2022–2026

AmeriCorps 

Strategic Plan

Version 1.0

1
ABOUT

Our Foundation

MISSION To improve lives, strengthen communities, and foster civic engagement 

through service and volunteering

PURPOSE To bring out the best of America

HOW AMERICORPS 

WORKS

Every day in communities across the country, AmeriCorps members and 

AmeriCorps Seniors volunteers work directly with national, regional, or 

local nonprofit and community organizations to meet critical community 

needs

OUR PILLARS

We bridge divides by 

bringing people 

together: connecting 

individuals and 

organizations to help 

communities tackle their 

toughest challenges.

Unite

We provide resources 

and people power to 

organizations dedicated 

to the improvement of 

communities.

Strengthen

We enrich the lives of 

those we serve and 

those who serve.

Impact

We are the only federal 

agency for community 

service and 

volunteerism. We 

empower an entire 

ecosystem committed to 

the betterment of 

communities across 

America.

Lead
ABOUT

Message from the CEO

Service is an ideal embedded in the fabric of our nation. 

Across the country, we see Americans of all ages and 

backgrounds unite to bring hope and help to others. For 

nearly three decades, AmeriCorps has tapped the 

indomitable spirit of the American people to meet our 

nation’s toughest challenges.

AmeriCorps has a proven record of meeting a wide range 

of community needs in education, health, economic 

opportunity, disaster services, supporting veterans and 

military families, and preserving public lands. Working 

with thousands of community partners, AmeriCorps 

engages 250,000 individuals in results-driven service at 

40,000 locations across the country, helping Americans 

succeed in school, live independently, and rebuild their 

lives after homelessness, job loss, or natural disasters.

As our nation looks forward, AmeriCorps will use the 

Fiscal Year 2022-2026 Strategic Plan to continue to 

connect local organizations with the people power to 

meet pressing challenges, including building a more 

inclusive and equitable future for all.

Strategic Plan Development

AmeriCorps began developing its Fiscal Year 2022-2026 

Strategic Plan in early 2021 to provide clarity, direction, 

and focus on the strategic outcomes that AmeriCorps will 

prioritize over the next five years. This plan was informed 

by 11 months of intentional planning that started with 18 

stakeholder input sessions and engaged 71 state 

commission staff, 332 grantees and sponsors, 152 

AmeriCorps staff, and received 287 written comments. 

AmeriCorps also hosted five all-staff listening sessions. 

AmeriCorps engaged the House Committee on Education 

and Labor; the Senate Committee on Health, Education, 

Labor, and Pensions; and the agency’s Office of Inspector 

General for feedback and refinement. The agency 

established a strategic plan governance structure to 

oversee the planning process, composed of executive 

decision-makers, a steering committee of career staff, 

strategic objective coordinators, and a strategic plan 

project management team.

This plan defines the agency’s goals, objectives, and 

strategies to both meet and exceed the agency’s mission 

to improve lives and strengthen communities. 

AmeriCorps will support the following priorities in the 

next five years to better position the agency to respond 

to national and local needs and help the communities it 

serves prosper.

1. Partner with communities to alleviate poverty and 

advance racial equity

2. Enhance the experience for AmeriCorps members 

and AmeriCorps Seniors volunteers

3. Unite Americans by bringing them together in service

4. Effectively steward federal resources

5. Make AmeriCorps one of the best and most equitable 

places to work in the federal government

AmeriCorps looks forward to ensuring that, as we expand 

our community impact, we also are increasing our 

operational accountability and ensuring resources are 

used appropriately to assist underserved individuals and 

communities across the nation.

Our Commitment to Diversity

AmeriCorps has a decades-long commitment to advance 

racial and economic equity through national service and 

volunteerism. These efforts are designed to expand 

pathways to opportunity for all Americans. Racial and 

economic equity will be central to our planning and 

implementation of all priorities, including that we ensure 

AmeriCorps members and volunteers reflect the diversity 

of the American people and the communities in which 

they serve.

Uniting Americans in Service

For decades, national service has engaged Americans of 

all backgrounds in tackling the nation’s toughest 

challenges, uniting people to work together for the 

common good. Time and time again, we have seen that 

when our nation invests in national service, we all win.

Together with thousands of community partners, 

AmeriCorps will engage dedicated individuals in making 

our nation fairer and more equitable. The Strategic Plan 

will guide and focus this smart investment in the 

American people – an investment that solves problems, 

expands opportunity, strengthens communities, connects 

us with our neighbors, and unites our nation.

In service,

Michael D. Smith

Chief Executive Officer
ABOUT

Our Goals

Partner with 

communities to 

alleviate poverty 

and advance racial 

equity

Goal 1

Enhance the 

experience for 

AmeriCorps 

members and 

AmeriCorps 

Seniors volunteers

Goal 2

Unite Americans 

by bringing them 

together in service

Goal 3

Effectively 

steward federal 

resources

Goal 4

Make AmeriCorps 

one of the best 

and most 

equitable places to 

work in the federal 

government

Goal 5
ABOUT

Table of Contents
GOALS

Goal 1

Partner with communities to alleviate 

poverty and advance racial equity

6
7

Goal 1

Partner with 

communities to 

alleviate poverty and 

advance racial equity

Our Narrative

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

should pursue a comprehensive approach to advancing equity for all, including 

people of color and others who have been historically underserved, marginalized, 

and adversely affected by persistent poverty and inequality” (Executive Order 

13985). Over the next five years, we will invest in existing and new

partnerships with non-profit, faith-based, and Tribal organizations, and state 

service commissions, to get things done for America. We will focus on the most 

critical issues of our time — public health, climate and the environment, and 

education and economic opportunity — and we will increase our efforts to ensure 

our AmeriCorps members and AmeriCorps Senior volunteers reflect the 

communities where they serve. We will target our investments toward 

communities where the need is greatest, particularly those with populations that 

face racial inequality and poverty. These steps will enable more Americans than 

ever to strengthen the communities that need it most across the nation through 

their service.

Over the next five years, we project that AmeriCorps will help 27.5 million people

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

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

people in poverty.
What success looks like over 5 years

Help more than 18.3M people mitigate the impacts 

of COVID-19 and other public health crises.

Help more than 2,500 organizations build capacity 

to help people mitigate the impacts of COVID-19 and 

other public health crises.

By FY 2026, 64.9% of AmeriCorps program 

funding in mitigating the impacts of COVID-19 and 

other public health crises will have moderate or strong 

levels of evidence.

Goal 1

Partner with 

communities to 

alleviate poverty and 

advance racial equity

Objective 1.1

Mitigate the impacts 

of the COVID-19 

pandemic and other 

public health crises

Why we’re prioritizing this objective

The COVID-19 pandemic has exposed and 

exacerbated racial and economic disparities in 

communities across the country. Significant 

challenges remain in the months and years to come, 

particularly in our hardest hit communities, many of 

which were in the greatest need prior to the 

pandemic.

Annual key performance indicator

Percentage of the AmeriCorps portfolio dedicated to 

mitigating the impacts of COVID-19 for those hardest hit 

by the pandemic.

Strategies to achieve the 5-year targets Responsible coordinating office

1. Prioritize health care, social support, and food security interventions in 

AmeriCorps programs’ applicant recruitment and award/project selection. Program Offices

2. Help stabilize existing national service programs supporting health care, social 

support, and food security interventions. Program Offices

3. Establish a Public Health AmeriCorps (PHA) initiative in partnership with the 

Centers for Disease Control and Prevention (CDC) to support needed capacity 

in public health departments and related settings and grow a diverse pipeline 

of talent for the public health workforce.

CEO Immediate Office

4. Create a new place-based planning grant competition directed to 

communities disproportionally impacted by COVID-19. Office of the State and National Program

5. Expand AmeriCorps’ cohort-based Food Security Initiative — doubling the 

size of the cohort — to increase food security, create new networks, and 

identify best practices to support issue-focused sponsor cohorts.

Office of the VISTA Program
What success looks like over 5 years

Help more than 1.9M people directly by reducing 

greenhouse gas emissions, conserving lands and waters, and 

adapting to the changing climate.

Help improve more than 2.3M locations and structures by 

reducing greenhouse gas emissions, conserving lands and 

waters, and adapting to the changing climate.

Help more than 2,900 organizations build capacity to help 

reduce greenhouse gas emissions, conserve lands and 

waters, and adapt to the changing climate.

By FY 2026, 68.9% of AmeriCorps program funding in 

reducing greenhouse gas emissions, conserving lands and 

waters, and adapting to the changing climate will have 

moderate or strong levels of evidence.

Goal 1

Partner with 

communities to 

alleviate poverty and 

advance racial equity

Objective 1.2

Reduce greenhouse 

gas emissions, 

conserve lands and 

waters, and adapt to 

the changing climate

Why we’re prioritizing this objective

Climate change, including environmental, health, and economic 

impacts, disproportionally damages low‐income and Black, 

Indigenous, and people of color communities. Through broader 

investments in mitigating climate change through measures that 

reduce greenhouse gas emissions and conserve land and water, 

and through targeted interventions that aid and empower 

underserved communities (e.g., improving food systems, 

increasing disaster preparedness and resilience, and retrofitting 

homes to be more energy efficient and less disaster-prone), 

AmeriCorps can work towards environmental justice and ensure 

the most vulnerable are able to adapt to climate change. “When 

we invest in climate resilience and infrastructure, we create 

opportunities for everyone.” – President Joe Biden

Annual key performance indicator

Percentage of the AmeriCorps portfolio dedicated to reducing 

greenhouse gas emissions, conserving lands and waters and 

adapting to the changing climate.

Strategies to achieve the 5-year targets Responsible coordinating office

1. Prioritize reducing greenhouse gas emissions, conserving land and water, and climate change 

adaptation-related interventions in AmeriCorps programs’ award/project selection. Program Office

2. Help stabilize existing national service programs supporting reduction of greenhouse gas emissions, 

land and water conservation, and climate change adaptation. Program Offices

3. Establish interagency and public/private partnerships to expand the number of grantees and 

AmeriCorps members and AmeriCorps Seniors volunteers supporting reduction of greenhouse gas 

emissions, land and water conservation, and climate change adaptation-related interventions.

CEO Immediate Office

4. Develop and implement coordinated outreach plan to target potential grantee/sponsors who serve 

underserved communities impacted by climate change. Office of External Affairs

5. Develop and implement member recruitment and/or provide training and resources to 

grantees/sponsors to recruit members/volunteers to serve on climate grants/projects. Office of External Affairs

6. Provide climate literacy education to grantees and members. CEO Immediate Office

7. Facilitate the sharing of grantee best practices and provide examples for scaling. CEO Immediate Office

8. Incorporate climate priorities and objectives into Days of Service campaigns. Office of Chief of Program Operations
What success looks like over 5 years

Help more than 7.2M people expand their 

educational and economic opportunity.

Help more than 11,500 organizations build 

capacity to help people expand educational and 

economic opportunity.

By FY 2026, 87.5% of AmeriCorps program 

funding in expanding educational and economic 

opportunity will have moderate or strong levels of 

evidence.

Goal 1

Partner with 

communities to 

alleviate poverty and 

advance racial equity

Objective 1.3

Expand educational 

and economic 

opportunity

Why we’re prioritizing this objective

Supporting educational and economic opportunity –

including employment, financial literacy, and housing 

services – can be an effective approach to reducing 

racial and other forms of inequity, as well as alleviating 

poverty. The relationship between education and 

poverty is very clear: educated people have increased 

income potential and quality of life. Meanwhile, 

economic conditions including employment, quality and 

affordable housing, and access to government benefits 

can increase disposable income and prevent material 

deprivation.

Annual key performance indicator

Percentage of the AmeriCorps portfolio dedicated to 

expanding educational and economic opportunity.

Strategies to achieve the 5-year targets Responsible coordinating office

1. Prioritize education and economic opportunity interventions in 

AmeriCorps programs’ applicant recruitment and award/project 

selection.

Program Offices

2. Help stabilize existing national service programs supporting education 

and economic opportunity service interventions. Program Offices
Why we’re prioritizing this objective

The federal government is responsible for affirmatively 

advancing civil rights, racial justice, and equal opportunity 

for all as outlined in the Executive Order on Advancing Racial 

Equity and Support for Underserved Communities Through 

the Federal Government. Investment of AmeriCorps 

resources in underserved communities will increase access 

to national service opportunities for communities that may 

otherwise not have access. The infusion of AmeriCorps 

resources will advance diversity, equity, inclusion, and 

accessibility and contribute to the alleviation of poverty.

Goal 1

Partner with 

communities to 

alleviate poverty and 

advance racial equity

Objective 1.4

Prioritize investment 

in the most 

underserved 

individuals and 

communities

Strategies to achieve the 5-year target Responsible coordinating office

1. Prioritizing Investments: Prioritize awards to programs and projects focused on 

serving underserved populations. Program Offices

2. Expanding Award-making: Launch planning grants to help small and new-toAmeriCorps organizations leverage AmeriCorps programs. Office of State and National programs

3. Expanding Outreach: Increase outreach, engagement, and partnership 

development to expand and diversify the community organizations that 

successfully operate and support AmeriCorps programs.

Office of Regional Operations

4. Expanding Engagement & Support: Increasing technical assistance and support 

to organizations serving underserved communities. Office of Chief of Program Operations

5. Engage stakeholders to examine legislation, current match requirements, 

policies and processes to remove potential barriers for administering an 

AmeriCorps program.

Office of Chief of Program Operations

6. Track and report AmeriCorps’ investment in rural America. Office of Chief of Program Operations

What success looks like over 5 years

40% of all those served by AmeriCorps 

members and AmeriCorps Seniors 

volunteers are people in poverty.

AmeriCorps uses people in poverty as its 

measure for “underserved”.

Annual key performance indicator

Percent of newly awarded/resourced Member Service Years, 

Volunteer Service Years, and Volunteers allocated to 

programs/projects, weighted by percent of total people 

helped who are underserved (defined as people in poverty).
Goal 1

Partner with 

communities to 

alleviate poverty and 

advance racial equity

Objective 1.5

Recruit a diverse 

corps of members 

and volunteers who 

reflect those we are 

serving

Why we’re prioritizing this objective

AmeriCorps members and volunteers are more racially 

diverse than the U.S. average. However, disparities in 

specific programs and communities — and a misplaced 

perception that AmeriCorps lacks diversity — hinder our 

efforts to advance racial equity and alleviate poverty. We 

believe that by reducing barriers to recruiting members and 

volunteers with greater understanding of the communities 

being served, trust in AmeriCorps’ ability to achieve this goal 

and the effectiveness of our programs will increase.

Annual key performance indicator

Total number of leads generated/applications initiated for 

national service in specified target markets where diverse 

populations are underrepresented by current member and 

volunteer demographics.

What success looks like over 5 years

Race, ethnicity, gender, socioeconomic, 

and geographic diversity of members 

and volunteers progressively reflects 

the demographic diversity of those we 

serve.

Strategies to achieve the 5-year target Responsible coordinating office

1. Launch coordinated agency-wide member/volunteer recruitment campaigns to 

reach individuals who reflect the communities we serve. Office of External Affairs

2. Improve recruitment tools available to grantees and project sponsors to support 

recruitment of a diverse applicant pool of potential of members and volunteers who 

reflect the communities we serve.

Office of External Affairs

3. Increase the prominence and focus of creative messages, visuals, and video content 

featuring multi-cultural and diverse representation in marketing and recruitment 

materials.

Office of External Affairs

4. Modernize our member and volunteer matching and management system to reduce 

barriers to entry (see Objective 2.2). Department of Chief Operating Officer

5. Increase the agency's capacity to collect and report on race, ethnicity, gender, 

socioeconomic status, and geographic diversity of the member corps. Office of Chief of Program Operations

6. Measure and promote strong outcomes across the member corps, from program 

completion to pathways into education, employment, and other opportunities (see 

Objective 2.3).

Office of Chief of Program Operations
GOALS

Goal 2

Enhance the experience for AmeriCorps 

members and AmeriCorps Seniors volunteers

13
14

Goal 2

Enhance the 

experience for 

AmeriCorps members 

and AmeriCorps 

Seniors volunteers

Our Narrative

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

community and strengthens our democracy. Acts of service unite people 

from different backgrounds and allow us to truly see and hear one another” 

– President Joe Biden. Over the next five years, we will focus our efforts on 

improving the experience for AmeriCorps members and AmeriCorps Seniors 

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

and volunteering creates positive results for the communities we serve, the 

organizations we partner with, and the AmeriCorps members and 

AmeriCorps Seniors volunteers who serve. Our research has demonstrated 

the transformative nature of national service for the members and volunteers, 

often resulting in improved access to educational and employment 

opportunities and increased civic engagement long after their term of service 

has ended. Additionally, we will focus on modernizing the application and 

placement technology we use to be more user-friendly, expanding the 

benefits that members and volunteers receive, and providing support to 

ensure a compelling and rewarding service experience.
What success looks like over 5 years

The percentage of AmeriCorps 

members who complete their service 

term will increase to 89%.

Increasing by 2% each year over the course of 

the period FY 2022-26 from our baseline of 79%

AmeriCorps Seniors programs will 

reach pre-COVID-19 enrollment 

levels.

Goal 2

Enhance the 

experience for 

AmeriCorps members 

and AmeriCorps 

Seniors volunteers

Objective 2.1

Empower 

AmeriCorps members 

to thrive and 

complete their term 

of service, and 

empower AmeriCorps 

Seniors volunteers to 

continue their service

Why we’re prioritizing this objective

AmeriCorps provides a range of benefits to members during their 

term of service. However, a recent analysis revealed that 18% of 

AmeriCorps members do not complete their term due to “noncompelling circumstances.”

Successful completion of a service term reinforces our triple 

bottom line: it benefits the community, the sponsoring 

organization, and the AmeriCorps member. Moreover, substantial 

post-service benefits (namely, the Segal Education Award) are 

contingent on successful completion of the member’s service 

term.

COVID-19 significantly disrupted AmeriCorps Seniors 

programming. AmeriCorps Seniors programs will need time and 

attention to rebuild programming and volunteers to pre-pandemic 

levels.

Annual key performance indicators

• Number of benefits expanded or made easier to access

• Number of additional guidance and resources produced to help AmeriCorps Seniors programming return 

to pre-COVID-19 levels

Strategies to achieve the 5-year targets Responsible coordinating office

1. Develop and implement recommendations that improve program completion 

(based on attrition data). Office of the Chief of Program Operations

2. Increase the member living allowance and volunteer stipend. Program Offices

3. Produce resources to make benefits more understandable and accessible. Office of the Chief of Program Operations

4. Implement a technology system for better matching applicants to organizations 

(Objective 2.2) so individuals find the best fit AmeriCorps service opportunity for 

them.

Department of the Chief Operating Officer

5. Establish a “Member and Volunteer Experience Position” or 

ombudsman responsible for making recommendations and tracking 

implementation about member/volunteer feedback and grantee feedback to 

improve the service experience.

Office of the Chief of Program Operations
Goal 2

Enhance the 

experience for 

AmeriCorps members 

and AmeriCorps 

Seniors volunteers

Objective 2.2

Simplify the applicant 

journey and update 

AmeriCorps’ member 

and volunteer 

technology system

Why we’re prioritizing this objective

Our current applicant system—the MyAmeriCorps 

portal—is optimized to run on Internet Explorer, an 

outdated and unsupported internet browser. Moreover, 

the portal is not mobile friendly, which renders the 

system impractical for people who predominantly or 

exclusively access the internet on a mobile device. 

Beyond sub-optimal technology, the user experience is 

confusing and burdensome. 

Only 15% of prospective AmeriCorps members 

complete the entire application process, and the 

current system does not support AmeriCorps Seniors 

volunteers. Because our system is built on antiquated 

technology, we are unable to make enhancements that 

add significant value to the platform or correct existing 

pain points in the application process. We will 

undertake a comprehensive modernization and redesign of this system resulting in better 

applicant/opportunity matching and an improved user 

experience.

What success looks like over 5 years

Anyone interested in service with 

AmeriCorps can find and apply to 

our programs with ease.

Specifically, 30-40% of prospective applicants 

will start and complete the entire process, up 

from our baseline of 15%.

Annual key performance indicators

FY 2022: Is a decision made on technology 

platform to be used for new system? (Y/N)?

FY 2022-26: Percentage of progress completed 

toward the launch of a new member/volunteer 

match and management system.

Strategies to achieve the 5-year target Responsible coordinating office

Define, resource, and execute AmeriCorps’ Information Technology 

modernization plan resulting in a new MyAmeriCorps portal. Department of Chief Operating Officer
Goal 2

Enhance the 

experience for 

AmeriCorps members 

and AmeriCorps 

Seniors volunteers

Objective 2.3

Strengthen pathways 

to education, 

employment, and 

other opportunities

Why we’re prioritizing this objective

Preparing participants for opportunities after, or outside 

of their AmeriCorps service, enhances the overall service 

experience, increases engagement during service, and 

improves life after AmeriCorps.

Annual key performance indicators

• % of progress toward defining skills/competencies and a 

methodology to measure member/volunteer development

• Launch three AmeriCorps Seniors projects supporting 

Seniors’ encore career development

• # of agency provided professional development 

opportunities annually

• # of awards to grantees/sponsors that offer professional 

development opportunities

What success looks like over 5 years

40% of grantees/programs provide opportunities 

where members/volunteers can gain an agency 

defined set of skills/competencies

Produce a replicable model for seniors’ encore 

career development.

75% of members (ASN, NCCC, VISTA) and 30% of 

volunteers (Seniors) are offered professional 

development opportunities during service

Grow by 10% annually the number of Employers of 

National Service and Schools of National Service.

Strategies to achieve the 5-year targets Responsible coordinating office

1. Support grantees with training and resources to provide professional development 

opportunities to their members and volunteers; provide agency-led professional 

development training to members and volunteers.

Office of the Chief of Program Operations

2. Develop partnerships with organizations that can scale and provide professional 

development opportunities. Office of External Affairs

3. Develop a formal competition/demonstration grant for projects that use service as a reentry point for older adults to stay/return to the workforce. Office of AmeriCorps Seniors

4. Develop an agency tool to measure skill and competency growth. Office of the Chief of Program Operations

5. Expand post-service benefits to all volunteers and members; increase use of the Segal 

Education Award for AmeriCorps members. Office of the Chief of Program Operations

6. Deepen the commitments of and relationships with existing Employers and Schools of 

National Service and grow the numbers of employers and institutions making commitments 

to AmeriCorps members and volunteers.

Office of External Affairs
GOALS

Goal 3

Unite Americans by bringing them 

together in service

18
19

Goal 3

Unite Americans by 

bringing them 

together in service

Our Narrative

“To meet the unprecedented challenges of today and build back better 

for tomorrow, we must unite around a renewed commitment to service 

and to civic duty” – President Joe Biden. National service through 

AmeriCorps is a proven model for building bridges and uniting 

communities, bringing out the best of America. Service also creates 

positive health and well-being outcomes for people who serve, 

improving lives and increasing civic engagement. By increasing the 

number of available service opportunities and elevating national 

awareness of AmeriCorps, more community volunteers will serve 

alongside members and volunteers, amplifying the impact in the 

communities that need help the most. Over the next five years, we plan 

to expand volunteering in America, encouraging Americans to volunteer 

their time and talents alongside their neighbors to produce a positive 

impact and a stronger, more unified national spirit.
Goal 3

Unite Americans by 

bringing them 

together in service

Objective 3.1

Increase awareness of 

AmeriCorps and 

favorability toward 

national service 

among the American 

public

Why we’re prioritizing this objective

Uniting the country through service requires support from

the public for national service, which in turn requires 

awareness of national service, as an institution, and its ability 

to address our largest national challenges (racial equity, 

climate change, public health, economic opportunity, etc). 

Increased awareness and favorability towards national 

service will position national service as an institution to 

promote national unity, and associate service to one’s 

country with serving in one’s community.

Annual key performance indicator

Number of media placements made by the agency and associated with the AmeriCorps brand. We believe this 

metric is the best measure of our performance which is directly under the control of the agency and the best proxy 

for the public being exposed to the concept of national service and AmeriCorps as the agency for national service 

and volunteerism. As the public experiences higher levels of exposure to AmeriCorps, its impact and its 

opportunities, we believe that interest in and engagement with AmeriCorps will rise.

What success looks like over 5 years

75% awareness of AmeriCorps,

66% favorable toward national 

service

Increase to 75% by FY 2026 the percentage of 

Americans aware (aided awareness) of AmeriCorps’ 

role bringing Americans together to serve communities 

(up from an est. 43% in FY 2021) and to 66% the 

percentage of Americans who are favorable towards 

national service (up from an est. 27% in FY 2021).

Strategies to achieve the 5-year targets Responsible coordinating office

1. Implement coordinated public outreach in traditional and digital media 

on behalf of AmeriCorps, its leadership, and brand ambassadors. Office of External Affairs

2. Complete stakeholder training on and external implementation of 

AmeriCorps’ unified brand. Office of External Affairs

3. Create and execute annual, coordinated AmeriCorps recruitment and 

awareness campaigns. Office of External Affairs

4. As part of an expanded recruitment and awareness campaign, engage 

members, volunteers, and alumni as ambassadors for national service. Office of External Affairs
Goal 3

Unite Americans by 

bringing them 

together in service

Objective 3.2

Increase the number 

of AmeriCorps 

member and 

AmeriCorps Seniors 

volunteer service 

opportunities through 

partnerships and 

philanthropy

Why we’re prioritizing this objective

The more people who can participate from more 

communities across America, including communities of 

color and persons otherwise adversely affected by 

persistent poverty, discrimination, or inequality, the more 

people will have the opportunity to share the common bond 

of AmeriCorps and service, and the more communities will 

experience the benefits of engagement with national 

service.

Annual key performance indicator

Annual number of ‘pitches’ to other federal agencies about the role AmeriCorps members or AmeriCorps 

Seniors volunteers could play to advance their agency’s mission. AmeriCorps has a strong history of 

employing its members and volunteers to support other agencies’ missions, including its now 10-years old 

partnership with FEMA. We believe this metric is a strong proxy to measure the agency’s efforts to grow 

the number of service slots.

What success looks like over 5 years

Grow by 10% the number of 

Member Service Years, Volunteer 

Service Years, and Volunteers

over the course of the five-year period FY 2022-26. 

AmeriCorps will measure this against an adjusted 

baseline that accounts for the expected member 

decreases that will occur from our agency’s decision 

to increase the annual living allowance for 

AmeriCorps members.

Strategies to achieve the 5-year target Responsible coordinating office

1. Educate and grow the number of agencies who leverage AmeriCorps 

members and volunteers through interagency agreements. CEO Immediate Office

1. Educate philanthropic, corporate, and private entities about the impact 

of AmeriCorps programs and how they can support them in their 

communities.

CEO Immediate Office

3. Elevate public awareness of AmeriCorps’ return on investment. Office of External Affairs
What success looks like over 5 years

By FY 2026, more than 90% of 

members and volunteers report they 

feel a strong affiliation to AmeriCorps.

AmeriCorps does not have a baseline measure in place.

By FY 2026, 80% or more of AmeriCorps members/ 

volunteers report positive outcomes related to their 

civic engagement.

By FY 2026, 80% or more of AmeriCorps members/ 

volunteers report positive outcomes related to bridging 

differences.

Goal 3

Unite Americans by 

bringing them 

together in service

Objective 3.3

Create a stronger, 

universal identity for 

AmeriCorps among 

members and 

volunteers

Why we’re prioritizing this objective

Unity and shared understanding can start with those who 

participate in AmeriCorps programs. Every year, 

AmeriCorps enrolls more than 250,000 individuals to serve 

as an AmeriCorps member or AmeriCorps Seniors volunteer 

in organizations making a difference in communities across 

America. These service experiences vary based on the 

program of service and the organization with which they 

serve. We believe there is untapped opportunity to create a 

stronger shared identity across AmeriCorps programs so 

that those who participate develop bonds transcending 

geography, time, focus area, and other variations across 

their service experiences.

Annual key performance indicator

Progress and completion of identified project milestones. We believe this metric — which will define 

specific stages of project development and implementation — is the best measure of what we control and 

need to do to achieve our five-year performance target. 

Strategies to achieve the 5-year target Responsible coordinating office

1. Develop and implement a common vision and set of goals for 

AmeriCorps service across programs. Office of the Chief of Program Operations

2. Partner with outside organizations to foster connection and 

lifelong volunteering among AmeriCorps alumni. Office of External Affairs
Goal 3

Unite Americans by 

bringing them 

together in service

Objective 3.4

Grow volunteering in 

America

Why we’re prioritizing this objective

Volunteering in a community is one way to bring people 

together across lines of difference in pursuit of a common 

cause. We believe that more Americans engaging locally 

and volunteering alongside their neighbors will produce a 

stronger, more unified national spirit and build thriving 

communities.

We see an opportunity to tap into the can-do spirit of 

Americans by inviting them to engage in issue-based 

volunteer opportunities. We will gauge the success of our 

efforts with the biennial “Volunteering in America” 

research report.

What success looks like over 5 years

In every state, 1-in-3 adults will 

volunteer at least once a year.

Annual key performance indicators

• Biennial production and publication of the 

“Volunteering in America” report.

• Report the number of volunteers leveraged by 

AmeriCorps programs.

Strategies to achieve the 5-year target Responsible coordinating office

1. Leverage AmeriCorps’ research findings to inform the country on rates of 

volunteerism, leading with the “Volunteering in America” research report and 

provide best practices for volunteer management. 

Office of Research and Evaluation

2. Leverage AmeriCorps’ national stature to communicate about the value and 

benefits of volunteering, and drive Americans to take action through 

volunteering by sharing individual and community research outcomes of 

volunteering.

Office of External Affairs

3. Position AmeriCorps as a top national aggregator of volunteering 

opportunities. Office of External Affairs

4. Prioritize volunteer recruitment as a desired outcome across all AmeriCorps 

programs, where possible. Office of Chief of Program Operations

5. Leverage AmeriCorps’ volunteer programs to mobilize volunteers and raise 

awareness of volunteer opportunities, with emphasis addressing critical 

issues, especially in states not reaching our 1-in-3 target. 

Office of Regional Operations
GOALS

Goal 4

Effectively steward federal resources

24
25

Goal 4

Effectively steward 

federal resources

Our Narrative

“The Federal Government must design and deliver services in a 

manner that people of all abilities can navigate. We must use 

technology to modernize Government and implement services that 

are simple to use, accessible, equitable, protective, transparent, and 

responsive for all people of the United States” (Executive Order 

14058). AmeriCorps is committed to operational excellence. In the 

next five years, we will build modern and effective systems for 

financial, human capital, procurement, information, and grants 

management. These efforts will enable us to steward taxpayer 

resources more effectively and amplify our efforts to strengthen 

communities and foster civic engagement through service and 

volunteering.
Goal 4

Effectively steward 

federal resources

Objective 4.1

Simplify AmeriCorps’ 

application and 

administration 

procedures for grants 

and projects

Why we’re prioritizing this objective

The agency wants to create a reasonable knowledge 

attainment expectation and workload for its frontline 

staff. Frontline staff are most able to effectively steward 

federal resources when they can provide outreach and 

technical assistance to grantees/partners/sponsors and 

implement agency grantmaking processes and 

procedures. There must be balance. Current workloads 

are skewed toward grantmaking processes and 

procedures with limited time to do the work of outreach 

or provide technical assistance and training.

Annual key performance indicator

# of processes simplified or harmonized

What success looks like over 5 years

80% of frontline staff report a healthy balance 

between providing training and technical 

assistance to grantees, sponsors, and partners 

and grantmaking and administrative functions on 

behalf of grantees, sponsors, and partners.

80% of grantees are satisfied that AmeriCorps 

executed award actions in a timely manner.

Strategies to achieve the 5-year target Responsible coordinating office

1. For applicants and agency staff: Document grantmaking processes with the end goal of 

being consistent where possible/understanding the business reasons where not possible. Office of the Chief of Program Operations

2. For applicants and agency staff: Revise grantmaking processes and provide the training 

materials to conform with the outcomes of #1. Program Offices

3. For grantees and agency staff: Document grant policies with the end goal of being 

consistent where possible/understand the business reasons where not possible. Office of the Chief of Program Operations

4. For applicants and agency staff: Revise grant policies and provide training materials to 

grantees, partners, sponsors, and agency staff to conform with the outcomes of #3. Program Offices

5. For grantees and agency staff: Document grant actions with the end goal of being 

consistent where possible and understanding the business reasons where not possible. Office of the Chief of Program Operations

6. For grantees and agency staff: Revise grant actions and provide the training materials to 

grantees, partners, sponsors, and agency staff conform with the outcomes of #5. Office of Grant Administration

7. For grantees: Excellent training for grantees, partners, and sponsors about the system of 

record. Office of Information Technology

8. For agency staff: Excellent training for line staff about the system of record. Office of Information Technology
Goal 4

Effectively steward 

federal resources

Objective 4.2

Modernize 

AmeriCorps’ grant 

management 

technology

Why we’re prioritizing this objective

We hear loud and clear from the organizations who 

already work with AmeriCorps that the number one 

way we can support the organizations that apply for 

and administer our awards is to improve the 

operational performance and user-friendliness of 

the technology platform – eGrants, a 20+ year old 

system – through which organizations apply for and 

administer grants. Additionally, AmeriCorps 

employees indicate that the antiquated system is a 

source of operational inefficiency and employee job 

dissatisfaction.

Annual key performance indicators

• FY 2022: Is a decision made on shared services 

for a new system? (Y/N)?

• FY 2022-26: Percentage of total project 

completed

What success looks like over 5 years

We will measure success utilizing the 

performance metric(s) and target(s) 

established for Objective 4.1 “Simplify 

AmeriCorps application and administration 

procedures for grants and projects.” 

Strategies to achieve the 5-year target Responsible coordinating office

Define, resource, and execute AmeriCorps’ Information Technology 

modernization plan resulting in a new eGrants portal. Department of the Chief Operating Officer
Goal 4

Effectively steward 

federal resources

Objective 4.3

Ensure responsible 

management of 

financial resources 

Why we’re prioritizing this objective

A fundamental element of stewardship is ensuring responsible use 

and management of taxpayer dollars, pertaining both to how our 

agency administers those funds and how recipients use those funds. 

AmeriCorps has identified five areas for strategic focus to ensure and 

strengthen responsible management of financial resources.

Our sub-objectives

1. Foster effective financial grants management

2. Improve grantee monitoring and compliance with applicable laws, 

regulations, and terms and conditions

3. Improve the agency's financial management and audit resolution program

4. Increase equity in contracting by contracting with businesses owned or 

operated by women, minorities, veterans, and socioeconomic programs 

pursuant to the Federal Acquisition Regulation

5. Strengthen program integrity by protecting AmeriCorps grantees from 

fraud and mismanagement
What success looks like over 5 years

Increase the number of resolved compliance and 

other risk issues prior to issuing awards as 

evidenced by a reduction of special conditions 

from 15% to 2% of the portfolio.

Reduce overdue agency grant closeouts to ≤5% 

of all closeouts

90% of grants management staff are enrolled or 

have completed a financial management 

certificate program

Goal 4

Effectively steward 

federal resources

Objective 4.3

Ensure responsible 

management of 

financial resources 

Sub-Objective 1: Foster effective financial grants management

Why we’re prioritizing this sub-objective

AmeriCorps is required to track if grantees meet their 

financial grants management requirements. AmeriCorps has 

an opportunity to strengthen management-level visibility, 

training, and technical assistance response to grantees and 

project sponsors not meeting performance levels established 

at time of award.

Annual key performance indicators

• # of financial training sessions provided to grantees, 

sponsors, and applicants

• # of grant processes automated and/or reliant only on 

primary data sources and systems

• % of grants staff participate in at least one formal skillbuilding training opportunity on financial grants 

management in addition to all required training 

Strategies to achieve the 5-year target Responsible coordinating office

1. Pre-Award: Develop standardized budget development and financial grants 

management trainings for all grant fund recipients and grants staff. Office of Grant Administration

2. Post-Award: Develop and execute training and technical assistance related to 

federal financial grants management (including close out requirements), anti-fraud 

controls, and corrective actions.

Office of Grant Administration

3. Technology and Systems: Automate components of due diligence, Federal Financial 

Report review, grantee training and technical assistance participation, and other 

internal processes to improve efficiencies and effectiveness of financial grants 

management oversight.

Office of Information Technology

4. Staff Development: Build internal expertise through increased training opportunities 

related to financial grants management and oversight for grants staff. Office of Human Capital

5. Conduct analysis to identify root cause drivers of untimely closeouts and implement 

mitigation. Office of the the Chief Risk Officer
What success looks like over 5 years

Each susceptible program will maintain improper 

payments beneath the susceptibility federal 

threshold (<$10M) and have improper payment 

estimates <10%.

Reduce compliance findings in key priority areas 

Decrease in number of issues identified in 

improper payments testing for grantees receiving 

grants financial management training

Goal 4

Effectively steward 

federal resources

Objective 4.3

Ensure responsible 

management of 

financial resources 

Sub-Objective 2: Improve grantee monitoring and compliance with 

applicable laws, regulations, and terms and conditions

Why we’re prioritizing this sub-objective

AmeriCorps "susceptible programs" under the Payment Integrity 

Information Act each remain above the susceptibility threshold of 

improper payment estimates (10%) and two programs remain above 

the federal susceptibility threshold of $10M, resulting in additional 

annual testing required of AmeriCorps. Reduction of the rates will 

demonstrate publicly the agency’s commitment to effective 

stewardship of federal resources and accountability. AmeriCorps 

monitors these programs, and VISTA and Days of Service grants, to 

ensure our grantees are effective stewards of federal dollars.

Annual key performance indicators

• % completion of the agency-wide corrective action plan

• # of high-risk grantees who are monitored

• Track and report annual monitoring outputs for each transaction

Strategies to achieve the 5-year target Responsible coordinating office

1. Implement the agency-wide corrective action plan for the Payment Integrity 

Information Act Office of the Chief Risk Officer

2. Expand monitoring reach across AmeriCorps grant portfolio to assess 

compliance trends and support longitudinal data collection of monitoring 

outputs

Office of Monitoring

3. Evaluate monitoring outputs to identify priority compliance areas for grantee 

training and technical assistance Office of Monitoring

4. Conduct ongoing assessment of capacity to meet monitoring demands and 

ensure the agency can effectively implement its grant monitoring program Office of Monitoring

5. Ensure AmeriCorps grantees implement corrective measures for resolving 

noncompliance and mitigating repeat findings Office of Monitoring
Goal 4

Effectively steward 

federal resources

Objective 4.3

Ensure responsible 

management of 

financial resources 

Sub-Objective 3: Improve the agency’s financial management and audit 

resolution program

Why we’re prioritizing this sub-objective

The agency is focused on improving audit readiness by 

ensuring internal controls promote operational effectiveness, 

and equipping staff with the skills and tools necessary to 

better anticipate and correct issues with data quality, 

compliance and reporting. The agency will work to identify 

root causes to eliminate repeat audit findings and related 

material weaknesses, implement a robust corrective 

action/preventive action program, and increase leadership 

accountability and transparency.

Annual key performance indicators

• # of material weaknesses resolved

• # of significant deficiencies resolved

• # of corrective actions completed in the audit management 

and audit resolution Corrective Action Plan (CAP)

What success looks like over 5 years

Eliminate repeat findings.

Achieve a clean audit opinion.

Strategies to achieve the 5-year target Responsible coordinating office

1. Improve the agency’s audit readiness, responsiveness, and resolution. 

Multiple: Offices of the Chief Financial Officer, the 

Chief Risk Officer, and CEO Immediate; Risk 

Management Council

2. Implement improved governance that supports sound financial management 

and reporting.

Multiple: Board of Directors; Risk Management 

Council; Offices of the CEO Immediate, Chief 

Operating Officer, and Chief Financial Officer

3. Increase staff capacity and knowledge. Office of the Chief Financial Officer

4. Improve financial data quality. Office of the Chief Financial Officer
Goal 4

Effectively steward 

federal resources

Objective 4.3

Ensure responsible 

management of 

financial resources 

Sub-Objective 4: Increase equity in contracting by contracting with businesses owned 

or operated by women, minorities, veterans, and socioeconomic programs pursuant to 

the Federal Acquisition Regulation

Why we’re prioritizing this sub-objective

AmeriCorps will continue to advance initiatives to address 

gaps in contracting with small businesses and FAR 

socioeconomic programs. In addition to continuing to 

increase awareness of and reenforcing FAR requirements 

and compliance, AmeriCorps will commit to an annual goal 

of setting aside 10% of its total number of contracts to small 

businesses and FAR socioeconomic programs

Annual key performance indicator

A minimum of 10% of total annual contract volume set-aside for 

small businesses and FAR socioeconomic programs

What success looks like over 5 years

At least 10% of total annual contract volume goes 

to small businesses and FAR socioeconomic 

programs

Up from a baseline of 25% in FY 2021.

Strategies to achieve the 5-year target Responsible coordinating office

1. Increase awareness of an enforcement of FAR requirements including the 

Rule of Two analysis Office of Procurement Services

2. Increase ease of access for diverse contracting groups to take advantage of 

contracting opportunities with AmeriCorps Office of Procurement Services

3. Continue participation in the annual HBCU Industry Day, an event providing 

HBCUs the opportunity to present their offerings and services to agencies Office of Procurement Services

4. Explore posting procurement announcements in alternative platforms 

specifically dedicated to reaching veteran-owned, Tribal and other women 

and minority owned-businesses, and small businesses

Office of Procurement Services
Goal 4

Effectively steward 

federal resources

Objective 4.3

Ensure responsible 

management of 

financial resources 

Sub-Objective 5: Strengthen agency and program integrity by protecting AmeriCorps 

resources from fraud and mismanagement.

Why we’re prioritizing this sub-objective

AmeriCorps is committed to making its agency, grants, and 

programs more resistant to fraud and mismanagement. 

Concerns about fraud are not unique to AmeriCorps but cut 

across all government grants and pandemic relief programs. 

AmeriCorps’ efforts, in partnership and consultation with the 

Office of Inspector General, will strengthen agency, grants, 

and program integrity and ensure responsible management 

of federal resources.

Annual key performance indicators

• # trainings provided to grantees

• # trainings provided to agency staff (% of agency staff 

trained)

What success looks like over 5 years

% increase in awareness among grantee 

population regarding fraud and internal controls

% increase in awareness among agency staff 

regarding fraud and internal controls

% knowledge increase among training 

participants regarding fraud and key internal 

control best practices

AmeriCorps does not have baseline measures and will establish 

numerical targets after implementing trainings.

Strategies to achieve the 5-year target Responsible coordinating office

1. Develop a grantee training program around fraud prevention in consultation 

with the Office of Inspector General. Office of the Chief of Program Operations

2. Hire staff dedicated to fraud prevention and detection and obtain specialized 

training. Office of Monitoring

3. Conduct annual fraud risk identification and maintain fraud risk profile with 

mitigation steps to address identified fraud risk. Maintain fraud risk working 

group.

Office of the Chief Risk Officer

4. Build grantee performance data analytics to identify fraud risk trends. Office of the Chief Risk Officer

5. Enhance assessment activities to detect potential fraud indicators. Office of Monitoring, Office of the Chief Risk Officer

6. Continued refinement of the risk-based monitoring selection methodology to 

ensure that identified fraud risks inform prioritization of monitoring compliance 

activities across the portfolio.

Office of Monitoring
GOALS

Goal 5

Make AmeriCorps one of the best and most 

equitable places to work in the federal government

34
35

Goal 5

Make AmeriCorps 

one of the best and 

most equitable places 

to work in the federal 

government

Our Narrative

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

empower, and rebuild the career Federal workforce” including 

“Continuing to build a diverse, equitable, inclusive, and accessible 

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

elevate the experience of AmeriCorps employees, fostering an 

equitable, engaging and supportive workplace. We recognize that 

people are our most valuable resource at AmeriCorps, so building and 

retaining a diverse, satisfied, and motivated workforce is vital to 

maximizing our impact in communities across our nation. We will 

prioritize the well-being and productivity of our workforce, strengthen 

the foundation of DEIA in the workplace, build a workplace culture that 

enables all employees to thrive, and uplift the employee journey by 

investing in leadership development.
What success looks like over 5 years

Work/Life Balance

At least 70% of AmeriCorps employees will agree or 

strongly agree that their workload is reasonable – from a 

baseline of 40% in FY 2020 – as reported in the Federal 

Employee Viewpoint Survey.

Goal 5

Make AmeriCorps 

one of the best and 

most equitable places 

to work in the federal 

government

Objective 5.1

Foster employee 

well-being and 

productivity

Why we’re prioritizing this objective

Enabling employees to bring their best self to work drives 

productivity, reduces turnover, and positions AmeriCorps 

as a desirable employer of choice. Supporting the wellbeing of our workforce by providing programs, tools, and 

resources that promote wellness, a sense of community in 

the workplace, a healthy work/life balance and enables 

employees to be successful in their jobs will lead to a 

happier, healthier, and thriving workforce.

Annual key performance indicators

• Well-being and Productivity: Increase in employee 

satisfaction and motivation

• Productivity: Retention rate

Strategies to achieve the 5-year target Responsible coordinating office

1. Identify and modify staffing levels to right-size workloads. Department Heads

2. Expand wellness campaigns. Office of Human Capital

3. Provide easy-to-use technology tools, easy-to-access information and 

business processes, and define and promote best practices for virtual 

collaboration.

Office of Information Technology

4. Grow employee affinity groups. CEO Immediate Office

• FEVS Q: “My workload is reasonable” – this is the only question in 

FY 2020 FEVS that was categorized as a challenge, defined as 35% 

negative or higher responses.

• FEVS Q: My supervisor supports my need to balance work and other 

life issues. 89% positive.

• FEVS Q: Senior leaders demonstrate support for Work-Life 

programs. 66% positive.

• FEVS Q: How satisfied are you with the telework program in your 

agency? 89% positive.

• FEVS Q: How satisfied are you with the following Work-Life 

programs in your agency? Alternative Work Schedules (for example, 

compressed work schedule, flexible work schedule)? 89% positive.
What success looks like over 5 years

DEIA is integrated into the culture and 

practices of the agency.

At least 80% of AmeriCorps employees will agree or 

strongly agree that DEIA is integrated into the culture 

and practices of the agency–as reported in the Federal 

Employee Viewpoint Survey.

Goal 5

Make AmeriCorps 

one of the best and 

most equitable places 

to work in the federal 

government

Objective 5.2

Strengthen the 

foundation of 

diversity, equity, 

inclusion, and 

accessibility in the 

workplace

Why we’re prioritizing this objective

Organizations that prioritize DEIA in the workplace 

outperform those that do not. At AmeriCorps, we will 

strive to embed DEIA into the fabric of our workplace, one 

where employees have a sense of belonging, and are 

empowered to contribute, collaborate, and innovate. We 

are committed to creating a work environment that values 

a diverse range of perspectives and lived experiences. 

Annual key performance indicators

• Percentage of DEIA Strategic Plan milestones completed on 

time

• Percentage of DEIA training attendees who believe the 

training enhanced their understanding of DEIA issues

• Percentage of workforce who participate in DEIA events or 

programs

Strategies to achieve the 5-year target Responsible coordinating office

1. Develop and implement a workforce DEIA strategic plan per the 

Executive Order to advance Diversity, Equity, Inclusion, and Accessibility 

in the Federal Workforce (E.O. 14035).

CEO Immediate Office

2. Invest in DEIA-specific training for staff at all levels Office of Human Capital

3. Develop and execute DEIA staff recruitment and retention strategies. Office of Human Capital

4. Strengthen DEIA in workforce policies and practices. Office of Human Capital

• FEVS Q: “My supervisor is committed to a workforce 

representative of all segments of society.” – 80% positive in 

2020

• FEVS Q: DEIA is integrated into the culture and practices of 

my workplace. 
What success looks like over 5 years

Employees are satisfied with their jobs, 

their pay, and their organization.

Global Satisfaction Index*: achieve a score of at least 72 (the 

combined small agency average) – from a baseline of 54 in FY 

2020 – on the Federal Employee Viewpoint Survey.

Goal 5

Make AmeriCorps 

one of the best and 

most equitable places 

to work in the federal 

government

Objective 5.3

Build a workplace 

culture that enables 

all AmeriCorps 

employees to thrive

Why we’re prioritizing this objective

Fostering a workplace culture that moves beyond a survive 

mindset to a thrive mindset is what fundamentally 

distinguishes a good workplace from a great one. Taking 

deliberate steps to assess, adjust, and define core values and 

guiding principles into all aspects of our workplace is an 

integral part of building a workplace culture that optimizes 

results. 

Annual key performance indicators

• Implement quarterly pulse surveys and identify at least two 

actions to take resulting from the survey results. This will 

enable AmeriCorps to more quickly measure employee 

sentiments and identify opportunities to improve their 

experience, cultivating a culture of continuous feedback 

and improvement. 

• Employee turnover rate

Strategies to achieve the 5-year target Responsible coordinating office

1. Develop and launch pulse surveys. Office of Human Capital

2. Define the culture and values we want for our agency. CEO Immediate Office

3. Increase opportunities for employee recognition and appreciation. Office of Human Capital

* This index combines employees’ satisfaction with their jobs, 

their pay, and their organization, plus their willingness to 

recommend their organization as a good place to work.

1. Job Satisfaction: Considering everything, how satisfied are 

you with your job? (Q.36)

2. Pay Satisfaction: Considering everything, how satisfied are 

you with your pay? (Q.37)

3. Organization Satisfaction: Considering everything, how 

satisfied are you with your organization? (Q.38)

4. Recommend Organization: I recommend my organization 

as a good place to work. (Q.17)
What success looks like over 5 years

An engaged workforce that pursues 

leadership development opportunities.

Employee Engagement Index*: achieve a score of at least 

75 (the combined small agency average) – from a 

baseline of 71 in FY 2020 – on the Federal Employee 

Viewpoint Survey.

Goal 5

Make AmeriCorps 

one of the best and 

most equitable places 

to work in the federal 

government

Objective 5.4

Invest in leadership 

development

Why we’re prioritizing this objective

Investing in leadership to develop, expand, and retain a highly 

skilled and motivated workforce is vital to more effectively 

delivering our mission. Leadership development not only grows 

and strengthens our leadership capacity; it ignites purpose in 

employees in a transformative way, shifting the workplace from 

good to great. AmeriCorps understands the value of providing 

pathways to accelerate career advancement and building and 

sustaining leaders by creating the space and time to invest in 

their growth and development.

Annual key performance indicators

• Percent of workforce who completed at least one leadership 

development course and internally advance 

• Percent of AmeriCorps senior leaders – both career and 

political appointees – who complete a 360 reviews

• Percent of leaders who have a corresponding leadership 

development plan in follow up to 360 reviews 

Strategies to achieve the 5-year target Responsible coordinating office

1. Implement annual 360 reviews for senior staff. Office of Human Capital

2. Develop leadership development plan based on 360 reviews. Office of Human Capital

3. Develop clear and measurable work plans for all employees. Office of Human Capital

4. Expand implementation of training and development plans for staff. Office of Human Capital

5. Launch a mentoring program. Office of Human Capital

* This index concentrates on factors that lead to an engaged 

workforce (e.g., supporting employee development, 

communicating agency goals).

1. Leaders Lead: Employees’ perceptions of leadership’s 

integrity as well as leadership behaviors such as 

communication and workforce motivation. (Q.26, 27, 28, 30, 

and 31) 

2. Supervisors: Interpersonal relationship between worker and 

supervisor, including trust, respect, and support. (Q.21, 22, 

23, 24, and 25) 

3. Intrinsic Work Experience: Employees’ feelings of 

motivation and competency relating to their role in the 

workplace. (Q.2, 3, 4, 6, and 7) 
Let’s get things done

for America.

40