; and when a modified or no 

assurance statement should be 

provided.

1.h.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 46: Rec. No. 5: Require functional 

offices to provide supporting 

documents for their assurance 

statements. OCRO should establish 

quality control reviews of the support 

for function offices’ assurance 

statements to ensure that they are 

complete, and the functional offices 

address business cycles, financial 

statement line items and systems 

under their purview of responsibility 

to ensure consistency with the 

assurance statements.

1.c.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 47: Rec. No. 7: Record 

transactions in accordance with 

GAAP.

1.a.
86

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 54: Rec. No. 14: Revise its current 

cost allocation memorandum titled 

“Corporation for National and 

Community Service Financial 

Reporting Cost Allocation” to describe 

in detail the process for allocating 

indirect costs allocation among CNCS 

programs, including indirect cost 

allocation methodology, basis of 

allocation, assumptions, sources of 

data, allocation period timeline, and 

review process.

Pending since FY 2017

1.a.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 55: Rec. No. 15: Review and 

research the balances for 

discontinued document types, such as 

“TJ” and “JV” to determine their 

validity and correct them accordingly. 

Document and maintain support for 

any accounting adjustments made to 

correct the balances.

Pending since FY 2017

1.a.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 56: Rec. No. 16: Identify any 

additional unused document types 

and transaction types and related 

balances for possible liquidation.

Pending since FY 2017

1.a.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 57: Rec. No. 17: Work with the 

Momentum support team to remove 

any document types that are no 

longer used.

1.a.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 60: Rec. No. 20: Continue to 

evaluate and correct, if necessary, any 

ongoing negative impact of the 

financial system upgrade on financial

reporting.

1.a.
87

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 61: Rec. No. 21: Identify and 

collect feedback from all stakeholders 

to ensure all concerns and risks on 

the system upgrade are addressed 

and risks are mitigated.

1.a.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 62: Rec. No. 22: Develop 

milestones for the complete 

implementation of the resolutions 

related to the system upgrade issues.

1.a.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 65: Rec. No. 25: Track the 

outstanding balances with system 

configuration issues until their full 

liquidation.

1.a.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 66: Rec. No. 26: Document and 

retain the results of actions taken for 

recommendations above, including 

the final decisions and solutions to 

resolve the system issue.

1.a.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 68: Rec. No. 28: Discontinue 

obligating interest revenue 

automatically upon receipt and 

deobligate amounts representing 

interest previously obligated, or 

document the authority to 

automatically obligate interest 

earned.

Pending since FY 2017

1.f.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 69 (a): Rec. No. 29: Document 

and implement policies and 

procedures to include the following

Pending since FY 2017

4.a.
88

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 69 (b): Rec. No. 29(a): review 

obligations to verify that amounts, 

timeframe (i.e., grant dates are 

correctly reflected in the obligation) 

and age are accurately reflected in 

the status of the obligation to confirm 

their validity;

Pending since FY 2017

4.a.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 69 (c): Rec. No. 29(b): ensure 

obligations are sufficiently supported 

(i.e., by documentary evidence);

Pending since FY 2017

4.a.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 69 (d): Rec. No. 29(c): reconcile 

obligations to source documents 

(such as grant agreements); and

Pending since FY 2017

4.a.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 69 (e): Rec. No. 29(d): perform 

complete reconciliations of all 

outstanding obligations monthly, and 

ensure any discrepancies identified 

are promptly researched and

resolved.

Pending since FY 2017

4.a.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 96: Rec. No. 57: Adhere to the 

accounting definition and guidance 

issued by OMB and Treasury for 

recording Recoveries and updates 

CNCS’s financial reporting policy 

accordingly.

1.a.

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 98: Rec. No. 59: Develop a 

financial reporting checklist to ensure 

completeness and recording of all 

transactions.

1.a.
89

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 19-01 

and 19-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2018 

Consolidated Financial 

Statements

11/15/2018

SAR 20-02, OIG OU Recommendation 

No. 105: Rec. No. 66: Strengthen 

internal controls over the entire AR 

process cycle to ensure that AR 

transactions are properly supported, 

documented, and readily available for 

examination.

1.a.

AC OIG 19-03

Fiscal Year 2018 Federal 

Information Security 

Modernization Act 

(FISMA) Evaluation of 

the Corporation for 

National and Community 

Service

3/1/2019

SAR 20-02, OIG OU Recommendation 

No. 110 (a): Rec. No. 1: Ensure that 

OIT monitors and promptly installs 

patches and antivirus updates across 

the enterprise when they are 

available from the vendor. 

Enhancements should include:

Pending since FY 2017

6

AC OIG 19-03

Fiscal Year 2018 Federal 

Information Security 

Modernization Act 

(FISMA) Evaluation of 

the Corporation for 

National and Community 

Service

3/1/2019

SAR 20-02, OIG OU Recommendation 

No. 110 (b): Rec. No. 1(a): Implement 

a process to track patching of 

network devices and servers by the 

defined risk based patch timelines in 

CNCS policy. (Modified Repeat)

Pending since FY 2017

6

AC OIG 19-03

Fiscal Year 2018 Federal 

Information Security 

Modernization Act 

(FISMA) Evaluation of 

the Corporation for 

National and Community 

Service

3/1/2019

SAR 20-02, OIG OU Recommendation 

No. 110 (c): Rec. No. 1(b): Ensure 

replacement of information system 

components when support for the 

components is no longer available 

from the developer, vendor or 

manufacturer. (Repeat)

Pending since FY 2017

6

AC OIG 19-03

Fiscal Year 2018 Federal 

Information Security 

Modernization Act 

(FISMA) Evaluation of 

the Corporation for 

National and Community 

Service

3/1/2019

SAR 20-02, OIG OU Recommendation 

No. 110 (d): Rec. No. 1(c): Monitor 

and record actions taken by the 

contractor to ensure vulnerability 

remediation for network devices and 

servers is addressed or the exposure 

to unpatchable vulnerabilities is 

minimized. (Modified Repeat)

Pending since FY 2017

6
90

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 19-03

Fiscal Year 2018 Federal 

Information Security 

Modernization Act 

(FISMA) Evaluation of 

the Corporation for 

National and Community 

Service

3/1/2019

SAR 20-02, OIG OU Recommendation 

No. 110 (e): Rec. No. 1(d): Enhance 

the inventory process to ensure all 

devices are properly identified and 

monitored. (Modified Repeat)

Pending since FY 2017

6

AC OIG 19-03

Fiscal Year 2018 Federal 

Information Security 

Modernization Act 

(FISMA) Evaluation of 

the Corporation for 

National and Community 

Service

3/1/2019

SAR 20-02, OIG OU Recommendation 

No. 111: Rec. No. 2: Ensure that OIT 

evaluates if the internet connections 

at the Field Financial Management 

Center, National Civilian Community 

Corps Campuses, and State Office is 

sufficient to allow patches to be 

deployed to all devices within the 

defined risk based patch timeline in 

CNCS policy. If the internet 

connections are determined to be 

inadequate, develop and implement a 

plan to enhance the current internet 

connections.

6

AC OIG 19-03

Fiscal Year 2018 Federal 

Information Security 

Modernization Act 

(FISMA) Evaluation of 

the Corporation for 

National and Community 

Service

3/1/2019

SAR 20-02, OIG OU Recommendation 

No. 112: Rec. No. 4: Develop and 

document a comprehensive risk 

register at the mission and business 

process level. (Modified Repeat) 

Pending Since FY 2014

6

AC OIG 19-03

Fiscal Year 2018 Federal 

Information Security 

Modernization Act 

(FISMA) Evaluation of 

the Corporation for 

National and Community 

Service

3/1/2019

SAR 20-02, OIG OU Recommendation 

No. 113: Rec. No. 7: Perform an 

analysis of the IG FISMA Metrics 

related to the security function 

“Identify” and develop a multi-year 

strategy to include objective 

milestones, and resource 

commitments by the Executive 

Review Board which addresses the 

corrective actions necessary to show 

steady, measurable improvement 

towards an effective information 

security program

6
91

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 19-03

Fiscal Year 2018 Federal 

Information Security 

Modernization Act 

(FISMA) Evaluation of 

the Corporation for 

National and Community 

Service

3/1/2019

SAR 20-02, OIG OU Recommendation 

No. 114: Rec. No. 8: Ensure that 

standard baseline configurations for 

all platforms in the CNCS information 

technology environment are 

appropriately implemented, tested, 

and monitored for compliance with 

established CNCS security standards. 

This includes documenting approved 

deviations from the configuration 

baselines with business justifications.

Pending since FY 2016

6

AC OIG 19-03

Fiscal Year 2018 Federal 

Information Security 

Modernization Act 

(FISMA) Evaluation of 

the Corporation for 

National and Community 

Service

3/1/2019

SAR 20-02, OIG OU Recommendation 

No. 115: Rec. No. 11: Implement 

Personal Identification Verification 

multifactor authentication for local 

and network access for privileged 

users.

Pending since FY 2017

6

AC OIG 19-03

Fiscal Year 2018 Federal 

Information Security 

Modernization Act 

(FISMA) Evaluation of 

the Corporation for 

National and Community 

Service

3/1/2019

SAR 20-02, OIG OU Recommendation 

No. 116: Rec. No. 12: Implement 

Personal Identification Verification 

multifactor authentication for 

network access for non-privileged 

users.

Pending since FY 2017

6

AC OIG 19-03

Fiscal Year 2018 Federal 

Information Security 

Modernization Act 

(FISMA) Evaluation of 

the Corporation for 

National and Community 

Service

3/1/2019

SAR 20-02, OIG OU Recommendation 

No. 117: Rec. No. 21: Perform an 

analysis of the IG FISMA Metrics 

related to the security function 

“Protect” and develop a multi-year 

strategy to include objective 

milestones, and resource 

commitments by the Executive 

Review Board which addresses the 

corrective actions necessary to show 

steady, measurable improvement 

towards becoming an effective 

information security program.

6
92

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 19-03

Fiscal Year 2018 Federal 

Information Security 

Modernization Act 

(FISMA) Evaluation of 

the Corporation for 

National and Community 

Service

3/1/2019

SAR 20-02, OIG OU Recommendation 

No. 118: Rec. No. 23: Perform an 

analysis of the IG FISMA Metrics 

related to the security function 

“Detect” and develop a multi-year 

strategy to include objective 

milestones, and resource 

commitments by the Executive 

Review Board which addresses the 

corrective actions necessary to show 

steady, measurable improvement 

towards becoming an effective 

information security program.

6

AC OIG 19-06

Agreed-Upon Procedures 

(AUP) review of 

AmeriCorps grant funds 

to Serve Indiana 3/12/2019

SAR 20-02, OIG OU Recommendation 

No. 119: Rec. No. 11: Recover the 

$43,626 in questioned Federal costs 

and $19,390 in education awards and 

address any impact to Federal costs of 

the $33,720 in questioned match 

costs for American Red Cross of 

Indiana for grant No. 15ACHIN001.

7

AC OIG 19-08

Agreed-Upon Procedures 

for Corporation for 

National and Community 

Service Grants Awarded 

to the Serve Guam 

Commission 5/28/2019

SAR 20-02, OIG OU Recommendation 

No. 120: Rec. No. 7: Require that SGC

provide Sanctuary with the 

requirements of an adequate financial

management system and ensure that 

Sanctuary implements an adequate 

system. The documentation provided

should include guidance on how to 

determine the allowability of grant 

costs claimed and accounting for both 

Federal and match costs.

7

AC OIG 19-08

Agreed-Upon Procedures 

for Corporation for 

National and Community 

Service Grants Awarded 

to the Serve Guam 

Commission 5/28/2019

SAR 20-02, OIG OU Recommendation 

No. 121: Rec. No. 11: Require Serve 

Guam Commission to submit an 

updated Financial Federal Report for

the 14AH award that removes the 

$18,761 of questioned match costs.

7
93

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 19-08

Agreed-Upon Procedures 

for Corporation for 

National and Community 

Service Grants Awarded 

to the Serve Guam 

Commission 5/28/2019

SAR 20-02, OIG OU Recommendation 

No. 122: Rec. No. 18: Require SGC, as

part of its subgrantee monitoring

processes, to perform periodic testing

of subgrantees’ other direct costs to

ensure that they incurred and claimed

all costs in accordance with grant

provisions, laws, and regulations.

7

AC OIG 19-04

Performance Audit of 

the Corporation for 

National and Community 

Service’s Compliance 

with the Improper 

Payments Elimination 

and Recovery Act of 

2010 (IPERA) for Fiscal 

Year 2018 6/3/2019

SAR 20-02, OIG OU Recommendation 

No. 123: Rec. No. 1: Fully implement

planned programmatic corrective

actions and identify periodic

reporting mechanisms to address the

root causes of improper payments 

identified in the AmeriCorps, FGP, 

RSVP, and SCP grant programs.

1.b.

AC OIG 19-04

Performance Audit of 

the Corporation for 

National and Community 

Service’s Compliance 

with the Improper 

Payments Elimination 

and Recovery Act of 

2010 (IPERA) for Fiscal 

Year 2018 6/3/2019

SAR 20-02, OIG OU Recommendation 

No. 124: Rec. No. 2: Develop a stepby-step approach that contains 

specific milestones identifying target

completion dates and responsible

Office of the Chief Risk Officer (OCRO) 

program staff for each corrective 

action.

6
94

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 19-04

Performance Audit of 

the Corporation for 

National and Community 

Service’s Compliance 

with the Improper 

Payments Elimination 

and Recovery Act of 

2010 (IPERA) for Fiscal 

Year 2018 6/3/2019

SAR 20-02, OIG OU Recommendation 

No. 126: Rec. No. 4: Develop a

detailed plan to report realistic 

reduction targets based on an 

evaluation of the root causes of

improper payments identified in the

FY 2018 IPERA testing and CNCS’s 

planned corrective actions. The 

detailed plan should include

establishing accountable parties in 

OCRO and the four grant programs

tested for IPERA to achieve the

reduction targets and should focus on

the availability of staff to implement 

planned corrective actions. Further,

CNCS should consider the potential

effects of any guidance that CNCS 

publishes during FY 2019 regarding 

the IPERA testing process, planned

updates to the statistical 

methodology and test plans for the FY 

2019 IPERA program and whether it

can reasonably justify the rationale

used to establish the reduction target 

rates.

2.b.

AC OIG 19-04

Performance Audit of 

the Corporation for 

National and Community 

Service’s Compliance 

with the Improper 

Payments Elimination 

and Recovery Act of 

2010 (IPERA) for Fiscal 

Year 2018 6/3/2019

SAR 20-02, OIG OU Recommendation 

No. 127: Rec. No. 5: Update its 

sampling and estimation 

methodology to ensure that future

improper payment estimates are 

complete and accurate.

7

AC OIG 19-04

Performance Audit of 

the Corporation for 

National and Community 

Service’s Compliance 

with the Improper 

Payments Elimination 

and Recovery Act of 

2010 (IPERA) for Fiscal 

Year 2018 6/3/2019

SAR 20-02, OIG OU Recommendation 

No. 128: Rec. No. 6: Consult with

OMB to determine whether its 

methodology appropriately considers 

all types of errors identified in the 

sample, particularly non-response 

and unmatched errors.

7
95

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 19-04

Performance Audit of 

the Corporation for 

National and Community 

Service’s Compliance 

with the Improper 

Payments Elimination 

and Recovery Act of 

2010 (IPERA) for Fiscal 

Year 2018 6/3/2019

SAR 20-02, OIG OU Recommendation 

No. 140: Rec. No. 18: Update the

mandatory training for all CNCS 

reviewers based on the latest test

plans to ensure that all reviewers

share a consistent testing

methodology and documentation 

retention plans.

1.b.

AC OIG 19-04

Performance Audit of 

the Corporation for 

National and Community 

Service’s Compliance 

with the Improper 

Payments Elimination 

and Recovery Act of 

2010 (IPERA) for Fiscal 

Year 2018 6/3/2019

SAR 20-02, OIG OU Recommendation 

No. 141: Rec. No. 19: Implement 

controls that strengthen supervision 

and oversight to ensure that CNCS

reviewers thoroughly, sufficiently,

and adequately document all testing

attributes and final conclusions and

maintain adequate supporting 

documentation, justification, and

rationales to support conclusions.

7

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 1: Rec. No. 1:

Establish a formal process that

provides the CEO with comprehensive

information on the results of CNCS’s

internal control assessment, status of

open material weaknesses and

significant deficiencies from prior

year’s financial statement audits, and

information on issues that could be

reported as a significant deficiency or

a material weakness in the current

year’s financial statement audit for

consideration in preparing the CNCS

assurance statement. This should also

include the status of open 

recommendations from other audits 

that have a significant impact on 

CNCS’s operations or financial 

reporting. (new)

1.a.
96

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 2: Rec. No. 2:

Provide training to CNCS officials

participating in the entity-level 

control assessment to ensure that

they have a full understanding of the 

internal control principles and how 

these principles relate to their 

operations. The training shall also

address how the outstanding audit

recommendations concerning their

operations should be considered 

when assessing the entity- level 

controls. (new)

1.e.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 3 (a): Rec. No. 3:

Revise the CNCS Statement of

Assurance Preparation and 

Submission Guidance (March 2019) 

to:

1.d.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 3 (b): Rec. No. 3(a):

Require the functional offices to 

consider external and internal audits 

and investigations in identifying and 

reporting on control deficiencies.

1.d.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 3 (c): Rec. No. 3(b):

Require the functional offices to

identify the impact that the material 

weakness or significant deficiency has 

on the financial statements or on 

CNCS’s operations in their assurance 

statements. (new)

1.d.
97

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 4: Rec. No. 4:

Revise the CNCS Financial Reporting

Testing Plan to include verifying that

the fluctuation analyses are

conducted properly within the 

required thresholds. (new)

1.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 5: Rec. No. 5:

Revise the FY 2019 CNCS Grants 

Financial Management Business 

Process Narrative to address the 

control gap concerning the 

verification of the Advances to Others 

balance accuracy. (new)

1.d.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 6: Rec. No. 6:

Provide training to appropriate CNCS

personnel regarding the purpose of 

the Data Quality Plan. (new)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 7: Rec. No. 7:

Update and maintain the Data Quality

Plan in accordance with OMB Circular

No. A-123, Appendix A, Management

of Reporting and Data Integrity Risk 

(M-18-16, June 6, 2018), and 

subsequent amendments. (new)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 8: Rec. No. 8:

Update CNCS’s Standard Operating

Procedure: Statement on Standards

for Attestation Engagements (SSAE)

18 Report Review to explain how

CNCS will address the SSAE 18 audit

reporting gaps for its external 

systems’ service providers and 

establish time requirement for 

conducting the SSAE 18 report 

reviews. (new)

3
98

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 9: Rec. No. 9:

Establish a process to maintain 

executed agreements with Federal 

trading partners and track all

associated costs against the interagency agreements from inception 

until the agreement close-out. (new)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 10 (a): Rec. No. 10:

Develop comprehensive policies and 

procedures for the financial 

statements preparation process and

related internal controls. The policies 

and procedures should address, 

among other subjects:

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 10 (b): Rec. No.

10(a): The process to determine and

document CNCS’s balance fluctuation

expectations. Expectations should be

documented based on a combination

of internal and external operating

factors, and program and financial 

relevant information available.

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 10 (c): Rec. No.

10(b): The materiality threshold used

to determine significant balance

fluctuations that require further

research should be more conservative 

than that used by external auditors.

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 10 (d): Rec. No. 

10(c) : Detailed process to research 

significant balance fluctuations. CNCS

should research and explain all

significant balance fluctuations at the 

account and transaction level.

Maintain and have the supporting 

documentation readily available.

4.a.
99

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 10 (e): Rec. No.

10(d): Research and retain supporting

documents required for any identified

account balance differences derived

from its abnormal balance review or 

the tie point analysis.

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 10 (f): Rec. No.

10(e) : Address fatal and non-fatal

Government-wide Treasury Account 

Symbol Trial Balance edit failures.

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 10 (g): Rec. No.

10(f): Address all balance differences

and retain supporting documentation 

of related research.

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 10 (h): Rec. No.

10(g): Document and maintain

support for all prior period 

adjustments and changes to Net

Position accounts, Cumulative Result

of Operations, and Unexpended 

Appropriations. (repeat)

4.a.
100

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 11: Rec. No. 11:

Monitor outstanding balances

resulting from financial system 

configuration issues and fix these 

issues prior to data migration to the 

future shared service provider

(Department of Treasury’s

Administrative Resource Center) in FY

2021. While waiting to transition,

CNCS should strengthen its current

trial balance review including tiepoint analysis and review of abnormal 

balances. (modified repeat)

2.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 12: Rec. No. 12:

Coordinate with the future shared 

service provider to ensure that its 

accounting platform is compatible 

with CNCS’s operations and the type 

of accounting transactions that the 

CNCS process. (new)

2.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 13: Rec. No. 13:

Develop a plan to clean up CNCS’s 

balances prior to migration to the 

shared service provider’s system 

(Department of Treasury’s 

Administrative Resource Center). The

plan should include coordination with

the future service provider to review 

CNCS balances in detail to ensure 

they are properly supported and can

be mapped into the Administrative

Resource Center’s platform. Maintain

all documentation regarding meeting

minutes and any mapping of account 

balances developed as part of the 

migration effort. (new)

2.b.
101

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 14: Rec. No. 14:

Complete its efforts to be fully

compliant with the Office of 

Management and Budget Circular No.

A-11, Preparing, Submitting, and 

Executing the Budget. (repeat)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 15: Rec. No. 15:

Provide mandatory training to CNCS

accounting staff on the proper use of

object class, sub general ledger

accounts, and document/transaction

types on all obligation and expense

transactions. (repeat)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 16: Rec. No. 16:

Validate and ensure standard

vouchers/journal vouchers are

properly supported, documented, and

are readily available for examination. 

(modified repeat)

1.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 17: Rec. No. 17:

Strengthen coordination between

Accounting and Financial 

Management Services and the Office

of Budget to ensure that transactions 

are recorded accurately and timely. 

(modified repeat)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 18 (a): Rec. No. 18:

Develop and implement policies and 

procedures for the standard 

vouchers/journal vouchers (SV/JV) 

process that include:

1.a.
102

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 18 (b): Rec. No. 

18(a): Tracking the sequence of 

SVs/JVs for completeness;

1.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 18 (c): Rec. No. 

18(b): Appropriate use of SVs/JVs;

1.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 18 (d): Rec. No.

18(c): Determining and maintaining

relevant documentation to support 

each SV/JV;

1.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 18 (e): Rec. No. 

18(d): Use of specific and accurate 

SV/JV descriptions; and

1.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 18 (f): Rec. No.

18(e) : Timely review and approval of

SVs/JVs for accuracy and propriety. 

(modified repeat)

1.a.
103

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 19: Rec. No. 19:

Finalize its research to establish the

amount to capitalize for tenant 

improvement costs and retain proper 

documentation of the research. While

the research is ongoing, CNCS should

disclose non-GAAP accounting and 

the impact on the financial 

statements. (modified repeat)

1.e.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 20: Rec. No. 20:

Evaluate CNCS’s compliance with all 

sections of OMB Circular No. A-136,

Financial Reporting Requirements,

including preparing comparative 

financial statements and notes to

comply with the financial reporting 

framework for federal government 

agencies. (modified repeat)

1.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 21: Rec. No. 21:

Complete the Trust Accounting 

Handbook to clearly reflect the 

assumptions used in the Trust 

Obligation and Liability Model and the 

Monthly Obligation and Liability

Calculator, including establishing

control activities; finalize materiality

thresholds applied; update

accounting transactions, and clearly

identify periods when adjustments

will be made regardless of materiality. 

(new)

1.f.
104

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 22: Rec. No. 22:

Develop for a more standardized, 

secure, and automated method to 

estimate the Trust obligations and 

Trust Service Award Liability that 

ensures minimal human errors. As

part of the ongoing CNCS’s transition

to shared service, coordinate with the 

service provider to determine 

methods that would enhance the 

security and quality of the existing 

estimation models. (new)

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 23 (a): Rec. No. 23:

Strengthen controls to ensure the 

Trust modeling is performed by 

trained personnel to:

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 23 (b): Rec. No. 

23(a): Conduct detailed analysis and 

validation of data sources.

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 23 (c): Rec. No. 

23(b): Review and ensure the

reasonableness of assumptions used 

and document the rationale behind 

estimation assumptions.

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 23 (d): Rec. No.

23(c) : Consider changes in conditions

or programs that require further 

research and analysis. Update the 

assumptions when necessary.

1.f.
105

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 23 (e): Rec. No.

23(d): Compare estimates with

subsequent results to assess the 

reliability of the assumptions and 

data used to develop estimates.

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 24 (a): Rec. No. 24:

Document and implement policies 

and procedures to include the 

following:

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 24 (b): Rec. No.

24(a): Establish a thorough and robust

quality control process to ensure that

the Trust Obligation and Liability

Model (TOLM) and Monthly 

Obligation and Liability Calculator 

(Calculator) are reviewed by qualified 

CNCS personnel prior to relying on its

outputs to record transactions. All

errors identified for which 

management ultimately decided 

against making updates to the TOLM 

or Calculator should be documented 

along with an explanation as to how 

management arrived at the final 

decision;

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 24 (c): Rec. No. 

24(b): Perform monthly reviews and 

reconciliations of the recorded new 

and outstanding obligations to ensure 

the accounting information is valid 

and proper;

1.f.
106

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 24 (d): Rec. No.

24(c) : Review obligation amounts to

ensure amounts accurately reflect the 

status of the obligation;

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 24 (e): Rec. No.

24(d): Review obligations to verify

that amounts, timeframe (i.e., grant 

dates are correctly reflected in the 

obligation);

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 24 (f): Rec. No.

24(e) : Ensure obligations are

sufficiently supported (i.e., by 

documentary evidence); and

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 24 (g): Rec. No. 

24(f): Perform complete 

reconciliations of all outstanding 

obligations monthly, and ensure any 

discrepancies identified are promptly 

researched and resolved. (repeat)

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 25: Rec. No. 25:

Coordinate with the Office of the

Chief Risk Officer (OCRO) to properly 

identify the National Service Trust 

Fund’s financial reporting risks and 

incorporate those risks into the

OCRO’s annual testing of key controls. 

(modified repeat)

2.b.
107

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 26 (a): Rec. No. 26:

Develop a succession plan to ensure

the required expertise is available in

anticipation of planned employee

turnover, particularly with respect to 

the complex trust calculations. CNCS 

needs to:

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 26 (b): Rec. No. 

26(a): Train, mentor, and work to 

retain qualified employees;

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 26 (c): Rec. No.

26(b): Cross-train employees so that

knowledge of the model will reside 

with multiple staff rather than with 

one person; and

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 26 (d): Rec. No. 

26(c) : Implement a peer review 

process to carry out the necessary 

quality control reviews of the Trust

Obligation and Liability Model and the 

Monthly Obligation and Liability 

Calculator. (repeat)

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 27 (a): Rec. No. 27:

Coordinate with the program and

grant officers to gather and analyze

key grant programs’ (AmeriCorps

State and National and Senior Corps)

historical data and the grantees’

spending pattern to develop the 

following key factors for grant accrual 

estimation:

2.b.
108

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 27 (b): Rec. No.

27(a): Percentage of CNCS grantees

who drawdown funds in advance

versus those on a reimbursable basis

and their related grant amounts to its

grant spending as a whole. If different

key programs have different spending 

patterns, perform this analysis at the 

program level;

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 27 (c): Rec. No. 

27(b): An inventory of relevant and 

reliable grant data to be used for the

grant accrual assumptions and

documentation to support what data

is considered relevant and reliable;

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 27 (d): Rec. No. 

27(c) : Grantees' incurred but not 

reported (IBNR) reporting pattern 

from when the expenses have been 

incurred to the time those expenses 

are included the grantees' Federal 

Financial Reports (FFR). Grantee 

surveys may be conducted to confirm

the reasonableness of an IBNR

estimate methodology. When

alternative procedures are used,

management should provide its databased analysis to validate its 

assertion; and

2.b.
109

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 27 (e): Rec. No.

27(d) : Post-accrual analysis to

compare the accrual (without the 

IBNR) and the expenditures reported

in the FFRs for the same quarter. 

Thresholds should be established and 

documented based on materiality and 

the degree of risk that management is

willing to accept. When grantees' 

reported spending pattern deviates 

from its methodology, an analysis 

should be performed to determine

whether any deviation is acceptable

or the methodology should be further 

refined to reflect the actual grantees' 

reported

expenditure pattern. (modified 

repeat)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 28 (a): Rec. No. 28:

Revise and implement policies and

procedures for the grant accrual 

methodology so that:

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 28 (b): Rec. No. 

28(a): A validation process is 

established for management to verify 

the accuracy of the grant accrual, so

that management can make any 

necessary adjustments to improve the

precision of the grant accrual and to 

account for grant advances and 

payables to ensure the resulting 

amounts are materially consistent 

with grantees’ drawdown and 

spending patterns;

2.b.
110

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 28 (c): Rec. No.

28(b): It addresses how the

calculations are used to arrive at the 

Grants Payable and Advances to 

Other line items in the financial 

statements. (modified repeat)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 29: Rec. No. 29:

Develop a process to validate grant 

advances, incurred but not reported 

and payable estimates. Such 

validation should be performed for all 

program elements included in the 

estimation process and over a few 

years to show a trend of the

estimates. Unusual fluctuations, if

any, should be investigated and the 

research conclusions documented. 

(modified repeat)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 30: Rec. No. 30:

Centralize the storage of all 

procurement documents in contract 

files and maintain them electronically. 

(repeat)

1.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 31: Rec. No. 31:

Strengthen internal control to ensure

procurement documents are properly 

approved and retained. (repeat)

1.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 32: Rec. No. 32:

Analyze procurement undelivered

orders balances quarterly to verify 

that balances are still valid for those 

without financial activities for an 

extended period. (repeat)

2.b.
111

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 33: Rec. No. 33:

Research, resolve and document the 

disposition of any abnormal 

undelivered orders 

transactions/balances. (repeat)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 34: Rec. No. 34:

Correct the financial system’s posting 

logic to ensure all future transactions 

are recorded properly in accordance 

with United States Standard General 

Ledger. (repeat)

1.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 35: Rec. No. 35:

Document the accounts payable 

accrual methodology to include the

recognition and reporting of the

incurred but not reported. The 

methodology should also document

key controls related to review and 

approval process of the accrual 

estimation; materiality and how it is 

applied; reviewing, approving, and 

recording of invoices prior to 

processing payments; inputs to be 

used in the validation; consideration 

of payment types; and the basis for 

including or excluding typical factors 

in estimating accruals, such as period 

of performance, type of contract, 

billing patterns, and others. (modified

repeat)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 36 (a): Rec. No.

36:Conduct validation assessment of

amounts accrued for the incurred but 

not reported on a periodic basis. As 

part of the validation, CNCS should 

consider the following:

4.a.
112

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 36 (b): Rec. No.

36(a): Subsequent activities against

the amount estimated to determine 

the level of precision in the 

estimation;

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 36 (c): Rec. No.

36(b): Trend the validation results and

adjust the incurred but not reported 

estimation process to address any 

recurring significant fluctuations; and

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 36 (d): Rec. No. 

36(c) : Update the incurred but not 

reported estimation process as 

necessary to reflect changes in 

payment patterns. (repeat)

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 37: Rec. No. 37:

Evaluate the materiality thresholds 

used in the accrual estimation to

ensure it is appropriate to prevent

misstatements. The materiality 

threshold used should be appropriate

that, in the aggregate, identified 

misstatements would not rise to a

level that will significantly impact 

management’s assertions on the 

financial statements. (new)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 38: Rec. No. 38:

Implement controls to ensure that 

transactions interfaced from eGrants

are reflected in Momentum for the

correct amounts, accounts, and 

number of transactions. (new)

1.f.
113

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 39: Rec. No. 39:

Analyze contractor-developed 

software costs that were expensed 

but not capitalized in accordance with 

accounting standards. (repeat)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 40: Rec. No. 40:

Update CNCS policy to recognize and 

record capitalized costs in the period 

incurred. (repeat)

2.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 41: Rec. No. 41:

Update CNCS policy to include 

requirements for compliance with 

accounting standards; track direct

labor and other indirect costs,

including hours, worked and payroll

costs dedicated to existing and new

software-in- development projects;

track and amortize tenant

improvement costs in accordance 

with the lease agreement. (new)

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 42: Rec. No. 42:

Review the GMM contract status to

ensure proper and timely 

deobligation of any remaining

unliquidated obligations that are no

longer needed. (new)

1.i.
114

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 43: Rec. No. 43:

Consult with the future shared service

provider and other stakeholders to 

determine the feasibility of procuring 

and using project management 

software to track project costs from 

the inception to completion. The 

results of the analysis should be 

documented and made readily 

available. (new)

1.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 44: Rec. No. 44:

Establish and implement periodic

training on capitalization accounting 

standard, and CNCS Capitalization 

Policy for accounting, program, Office 

of Facility Support Services, and 

information technology staff. (new)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 45: Rec. No. 45:

Develop and perform a periodic

analysis of expenses incurred, e.g.,

software-in-development costs and

repairs and maintenance, to 

determine if they meet the 

capitalization requirements and 

conduct any follow up to ensure costs 

are properly capitalized. (new)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 46: Rec. No. 46:

Determine the root cause behind the 

differences noted in the Undelivered 

Orders balance between Momentum 

and the Undelivered Orders balance 

derived from the net of grant award 

amount from the Notice of Grant 

Award and the grant expenditures

from the Payment Management

System, and take the appropriate

steps in resolving the reason behind

the variances

that are occurring. (new)

1.f.
115

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 47: Rec. No. 47:

Determine the root causes and 

resolve discrepancies in the grant 

award amounts recorded in the NGA 

in eGrants and in Momentum to 

prevent such differences from 

occurring in the future. (repeat)

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 48: Rec. No. 48:

Determine the root causes and 

resolve expenditure differences 

between the Payment Management 

System and Momentum. (repeat)

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 49 (a): Rec. No. 49:

Strengthen controls around the

review of expired grant obligations by 

ensuring that:

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 49 (b): Rec. No.

49(a): All financial, performance and

other required reports are submitted 

no later than 90 calendar days after 

the end date of the period of 

performance.

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 49 (c): Rec. No.

49(b):Document justifications for all

required reports submission 

extensions granted to the grantee. 

(repeat)

4.a.
116

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 50: Rec. No. 50:

Update the CNCS transaction code

posting logic for recording grant 

expenditures to comply with the 

United States Standard General 

Ledger guidance. (repeat)

1.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 51: Rec. No. 51:

Establish a requirement for Grant 

Officer/Portfolio Managers to 

provided documented certification

that all required grantee information

has been received, accepted, and

documented before the grant is

closed out. (repeat)

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 52: Rec. No. 52:

Revise its OMB Circular No. A-123

internal control program testing to 

include a review of contract 

modifications. (new)

1.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 53: Rec. No. 53:

Establish a control requiring the Grant 

Officer/Portfolio Manager to provide

documented certification, upon grant 

closeout, verifying the total award 

amount to total award expenses for 

the deobligated recovery amount. 

(repeat)

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 54: Rec. No. 54:

Determine the cause for the travel

cost recovery difference to ascertain

what corrective action is needed and

to prevent issues from recurring. 

(new)

1.a.
117

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 55: Rec. No. 55:

Inform all Grant Officers/Portfolio

Managers to ensure that a reduction 

in funding to the award of a grant 

should be documented in eGrants 

which would result in modified Notice 

of Grant Awards. (new)

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 56: Rec. No. 56:

Reconcile the amounts reported in 

Other Liabilities to supporting 

documents to verify that Other 

Liabilities are supported by valid 

transactions and properly classified. 

(repeat)

1.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 57: Rec. No. 57:

Strengthen financial reporting 

internal controls and ensure that 

financial statements accounting line

items are reviewed and reconciled to 

supporting documents prior to 

recording. The internal control 

activities should ensure proper

posting of Member Payroll related

liabilities on the Balance Sheet. 

(modified repeat)

4.a.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 58: Rec. No. 58:

Develop a multi-year strategy to

better strategically prioritize and

allocate resources to address the new

and continuing weaknesses identified

and work towards automation,

continuous monitoring and consistent 

application of controls. (repeat)

6

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 59: Rec. No. 59:

Enforce the agency-wide information

security program across the

enterprise and improve performance

monitoring to ensure controls are 

operating as intended at all facilities. 

(repeat)

2.b.
118

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 60: Rec. No. 60:

Strengthen and refine the process for

communicating CNCS facility-specific 

control deficiencies to CNCS facility 

personnel, and coordinate 

remediation of the control 

deficiencies. (repeat)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 61: Rec. No. 61:

Strengthen and refine the process for 

holding system owners and 

information system security officers

accountable for remediation of

control deficiencies and ensuring that 

the appropriate security posture is 

maintained for CNCS information 

systems. (repeat)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 62: Rec. No. 62:

Strengthen and refine the process for

holding contractors accountable for

remediation of control deficiencies in

CNCS information systems. (repeat)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 63: Rec. No. 63:

Implement all detailed 

recommendations in the FY 2019 

FISMA Evaluation report. (repeat)

4.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 64: Rec. No. 64:

Reconcile the Accounts Receivable

subsidiary ledger to the general 

ledger monthly. (repeat)

1.a.
119

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 65 (a): Rec. No. 65:

Reevaluate the policies and

procedures for calculating the 

allowance for doubtful accounts.

Related policies and procedures

should include:

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 65 (b): Rec. No. 

65(a): CFO Office’s staff’s periodic 

review of the accounts receivable 

aging report, (repeat)

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 65 (c): Rec. No. 

65(b): Assessment of the collectability 

of outstanding balances based on the 

age of the debt, collections 

attempted and received thus far and 

other information about the debtor 

(repeat)

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 65 (d): Rec. No. 

65(c) : Determination for possible 

write-offs. (repeat)

1.f.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 66: Rec. No. 66:

Revise the Allowance for Doubtful 

Accounts methodology to be 

consistent with the Debt 

Management Policy. (repeat)

1.f.
120

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 67: Rec. No. 67:

Develop a process and proactively

monitor and follow-up on delinquent

accounts receivables. Document any

procedures performed and results 

reached as part of the follow-up 

process. (new)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 68: Rec. No. 68:

Track and revise collection efforts

based on data analysis to understand

vendor payment characteristics. A

reasonable timeframe for write-offs 

should be established for accounts 

receivable without any activity. Once 

an outstanding receivable is deemed 

uncollectible, it should be written off 

in accordance with management’s 

established policy. (repeat)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 69: Rec. No. 69:

Establish a documented process

between accounting and the Office of 

Chief Risk Officer (OCRO) to ensure 

that key controls related to the 

Accounts Receivable cycle are

properly identified and implemented.

These key controls should be 

considered for testing as part of 

OCRO’s annual internal control 

assessments. (new)

2.b.

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 70: Rec. No. 70:

Develop, implement and document

procedures to identify all CNCS 

grantees that are required to submit 

single audit reports with their due 

dates. (new)

6
121

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 71: Rec. No. 71:

Develop, implement and document 

procedures on timely follow- up for 

those grantees whose audits have

become past due, and to ascertain 

why report submission was late, 

when the audit report will be 

submitted to the Federal Audit

Clearinghouse, and what corrective

action has been taken to prevent a 

report submission delay in future. 

(new)

6

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 72: Rec. No. 72:

Develop a practice to capture the 

single audit data to assess the 

effectiveness of the single audit 

report submission for all its grantees. 

(new)

6

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 73: Rec. No. 73:

Develop, implement and document 

procedures for implementing Office

of Budget and Management (OMB)

approved single audit report 

submission extensions, so that OMB

approved extension approvals are 

documented and tracked as part of 

the single audit monitoring process. 

(new)

6

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 74: Rec. No. 74:

Update the Single Audit Resolution 

Policy to: Reflect the current 

monitoring process to track all audit 

findings related to CNCS-funded 

grants, and Address CNCS’s

responsibilities as the

cognizant/oversight agency and how 

these responsibilities would be 

carried out. (new)

6
122

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-01 

& 20-02

Audit of the Corporation 

for National and 

Community Service’s 

Fiscal Year 2019 

Consolidated Financial 

Statements and National 

Service Trust Fund 

Financial Statements 11/20/2019

OIG SAR 20-02 NYD 

Recommendation 75: Rec. No. 75:

Develop and implement procedures 

to monitor the effectiveness of the 

single audit monitoring process in 

accordance with the Uniform Grant 

Guidance, 2 Code of Federal 

Regulation §200.513 Responsibilities, 

(a) (3) (iv), related to monitoring the 

effectiveness of single audit findings 

follow-up and the effectiveness of

single audits in improving grantee

accountability and in their use by 

CNCS in making award decisions. 

(new)

6

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 76: Rec. No. 1:

Complete and finalize its Data Quality 

Plan. (Repeat)

2.b.

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 77 (a): Rec. No. 2:

Revise the CNCS DATA Act Business 

Process Guide to:

2.b.

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 77 (b): Rec. No.

2(a): Develop, implement, and

maintain a CNCS Data Quality Plan 

(New);

2.b.

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 77 (c): Rec. No.

2(b): Include a control process for

documenting the basis for the Senior

Accountable Official’s certification,

which includes addressing all

differences between the files 

(Modified Repeat);

1.f.

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 77 (d): Rec. No.

2(c) : Implement a control process to

complete and document the data

inventory, data mapping, and

establishing data validation controls

for

the required DATA Act Schema and 

supporting data elements (Repeat);

1.a.
123

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 77 (e): Rec. No. 

2(d): Clearly identify the parties 

responsible for each data file and to 

indicate how the responsible

parties will (Modified Repeat):

• Research and resolve validation or

reconciling errors between data files 

prior to submission;

•Research and resolve DATA Broker

errors and warnings before

submitting the DATA Act files;

•Document the corrective actions

taken to resolve all identified errors

and warnings, and

•Develop and document corrective

action plans for any unresolved error

or warning detailing the reasons for 

the unimplemented correction and 

monitor

such corrective actions to completion.

1.a.

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 77 (f): Rec. No. 2(e)

: Develop, document, and implement 

a process to ensure that deobligations of grants with canceled 

funds are reported to FABS when they

occur and not when they are 

administratively closed out (New).

4.a.

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 77 (g): Rec. No. 2(f) 

: Establish and implement internal 

controls procedures to (New):

• Verify quarterly that the SQL is

compiling the data correctly for the

data submission, and

• Establish change controls over the

SQL to ensure that only necessary an

authorized changes are made to the 

SQL.

1.a.
124

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 78: Rec. No. 3:

Work with its third-party consulting

contractor to update transaction

processing in Momentum to ensure

that Program Activity Name and

Program Activity Code are properly

captured at the transactional level

(Repeat).

1.a.

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 79: Rec. No. 4:

Establish a written process that 

includes validating the required 

Program Activity Name and Program 

Activity Code data fields reported in 

File B against the source system prior

to its submission to the DATA broker

(Modified Repeat).

1.a.

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 80: Rec. No. 5:

Instruct grant management personnel 

to provide an appropriate award 

description for all awards in the 

Executive Summary field in the grant 

application screen of eGrants.

Monitor staff compliance with those

instructions and take corrective 

action as needed (New).

6

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 81: Rec. No. 6:

Review the SQL used to prepare the 

grant award details (D2 File) for

submission and ensure that it pulls

the Non-Federal Funding Amount 

based on the information in the 

Notice of Grant Award, which is the 

obligation award document. Such

action should also ensure that the

Total Funding

Amount is correct (New).

6

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 82 (a): Rec. No. 7:

Coordinate with the point of contact 

for the new shared services provider 

to (New):

1.a.
125

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 82 (b): Rec. No. 

7(a): Ensure that the required 57 data 

elements, where applicable, are

mapped and the source of the data

elements are identified within the

source systems, and

1.a.

AC OIG 20-05

Fiscal Year 19, Quarter 1 

DATA Act Submission 11/14/2019

OIG SAR 20-02 NYD 

Recommendation 82 (c): Rec. No.

7(b): Establish controls over the

compilation of the data files to 

prevent any unauthorized changes.

1.a.

AC OIG 20-06

Audit of Corporation for 

National and Community 

Service AmeriCorps 

Grant Awarded to St. 

Bernard Project 11/15/2019

OIG SAR 20-02 NYD 

Recommendation 83: Rec. No. 1:

Calculate and recover the questioned 

Federal costs, match costs, and 

related administrative costs. Also, 

determine the impact on Federal 

costs due to questioned match costs.

7

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 92: Rec. No. 2:

Ensure that OIT evaluates if the 

internet connections at the National 

Civilian Community Corps Campuses 

and Regional Offices are sufficient to 

allow patches to be deployed to all 

devices within the defined risk- based 

patch timeline in CNCS policy. If the 

internet connections are determined 

to be inadequate, develop and 

implement a plan to enhance the 

current internet connections.

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 93: Rec. No. 4:

Develop and implement a written 

process to ensure manual updates to 

the CMDB inventory and FasseTrack 

system are made simultaneously 

when the inventory is updated.

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 94: Rec. No. 5:

Develop and implement a written 

process to ensure RemedyForce 

tickets are completed at the time the 

inventory is updated.

6
126

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 95: Rec. No. 6:

Develop and implement a written 

process to perform periodic 

reconciliations between CMDB and 

the FasseTrack system.

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 96: Rec. No. 7:

Perform and document analysis to 

determine the feasibility of 

completely automating the inventory 

management process.

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 102: Rec. No. 13:

Develop and implement a written 

process for the Director of 

Infrastructure to monitor the 

employee separation process to 

ensure CNCS policy is followed for 

disabling system accounts within one 

working day following separated 

employees’ termination and disabled 

network accounts of separated 

individuals are removed from the 

Active Directory My AmeriCorps

Staff Portal Organizational Unit.

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 103: Rec. No. 14:

Enhance information systems to 

automatically disable user accounts 

after 30 days of inactivity in 

accordance with CNCS policy. This 

includes monitoring automated 

scripts to validate accounts are 

disabled properly.

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 104: Rec. No. 16:

Develop and Implement a written 

process that ensures all CNCS 

information system passwords are 

changed at the frequency specified in 

applicable CNCS policy or the System 

Security Plan.

6
127

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 105: Rec. No. 18:

Complete background investigations 

in accordance with the developed 

schedule based on prioritization of 

higher-level risk.

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 106: Rec. No. 19:

Develop and implement a written 

process to ensure that Contracting 

Officer’s Representatives are aware of 

their roles and responsibilities related 

to contractor background 

investigations. The process should 

require Contracting Officer’s 

Representatives regularly provide the 

Office of Human Capital a list of 

names of contractors, who require

background investigations, and their 

associated companies.

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 107: Rec. No. 20:

Develop and implement a written 

process to ensure the Office of 

Human Capital completes background 

investigations for all contractors.

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 108: Rec. No. 21:

Assess the NCCC campus member 

credentialing process and mechanism 

to ensure compliance with CNCS 

personnel security policy for badging.

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 109: Rec. No. 22:

Document and implement a policy to 

minimize personally identifiable 

information on the physical access 

and identification badges utilized for 

NCCC Pacific Region Campus 

members.

6
128

Report No. Report Title Date 

Issued Recommendation Status Code

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 110: Rec. No. 23:

Physically or mechanically disable the 

networking capability of the laptop 

used for member badging at the 

NCCC Pacific Region Campus.

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 111: Rec. No. 24:

Periodically provide training for the 

NCCC campus personnel on the data 

retention and disposal requirements.

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 112: Rec. No. 25:

Document and implement a process 

to validate that physical counselor 

files from the NCCC Southwest Region 

Campus are disposed of within six 

years after the date of the member’s 

graduation in accordance with the 

AmeriCorps NCCC Manual.

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 113: Rec. No. 28:

Secure the networking infrastructure 

located at the NCCC Southwest 

Region Campus in a locked room or 

cage

6

AC OIG 20-03

Fiscal Year 2019 Federal 

Information Security 

Modernization Act 

Evaluation of The 

Corporation for National 

and Community Service 1/24/2020

OIG SAR 20-02 NYD 

Recommendation 115: Rec. No. 30:

Develop and implement a written 

process to review and analyze the 

wireless network logs at the NCCC 

Pacific and Southwest Regional 

Campuses.

6