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Purpose

The Road Map was created in 2014 and updated annually. The information contained 

in this version reflects all current CNCS guidance, regulations, etc. applicable as of 

September 30, 2016. It is designed to offer guidance to new directors of State Service 

Commissions. The material included in the Road Map provides an overview of the 

varied role of commissions in the national service network. Information on CNCS staff 

and organizational structure, the federal budget process, the role of commissions, and 

more offers a broad view of the important role of commissions. The Road Map is 

intended to orient new commission directors and highlight key aspects of commission 

management. It is meant to be used with each commission’s staff orientation plan, 

state management requirements, and federal regulations and funding guidance.
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Background & Acknowledgments

The State Service Commission Road Map was created on behalf of the Corporation for National 

and Community Service by Campaign Consultation, Inc., a CNCS national training and technical 

assistance provider. 

Thanks

The following individuals and organizations contributed to the development of the Road Map:

o Adam Lounsbury, Volunteer Iowa

o Amy Dailey, Corporation for National and Community Service

o Audrey Suker, ServeMinnesota

o Barbara Ellen Reynolds, Corporation for National and Community Service

o Chester Spellman, Volunteer Florida

o Emily Gilliland

o Kathleen Joy, Oregon Volunteers

o Linda Cohen, New York Commission for National and Community Service

o Marsha Meeks Kelly

o Maureen Eccleston

o Paula Pawlowski

o Rachel Manuel Bruns, America’s Service Commissions

o Serve Montana

o Tim Ervolina

o Tom Branen, America’s Service Commissions
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Table of Contents

Introduction ...................................................................5

Chapter 1: The Corporation for National and Community Service....6

Chapter 2: State Service Commissions .................................. 19

Chapter 3: Governance.................................................... 23

Chapter 4: Building Resources and Support for the Work of the 

Commission .................................................... 27

Chapter 5: Organizational Development................................ 36

Chapter 6: AmeriCorps Grants ........................................... 42

Chapter 7: Appendices .................................................... 61
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Introduction

The State Service Commission Road Map is a manual to inspire and equip State Service 

Commission Executive Directors (EDs), in order to help them better manage their commissions.

The Road Map covers the basic information critical for new leaders, with input collected from 

both new and experienced EDs, and includes links to best practices from across the country. 

The Road Map will provide a guide to the different facets of a new ED’s role: from 

understanding the structure of the Corporation for National and Community Service (CNCS), to 

articulating compliance requirements, and ensuring every commission is a strong, efficient 

organization.

The role of each State Service Commission is to elevate service and volunteerism in the state 

with the resources of CNCS. Since the launch of AmeriCorps in 1994, over 1,000,000 individuals 

have served the country, unleashing 1.2 billion hours of service across communities small and 

large.

Each state commission has an opportunity to build upon the vital assets in their state to create 

a story of impact and lives changed, combining the knowledge and expertise of their state 

commission colleagues across the country to increase their capacity and to strive toward results 

that transform communities.
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Chapter 1:

The Corporation for National and 

Community Service

Learning Objectives

o Identify the major program areas, focus areas, and special initiatives of the Corporation for 

National and Community Service.

o Recognize the steps of the federal budget process.

o Summarize key staff roles at the Corporation for National and Community Service.

Overview

 CNCS Who We Are Overview (https://nationalservice.gov/about/who-we-are)

Established in 1993, the Corporation for National and Community Service (CNCS) is a federal 

agency that engages more than five million Americans in service through its core programs --

Senior Corps, AmeriCorps, and the Social Innovation Fund -- and leads the President’s national 

call to service initiative, United We Serve.

As the nation’s largest grant-maker for service and volunteering, CNCS plays a critical role in 

strengthening America’s nonprofit sector and addressing our nation’s challenges through 

service.

CNCS harnesses America’s most powerful resource – the energy and talents of our citizens – to 

solve problems. From grade school through retirement, CNCS empowers Americans and fosters 

a lifetime of service.

CNCS Mission and Guiding Principles

The mission of CNCS is to improve lives, strengthen communities, and foster civic engagement 

through service and volunteering.

The agency is guided by the following principles:

o Put the needs of local communities first.

o Strengthen the public-private partnerships that underpin all CNCS programs.

o Use programs to build stronger, more efficient, and more sustainable community networks 

capable of mobilizing volunteers to address local needs, including disaster preparedness 

and response.
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o Measure and continually improve the benefits of CNCS programs to service beneficiaries, 

participants, community organizations, and a national culture of service.

o Build collaborations wherever possible across programs and with other federal programs.

o Help rural and economically distressed communities obtain access to public and private 

resources.

o Support diverse organizations, including faith-based and other community organizations, 

minority colleges, and disability organizations.

o Use service-learning principles to put volunteer and service activities into an appropriate 

context that stimulates life-long civic engagement.

o Support continued civic engagement, leadership, and public service careers for all 

programs’ participants and community volunteers.

o Exhibit excellence in management and customer service.

History Overview

 CNCS History Overview (https://nationalservice.gov/about/who-we-are/our-history)

In 1993, CNCS was established to connect Americans of all ages and backgrounds with 

opportunities to give back to their communities and their nation. It merged the work and staffs 

of two predecessor agencies, ACTION and the Commission on National and Community Service.

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

o The newly created Senior Corps (https://nationalservice.gov/programs/senior-corps), which 

incorporated the long-standing Foster Grandparents, RSVP (Retired and Senior Volunteer

Program), and Senior Companion programs;

o The newly created AmeriCorps (https://nationalservice.gov/programs/americorps), which 

incorporated the longstanding VISTA, the new National Civilian Community Corps programs, 

and the full-time demonstration program that had been established under the 1990 Act; 

and

o Learn and Serve America, formerly known as Serve America.

Today CNCS serves more than five million individuals of all ages and backgrounds help meet 

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

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

futures, and veterans and military families through CNCS core programs: AmeriCorps, Senior 

Corps, and the Social Innovation Fund.

CNCS is part of our nation's history of commitment to building a culture of citizenship, service, 

and responsibility. The national service timeline (https://nationalservice.gov/about/who-weare/our-history/national-service-timeline) can be viewed on the CNCS website.
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Program Overview

 CNCS Program Overview (https://nationalservice.gov/programs)

AmeriCorps

AmeriCorps engages more than 80,000 Americans in intensive service each year at nonprofits, 

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

program’s founding in 1994, more than 1,000,000 AmeriCorps members have contributed more 

than one billion hours in service across America while tackling pressing problems and mobilizing 

millions of volunteers for the organizations they serve.

AmeriCorps Programs

AmeriCorps programs do more than move communities forward; they serve their members by 

providing pathways to opportunity for people from all walks of life. AmeriCorps places 

thousands of adults into intensive service positions where they learn valuable work skills, earn 

money for education, and cultivate a national ethic of service.

o AmeriCorps State and National

(https://nationalservice.gov/programs/americorps/americorps-state-and-national)

This is the broadest network of AmeriCorps programs. These groups recruit, train, and place 

AmeriCorps members to meet critical community needs in education, public safety, health, 

and the environment.

o AmeriCorps VISTA

(https://nationalservice.gov/programs/americorps/americorps-vista)

VISTA provides full-time members to nonprofit, faith-based and other community 

organizations, and public agencies to create and expand programs that bring low-income 

individuals and communities out of poverty.

o AmeriCorps NCCC

(https://nationalservice.gov/programs/americorps/americorps-nccc)

AmeriCorps NCCC is a full-time, team-based, residential program for men and women, ages 

18-24. Its mission is to strengthen communities and develop leaders through direct, teambased national and community service.

For more information, go to the AmeriCorps website

(https://nationalservice.gov/programs/americorps).

Senior Corps

Senior Corps connects adults, ages 55+, with the people and organizations that need them 

most. Senior Corps engages citizens as mentors, coaches or companions to people in need, or 

contribute their job skills and expertise to community projects and organizations. Volunteers 
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receive guidance and training so they can make a contribution that suits their talents, interests, 

and availability.

Senior Corps currently links more than 360,000 Americans to service opportunities. Their 

contributions of skills, knowledge, and experience make a real difference to individuals, 

nonprofits, and faith-based and other community organizations throughout the United States.

Senior Corps Programs

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

better—Senior Corps helps meet the needs and challenges of America’s communities. Grants 

administered through Senior Corps provide funding for the following programs:

o Foster Grandparents (https://nationalservice.gov/programs/senior-corps/fostergrandparents) Foster Grandparents serve as a role model, a mentor, and a friend. Serving at 

one of thousands of local organizations, Foster Grandparents help children learn to read.

o RSVP (https://nationalservice.gov/programs/senior-corps/rsvp)

RSVP offers a full range of volunteer opportunities with thousands of local and national 

organizations. 

o Senior Companions (https://nationalservice.gov/programs/senior-corps/senior-companions)

Senior Companions perform a variety of services that include giving families or professional 

care-givers much-needed time off, running errands, or simply being a source of comfort and 

friendship.

For more information, go to the Senior Corps website

(https://nationalservice.gov/programs/senior-corps).

Social Innovation Fund

The Social Innovation Fund (SIF) is a powerful approach to transforming lives and communities 

that positions the federal government to be a catalyst for impact—mobilizing public and private 

resources to find and grow community solutions with evidence of strong results. SIF unites 

public and private resources to evaluate and grow innovative, community-based solutions that 

have evidence of results in low-income communities in any of three priority areas: economic 

opportunity, healthy futures, and youth development.

In just a few years, SIF and its private-sector partners have invested more than $500 million in 

compelling community solutions -- $177.6 million in federal grants plus $423 million in nonfederal match commitments in 20 intermediary grantees and 217 nonprofits in 37 states and 

the District of Columbia.

For more information, go to the Social Innovation Fund website

(https://nationalservice.gov/programs/social-innovation-fund).
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Volunteer Generation Fund

The Volunteer Generation Fund is a program authorized by Edward M. Kennedy Serve America 

Act (https://nationalservice.gov/about/legislation/edward-m-kennedy-serve-america-act) to 

support voluntary organizations and State Service Commissions in boosting the impact of 

volunteers in addressing critical community needs.

The fund focuses investments on volunteer management practices that increase both volunteer 

recruitment and retention. This program strengthens the ability of nonprofit organizations 

across the country to recruit and retain volunteers to meet critical challenges.

For more information, go to the Volunteer Generation Fund website

(https://nationalservice.gov/programs/volunteer-generation-fund).
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Focus Areas

 CNCS Focus Areas and Special Initiatives (https://nationalservice.gov/focus-areas)

The Corporation for National and Community Service 2011-2015 Strategic 

Plan (https://nationalservice.gov/about/strategic-plan) outlines the strategy for addressing the 

six focus areas identified in the Serve America Act: disaster services, economic opportunity, 

education, environmental stewardship, healthy futures, and veterans and military families.

o Disaster Services

(https://nationalservice.gov/focus-areas/disaster-services)

Concerns the preparation, mitigation, response, and recovery efforts that relate to disaster 

events.

o Economic Opportunity

(https://nationalservice.gov/focus-areas/economic-opportunity)

Addresses unmet needs of economically disadvantaged individuals, including financial 

literacy, affordable housing, and employment-related assistance.

o Education

(https://nationalservice.gov/focus-areas/education)

Addresses unmet educational needs within communities, especially those that help at-risk 

youth to achieve success in school and prevent them from dropping out.

o Environmental Stewardship

(https://nationalservice.gov/focus-areas/environmental-stewardship)

Addresses energy and water efficiency, renewable energy use, at-risk ecosystems, and 

behavioral change leading to increased efficiency.

o Healthy Futures

(https://nationalservice.gov/focus-areas/healthy-futures)

Addresses unmet health needs, including access to health care, increasing physical activity 

and improving nutrition in youth, and increasing seniors’ ability to remain in their own 

homes.

o Veterans and Military Families

(https://nationalservice.gov/focus-areas/veterans-and-military-families)

Addresses unmet needs of veterans, members of the armed forces, and family members of 

deployed military personnel.
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Special Initiatives

 CNCS Special Initiatives (https://nationalservice.gov/special-initiatives)

The Corporation for National and Community Service (CNCS) supports a variety of special 

initiatives, including:

o A Billion + Change 

(https://nationalservice.gov/special-initiatives/billion-change)

This effort aims to generate and harness at least one billion dollars’ worth of professional 

expertise to help the country’s nonprofits meet critical social and community needs. 

Companies that participate in A Billion + Change receive customized technical assistance 

and research, and the program can even match corporate expertise with deserving 

organizations.

o Employers of National Service

(https://www.nationalservice.gov/special-initiatives/employers-national-service)

This initiative builds a talent pipeline which connects AmeriCorps and Peace Corps alumni 

with leading employers from the private, public, and nonprofit sectors to create 

recruitment, hiring, and advancement opportunities.

o Mayors Day of Recognition for National Service

(https://www.nationalservice.gov/special-initiatives/mayor-and-county-recognition-day)

As solution-focused local elected officials, mayors have a unique role in this country. CNCS' 

priority on expanding economic opportunity to create sustainable and resilient communities 

directly aligns with the goals of mayors.

o National Mentoring Month 

(https://nationalservice.gov/special-initiatives/national-mentoring-month)

National Mentoring Month is an annual campaign to draw attention to the need for more 

volunteer mentors to help America’s young people achieve their full potential.

o President's Higher Education Community Service Honor Roll 

(https://nationalservice.gov/special-initiatives/honor-roll)

The President's Higher Education Community Service Honor Roll, launched in 2006, annually 

highlights the role colleges and universities play in solving community problems and placing 

more students on a lifelong path of civic engagement by recognizing institutions that 

achieve meaningful, measureable outcomes in the communities they serve. 

o President's Volunteer Service Award 

(https://nationalservice.gov/special-initiatives/presidents-volunteer-service-award)

America has a long and proud tradition of volunteer service. Now more than ever, 

volunteers are renewing their commitment to helping others and making new connections 

that bring us closer together as families, as neighbors, as communities, and as a nation.

Days of Service

o September 11th National Day of Service and Remembrance
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(https://nationalservice.gov/special-initiatives/days-service/september-11th-national-dayservice-and-remembrance)

Since 2001, 9/11 victims’ families and survivors have encouraged Americans to perform acts 

of service to honor the memories of their loved ones and pay tribute to those who continue 

to defend our nation.

o Martin Luther King Jr. Day of Service

(https://www.nationalservice.gov/mlkday)

Dr. Martin Luther King Jr. once said, "Life's most persistent and urgent question is: 'What 

are you doing for others?'" Each year, Americans across the country answer that question 

by coming together on the King Holiday to serve their neighbors and communities.
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Federal Budget Process Overview

As a federal agency, CNCS is funded through the federal budget process. 

Federal Budget Process Graphic

Step One: The President’s Budget Request

On or before the first Monday in February, the President submits his federal budget request for 

the upcoming federal fiscal year (October 1 – September 30). The budget request is developed 

by the Office of Management and Budget (OMB) and the request outlines priorities and policy 

changes. The President’s budget outlines specific funding levels for all federal programs. 

Step Two: Congressional Budget Resolution

After the President’s budget is released, the House and Senate Budget Committees develop

their budget resolutions. The committees typically hold hearings with department officials to 

gather information and inform their resolutions. When the House and Senate Budget 

Committees have completed their budget resolutions, they go to the House and Senate floors 

for discussion and amendment (by a majority vote). Once passed, the budgets go to a HouseSenate conference to resolve any differences, and a conference report is passed by both 

houses. The budget resolution deadline is April 15; should the process take longer, the budget 

can go to a continuing resolution to extend the time for deliberation and decision. 

President's 

Budget 

Request

Congressional 

Budget 

Resolution

Budget 

Enactment
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For more information go to the CNCS budget website

(https://nationalservice.gov/about/budget).
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CNCS Staff Roles

There is a team of staff at CNCS to support State Service Commissions. The team includes:

o The Director of AmeriCorps State and National is responsible for the strategy and overall 

direction of the AmeriCorps State and National department at CNCS.

o The Deputy Director supervises senior level staff and oversees the unit’s operations. 

o Senior Program Officers (SPOs) supervise Program Officers and serve as Program Officers 

for a limited number of AmeriCorps grantees.

o Senior Program and Project Specialists (SPPSs) are responsible for critical unit core 

operations such as the AmeriCorps grant review process, performance measurement data 

collection and reporting, internal controls, training, and technical assistance. 

o Program Officers (POs) review progress reports and monitor grants for compliance with 

AmeriCorps requirements. Program Officers can answer questions about grant policies and 

application instructions. Program Officers work closely with other units at CNCS to provide 

quality support to programs and will assist in connecting to other personnel at the 

Corporation, as necessary. 

o Grants Officers (GOs) work in the CNCS Office of Grants Management (OGM) and are 

responsible for fiscal issues concerning CNCS grants. The Program Officer will provide you 

with the name and contact information for each commission’s Grants Officer. Grants 

Officers review Federal Financial Reports (FFRs) and monitor financial management systems 

for compliance with AmeriCorps requirements. Please copy the commission’s Program 

Officer on correspondence sent to Grants Officers.

o CNCS State Offices are federal offices staffed by federal employees in the US states and 

territories. They conduct public outreach and program support. They are directly 

responsible for developing grants and projects, and for overseeing all Senior Corps and 

AmeriCorps VISTA projects. Each CNCS State Office works closely with the governorappointed State Service Commission in its state, and the State Office Director serves as an 

ex-officio member of the commission. Contact the CNCS State Office

(https://www.nationalservice.gov/stateoffices) for more information about Senior Corps or 

AmeriCorps VISTA projects in your state.

o CNCS Area Managers manage a cluster or region of CNCS State Offices. Area Managers 

allocate resources to support each state’s AmeriCorps VISTA and Senior Corps grants and 

programs.

For a current list of staff members, consult the CNCS leadership staff website

(https://www.nationalservice.gov/about/who-we-are/leadership).
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CNCS Organizational Chart Graphic

Chief Executive 

Officer

AmeriCorps 

State and 

National

AmeriCorps 

VISTA Senior Corps Field Liaison AmeriCorps NCCC

Social Innovation 

Fund Chief of Staff

External 

Affairs

Government 

Relations

Chief Operating 

Officer

Accountability 

and Oversight

Information 

Technology

Chief Financial 

Officer

Human Capital

Research and 

Evaluation

Chief Strategy 

Officer

General 

Counsel

Board of 

Directors

Inspector 

General
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Helpful Links

o Strategic Plan (https://www.nationalservice.gov/about/strategic-plan)

o Legislation (https://www.nationalservice.gov/about/legislation)

o Budget (https://www.nationalservice.gov/about/budget)

o CNCS Program Fact Sheets (https://www.nationalservice.gov/newsroom/marketing/factsheets)

o National Service Fit Finder (https://www.nationalservice.gov/build-your-capacity/newnational-service/fit-finder)

o National Service Knowledge Network (https://www.nationalservice.gov/resources)

CNCS Social Media

o CNCS Website (https://nationalservice.gov)

o Facebook (https://facebook.com/nationalservice)

o Twitter (https://twitter.com/nationalservice)

o YouTube (https://youtube.com/nationalservice)

o CNCS Email List

(https://public.govdelivery.com/accounts/USCNCS/subscriber/new?origin=http%3A%2F%2F

service.govdelivery.com%2Fdemos%2Fcncs%2F&email=Sign+up+for+email+updates&commi

t.x=18&commit.y=6)

Marketing and Branding

o Logos (https://nationalservice.gov/newsroom/marketing/logos)

o Videos and PSAs (https://nationalservice.gov/newsroom/marketing/videos-and-psas)
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Chapter 2:

State Service Commissions

Learning Objectives

o Articulate the duties of a commission.

o Identify the key staff roles of a commission.

o Distinguish between the guiding national service statute, regulations, provisions, and 

policies.

Overview

Legislative Definition

As stated in the National and Community Service Act of 1990, state commissions must exist in 

order for a state to apply and accept national service grants. For more information, go to the 

CNCS legislation website (https://nationalservice.gov/about/legislation).

According to the Code of Federal Regulations §2550.2 (l), a State Service Commission is a 

bipartisan or nonpartisan state entity, approved by the Corporation, consisting of 15–25 

members (appointed by the chief executive officer of the state), that is responsible for 

developing a comprehensive national service plan, assembling applications for funding and 

approved national service positions, as well as administering national and community service 

programs in the state.

Duties of a State Service Commission

As stated in the National and Community Service Act of 1990, state commissions have the 

following key duties:

o Prepare a national service plan for the state.

o Apply for national service members for the state.

o Provide recommendations on priorities for national service programs. 

o Make technical assistance available to program applicants and grantees.

o Assist in the provision of health care and child care benefits to participants in national 

service programs.

o Develop and promote a state system for the recruitment and placement of participants in 

programs.

o Administer a state-wide grant program to include selection, oversight, and evaluation of 

grant recipients.
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o Develop projects, training methods, curriculum materials, and other materials and activities 

related to national service programs.

o In addition, many commissions have responsibilities declared by their states that may

include:

• Volunteer support through training, recognition, and policy development; promote

volunteer opportunities and trends. 

• Disaster support to include coordinating unaffiliated spontaneous volunteers or 

donations.

• Direct program development that addresses social service or community needs in the 

state.

Effective Practices of State Service Commissions (Source: Alaska 

Commissioner Handbook, 2012)

o Possess an ambitious, expansive, and achievable vision and strategic plan.

o Develop creative strategies for collaboration and inclusion in expanding the service 

infrastructure in the state.

o Focus on the long-term sustainability of the commission and its programs.

o Put a high priority on both internal and external communication.

o Develop a strong marketing/public relations strategy to promote the ethic of service.

o Engage commission members to their full potential and capitalize on their interests, 

expertise, and community connections.

o Conduct effective, well-planned meetings.

o Develop and maintain efficient working structures (committees or task forces) that produce 

tangible outcomes.

o Strike the appropriate balance between staff and commission member roles that enhance 

the effectiveness of both.

Staffing

State commissions range from staff teams of three to as many as 10 or more depending on the 

state established role of the commission and the size of the AmeriCorps portfolio.

Typical Roles and Responsibilities

o CEO/Executive Director/Director: Reporting to the State Service Commission, Board of 

Directors, and/or Fiscal Agent, the Executive Director (ED) has overall strategic and 

operational responsibility for the commission’s staff, programs, expansion, and execution of 

its mission. S/he develops deep knowledge of the national service field, core programs, 

operations, and business plans.

o Finance/Accounting: Staff in this position perform accounting data entry for budgets and 

expenditures for local, state, federal, and private funding, contracts, and grants; monitor 

and review accounting and related system reports for accuracy and completeness; performs
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accounting data entry for revenue, expense, payroll entries, invoices, and other accounting 

documents; lead and/or participate in subgrantee audits, which include planning, executing, 

directing, and/or completing financial audits.

o Commission Program Officer: The Program Officer manages the program portfolio, assists in 

the development of an annual monitoring plan, manages monitoring and reporting 

activities, and oversees compliance of grant agreements, regulations, and policies.

o Training/Events Manager: This type of position works to strengthen subgrantees and 

communities through program development and management, event planning, training, 

and support.

FAQs

o Are all state commissions government agencies?

No. As of 2016, eight state commissions are 501(c)3 nonprofit organizations including: 

Massachusetts, Minnesota, Nevada, New Hampshire, Oklahoma, Rhode Island, Texas, and 

Wyoming. The remaining state commissions are state entities and are housed in various 

departments within state government including: the Department of Commerce, 

Community, and Economic Affairs (Alaska), Executive Office of the Governor (Florida), an 

independent state agency (Mississippi), and the Cabinet for Health and Family Services 

(Kentucky). 

o What is ASC? 

The Association of State Commissions (ASC) is a nonpartisan, nonprofit organization 

representing and promoting State Service Commissions across the United States. Go to the 

ASC website (http://www.statecommissions.org) for more information and resources.
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Helpful Links

o State Service Commission Contact List

(https://nationalservice.gov/about/contact-us/state-service-commissions)

o AmeriCorps State and National Compiled Search Document

(https://nationalservice.gov/documents/managing-americorps-grants/2014/americorpsstate-and-national-megasearch-document) includes legislation, regulations, 2014 Grant 

Provisions, FAQs, and relevant OMB Circulars (PDF). While efforts are made to keep 

information in this consolidated document current, please consult the primary source for 

the most up-to-date information. AmeriCorps grant terms and conditions apply based on 

the year of the award. This document provides an opportunity to search for terms relevant 

to grant administration across the statute, regulations, rules, and policies.

o AmeriCorps Grant Management Resources

(https://nationalservice.gov/build-your-capacity/grants/managing-americorps-grants)
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Chapter 3:

Governance

Learning Objectives

o Articulate the required voting members on a state commission.

o Identify the key practices and processes for state commissioner support and management.

Commissioner Recruitment

According to §2550.2 (l), a State Service Commission is a bipartisan or nonpartisan state entity, 

approved by the Corporation, consisting of 15–25 members (appointed by the chief executive 

officer of the state), that is responsible for developing a comprehensive national service plan, 

assembling applications for funding and approved national service positions, and administering 

national and community service programs in the state. 

Voting members of a state commission must be appointed to renewable three-year terms.

§2550.50 (b) Required voting members on a State Service Commission. A member may 

represent none, one, or more than one category, and each of the following categories must be 

represented:

o A representative of a community-based agency or organization in the state;

o The head of the state education agency or his or her designee;

o A representative of local government in the state;

o A representative of local labor organizations in the state;

o A representative of business;

o An individual between the ages of 16 and 25, inclusive, who is a participant or supervisor of 

a service program for school-age youth, or of a campus-based or national service program;

o A representative of a national service program;

o An individual with expertise in the educational, training, and development needs of youth, 

particularly disadvantaged youth;

o An individual with experience in promoting the involvement of older adults (age 55 and 

older) in service and volunteerism; and

o A representative of the volunteer sector.

Additional guidance on federal requirements for commissioner recruitment can be found on 

the CFR website (https://ecfr.gov/cgi-bin/textidx?SID=d73c38f05da93425514a6ba0bcdd7535&node=se45.4.2550_150&rgn=div8).
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State requirements for commissioner recruitment, management, and recognition can be 

obtained from the state’s Executive Appointments Office. 

Commissioner Management

Commissioners are volunteers and, as such, should be managed using the best practices of 

volunteer management. It is critical for commission EDs to set clear expectations (beginning 

with a commissioner position description and commissioner orientation), communicate

regularly with all commission members, provide resources needed to fulfill expectations, and 

provide opportunities for reflection and evaluation of progress or performance are critical. 

Sample Document

o Connecticut Commission Meeting Agendas and Minutes

(http://ctohe.org/cccs/CCCS_Meetings.shtml)

Commissioner Recognition

Throughout a commissioner’s term, it is important to recognize her/his time, talent, and 

contributions. 

Recognition Ideas

o Mark milestones such as the commissioner’s birthday and anniversary of joining the 

commission.

o Nominate commissioners for local, state, or national volunteer awards, such as:

• Board Source and Points of Lights’ Board Member of the Month Award. Go to the 

Points of Light website (https://pointsoflight.org/programs/recognition/boardmember-month) for more information.

• Daily Points of Light Award, which recognizes volunteers across the United States who 

are making a difference in the life of their communities. Award winners receive a 

certificate signed by President George H. W. Bush. For more information, go to the 

Daily Points of Light

(https://pointsoflight.org/programs/recognition/dpol/nomination) website.

o Provide an opportunity for leadership such as committee lead or serving on the executive 

committee of the commission. 

o Thank commissioners as their terms end with a letter from the Governor and a small gift; 

present these and recognize their contribution at their last commission meeting. 

Additional Governance

The organizational structure or by-laws of the commission may provide for additional 

commissioner or volunteer leadership opportunities such as serving on the Board of Directors 
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(for 501(c)3 commissions with a separate board from the commission), advisory committees, or 

workgroups. 

Sample Workgroups or Committees

o California: Executive Committee, AmeriCorps Committee, Special Events Committees 

(http://californiavolunteers.org/index.php/calvol/public_notices)

o Michigan: Executive Committee, Board Development Committee, and Outreach Committee 

(http://michigan.gov/mcsc/0,4608,7-137-6113_6904_8067---,00.html)
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Helpful Links

o “How to Become a Commissioner” Webinar

(https://student.gototraining.com/5l15y/recording/3458405331787464192)

Hosted by AmeriCorps Alums and the Association of State Commissions.

o BoardSource (https://boardsource.org/eweb/) has become a go-to resource for funders, 

partners, and nonprofit leaders who want to magnify their impact within their community 

through exceptional governance practices. BoardSource provides customized diagnostics, 

live and virtual trainings, membership programs, and a comprehensive library of 

governance resources and publications that include original content. 
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Chapter 4:

Building Resources and Support for 

the Work of the Commission

Learning Objectives

o List the key sources of funding for a commission.

o Identify potential partners and collaborators in the state.

Key Tasks for Commission Directors

o Put the mission statement into conversation format.

o Know your fund development needs and goals.

o Cultivate internal collegial relationships.

o Develop, nurture, and expand your networks.

o Create strategic and operational plans to accomplish the commission’s goals.

Funding

Most funders decide to give because of an organization’s mission, objectives, and impact. 

Funders want to support expanding and deepening programs that improve communities and 

society. Fundraising success for organizations, particularly for restricted projects, occurs when 

donors are presented with the possibility of accomplishing something greater than what 

currently exists. Engaging funders for advice early in the process, while a new project is being 

developed, may make them more inclined to support an official proposal later. Funders 

generally have specific areas of expertise, so it is important to do your homework and find out 

about the issues they fund and the specific areas of expertise they hold that might contribute to 

the development of a new project.
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Note: As many commissions are state agencies, this can complicate or preclude the Executive 

Director’s ability to fundraise. It is recommended that this aspect of the Executive Director role 

be initially clarified with the state agency hosting the commission. 

State, County, or Local Government

Several state commissions receive other categories of government funds or in-kind support 

beyond funding from CNCS. 

Program Support

As a first step, consider “who cares about the impact we are trying to achieve?” 

Seek out departments or elected officials who have common interests and would therefore be 

a champion or potential funder for your work. There is never a better time than the beginning 

of one’s tenure as an Executive Director to share the organization’s vision and seek out those 

who can support the work of the commission through direct financial support or opening doors 

to other potential supporters.

Administrative Support

Support of administration or capacity can be a more difficult ask for a state commission. 

Consider the opportunity for in-kind finance and accounting support, office space, office 

equipment, training or event space as well as other resources that exist within government that 

could be an asset to the work of the state commission. In addition to local, county, or state 

Giving USA 2014 Report

Each year Giving USA (http://givingusareports.org/) publishes trends in giving in the US.

Total 2013 contributions: $335.17 billion

Total giving by American individuals, foundations, estates, and corporations rose for the 

fourth consecutive year. 

2013 contributions by source:

o 72% Individuals (Increased by 4% from 2012)

o 15% Foundations (Increased by 5.7% from 2012)

o 8% Bequests (Increased by 8.7% from 2012)

o 5% Corporations (Decreased by 1.9% from 2012)

Note: Giving USA does not track government funding to nonprofit organizations.
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government agencies, consider public education resources including higher education 

institutions. 

Private Sector and Foundations

To be successful in soliciting financial support from businesses or foundations, imagine sitting

behind their desks. Consider why a funder would support the work of the state commission. 

How can the commission match their goals for visibility in the community and impact on 

community needs?

It is important to develop a case for support for the state commission. A case for support is “the 

reasons why an organization both needs and merits philanthropic support” (definition from the 

Association for Fundraising Professionals: https://afpnet.org). 

The internal case for support should include:

o The commission’s mission, vision, and values

o History

o Commissioner list and bios

o Staff list and bios

o Organizational chart

o Strategic plan

o Programs and services

o Community needs

o Beneficiaries

o Accomplishments/impact 

o Media coverage

o Collateral (brochures, annual reports)

o Governance structure

o Current operating budget

o Sources of financial support

o Audited financial report or financial review

o Letters of support

o Specific need or ‘ask’ to the funder

Upon choosing a funder to approach, the information that is requested will likely be compiled 

from the above list for the conversation or submission of a proposal. 

Individuals

As identified in the Giving USA report, individual giving is the largest source of nonprofit 

contributions in the US. Engaging individuals in the work of the commission through frequent

communication and updates, opportunities to volunteer, and requests for financial support will 

provide on-going capacity for the commission. 
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Individual Appeal Opportunities

Face-to-Face Request

The most effective fundraising is cultivating support face-to-face. Seek out opportunities to tell 

the story of your work and invite other organizations or individuals to further the work through 

funding, promotion, or as a volunteer. 

Direct Mail

Though fundraising continues to evolve with new technology, a direct mail campaign illustrating 

the work of an organization and asking for a financial gift is still an effective and important 

strategy. 

Tips for Direct Mail:

o Hitchcock, Stephen (2004). Open Immediately: Straight Talk on Direct Mail Fundraising: 

What Works, What Doesn't, and Why. Medfield, MA: Emerson and Church. Warwick, Mal 

(2004)

o Testing, Testing 1, 2, 3: Raise More Money with Direct Mail Tests. San Francisco: Jossey-Bass

Online

According to the Blackbaud 2013 Charitable Giving Report

(https://blackbaud.com/files/resources/downloads/2014/2013.CharitableGivingReport.pdf), 

6.4% of overall fundraising came from online giving. To prepare for this opportunity, it is 

important to have a commission website that is mobile, responsive, and easily accessible for 

donors. 

Tips for Online Giving:

o Grobman, Gary M. and Gary B. Grant (2006). Fundraising Online: Using the Internet to Raise 

Serious Money for Your Nonprofit Organization. Harrisburg, PA: White Hat Communications

o Kanter, Beth. (2012, Mar 1). How to Put Online Fundraising on Steroids

(http:s//bethkanter.org/social-fundraising/)

Ask by Phone

Whether it is a phone call from the Executive Director or a volunteer, it is important to share 

information about the organization or program and obtain input – then you make the ask. 
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Hold a Special Event

From a small breakfast of key champions to a gala with hundreds of supporters, convening 

community members who care about the commission’s vision and impact can result in 

increased visibility and funds to further the work. 

Tips for Special Events:

o Jackson, Robert and Steven Wood Schmader (1997). Special Events: Inside and Out. 

Champaign, IL: Sagamore Press

o Swaim, Samantha (2013). Checklist for a Brand New Event.

(https://swaimstrategies.com/2013/01/21/checklist-for-a-brand-new-event/)

o Janell Shride (1995). Fundraising Ideas: Over 225 Money Making Events for Community 

Groups, with a Resource Directory. Jefferson, NC: McFarland & Company

Resources

o Ten Nonprofit Funding Models

(https://ssireview.org/articles/entry/ten_nonprofit_funding_models), Stanford Social 

Innovation Review.

o 2015 Nonprofit Benchmarks Study, Nonprofit Technology Network 

(https://www.nten.org/article/2015-nonprofit-benchmarks-report-2/)

Partnerships

Through partnerships, outcomes are expanded and deepened through the possibilities of joint 

program implementation, added resources, and the increased visibility of reaching those 

connected to the potential partner. Reciprocal partnerships are a goal where both partners 

benefit from the relationship. 

State, County, and Local Government

As mentioned in the funding section, the opportunities to connect with government agencies 

and educational institutions can provide added opportunities for the state commission.

Opportunities to connect with government

o Joint programming: An example on the federal level is the AmeriCorps FEMA Corps, which is 

a partnership between FEMA and AmeriCorps. Are there state agencies that would provide 

a connection to placement sites for AmeriCorps members? Are there agencies that would 

be interested in co-creating an AmeriCorps program to reach mutually beneficial goals in 

your state?
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o Evaluation: A shared focus on community provides an opportunity to share evaluation 

outcomes and measurement processes. Are there outputs measured by state or local 

government that lends to the focus or story of the commission? 

o Funding: Joint asks, direct funding, and in-kind support; there are many possibilities when 

the needs and opportunities are identified. 

o Communication: What are the communication goals of the commission? Are there 

communication outlets or expertise that could lend to the commission’s capacity? 

o Training: The community need expertise across government is vast. Do you need an 

inspirational speaker or training for AmeriCorps members? 
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Community-based Organizations

Community organizations provide similar partnership opportunities to government. In addition, 

consider joint convening opportunities to support the State Service Plan development, 

AmeriCorps site recruitment, member recruitment, and training. What are other opportunities 

to partner with community-based organizations? 

Corporations

Developing a partnership with local and state-wide companies can provide increased visibility, 

resources, and, ultimately, deepened impact.

Opportunities to connect with corporations

o Corporate philanthropy – direct financial contribution from the company to the state 

commission or its programs.

o Corporate sponsorship – contribution to offset costs of a special event or program such as 

AmeriCorps member or Program Director training, recognition events, or fundraising

events.

o Employee volunteering – encouraging employees to spend their time in the community 

volunteering alongside commission staff or at AmeriCorps programs across the state. 

Resources on Employee Volunteers

o Seven Practices of Effective Employee Volunteer Programs

(https://pointsoflight.org/sites/default/files/corporate-institute/ubm_b4b_whitepaper8.pdf)

o Recruiting and Retaining Volunteers Resources from Points of Light

(https://pointsoflight.org/corporate-institute/resources/recruiting-and-retaining-volunteers)

o Corporate Social Responsibility and Employee Volunteering articles on Energize Inc. 

(https://energizeinc.com/art/subj/corpres.html)

Cause-related Marketing

Cause-related marketing, corporate social marketing or cause marketing – donating a 

percentage of revenue from sales to a nonprofit or supporting behavior change campaigns. 
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Examples of cause-related marketing include:

o NAU, a clothing company donates 2% of their proceeds to organizations that are their 

“Partners for Change” (https://www.nau.com/partners-for-change).

o Target (https://corporate.target.com/corporate-responsibility) donates 5% of their proceeds 

to communities around the world. 

o Alex and Ani, a jewelry company, donates to various charitable organizations based on the 

sales of their “Charity by Design” (https://www.alexandani.com/collections/charity-bydesign/make-your-mark-charm-bracelet.html) program.
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Helpful Links

o The Foundation Center (http://fdncenter.org)

The Foundation Center maintains the most comprehensive database on US and, 

increasingly, global grant-makers and their grants. It also operates research, education, and 

training programs designed to advance knowledge of philanthropy at every level.

o Regional Grantmaker Organizations (https://givingforum.org)

The Forum of Regional Associations of Grantmakers is a national network that supports and 

strengthens regional associations in their promotion of effective philanthropy to improve 

life in their communities.

o Guidestar (http://guidestar.org)

GuideStar gathers and disseminates information about IRS-registered nonprofit 

organizations gathered from filed 990 forms; 990s provide information on a nonprofit’s 

mission, staff, board, programs, and financials.

o The Chronicle of Philanthropy (https://philanthropy.com/section/Home/172)

The Chronicle of Philanthropy is a news source, in print and online, for nonprofit leaders, 

fundraisers, grant-makers, and other people involved in philanthropy. For more than 20 

years, The Chronicle has been connecting the nonprofit world with news, jobs, and ideas.

o Local Business Journals (http://bizjournals.com/)

Reaching 10 million viewers, local Business Journals provide comprehensive coverage of 

business news from a local, regional, and national perspective. Business Journals provide 

information to inform fundraising and partnership opportunities as well as to promote the 

work of the commission.

o Stanford Social Innovation Review (https://ssireview.org/topics/category/philanthropy)

The Stanford Social Innovation Review is a magazine and website that covers cross-sector 

solutions to global problems. SSIR is written for and by social change leaders in the 

nonprofit, business, and government sectors who view collaboration as key to solving 

environmental, social, and economic justice issues. 
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Chapter 5:

Organizational Development

Learning Objectives

o Identify key components of the State Service Plan.

o List roles and responsibilities for commission staff.

o Cite next steps to strengthen external communication for the commission.

Strategic Planning

State Service Plan

Beginning in 1997, the requirement to develop a State Service Plan presented an opportunity 

for the state commission to exercise inclusive leadership. It required the principal service actors 

in the state to collaborate in a more formal and structured way. The National and Community 

Service Trust Act requires that a plan “be developed through an open and public process...that 

provides for maximum participation and input from national service programs within the state 

and other interested members of the public.” 

The State Service Plan serves as a vehicle for creating a broad vision for promoting national 

service and volunteering and for building a solid infrastructure of high quality service programs 

and support services. The plan should be a blueprint for identifying state priorities, themes, and 

areas of emphasis among all the streams of service.
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The State Service Plan addresses the following questions, per CNCS instructions:

o What are your strategies or approaches for outreach to community and faith-based 

organizations as well as intermediaries that may be interested in operating an AmeriCorps 

program?

o What program focus areas are you working on with your partners and collaborators?

o What are your on-going efforts or special initiatives that involve convening of and/or 

collaborating with the CNCS State Offices, multi-state AmeriCorps programs, AmeriCorps 

VISTA, AmeriCorps NCCC, Senior Corps, State Education Agencies, state networks of 

volunteer centers, tribal programs, Campus Compacts, and/or other volunteer service 

organizations within the state?

o What non-monetary support can the Corporation (headquarters and/or your CNCS State 

Office) provide to ensure the success of your State Service Plan?

In recent years, CNCS has also asked commissions to address the sustainability of their national 

service efforts:

o Sustainability of national service at the state level , through financial, in-kind, and bipartisan 

political support, including the supportive legislation; and

o Other support, including financial, in-kind, and other support of the private sector, 

foundations, and other entities and individuals.

SEC. 178. [42 U.S.C. 12638] State Commissions on National and Community Service

The state commission or alternative administrative entity for a state shall be

responsible for the following duties:

(1) Preparation of a national service plan for the state that--

(A) is developed through an open and public process (such as through regional forums,

hearings, and other means) that provides for maximum participation and input from

national service programs within the state and other interested members of the 

public;

(B) covers a three year period;

(C) is updated annually;

(D) ensures outreach to diverse community-based agencies that serve

Under-represented populations, by--

(i) using established networks and registries at the state level; or

(ii) establishing such networks and registries; and

(E) contains such information as the state commission considers to be appropriate or

as the Corporation may require.
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State Service Plan Examples

o Iowa State Service Plan

(https://www.volunteeriowa.org/sites/default/files/documents/2016/08/sspforigov.pdf)

o Washington State Service Plan

(http://servewashington.wa.gov/about-us/state-service-plan-2016%E2%80%9318) 
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Organizational Strategic Plan

In addition to the State Service Plan, it is important for the commission to have clear direction 

and goals for the organization and programs. Though trends in strategic planning are moving 

away from developing a three or five year strategic plan, taking time to regularly review 

commission opportunities, strengths, weaknesses, and threats is important. Developing a clear 

sense of direction and goals for staff, commissioners, and partners provide an opportunity to 

engage each in future activities. 

Strategic Planning Resources

o La Plana, David (2008). Nonprofit Strategy Revolution: Real-Time Strategic Planning in a 

Rapid-Response World. St. Paul, Minn.: Fieldstone Alliance

o Stanford Social Innovation Review, The Strategic Plan is Dead. Long Live Strategy

(http://www.ssireview.org/blog/entry/the_strategic_plan_is_dead._long_live_strategy)

Assessment

Self-assessment and self-evaluation are integral for effective organizational management. 

Executive Directors of state commissions, like other public, nonprofit, and private sector 

managers, should consider organizational self-assessment to be part of an on-going 

“environmental scan” designed to help manage better and accomplish more. 

Because state commissions are public institutions, supported by federal and state funding (or 

in-kind support), there are specific legal requirements designed to assure that they are open, 

accessible, and accountable. The logical starting place for state commissions’ self-evaluation 

efforts, therefore, is the issue of their compliance with applicable federal and state regulations 

and requirements. Compliance is a critical concern in designing self-evaluation. 

There are three primary sources of guidance which relate to state commissions’ self-evaluation 

responsibilities. The first source is Section 2250.80 of the national service regulations, which 

describes the duties of state commissions and lists specifications for carrying out those duties. 

The second source is the CNCS guidance issued as part of the application guidelines for State 

Administrative Funds. In the application guidelines, there is information provided on the role of 

the state commission to include administrative functions, support to programs, and a larger 

strategic role in the state.

The third source is the CNCS AmeriCorps Grant Terms and Conditions which set forth specific 

requirements and conditions each grant year. 
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AmeriCorps Performance Measurements

o eGrants Performance Measures Modules

(http://www.nationalservice.gov/resources/performance-measurement/americorps)

o Volunteer Florida State-wide Evaluation of AmeriCorps

(http://www.volunteerflorida.org/wp-content/uploads/2013/04/2011_Report.pdf)

Human Resources

State commissions range from staff teams of three to as many as 10 or more depending on the 

state-established role of the commission and the size of the AmeriCorps portfolio.

Typical Roles and Responsibilities

o CEO/Executive Director/Director: Reporting to the State Service Commission, Board of 

Directors, and/or Fiscal Agent, the Executive Director (ED) has overall strategic and 

operational responsibility for the commission’s staff, programs, expansion, and execution of 

its mission. S/he develops deep knowledge of the national service field, core programs, 

operations, and business plans.

o Finance/Accounting: Staff in this position perform accounting data entry for budgets and 

expenditures for local, state, federal, and private funding, contracts, and grants; monitor 

and review accounting and related system reports for accuracy and completeness; performs 

accounting data entry for revenue, expense, payroll entries, invoices, and other accounting 

documents; lead and/or participate in subgrantee audits, which include planning, executing, 

directing, and/or completing financial audits.

o Commission Program Officer: The Program Officer manages the program portfolio, assists in 

the development of an annual monitoring plan, manages monitoring and reporting 

activities, and oversees compliance of grant agreements, regulations, and policies.

o Training/Events Manager: This type of position works to strengthen subgrantees and 

communities through program development and management, event planning, training, 

and support.

HR Management Resources

o Harvard Business Review, How to Use Content to Recruit Top Talent

(https://linkedin.com/today/post/article/20140317130037-86319010-how-to-use-contentto-recruit-top-talent)

o Journal of Business and Communication, Millennials in the Workplace: A Communication 

Perspective on Millennials’ Organizational Relationships and Performance

(http://ncbi.nlm.nih.gov/pmc/articles/PMC2868990/)

o University of Minnesota, Generational Differences in the Workplace

(http://rtc.umn.edu/docs/2_18_Gen_diff_workplace.pdf)
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External Communication

Good work is best when the community knows about it and can contribute to its success. 

Becoming a household name is not easy work. Community members will find you via the 

commission’s website, social media, traditional media, and publications. Creating a compelling 

story will ensure that community members want to be a part of your future. 

External Communication Resources

o National Service Knowledge Network

(https://www.nationalservice.gov/resources)

o Claxon Marketing , Marketing and Branding Toolkits

(http://www.claxonmarketing.com/resources/claxon-diy-tools/)

o Beth Kanter’s Blog

(http://www.bethkanter.org/)

Beth Kanter has over 30 years’ experience working in the nonprofit sector in technology, 

training, capacity building, evaluation, fundraising, and marketing. 
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Chapter 6:

AmeriCorps Grants

Learning Objectives

o Describe the state commission’s role in AmeriCorps grant management.

o Explain the difference between laws, regulations, provisions, and policies.

o Identify the steps in the AmeriCorps grant award process.

o Discuss the various ways a state commission monitors subgrantees.

As key facilitators of state and national service programs, state commissions assume a principal 

responsibility for implementing and overseeing a competitive grant process and ensuring that 

resulting programs, projects, and activities are carried out effectively, efficiently, and in 

accordance with various federal regulations, policies, and grant requirements. This grant 

management role involves a broad array of responsibilities in three primary areas: project 

management and quality, financial management, and grant compliance. While there are 

distinct components in each area, they often have overlapping or intersecting aspects that can 

be depicted as: 

Grants Management Role Graphic

Financial 

Management

Grants 

Compliance

Program 

Management 

and Quality
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Definitions

Planning Grants: Planning grants support the development or improvement of a program so 

that it may be better prepared to successfully compete for an AmeriCorps program grant in the 

following grant cycle. Planning grants do not include AmeriCorps member positions. During the 

planning period, the program will define the roles and activities members will perform in the 

program. 

Competitive Grants: Competitive grants are AmeriCorps program proposals that are put into a 

pool of applicants from across the country for a national grant review process. 

Formula Grants: Formula grants are AmeriCorps program proposals that are put into a pool of 

applicants at the state commission level for a decision on funding made by the state’s 

commissioners. 

No-cost extensions: A no-cost extension is an opportunity provided by CNCS to continue the 

program or grant activities beyond the grant timeline in order to complete programmatic 

outcomes and complete use of grant funds. No additional funding is provided.

Carry-over funds: Similar to no-cost extension funds, carry-over funds are unexpended funds 

that are utilized beyond the grant year contract. Carry-over fund requests are submitted by the 

commission to the CNCS Office of Grants Management and approved by the state commission’s 

Grants Officer. 

Supplemental funds: Supplemental funds are additional funds provided to support additional 

activities during the grant year. Should supplemental funds become available, CNCS will alert 

the state commission about the availability and application timeline. 

Fixed-amount Grants: Recipients of fixed-amount grants do not have minimum match 

requirements, are not required to maintain documentation of the match that is raised in 

support of the AmeriCorps program, and have fewer fiscal reporting requirements than costreimbursement grants. While fixed-amount grants do not have a specified minimum match 

requirement, the amount provided by CNCS does not cover the full cost of operating a 

program. The maximum cost per MSY for a fixed-amount grant is typically lower than for a costreimbursement grant. Under a fixed-amount grant, grantees may receive funds based on the 

enrollment of members for Education Award Program (EAP) grants or for the enrollment and 

hours served for stipended full-time and Professional Corps fixed-amount grants.

Cost-reimbursement Grants: With a cost-reimbursement grant, recipients have a minimum 

match requirement and must maintain documentation of all grant expenses. Under a costreimbursement grant, the grantee can access and retain all funds for legitimate and allowable 

costs.
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Grants Compliance

In order to run an effective program, commission subgrantees must know the rules of 

AmeriCorps, which can be difficult to navigate even for organizations that have prior federal 

grant experience. 

AmeriCorps requirements include laws, regulations, provisions, and policies:

o The law is The National and Community Service Act of 1990 (Public Law 101–610, Nov. 16, 

1990, 104 Stat. 3127) (42 U.S.C. 12501 et seq.) [As Amended Through P.L. 111–13, Enacted 

April 21, 2009]. The statute authorizes the federally funded initiative of AmeriCorps. For 

more information go to the CNCS website to read the National and Community Service Act

(https://www.nationalservice.gov/sites/default/files/documents/1990_serviceact_as%20am

ended%20through%20pl%20111-13.pdf).

o The regulations are Corporation for National and Community Service’s interpretations of 

the statute and set out the agency's purpose and powers, and the circumstances of applying 

the statute. Regulations are published in the Code of Federal Regulations (CFR). The 

AmeriCorps regulations can be found in Title 45 of the Code of Federal Regulations, Chapter 

25 beginning with section 2520.10. Citations for regulations are written like this: 45 CFR 

§2522.230 or abbreviated as §2522.230. For more information go to the CFR website

(https://www.ecfr.gov/cgi-bin/ECFR?page=browse).

o AmeriCorps Grant Provisions/Terms and Conditions are additional grant requirements. New 

provisions are issued each year. Citations for provisions are written like this: [AC I. B.2]. For 

more information, go to the CNCS website (https://nationalservice.gov/about/legislation).

o Each year, the AmeriCorps Grant Provisions/Terms and Conditions include the basic 

responsibilities of grantees and are a critical area of understanding for state commissions. 

They typically include:

• Changes from the previous AmeriCorps Grant Provisions 

• Legislative and Regulatory Authority 

• Other Applicable Statutory and Administrative Provisions 

 States, Indian Tribes, US Territories, and Local Governments 

 Nonprofit Organizations 

 Educational Institutions 

 Other Applicable Statutes and Regulations 

 Exemptions for Fixed-amount Grants 

 Order of Precedence 

o AmeriCorps Special Terms and Conditions 

• Definitions 
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• Affiliation with the AmeriCorps National Service Network 

• Member Recruitment, Selection, and Exit 

• Supervision and Support 

• Changes in Member Terms of Service or Program Slots 

 Living Allowances, Other In-service Benefits, and Taxes 

 Member Records and Confidentiality 

 Budget and Programmatic Changes 

 Reporting Requirements 

 Grant Period and Incremental Funding 

o General Terms and Conditions 

• Responsibilities under Grant Administration 

• Financial Management Standards 

• The Office of Inspector General 

• Reporting of Fraud, Waste, and Abuse 

• Whistleblower Protection 

• Program Income 

• Safety 

• Non-discrimination Public Notice and Records Compliance 

• Grant Products 

• Suspension or Termination of Grant 

• Fixed-amount Awards

• Trafficking in Persons

• Central Contractor Registration and Universal Identifier Requirements

• Transparency Act Award Term (for grants and cooperative agreements of $25,000 or 

more)

o Attachment

• Grant Program Civil Rights and Non-harassment Policy

The regulations, provisions, and terms and conditions are the primary sources of information 

for the day-to-day management of CNCS commission grants, and the CNCS Program Officer will 

assist in becoming familiar with them. 

The items mentioned above are accessible at the Manage Current Grants section of the 

AmeriCorps website (https://www.americorps.gov/for_organizations/manage/index.asp). 
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Other Requirements

o State Laws: AmeriCorps programs must become aware of the state laws in which their 

members serve. For example, you should find out about the state laws pertaining to 

procurement, grant solicitation, taxes, workers compensation, background checks, etc. 

o OMB Circulars: OMB Circulars are issued by the Office of Management and Budget (OMB) 

and outline administrative requirements and cost principles for nonprofit organizations, 

state and local governments, and educational institutions using federal funds. 

Understanding the applicable OMB Circulars is critical to operating a compliant federal 

grant. For more information, please see the OMB website

(https://www.whitehouse.gov/omb/information-for-agencies/circulars).
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CNCS Grant Award Process

The diagram below shows the CNCS grant-making process from the appropriation of funds and 

awarding grants, through monitoring activities, to close-out. 

The Life Cycle of Competitive Grants Graphic

Congress 

Appropriates 

Funding

CNCS Board 

Approves Program 

Annual Plan

Plan for Grant 

Competitions 

Solicit Applications 

& External Peer 

Reviewers

Receive & Review 

Applications

CNCS Award 

Decision

Notification of 

Awards

Award Grants

Monitor & 

Administer Grants

Close-out
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o Congress Appropriates Funding: Congress appropriates funding to CNCS each fiscal year as 

part of the federal budget process. 

o CNCS Board Approves Program Annual Plan: CNCS develops an annual plan and budget for 

each grant competition. The CNCS Board of Directors reviews and approves the plan. 

o Plan for Grant Competitions: The planning process includes developing an agency-wide 

Grant Application Review Calendar, the Notice of Federal Funding Availability or 

Opportunity Notice, Application Instructions, and grant application review protocols. 

o Solicit Applicants & External Peer Reviewers: For each competitive grant program, CNCS 

publishes a Notice that describes eligibility criteria, funding priorities, program 

requirements, and the applicant’s responsibilities. CNCS also recruits external peer 

reviewers. 

o Receive Applications: CNCS reviews each submitted application for compliance with the 

published eligibility requirements. The eligible applications are then sorted and assigned to 

review panels. 

o Review Applications: CNCS conducts a multi-stage review process to assess applications, 

using external peer reviewers (in many cases) and CNCS staff. 

o CNCS Award Decision: The Chief Executive Officer makes award decisions after the staff 

review is completed. 

o Notification of Awards: Congress and applicants are notified of the award decision. The 

public is informed through a press release. 

o Award Grants: CNCS obligates and awards federal funds to each application approved for 

funding. 

o Monitor & Administer Grants: The grantee implements the program and fulfills the 

reporting and other requirements. CNCS provides training and technical assistance for the 

grantee and conducts audits and program reviews. 

o Close-out: At the end of the grant life cycle, any remaining grant funds are de-obligated and 

CNCS disposes of any property or equipment. 

State Commission Grant Compliance Role: Monitoring and 

Management

Risk-based Monitoring

Upon review of the state’s grantee portfolio, there will be sites that require additional support 

due to their years of AmeriCorps funding, staff turn-over, or other factors that put the grantee 

in potential risk of not managing and utilizing funds at the level of quality expected. As such, 

commission staff should schedule additional communications or check-ins and then direct 

additional coaching and training support, as needed. 
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Risk Assessment Samples

o National Service Knowledge Network Risk Assessment Form

(https://www.nationalservice.gov/resources/financial-management/risk-based-monitoringtool-risk-assessment-form)

o National Service Knowledge Network Risk Assessment Rating

(https://www.nationalservice.gov/resources/financial-management/risk-based-monitoringtool-risk-assessment-rating)

Site Visits

Grantee site visits, either pre- or post-award, are recommended to ensure policy compliance, to 

gather additional insight into support needs, and to strengthen the partnership by getting to 

know the strengths of the program. For new grantees, a pre-application site visit is 

recommended to assess financial systems and management competency. For year one 

grantees, a site visit four months after member enrollment is recommended to assess member 

files and financial systems. For more experienced grantees, the commission may determine an 

annual or bi-annual site visit schedule, depending on staff transitions, size of program, or size of 

the state and required distance for travel. Larger states may institute a virtual site visit to 

include an online meeting using technology like Skype and a desk audit process to receive and 

review subgrantee files at the commission office. 

Samples

o National Service Knowledge Network Financial Site Visit Resource

(https://www.nationalservice.gov/resources/financial-management/financial-managementsite-visit-sample-resources) This includes provisions, sample documents, site visit checklists, 

and sample forms. 

Monitoring Portal Stats

In addition to site visits, state commission staff can monitor several key statistics through 

eGrants for subgrantees. These statistics include member enrollment and exit, slot fill rates, 

service location completions, etc. Each commission should create an annual plan to thoroughly 

review all subgrantee Portal statistics throughout the grant year.

Here is a sample compliance check process provided by the Maryland Governor’s Office on 

Service and Volunteerism (GOSV):

A GOSV staff member will review the status of the program’s members each month. S/he will 

complete a Portal compliance checklist and contact the program staff if there are any missing 

items or outstanding issues to address. A corrective action plan will be implemented within 30 
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days to resolve the issues or problems. In general, the Portal compliance check will be conducted 

on the first business day of each month. 

The monthly checklist includes the following:

Criteria Location in the Portal

Service location matches approved 

grant 

Service Locations Report 

Service location address Service Locations Report 

Site supervisor Service Locations Report 

Site supervisor contact info Service Locations Report 

Members assigned to service 

locations 

Manage Programs, View Members 

Currently enrolled slots Slot Info 

Currently enrolled MSYs Slot Info 

% enrolled ≤ 30 Days Enrollment Approval Cycle Report 

Enrollment rate Enrollment Rate Report 

Retention rate Retention Rate Report 

% exited ≤ 30 Days Exit Approval Cycle Report 

The compliance check will also monitor slot conversions and refills. Revolving items will be 

addressed at certain times of the year. The GOSV also makes note of any Portal irregularities 

during the monthly compliance check and notes improvement in Portal compliance.
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Reporting (Progress and Financial)

As set forth in the AmeriCorps Grant Provisions, state commissions are responsible for timely 

submission of periodic financial and progress reports during the project period, submitting a 

final financial report, and setting submission deadlines for its subgrantees that ensure the 

timely submission of grantee reports. 

State Commission Grantee Progress Reports

The grantee shall complete and submit progress reports in eGrants to report on progress 

toward achievement of its approved performance targets. 

o Due Date Reporting Period Covered

April 30 Start of grant through March 31 

October 31 Start of grant year through end of grant year or September 30, whichever 

is sooner 

o Grantee Progress Report 

(https://www.nationalservice.gov/resources/americorps/completing-americorps-granteeprogress-report-gpr)

Financial Reports

The grantee shall complete and submit financial reports in eGrants (Financial Status Reports on 

menu tree) to report the status of all funds. The grantee must submit timely cumulative 

financial reports in accordance with CNCS guidelines according to the following schedule: 

o Due Date Reporting Period Covered

April 30 Start of grant through March 31 

October 31 April 1 – September 30 

A grantee must set submission deadlines for its subgrantees that ensure the timely submission 

of grantee reports. 

National Professional Corps grantees submit one financial report per year. 

All grantees, including fixed-amount grantees, must submit the Federal Financial Report (FFR) -

Cash Transactions Report on a quarterly basis to the Department of Health and Human Services 

Payment Management System per the Electronic Funds Transfer Agreement. 

Reporting Other Federal Funds

The grantee shall report the amount and sources of federal funds, other than those provided by 

CNCS, claimed as matching funds. This includes other federal funds expended by subgrantees 

and operating sites, and claimed as match. This information shall be reported annually on the 
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financial report due October 31, or at the time the final financial report is submitted if the final 

report is due prior to October 31. Fixed-amount grantees are not required to report this 

information. 

Requests for Extensions 

Each grantee must submit required reports by the required deadline. Extensions of reporting 

deadlines will be granted only when 1) the report cannot be furnished in a timely manner for 

reasons, in the determination of CNCS, legitimately beyond the control of the grantee, and 2) 

CNCS receives a written request explaining the need for an extension before the due date of 

the report. 

Extensions of deadlines for financial reports may only be granted by the Office of Grants 

Management, and extensions of deadlines for progress reports may only be granted by the 

AmeriCorps Program Office. 

Final Financial Reports

A grantee must submit, in lieu of the last semi-annual financial report, a final financial report. 

This final report is due no later than 90 days after the end of the project period.

Final Progress Reports

A grantee must submit, in addition to the last semi-annual project report, a final project report. 

This final report is due no later than 90 days after the end of the project period. 

Financial Reports for Fixed-amount Grants

Fixed-amount grantees are not required to submit financial reports to CNCS; this includes the 

final financial report. 

Program Management and Quality

Grant Selection Processes

Outreach to New Grantees

AmeriCorps funding can benefit communities small and large through reaching the 

organizations leading interventions on each community’s most pressing needs. In order to 

assemble the strongest state AmeriCorps program portfolio a combination of general and 

targeted outreach strategies are recommended.
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General outreach connects with a broad audience of nonprofits and agencies as potential 

grantees or host sites. Consider sending the funding announcement out through the following 

partners and networks:

o State Nonprofit Association

o United Ways

o Volunteer centers

o State government nonprofit registry organization

o Higher education institutions (specifically internship and practicum placement sites utilized 

by schools such as Education or Social Work)

o Philanthropic organizations

o Elected officials

In order to reach organizations that best align with funding priorities, utilize targeted outreach. 

Consider which organizations address the issue area or geographical priorities. A list of 

organizations to target could be generated by the state organization that registers nonprofits 

(Secretary of State, Department of Revenue, or other state agency).

Some state commissions build in an initial concept paper phase for new applicants over the 

summer and early fall in order to provide additional screening. Steps could include: concept 

paper completion, presentation to the state commission, and an invitation to submit a full grant 

application in eGrants. 

Request for Proposals (RFP)

Each state will release an RFP for AmeriCorps funding. The RFP will include all competitive and 

formula funding opportunities in addition to any program-specific information released by 

CNCS. 

Sample RFPs in 2016

o New Jersey Commission on National and Community Service

(http://www.nj.gov/state/programs/pdf/2016-americorps-nofo.pdf)

o Serve Kansas

(http://kanserve.org/Portals/0/Users/016/16/16/20162017%20Kansas%20AmeriCorps%20

NOFO.pdf)

Proposal Review and Selection

Once proposals are received, they should be reviewed by commission staff and other external 

reviewers to assess quality, strength, and alignment with published application criteria. 
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Samples

o CNCS 2014 External Review Handbook

(https://www.nationalservice.gov/sites/default/files/upload/ASN_Grande/ASN_Review_Res

ources/Review%20Handbook.AC.2014.OGPO.Clean.pdf)

o CNCS Open Government Initiative

(https://www.nationalservice.gov/about/open-government-initiative) – contains review 

forms, results of grant competitions, funding forecasts, and more

Grant Submission in eGrants

Once the subgrantee applications are submitted and to the level of quality desired by the state 

commission, the state commission will review the subgrantee applications one additional time

in eGrants, add the Prime Application Submission Narratives, then verify and authorize the 

Prime application. The commission will then select “Submit to CNCS” in eGrants to complete

the state portfolio grant application. 

Tip: Save the Prime Application information (e.g., narratives, tracking forms, and data) outside 

of eGrants, so that it may be accessed at any time. This includes copies of all subgrantee 

narratives, budgets, and attachments, as well as the commission narratives, program summary 

charts, and funding summary charts.

Example of State Commission Timeline for Subgrantee Selection Process

On-going Outreach to potential grant applicants

Late September RFP released by state (timing may depend on CNCS release of NOFO; state 

commission will need several days, at least, to adapt the CNCS NOFO to 

the state’s needs)

Mid-October Training and Technical Assistance Calls (on NOFO, budget, performance 

measure instructions)

Mid-November Applications due in eGrants to state commission

Commission staff review for compliance and eligibility

Written feedback provided to applicants

Applicants edit and refine proposals and resubmit in eGrants

Mid-December Final competitive grants due to state commission

Commission staff compliance and application review

Written feedback provided to applicants

January State commission competitive Prime applications due to CNCS
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April Notification of competitive funding by CNCS

Formula grants submitted to commission immediately following

On-going Training and Technical Assistance

The following characteristics describe the elements of a successful training and technical 

assistance program.

Adequate Resources

o Staff members have appropriate background in adult education training methodologies.

o Offers opportunities for professional development for dedicated training and technical 

assistance (TTA) staff.

o Provides office space, equipment, and access to technology.

o Utilizes in-kind contributions/partnerships for materials, facilities, trainers, etc.

o Accesses national TTA resources provided by CNCS.

o Develops and uses appropriate training materials and methodologies.

Systematic Needs Assessment Process

o Uses appropriate and various methodologies of assessing needs: formal and scheduled,

such as written surveys, interviews, focus groups, evaluations, process reports, and site 

visits; and informal and unscheduled, such as documented anecdotal information and ongoing informal observation.

o Considers required competencies and characteristics of successful programs and identifies 

performance gaps.

o Includes a process for collecting and documenting methodology and storing the data 

collection for reporting purposes.

Training and Technical Assistance Plan Development

o Content of specific activities is based on analysis of needs of programs and their staff.

o Involves pertinent parties, i.e., state service partners, program staff, and site staff.

o Describes specific activities with planned follow-up.

o Identifies resources to implement the plan, i.e., money, facilities, and trainers.

o Identifies potential dates and coordinates those dates around other activities.

o Continues to develop on an annual basis and builds from one year to the next.

Training and Technical Assistance Plan Implementation
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o TTA activities include measurable learning objectives that address specific individual and 

program needs, including a series of activities if necessary.

o Utilizes appropriate methodologies, curriculum, and materials that adhere to adult 

education principles.

o Ensures participation of those in greatest need of specific content areas.

o Identifies qualified facilitators for each content area.

o Ensures ADA and Section 508 compliance, e.g., accessibility and reasonable 

accommodation.

o Utilizes local, state, and national resources as appropriate.

o Makes and documents appropriate adaptations to the plan in response to changing 

circumstances.

Evaluation of Training and Technical Assistance Plan

o Establishes and follows a process to collect, analyze, and share feedback from participants, 

stakeholders, and partners.

o Considers evaluations in the development of subsequent training plans.

o Determines and analyzes any difference between planned and completed activities.

o Reviews the planned budget against actual expenditures.

o Identifies ways to measure effectiveness of training, linking program improvements to staff 

and/or member participation in specific training programs whenever possible.

Commission Subgrantee Training and Technical Assistance

To support subgrantees, it is important to cover the following topics and best practices inperson and/or online:

Orientation

o Project management and quality, including AmeriCorps member management

o Financial management

o Grant compliance including federal and state regulations 

On-going support should occur via subgrantee program director meetings or targeted training 

and conferences. Visit the National Service Knowledge Network website 

(https://nationalservice.gov/resources) for resources and ideas.

Sample Grantee Support Websites

o Florida State Service Commission, Volunteer Florida

(https://www.volunteerflorida.org/national-service/)
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o Texas State Service Commission, OneStar Foundation

(http://onestarfoundation.org/americorpstexas/grantee-resources/)

AmeriCorps Members

Needs Assessment

To support AmeriCorps members in the most effective way, it is important to conduct a needs 

assessment with program directors, AmeriCorps members, or both to establish areas for 

support. Upon reviewing data over multiple years, trends will become clear for annual planning 

and curriculum development. 

Sample

o AmeriCorps Member Survey

(https://www.nationalservice.gov/resources/financial-management/americorps-membersurvey-tool)

Events

Kick-off

Several state commissions hold an AmeriCorps kick-off each fall in order to convene 

AmeriCorps members for orientation and training as well as to raise awareness for the state 

commission’s work in the community. 

Sample Event

o 2016 Michigan's AmeriCorps Member Celebration

(http://www.michigan.gov/mcsc/0,4608,7-137-8074-203431--,00.html)

Life After AmeriCorps

Similarly, many state commissions hold a culminating Life After AmeriCorps event in the spring 

or summer to celebrate the accomplishments of the service year and to support AmeriCorps 

members’ transition to employment, education, or training.
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Sample Resources, Agendas, and Events

o Serve DC Life After AmeriCorps Resource Guide

(https://serve.dc.gov/sites/default/files/dc/sites/serve/publication/attachments/Life%20Aft

er%20AmeriCorps%20Resource%20Guide_v.140211.pdf)

o Kentucky Commission on Community Volunteerism Life After AmeriCorps Resource Guide 

(http://chfs.ky.gov/NR/rdonlyres/5DDFBF89-6F3B-4C87-971F2D598551C5A9/0/LifeAfterAmeriCorpsResources.pdf)

Alumni Relations

Staying in touch with AmeriCorps alumni who have graduated from AmeriCorps programs in 

your state can provide stories of impact as well as on-going support as donors, volunteers 

(trainers, job networking for recent AmeriCorps graduates, etc.), or educators on the value of 

AmeriCorps. For resources on engaging alumni, reach out to AmeriCorps Alums 

(http://www.americorpsalums.org).

Close-out of Grants

CNCS grants usually are awarded for a three-year project period, consisting of three yearly 

budget periods. CNCS direct grantees are responsible for meeting the submission deadlines for 

close-out. Close-out documents are due to your CNCS Grants Officer no later than 90 days after 

the expiration of the project period. Review all guidance on close-out carefully to understand 

the requirements, see Instructions for Closing Corporation grants

(https://www.nationalservice.gov/sites/default/files/documents/Instructions%20for%20Closing

%20CNCS%20Grants_0.pdf).

Financial Management

The adequacy of financial management systems, including accounting methods, internal 

controls, income and expense documentation, and written cost allocation policies are critical 

for strong programs and sustained CNCS funding. 

Accounting and Finance

Systems, Policies, and Procedures

Written policies and procedures are most important for a commission and program’s financial 

management system since they govern the organization’s operations. Written policies and 

procedures maintain a program’s crucial operations and serve as a useful tool in orienting new 

staff.

These are required written financial policies and procedures based on federal grant regulations:
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o General financial management policies, procedures, manual, or guidelines

o Internal controls of grant funds, e.g., approval and documentation of expenses, separation 

of duties, delegation of authority, check issuance, cash receipts, cash management, bank 

reconciliation, travel, and payroll

o Procurement and purchasing procedures

o Property management for equipment purchased with federal funds

o Time and effort distribution (time-keeping)

o Record retention and destruction

o Procedures to minimize the time between the transfer of federal funds from the HHS 

Payment Management System to the grantee

o Procedures for determining the reasonableness, allocability, and allowability of costs in 

accordance with the applicable cost principles and the terms and conditions of the award

o Codes of conduct for employees engaged in the award and administration of contracts

o Travel

Other key written financial policies and procedures based on federal grant regulations include:

o Cost allocation plans

o Payroll

o Cash receipts and disbursements

o Cash drawdowns and reimbursements

o Financial reporting

o Site management and monitoring

o Close-out of subgrants

Reporting Requirements

A Federal Financial Report (FFR) is a quarterly financial assessment tool used by CNCS and the 

state commission. The FFRs show the awarding agencies how subgrantees are using federal 

funds, the amount of federal funds being spent per quarter, and how a grantee is matching 

federal funds. They also help to ensure that administrative costs do not exceed grant limitations 

and to ensure that costs per member requirements are being met. See Federal Financial Report 

Information (https://www.nationalservice.gov/resources/financial-management/federalfinancial-report-ffr) on the National Service Knowledge Network.
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Helpful Links

o MyAmeriCorps Support for AmeriCorps State Commission and Subgrantees

(https://www.nationalservice.gov/resources/americorps/myamericorps-supportamericorps-state-commissions-and-sub-grantees-egrants-0)

o AmeriCorps Financial and Grant Management Resources

(https://www.nationalservice.gov/resources/financial-management/financial-and-grantsmanagement-resources)

Includes information on budgets, FFRs, match, in-kind donations, fundraising, and eGrants.

o eGrants User Guide

(https://www.nationalservice.gov/resources/americorps/egrants-my-americorps-userguide-grantee-administrators)

o CNCS Forms

(https://www.nationalservice.gov/resources/financial-management/official-americorpsforms) 
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Chapter 7:

Appendices

Best Practices for Commission Executive Directors

 Adapted from Resources for State and National Planning Grantees FY17

(https://www.nationalservice.gov/resources/americorps)

Best Practices for Planning Grantees

1. Participate in regular check-in calls with your program officer. Prepare questions in 

advance so that you can get the most out of these discussions. Program officers are 

equipped to clarify grant requirements, application instructions, etc. He/she can help 

you think through the advantages and disadvantages of various program designs and 

specific program implementation plans and systems you are considering or developing. 

They can also provide you with contact information of current grantees that might be 

able to offer you tips on planning your program. 

2. Make sure that you dedicate sufficient staff time to the development of the program. 

Although many resources exist to help new programs, AmeriCorps is simply not an “off 

the shelf” or “out of the box” type of program to implement and manage. 

3. Take advantage of all of the training and technical assistance opportunities available to 

you. Besides being in close contact with your program officer, also be sure to attend all 

CNCS training conferences, utilize the tutorials and other tools available through the 

National Service Knowledge Network, http://www.nationalservice.gov/resources, and 

participate in CNCS-sponsored webinars and conference calls.

4. Spend a lot of time getting to know the Grant Terms and Conditions, Regulations, Policy 

FAQs, etc. AmeriCorps grant requirements are complex even for grantees with prior 

experience with federal programs, and it is essential that you keep AmeriCorps grant 

requirements in mind as you plan your programs.

5. Use the Resources for AmeriCorps State and National Planning Grantees, the Notice of 

Funding Opportunity (NOFO), and the Application Instructions to help guide your 

planning process.

6. Use the planning period to get a lot of input and buy-in from your community 

stakeholders in the development of the project. Begin the process of site recruitment 

and partner development early.

7. Call and email current AmeriCorps programs to learn about their program designs, how 

they manage their projects, how they raise funds to support their programs, and 

whether there are opportunities for collaboration. By learning from a wide variety of 

programs, you can choose or adapt a program design that will work best for you and 
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ensure that you are not duplicating existing services or missing out on potential 

partnerships. 

8. Develop a planning timeline and stick to it. You will be amazed by how quickly the 

planning year will pass. Don’t be caught scrambling in the months before the program 

grant application deadline.

9. Once you know the states where you would like members to serve, contact those state 

commissions as soon as possible to discuss your plans, learn about collaboration 

opportunities, and ask for information on the state laws that would impact the 

members in those states. It can take some time and follow-up to get the information 

you need. 

10. Involve your accounting staff in the planning of the program and in preparing an 

AmeriCorps budget. Setting up appropriate financial systems can be time consuming, 

even for grantees that are already familiar with AmeriCorps requirements and federal 

standards for financial management.

11. Get individuals who are unfamiliar with your proposal to review your program grant 

application against the selection criteria prior to submitting it so that you can get 

outsider opinions as to whether your plans are clear and compelling. CNCS staff is not 

able to review or help you write your application.

The following are suggested benchmarks for success during the planning year. Talk with your 

program officer to determine the order that is the most appropriate for you.

By the end of Month 1, it is suggested that you have:

 Had at least one check-in calls with your program officer

 Begun meeting with an advisory committee/stakeholders who provide input on the 

planning process

 Read the Grant Terms and Conditions and Regulations

 Started becoming familiar with the tools available through the National Service 

Knowledge Network

 Solidified your planning timeline and begun crossing off some of your early action items 

By the end of Month 2, it is suggested that you have:

 Begun contacting current grantees to learn about their programs

 Had at least two more check-in calls with your program officer

 Determined what evidence-based intervention(s) can be utilized by AmeriCorps 

members to address a compelling community problem
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 Continued meeting with stakeholders to inform your planning

 Started to identify your potential community partners and service sites, or at least the 

criteria by which they will be selected

 Identified potential in-kind and cash donors

 Considered the number of AmeriCorps members needed, slot type, service activities 

 Drafted a program budget

By the end of Month 3, it is suggested that you have:

 Had at least two more check-in calls with your program officer

 Continued meeting with stakeholders for planning input 

 Defined stakeholder roles for program implementation

 Completed the documentation of community needs to be addressed by member 

activities

 Determined your staffing needs for the program

 Developed member outcomes and plans for recruitment, selection, orientation, training, 

supervision, support, and retention

 Begun development of a strategy to measure program impact, including consideration 

of performance measures and data collection and aggregation plans

 Developed a volunteer generation plan

 Developed a program sustainability plan

 Begun the consultation process with State Service Commissions of states where you 

plan to operate your program (not required for Indian Tribes)

By the end of Month 4, it is suggested that you have:

 Had at least two more check-in calls with your program officer 

 Secured cash and in-kind donations for the planning grant and begun receiving 

commitments for the implementation of the program

 Developed your plans for organizational capacity, site training plans, monitoring and 

oversight plans, and program evaluation

 Developed your plans to demonstrate cost-effectiveness 
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 Made significant progress towards identifying your partner sites where members will 

serve

By the end of Month 5, it is suggested that you have:

 Had at least two more check-in calls with your program officer

 Attended the AmeriCorps State and National Symposium

 Developed an updated program budget

 Completed your community needs statement and efforts to document need

 Determined member activities and roles and how they align with unmet community 

need and the outcomes you will measure

 Completed member recruitment, training, and support plans

 Completed development of a strategy to measure program impact, including 

performance measures and data collection and aggregation plans

By the end of Month 6, it is suggested that you have:

 Had at least two more check-in calls with your program officer

 Finalized your site selections

 Completed a site training plan

 Finalized all program plans

 Made significant progress toward securing match for the program

By the end of Month 7, it is suggested that you have:

 Had at least two more check-in calls with your program officer

 Completed at least one draft of your program grant application

 Received feedback on your application from stakeholders

By the end of Month 8, it is suggested that you have:

 Had at least two more check-in calls with your program officer

 Completed another draft of your grant application

 Begun to input your application into eGrants 
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By the end of January, it is suggested that you have:

 Submitted your grant application (typically due to CNCS in mid-January; check the 2017 

Notice of Funding Opportunity for the exact deadline)

By the end of Month 9, it is suggested that you have:

 Begun working on forms and templates to support program implementation (member 

service agreement, site agreement, member timesheet, eligibility form, etc.)

 Begun preparing your systems for program implementation (payroll, financial 

management, time tracking, monitoring and oversight tools, program evaluation tools, 

etc.)

 Begun working on an AmeriCorps policies and procedures manual for your program

 Developed detailed member orientation and training plans

During the final 2 or 3 months, it is suggested that you have:

 Completed work on forms and templates to support program implementation (member 

service agreement, site agreement, member timesheet, eligibility form, etc.)

 Finished preparing your systems for program implementation (payroll, financial 

management, time tracking, monitoring and oversight tools, program evaluation tools, 

etc.)

 Developed an AmeriCorps policies and procedures manual for your program

 Developed detailed member orientation and training plans
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Additional Resources for State Service Commissions

Visit the National Service Knowledge Network (https://www.nationalservice.gov/resources). 

The Knowledge Network is the place to access how-to guides, locate information on best 

practices for managing an AmeriCorps grant, take online tutorials to sharpen your skills, and 

much more. 

The following pages are especially helpful:

o AmeriCorps Program Development Webinar Series

(https://www.nationalservice.gov/resources/americorps/new-americorps-program-startinstitute)

o Resources for Programs

(https://www.nationalservice.gov/resources/americorps/resources-programs) 

o Resources for Commissions

(https://www.nationalservice.gov/resources/americorps/resources-state-commissions) 

o EnCorps

(https://www.nationalservice.gov/resources/member-and-volunteer-development) – tools 

for member management

Also be sure to:

o Join the AmeriCorps State and National GovDelivery Email List

(https://public.govdelivery.com/accounts/USCNCS/subscriber/new?origin=http%3A%2F%2F

service.govdelivery.com%2Fdemos%2Fcncs%2F&email=Sign+up+for+email+updates&commi

t.x=25&commit.y=13)

o Visit the AmeriCorps website frequently 

(https://www.americorps.gov)
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Key Documents for Review

Federal

o National and Community Service Trust Act of 1993

o CNCS Background, Structure, and Programs

o CNCS Strategic Plan

o CNCS Regulations

o AmeriCorps Grant Provisions/Terms and Conditions

o State Service Plan Guidelines

o State Commission Administration Application Guidelines

o AmeriCorps State Application Guidelines and Instructions for State Commissions

o Program Legislation and Appropriations or Budget Language

o Directory of State Service Commission Executive Directors

o Directory of State Commission Chairs

o Grant Award Letters

o Member Enrollment Reports

o Member Change of Status

o Member Exit Reports

o Annual TTA Calendar

o CNCS Website

State

o Executive Order and/or Authorizing Legislation Establishing State Service Commission

o State Service Plan

o State Administrative Procedures Act

o State Agency Administrative Agreements

o State Procurement Procedures

o Commission By-laws

o Commission Meeting Minutes

o List of State Service Commission Members with Terms of Office and Biographies

o Commission Member Handbook

o AmeriCorps Program Director Handbook

o AmeriCorps Member Handbook

o Financial Status Reports

o Federal Cash Transactions Reports

o Progress Reports

o Annual Progress Reports
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National Service Terms and Acronyms

 Adapted from Serve Montana

(http://serve.mt.gov/wp-content/uploads/2011/02/NationalServiceTermsAcronyms.pdf)

Acronyms

272 SF-272 Federal Cash Transactions 

Report

269 SF-269 Financial Status Report

425 SF-425 Federal Financial Report

AC AmeriCorps

ARRA American Recovery and 

Reinvestment Act of 2009

BPMR Budget, Performance, and 

Management Reporting

CB Community-based

COB Close of Business

CFDA Catalog of Federal Domestic 

Assistance

CFR Code of Federal Regulation

CNCS Corporation for National and 

Community Service

DUNS Data Universal Numbering System 

(Dun & Bradstreet)

EAP Education Award Only – AmeriCorps 

Program

EIN Employer Identification Number

FFMC Field Financial Management Center 

(CNCS)

FFR Federal Financial Report

FGP Foster Grandparents Program

FICA Federal Insurance Contributions Act

FTE Full-time Equivalent

FMS Financial Management System

GARP Grant Application Review Process

GED General Equivalency Diploma

GME Grant-making Entity

GO Grants Officer

HHS US Department of Health and 

Human Services

IDC Federally-approved Indirect Cost 

Rate

K-12 Kindergarten through 12th Grade

LEA Local Education Agency

MSY Member Service Year

NCCC National Civilian Community Corps

NGA Notice of Grant Award

NOFA Notice of Funds Availability

NOFO Notice of Funds Opportunity

NSKC National Service Knowledge Center

OCR OnCorps Reports

OIG Office of Inspector General

OMB Office of Management and Budget

OGM Office of Grants Management

PER Periodic Expense Report

PFI Programming for Impact

PMS Payment Management System

PO Program Officer

PN Programs of National Significance

PPR Program/Project Progress Report

PPVA Project Profile and Volunteer 

Activity

PSSA President’s Student Service Award

RFP Request for Proposals

RGA Request for Grant Applications

RSVP Retired and Senior Volunteer 

Program

SAA Edward M. Kennedy Serve America 

Act of 2009

SC Senior Corps

SCP Senior Companion Program

SIF Social Innovation Fund

SUTA State Unemployment Tax Act

TTA Training and Technical Assistance

VGF Volunteer Generation Fund

VISTA Volunteers in Service to America

VSY Volunteer Service Year
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Terms

AmeriCorps – An umbrella term that refers to programs that are designated by CNCS as 

national service programs and the participants in them. AmeriCorps includes AmeriCorps State

and National, AmeriCorps VISTA, and AmeriCorps NCCC.

AmeriCorps NCCC (National Civilian Community Corps) – A residential AmeriCorps program in 

which 18-24-year-old-members are housed and trained together on military bases and

deployed in teams to service sites throughout the surrounding region.

AmeriCorps State and National – AmeriCorps State grants are distributed through the state 

commissions; AmeriCorps National grants are distributed to organizations directly from CNCS 

and have service sites in multiple states.

AmeriCorps VISTA (Volunteers in Service to America) – A full-time, national service program for 

men and women ages 18 and older interested in developing lasting solutions to the problems of 

poverty in America. AmeriCorps VISTA members serve nonprofit, faith-based, and community 

organizations and agencies to develop permanent infrastructure that aids and expands services, 

strengthens programs, and empowers low income individuals. AmeriCorps VISTA is under the 

AmeriCorps umbrella and is administered by the CNCS State Offices.

Campus Compact – A national organization of college and university presidents with numerous 

state affiliates committed to advancing service on their campuses.

Corporation for National and Community Service (CNCS) – The independent federal agency that 

encompasses the work and staff of two previously existing agencies, the Commission on 

National and Community Service and ACTION. CNCS was created by the National and 

Community Service Trust Act of 1993.

Domestic Volunteer Service Act of 1973 (DVSA) – The DVSA authorizes AmeriCorps VISTA, the 

Foster Grandparent Program, the Senior Companion Program, and the RSVP program. The 

legislation was last amended in 1993 as part of the creation of CNCS.

Education Award Program – An AmeriCorps program that receives a small administrative grant 

and uses its own or other resources to pay the members’ living allowance and support program 

costs.

eGrants – The CNCS online grant management system (as of July 2017).

Evaluation – A formal external assessment of program effectiveness and outcomes at the end 

of a given period of time. 

Foster Grandparent Program (FGP) – One of the three National Service Senior Corps programs

created in 1973. Foster Grandparents devote their service to children with special or 

exceptional needs.
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Formula Funding – The annual allotment given to each state for which the state commissions 

solicit state proposals for AmeriCorps funding.

Grantee – The direct recipient of an AmeriCorps grant.

Living Allowance – AmeriCorps members may receive a modest living allowance during their 

terms of service. This benefit is provided in addition to the education award. (See also Stipend.)

Matching Funds – Any allowable and allocable expenditure by an organization of its own funds 

or resources, and third party in-kind contributions as part of the recipient’s cost sharing or 

matching to meet its share of total program or project costs. Matching funds are not paid by 

the federal government under another award, except where authorized by federal statute to be 

used for cost sharing or matching. Not all CNCS programs have the authority to use federal 

funds as match.

Members – Participants in AmeriCorps (including AmeriCorps NCCC, AmeriCorps VISTA, and 

AmeriCorps State and National programs) are referred to as members - not as volunteers.

Mission Statement – A mission statement expresses the program’s vision with regard to 

national service and indicates the ultimate impacts to be achieved. A program’s annual 

objectives are derived from the program’s mission statement.

National and Community Service Trust Act of 1993 – The law that created AmeriCorps and the 

Corporation for National and Community Service. The 1993 legislation amended the National 

and Community Service Act of 1990.

National Competitive Funding – An annual pool of funds against which state commissions may 

compete to fund additional AmeriCorps programs in their states.

National Directs (aka AmeriCorps National) – AmeriCorps programs funded directly by CNCS

through multi-state nonprofit organizations.

National Service Senior Corps (NSSC) – The umbrella term that encompasses the three senior 

service programs: Foster Grandparents, Senior Companions, and the Retired Senior Volunteer 

Program (RSVP).

National Service – Results-oriented service by an individual or group of individuals that helps

meet the nation’s needs.

NCCC – See AmeriCorps NCCC.

Notice of Funding Opportunity (NOFO) – A legal notification, published in the Federal Register, 

describing the availability of funds for a new federal program.

Participant – The general term used to describe any individual enrolled in a program funded by 

CNCS, as opposed to the more specific term “member,” which refers to individuals enrolled in 

an AmeriCorps program.
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Presidents’ Summit for America’s Future – The historic gathering in Philadelphia in April 1997 at 

which former Presidents Clinton, Bush, Carter, and Ford, and Secretary of State Colin Powell 

called for all Americans to find ways to ensure that all children have access to the fundamental 

resources they need:

o Caring adults in their lives, as parents, mentors, tutors, and coaches;

o Safe places with structured activities in which to learn and grow;

o A healthy start and healthy future;

o An effective education that equips them with marketable skills; and

o An opportunity to give back through their communities through their own service.

Program – A coordinated group of activities linked by common elements such as recruitment, 

selection, and training of participants and staff, regular group activities, and assignment to 

projects organized for the purpose of achieving the mission and goals of national service.

Program Sponsor – An entity responsible for recruiting, selecting, and training members, 

providing them benefits and support services, engaging them in regular group activities, and 

placing them in projects.

Project – An activity, or set of activities, carried out through a program that receives assistance 

under the NCSTA that results in a specific identifiable service or improvement that otherwise 

would not be done with existing funds, and that does not duplicate the routine services or 

functions of the employer to whom participants are assigned.

Project Sponsor – An organization, or other entity, that has been selected to provide a 

placement for a participant or participants.

Request for Proposals (RFP) – A term used to describe the document used by commissions or 

programs to solicit proposals from other organizations. This type of document may also be 

called a grant application or bid. State commissions may use RFPs to solicit AmeriCorps 

program or planning grant applications from nonprofit organizations, local governments, higher 

education institutions, Indian Tribes, and state agencies.

Retired and Senior Volunteer Program (RSVP) – One of the three National Service Senior Corps 

programs created 1973.

Segal AmeriCorps Education Award – A post-service benefit earned by all AmeriCorps members 

who successfully complete a term of service. The award is paid directly to a lending or 

educational institution and may be used to pay off education loans or to finance college, 

graduate school, or approved vocational training.

Senior Companion Program (SCP) – One of the three National Service Senior Corps programs

created in 1973. Senior Companions receive a stipend, and they help other seniors live 

independently in their own homes.
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Service-learning – A method by which students improve academic learning and develop 

personal skills through structured service projects that meet community needs. Service-learning 

builds upon students’ service activities by providing them with opportunities to learn by 

preparing, leading, and reflecting upon their service experiences. 

Service Recipient – a community beneficiary who receives a service or benefit from the service 

of AmeriCorps members.

Signature Service – A project undertaken by a large group of participants, often from many 

different programs and usually in conjunction with a special day to highlight service programs 

and their participants, such as Martin Luther King Day or National Youth Service Day.

State Service Commission – A 15-25 member, independent, and bipartisan body appointed by a 

Governor to implement national service programs. 

State Service Plan (SSP) – A three-year plan developed by each state commission in partnership 

with the CNCS State Office, the State Education Agency, and other appropriate organizations in 

the state. The State Service Plan should describe the broad vision for promoting national 

service and volunteering and for building a solid infrastructure of high quality programs and 

support services in the state.

Stipend – A cash benefit that is an alternative to the education award; this is an option only for 

AmeriCorps VISTA members. The term is not synonymous with living allowance. (See also Living 

Allowance.)

Streams of Service – A term used to refer to the many types of service programs (e.g., K-12, 

higher education, conservation corps, or Senior Corps programs).

VISTA – See AmeriCorps VISTA.

Youth Civic Engagement – The process of engaging youth in affecting policy and taking action 

on issues in their communities.

Youth Service – The involvement of young people in providing services to their schools and/or 

communities. This term should not be confused with “youth services” which typically refers to 

programs where youth are the recipients of service.

Other Useful Terms

Audit – To examine with intent to verify, usually regarding financial accounts.

Citizen – A person who owes allegiance to and is entitled to the enjoyment of full rights in the 

United States, either by birth or naturalization.

Community-based Organization (CBO) – Any private nonprofit organization (including a church 

or other religious entity) that is representative of a community or a significant segment of a 
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community; and is engaged in meeting, human, environmental, or public safety community 

needs.

Consortia – A group of organizations whose purpose is to collectively facilitate and support the 

work of a service program in ways that add material and human resources beyond those 

available to each organization individually.

Fiscal Year – A period used for calculating annual ("yearly") financial statements in businesses 

and other organizations. The federal fiscal year is October 1 – September 30. Commissions may 

also operate on a state fiscal year (e.g., July 1 – June 30).

In-kind – Contributions and donations made in services and projects, not cash.

Partnership – Two or more entities that have entered into a written agreement specifying the 

goals and activities of the relationship as well as the responsibilities, goals, and activities of 

each partner.
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National Service Calendar – Example

Each year, the deadlines for the CNCS grant processes and reporting schedules will change. The 

example below is provided to illustrate the general flow of the national service year for 

commissions. 

January

o Grantee Progress Reports and Federal Financial Reports (FFRs) due to CNCS

o Submission of new and renewal AmeriCorps State and National Competitive applications to 

CNCS

o Martin Luther King Jr. Day Celebration (http://mlkday.gov/index.php)

February

o CNCS begins AmeriCorps State and National Grant Application Review Process (GARP)

March

o CNCS continues GARP

o AmeriCorps Week (http://www.nationalservice.gov/programs/americorps/americorpsweek)

April

o CNCS continues GARP; commissions may be asked to provide clarifications or corrections to 

their Prime and/or subgrantee applications

o Grantee Progress Reports and Federal Financial Reports due to CNCS

o Mayors Day of Service (http://www.nationalservice.gov/special-initiatives/mayor-andcounty-recognition-day)

o Participation in National Volunteer Week/Earth Day/Global Youth Service Day celebration 

and projects

May

o CNCS concludes GARP and announces recipients of AmeriCorps State and National 

Competitive grants

o Senior Corps Week (http://www.nationalservice.gov/programs/senior-corps/senior-corpsweek)

June

o Commissions submit unexpended funds reports and prepare Formula Prime applications

July

o Deadline for Formula Prime submissions to CNCS
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o Federal Financial Reports due to CNCS

August

o AmeriCorps member graduations

o Screening and selection of new AmeriCorps members by programs

September

o Programs launch and hold opening ceremonies (exact timing depends on program designs)

o Pre-service orientations and trainings for AmeriCorps members and staff

o Commissions, Tribal Programs, and Direct Grantees attend the AmeriCorps State and 

National Symposium

o 9/11 National Day of Service and Remembrance 

o Disaster Preparedness Month

October

o Grantee Progress Reports and Federal Financial Reports due to CNCS

o Programs launch and hold opening ceremonies

o Make A Difference Day (Fourth Saturday)

November

o Veterans Day (November 11)

o Family Volunteer Day (Fourth Saturday)

December

o Commissions conduct subgrant application review processes for AmeriCorps State 

Competitive Grant Cycle