250 E Street SW

Washington, D.C. 20525

202-606-5000/ 800-942-2677

Volunteer Generation Fund (VGF) 

Grantee Handbook

Volunteer Initiatives

December 2023
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Table of Contents

1. Introduction and Overview............................................................................................................. 3

1.1 Handbook Purpose ................................................................................................................... 3

1.2 Handbook Design ..................................................................................................................... 3

2. About AmeriCorps and the Volunteer Generation Fund............................................................ 4

2.1 About AmeriCorps .................................................................................................................... 4

2.1.1 AmeriCorps Strategic Plan................................................................................................ 4

2.2 About AmeriCorps Volunteer Initiatives................................................................................. 5

2.3 About the Volunteer Generation Fund................................................................................... 5

2.3.1 Legal Framework ............................................................................................................... 5

2.4 Key Staff Roles ........................................................................................................................... 6

2.4.1 At AmeriCorps.................................................................................................................... 6

2.4.2 At Your Project ................................................................................................................... 8

3. Applying for an Award.................................................................................................................... 9

3.1 Eligibility ..................................................................................................................................... 9

3.2 New Grant Applications ........................................................................................................... 9

3.3 Continuation Applications........................................................................................................ 9

3.4 After Year Three ..................................................................................................................... 10

4. Project Management.................................................................................................................... 10

4.1 Grantee Responsibilities........................................................................................................ 10

4.2 Project Changes and Amendments ..................................................................................... 11

4.3 Using eGrants ......................................................................................................................... 12

4.3.1 Managing Accounts........................................................................................................ 12

4.3.2 Maintaining Current Information................................................................................... 12

4.4 National Service Criminal History Checks (NSCHC)........................................................... 12

4.5 Prohibited Activities ............................................................................................................... 13

4.6 Performance Measurement................................................................................................... 14

4.6.1 Performance Measure Basics......................................................................................... 14

4.6.2 Purpose of Performance Measurement ....................................................................... 15

4.6.3 VGF Performance Measures .......................................................................................... 15

5. Grants Management..................................................................................................................... 16

5.1 Introduction to Grants Management ................................................................................... 16

5.1.1 Basic Requirements ........................................................................................................ 16

5.1.2 Budgeting Costs ............................................................................................................. 17

5.1.3 Match Requirements....................................................................................................... 17
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5.1.4 Direct and Indirect Costs................................................................................................ 18

5.2 Role of the AmeriCorps Portfolio Manager......................................................................... 19

5.3 Accessing Grant Funds and Managing Advances.............................................................. 20

5.3.1 Setting up a PMS Account.............................................................................................. 20

5.3.2 PMS SMARTLINK............................................................................................................. 20

5.4 Audit Requirements ............................................................................................................... 21

5.5 Avoiding Common Audit Findings ...................................................................................... 22

5.6 Office of Audit and Debt Resolution (OADR)...................................................................... 22

5.6.1 Audit Resolution.............................................................................................................. 22

5.6.2 Single Audits.................................................................................................................... 23

5.6.3 OIG Audits ....................................................................................................................... 23

5.6.4 Debt Management.......................................................................................................... 24

5.6.5 Indirect Cost Rate Negotiation...................................................................................... 24

6. Reports and Recordkeeping ....................................................................................................... 24

6.1 Federal Financial Report (FFR).............................................................................................. 25

6.2 Project Progress Report (PPR)............................................................................................... 25

6.2.1 Purpose and Timing ....................................................................................................... 25

6.2.2 Data Collection................................................................................................................ 26

6.2.3 Instructions and Review.................................................................................................. 26

6.3 Informal Communication....................................................................................................... 26

6.4 Recordkeeping....................................................................................................................... 27

7. Oversight and Monitoring ........................................................................................................... 28

7.1 AmeriCorps Support and Oversight.................................................................................... 28

7.1.1 Training and Technical Assistance................................................................................ 28

7.1.2 Site Visits .......................................................................................................................... 28

7.1.3 Quality Assurance and Compliance Oversight ........................................................... 28

7.2 Project Compliance Monitoring ........................................................................................... 29

7.2.1 Types of Monitoring Activities....................................................................................... 30

7.2.2 Monitoring Results and Corrective Action................................................................... 31

7.2.3 Monitoring Resources .................................................................................................... 31

8. Advancing National Service and Volunteering ......................................................................... 32

8.1 Branding and Social Media................................................................................................... 32

8.2 Partnering with Other National Service and Volunteer Programs.................................... 33

8.2.1 Days of Service ................................................................................................................ 33

8.3 AmeriCorps Week.................................................................................................................. 33
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8.4 External Partners and Resources .......................................................................................... 33

8.4.1 National Partnership for Student Success (NPSS) ....................................................... 33

8.4.2 America’s Service Commissions (ASC)......................................................................... 33

8.4.3 Other Resources.............................................................................................................. 34

Appendix I: Acronyms...................................................................................................................... 35

Appendix II: Glossary of Terms ....................................................................................................... 36

Appendix III: Resources ................................................................................................................... 40

1. Introduction and Overview

1.1 Handbook Purpose

The Volunteer Generation Fund (VGF) Grantee Handbook addresses roles, responsibilities, 

and expectations related to AmeriCorps VGF project management for all project staff 

including Project Directors, Authorized Representatives, fiscal staff, and others. Throughout 

this resource, links to further information or best practices are provided when available.

The Handbook provides ideas and suggestions for effective practices in operating and 

managing many aspects of an AmeriCorps VGF project. It is a technical assistance document 

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

regulations that govern AmeriCorps and VGF, but the Handbook does not address all issues 

covered in the regulations. Grantees are required to follow all statutes and regulations 

shared in the Legal Framework section of the Handbook as well as all applicable local, state, 

and federal laws.

1.2 Handbook Design

The Handbook is designed to be a comprehensive, straightforward resource manual with 

easy-to-locate information that spans the entire lifecycle of an AmeriCorps VGF grant. The 

Handbook contains content and guidance on all aspects of VGF project management, 

including but not limited to core responsibilities, project and grants management, and 

reporting requirements. 

The Handbook is organized into chapters that contain important guidance about specific 

requirements and responsibilities as well as success tips and best practices throughout the 

lifecycle of the grant. Project Directors, Authorized Representatives, and other staff involved 

with the VGF project will benefit from reviewing some or all of this information.

Key AmeriCorps acronyms used throughout this Handbook and their meanings can be found 

in Appendix I. 

This electronic resource is easily searchable and contains links to additional resources and 

information. Additionally, this resource will be updated periodically and reviewed at least 

annually to ensure alignment with all VGF resources and guidance. As a result, we 
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recommend that you do not print this resource but rather bookmark the Handbook in your 

preferred browser and take advantage of its digital features.

Suggestions for the Handbook regarding new content, corrections, and deletions are always 

welcome. To offer suggestions, email VolunteerGeneration@americorps.gov and copy your 

corresponding AmeriCorps Region Office. 

2. About AmeriCorps and the Volunteer Generation Fund

2.1 About AmeriCorps

AmeriCorps was established in 1993 under the National and Community Service Trust Act to 

connect Americans of all ages and backgrounds with opportunities to give back to their 

communities and nation. AmeriCorps is the operating name for the Corporation for National 

and Community Service (CNCS). 

AmeriCorps empowers and supports Americans to tackle persistent challenges such as 

helping youth succeed in school, securing safe affordable housing for economically 

disadvantaged families, and helping communities respond to disasters. Through this work, 

AmeriCorps achieves its mission to improve lives, strengthen communities, and foster civic 

engagement through service and volunteering. 

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

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

Civilian Community Corps (NCCC) program, and the new AmeriCorps State and 

National program, the full-time demonstration program that had been established 

under the National and Community Service Act of 1990 (NCSA); 

• AmeriCorps Seniors, which incorporated the Foster Grandparent, Senior Companion, 

and RSVP programs; and

• Learn and Serve America, formerly known as Serve America, which ceased operation 

in 2011.

AmeriCorps members and AmeriCorps Seniors volunteers serve at more than 50,000 

locations across the country to meet community needs related to education, health, 

environmental stewardship, economic development, veterans and military families, and 

disaster services.

2.1.1 AmeriCorps Strategic Plan

The AmeriCorps 2022-2026 Strategic Plan presents the long-term objectives AmeriCorps

hopes to accomplish by describing general and long-term goals the agency aims to achieve, 

what actions the agency will take to realize those goals, and how the agency will deal with 

challenges and risks that may hinder achieving results.

The Strategic Plan provides a roadmap for using national service to address critical 

challenges facing our communities and our nation. It builds on the strong foundation of 
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national service that has developed over the past four decades and the vision set forth in the 

bipartisan Edward M. Kennedy Serve America Act of 2009. 

2.2 About AmeriCorps Volunteer Initiatives

The AmeriCorps Volunteer Initiatives program office was established in 2022 to bring 

together the existing Volunteer Generation Fund (VGF) and Days of Service grant programs.

VGF and Days of Service are the agency’s grant programs that are not national service 

programs, meaning they are not attached to AmeriCorps members or AmeriCorps Seniors 

volunteers. Volunteer Initiatives is the agency’s program office for these direct funding 

opportunities that support AmeriCorps volunteer-based projects that focus on investments in 

volunteer recruitment and engagement practices in communities. 

2.3 About the Volunteer Generation Fund

The George H. W. Bush Volunteer Generation Fund (VGF) was established by the Edward M. 

Kennedy Serve America Act on April 21, 2009 and expanded the role of AmeriCorps in 

strengthening the nation’s volunteer infrastructure. Congressman Dave Loebsack of Iowa

introduced VGF as an amendment to the bipartisan act to build the capacity of state and local 

volunteer organizations to recruit, manage, and train volunteers.

In 2013, President Obama named VGF in honor of President George H. W. Bush during a 

special ceremony at which the 41st President was awarded with the 5,000th Daily Point of 

Light Award. 

The goals of VGF as described in the Serve America Act are:

• To assist nonprofit, faith-based, and other civic organizations by expanding and 

improving the capacity of such organizations to utilize volunteers;

• To spur innovation in volunteer recruitment and management practices, with the goal 

of increasing the number of volunteers; and

• To enable the people of the U.S. to effect change by participating in active volunteer 

and citizen service. 

Previously housed under the AmeriCorps State and National program office, VGF is now led 

by a new program office, AmeriCorps Volunteer Initiatives.

2.3.1 Legal Framework

VGF operates under parameters defined by federal law, federal regulations, and agency 

policies and guidance. It can be helpful to know where to find the relevant legal 

requirements when learning how to manage your VGF project. 

Statute: The statute, or legislation, governing VGF is Section 198P, 42 U.S. Code § 12653p, 

of the National and Community Service Act of 1990 (NCSA), as amended by the Serve 

America Act of 2009. The NCSA as amended is the VGF program’s authorizing legislation, 

and it is the federal law enacted by Congress that outlines the purposes of the program and 
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the parameters within which it may operate. By law, AmeriCorps cannot operate the program 

in any way that violates these parameters.

Regulations: Statutes, such as the NCSA, tend to be very broad, and Congress often leaves 

the details of the law to the federal agency charged with its implementation. Congress grants 

executive branch agencies, such as AmeriCorps, with authority to interpret the law and 

develop the programmatic details. Many of these details ultimately appear as regulations, 

codified in the Code of Federal Regulations (CFR), accessible online as the eCFR. The 

AmeriCorps regulations can be found in Title 45, Chapter XXV, Part 2500 of the CFR. All 

federal grantees must also follow the Uniform Administrative Requirements outlined in 2 CFR 

200. Citations for regulations are written like this: 45 CFR 2522.230, 45 CFR §2522.230, or 

abbreviated as §2522.230.

Terms and Conditions: AmeriCorps Terms and Conditions are additional grant 

requirements that have two versions: General (all AmeriCorps) and Program-Specific 

(Volunteer Generation Fund). New Terms and Conditions are issued each year and are a 

condition of the Notice of Grand Award issued for each grant. All subrecipients of 

AmeriCorps grantees are subject to both the General Terms and Conditions and ProgramSpecific Terms and Conditions. All Terms and Conditions can be found on the Grantee 

Resources page of the AmeriCorps website.

2.4 Key Staff Roles

2.4.1 At AmeriCorps

AmeriCorps has a headquarters office in Washington, D.C. and eight region offices 

throughout the country. The AmeriCorps Region Offices administer the AmeriCorps State 

and National, VISTA, Seniors, and Volunteer Initiatives programs.

Volunteer Initiatives Headquarters

AmeriCorps Volunteer Initiatives Headquarters (HQ), in consultation with the AmeriCorps 

Region Offices and other AmeriCorps staff, determines goals, policies, administrative 

procedures, training, and budgetary requirements for effective and efficient program 

operation. The HQ office performs the following tasks:

• Monitors progress toward achieving program goals and priorities; 

• Sets policies and procedures; 

• Prepares reports to Congress, the White House, and the public; 

• Develops and implements training and technical assistance for grantees; and

• Develops and monitors the program budget. 
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AmeriCorps Region Office

Every state has a designated AmeriCorps Region Office to help develop and manage VGF 

projects. The roles of the AmeriCorps Region Office include conducting outreach, assisting 

with project development, and providing technical assistance. Each AmeriCorps Region 

Office is led by a Regional Administrator (RA) and a Deputy Regional Administrator (DRA). 

The office also includes Senior Portfolio Managers (SPMs) and Portfolio Managers (PMs). 

Major duties of AmeriCorps regional staff are to: 

• Manage a portfolio of AmeriCorps projects;

• Provide technical assistance to grantees and monitor grants data indicators to affirm 

compliance with performance measurement requirements; 

• Assure portfolio records are well organized and comply with office requirements; 

• Continually review and evaluate project operations through electronic progress report 

review and feedback; 

• Initiate or facilitate the processing of amendments to existing awards; and

• Close out projects. 

Office of Monitoring

AmeriCorps Office of Monitoring staff may conduct on-site or off-site compliance monitoring 

reviews of your project. The purpose of the Office of Monitoring is to ensure the compliance 

of AmeriCorps award recipients, in order to:

• Increase their impact; 

• Strengthen their capacity to reduce risks; and

• Promote a holistic approach to continuous improvement. 

More information on monitoring can be found in Section 7.2 Project Compliance Monitoring

of the Handbook.

AmeriCorps Hotline

Frequently referred to as the Hotline, this service is operated via an AmeriCorps contract. The 

AmeriCorps Hotline is a service that provides general AmeriCorps program information and 

assistance with eGrants, AmeriCorps’ online grants management system. Grantees may call 

the Hotline with questions regarding eGrants technical issues, password help, and for 

general assistance.

The Hotline can be reached at toll free at 800-942-2677 or via online web form. 

The Hotline maintains the following hours:
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• January, May, June, July, August, and September

o Monday through Friday: 9:00 a.m. to 7:00 p.m. (all times Eastern)

• February, March, April, October, November, and December

o Monday through Thursday: 9:00 a.m. to 7:00 p.m. (all times Eastern)

o Friday: closed

• Federal Holidays: Closed

2.4.2 At Your Project

Project Director

The Project Director is the staff person at the recipient organization that has the overall 

responsibility of managing the VGF grant project and ensuring that the activities outlined in 

the approved application are completed. Project Directors are critical to ensuring the success 

of the project. 

Authorized Representative

The Authorized Representative is the individual who has the authority to commit resources on 

behalf of the grantee organization. This individual authorizes the grant application and must 

have a personal eGrants account in order to do so.

Additional Contacts

Grantees may have additional staff working on the VGF project who wish to receive relevant 

communications from Volunteer Initiatives. Follow the steps outlined in Populating the 

Contact Information Module in eGrants to optionally designate other contacts for your VGF 

project. Grantees may identify contacts for the following roles in eGrants:

• Criminal History;

• Fiscal Contact;

• Impact Performance Evaluation;

• Programmatic Contact; and

• Senior Leadership.

Please do not select the Member/Volunteer Management role, as this option is for memberbased national service programs only and does not apply to VGF projects.
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3. Applying for an Award

3.1 Eligibility

Historically, only state service commissions have been eligible for VGF funding. However, as 

of 2023, the following entities are eligible to apply for a VGF award:

• Indian Tribes; 

• institutions of higher education; 

• local governments (including school districts and K-12 schools); 

• nonprofit organizations; 

• state service commissions; and

• states and U.S. territories. 

Applicants, including those applying for continuation awards, must maintain an active 

registration with the System for Award Management (SAM) and a valid Unique Entity 

Identifier (UEI) to receive an award.

3.2 New Grant Applications

When AmeriCorps VGF grants are available, AmeriCorps conducts a grant competition and 

issues a Notice of Funding Opportunity, often referred to as the “Notice” in applicationrelated instructions. Any eligible entity may apply for an AmeriCorps VGF grant. Notices are 

posted on Grants.gov and on the Funding Opportunities page of the AmeriCorps website. 

Applicants must submit grant applications in eGrants, AmeriCorps’ online grants system. 

Applications must be submitted following guidance in the Notice, Application Instructions, 

and other resources shared on the Funding Opportunities webpage. The application must be 

submitted by a representative of the grantee who is authorized by its governing body to 

certify that all data in the application are true and correct, the application has been duly 

authorized by the governing body of the applicant, and the applicant will comply with the 

Assurances submitted with the application if the grant is awarded. This individual is the 

“Authorized Representative” in eGrants. 

3.3 Continuation Applications

VGF is designed as a three-year grant. Projects are initially awarded a VGF grant for a period 

of one year, and continuation applications for continued funding must be submitted and 

approved for the second and third years of funding.

The process for a grantee to submit a continuation application begins when the Notice of 

Funding Opportunity is issued. At this time, the grantee’s Portfolio Manager will notify the 
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grantee that VGF continuation applications are open. The grantee must submit the 

application before the deadline in order to receive continuation funding.

The continuation process begins with a thorough review of the project's accomplishments to 

date and concludes with a decision by Volunteer Initiatives whether to continue the project 

beyond the end of the current project year. If the project has been successful in meeting its 

goals and building sustainability, continuation is highly probable; however, a continuation is 

not guaranteed and is based on annual appropriations to AmeriCorps from Congress. The 

continuation process is generally held the same time of year as the application for new 

funding. The process for reviewing a continuation proposal is similar to the review process for 

an initial project application, but with several important differences. The AmeriCorps Portfolio 

Manager reviews the application for adherence to the project guidelines and makes a 

recommendation to Volunteer Initiatives, who will make the final determination. 

3.4 After Year Three

If funding is available to hold a competition, grantees who wish to renew their VGF projects 

after the three-year grant period must submit a new grant application. Recompeting 

applicants are not guaranteed funding; their applications are reviewed along with other new 

applications, and their past performance is taken into consideration. Recompeting applicants 

must meet the match requirements specified in the statute.

4. Project Management

4.1 Grantee Responsibilities

Grantees have several responsibilities in executing their projects. It is critical that the Project 

Director and the Authorized Representative are familiar with the project application and other 

key documents to which they commit their organization, including the Notice of Grant Award 

(NGA) and award Terms and Conditions. 

The following list summarizes some core responsibilities of grantees:

• Operate the project: 

o In accordance with applicable laws, regulations, policies, certifications, and 

assurances; 

o In accordance with the approved project application or amendment; and

o With best efforts to accomplish the goals set out via performance measures in 

the project application. 

• Complete all reporting requirements as outlined in the award Terms and Conditions, 

including: 

o Project Progress Reports (PPRs), annual and final; and

o Federal Financial Reports (FFRs). 
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• Establish recordkeeping and reporting systems that ensure quality of program and 

fiscal operations and facilitate timely and accurate submission of required reports; 

• Conduct National Service Criminal History Checks (NSCHC) for all staff assigned to the 

project who receive any portion of their salary from AmeriCorps grant funding (match 

and/or federal share); and

• Ensure that the official grantee and project information in eGrants is accurate and 

current, including: 

o The legal names of the grantee organization and the project; and

o The names and respective post office addresses, email addresses, and phone 

numbers of the grantee’s Authorized Representative and Project Director. 

4.2 Project Changes and Amendments

Your approved grant application is available in eGrants for review at any time. This document 

captures the full scope of the project. When it is approved and a project is awarded, the grant

application becomes part of the agreement between the grantee organization and 

AmeriCorps. The grantee is obligated to execute the project as detailed in the application.

During a grant year, you may have to modify your awarded application to reflect significant 

changes such as new project staff, additional performance measures, or changes to your 

budget. In this case, contact your AmeriCorps Region Office to discuss the proposed 

changes. Once the region office has approved the plan, you will submit an amendment. An 

amendment is the modification of an approved project application to reflect a significant 

change in program activities, budget, or other aspects of the project. Amendment requests 

are submitted via eGrants and must be approved by the region office. 

Reasons for amending an application fall into three main categories:

1. Programmatic changes: Changes to the project’s scope, objectives, goals, project 

period, or program staff; 

2. Performance measure amendments: Addition or removal of performance measures 

or changes to output or outcome targets; and

3. Budgetary changes: Changes to budget line items or matching funds, the transfer of 

funds budgeted for direct costs to indirect costs, or an extension or reduction of the 

budget performance period. 

The nature of the changes determines the amendment types that are necessary for the 

amendment. There can be more than one type selected for each amendment. The 

AmeriCorps Region Office can help identify the amendment type(s) needed to capture the 

changes as well as support amendment set-up. Access Amending a Volunteer Generation 

Fund or Days of Service Award for more information on amendment types and how to 

request or initiate an amendment.
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4.3 Using eGrants

eGrants is AmeriCorps’ online system designed to automate the entire grants management 

process from application to closeout. It allows organizations to find funding opportunities, 

submit grant applications and amendments, and manage reporting online. The system also 

allows AmeriCorps to review applications, award grants, and manage those grants efficiently 

and effectively. eGrants works best when accessed via Internet Explorer and with pop-up 

blockers turned off.

For technical assistance with eGrants, including password assistance and help with technical 

issues, contact the AmeriCorps Hotline at 800-942-2677 or via web form. 

4.3.1 Managing Accounts

eGrants allows for each grantee to have multiple staff accounts, and each account is assigned 

specific user roles. Each individual must have their own account with the roles needed for 

their responsibilities. Users with the Grantee Administrator role can approve new accounts for 

their organization and assign appropriate roles to each account.

4.3.2 Maintaining Current Information

Grantees are responsible for ensuring their organization’s information is up to date in 

eGrants. If there are any changes to the organization’s contact information, identifying 

information, or key staff (including the Project Director and Authorized Representative), the 

grantee should enter the new information in eGrants by following the steps outlined in 

Populating the Contact Information Module in eGrants and notify the AmeriCorps Region 

Office directly. 

Additionally, project staff who have left the grantee organization or are no longer supporting 

the project should have their eGrants account deactivated. Users with the Grantee 

Administrator role can deactivate a user’s account by clicking to remove the checkmark from 

the account’s Active setting on the Edit User Role/Permissions page in eGrants.

4.4 National Service Criminal History Checks (NSCHC)

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

Act, all AmeriCorps grantees must conduct National Service Criminal History Checks 

(NSCHC) on all staff who receive any portion of their salary from AmeriCorps grant funding. In 

order for a staff member to charge time to the grant, NSCHC for that individual must be 

completed and adjudicated at least one day prior. 

Grantees that do not comply with the NSCHC requirements may be subject to cost 

disallowance, as well as other enforcement actions. As a result, it is in an organization’s 

interest to develop a system for monitoring its own compliance with NSCHC requirements. 

More information on cost disallowance can be found in the Monitoring and Enforcement 

section of the NSCHC Manual. 

NSCHC rules and regulations are outlined in full in 45 CFR 2540.200-207. Additional 

information on NSCHC, including the required annual NSCHC eCourse, an FAQ document, 
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and links to technical assistance resources can be found on the NSCHC webpage. Note that 

resources posted on this webpage may be updated at any time, so be sure to consult the 

webpage directly for the most current resources.

Some of the key resources available on the NSCHC webpage are:

• Links to the required annual NSCHC eCourse training & NSCHC Learning Path in 

Litmos; 

• NSCHC Manual; 

• Getting Started with NSCHC Resources;

• Common Findings of NSCHC Noncompliance;

• Recommendations for Effective Policies and Procedures; 

• NSCHC Steps Table; 

• NSCHC Frequently Asked Questions (FAQs); 

• Using AmeriCorps-Approved Vendors Truescreen and Fieldprint Manual; and

• Using NSOPW and State Repositories Manual. 

4.5 Prohibited Activities

All AmeriCorps grantees are subject to the prohibited activities outlined in 45 CFR 2520.65. 

Grantees must have written policies in place to ensure compliance with the list below. 

Contact your Portfolio Manager if you have questions as to the application of the following.

While charging time to the VGF grant or otherwise performing activities supported by the 

VGF program or AmeriCorps, staff and volunteers may not engage in the following activities: 

1. Attempting to influence legislation; 

2. Organizing or engaging in protests, petitions, boycotts, or strikes; 

3. Assisting, promoting, or deterring union organizing; 

4. Impairing existing contracts for services or collective bargaining agreements; 

5. Engaging in partisan political activities, or other activities designed to influence the 

outcome of an election to any public office; 

6. Participating in, or endorsing, events or activities that are likely to include advocacy for 

or against political parties, political platforms, political candidates, proposed 

legislation, or elected officials; 
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7. Engaging in religious instruction, conducting worship services, providing instruction 

as part of a program that includes mandatory religious instruction or worship, 

constructing or operating facilities devoted to religious instruction or worship, 

maintaining facilities primarily or inherently devoted to religious instruction or 

worship, or engaging in any form of religious proselytization; 

8. Providing a direct benefit to: 

a. A business organized for profit; 

b. A labor union; 

c. A partisan political organization; 

d. A nonprofit organization that fails to comply with the restrictions contained in 

section 501(c)(3) of the Internal Revenue Code of 1986; 

e. An organization engaged in the religious activities described in paragraph 7 of 

this section, unless Corporation assistance is not used to support those 

religious activities. 

9. Conducting a voter registration drive or using Corporation funds to conduct a voter 

registration drive; 

10. Providing abortion services or referrals for receipt of such services; and 

11. Such other activities as the Corporation may prohibit. 

Individuals may exercise their rights as private citizens and may participate in the activities 

listed above on their initiative, on non-AmeriCorps time, and using non-AmeriCorps funds. 

Individuals should not wear the AmeriCorps logo while doing so.

4.6 Performance Measurement

4.6.1 Performance Measure Basics

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

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

completion of activities and document the fact that individuals received services, products 

were created, or programs were developed. Outcomes reflect the changes or benefits that 

occur. Outcomes can reflect changes in individuals, organizations, communities, or the 

environment. This may include changes in attitudes, knowledge, behavior, or condition.

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

a set of national performance measures. These measures allow all programs to use 

common terms, definitions, and approaches to measurement and make it possible to tell the 

story of national service with confidence.
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AmeriCorps’s national performance measures reflect seven programming priorities or focus 

areas:

• Disaster Services; 

• Economic Opportunity; 

• Education; 

• Environmental Stewardship; 

• Healthy Futures; 

• Veterans and Military Families; and

• Capacity Building.

The complete list of national performance measures across the focus areas that applicants 

and grantees can select from can be found in the VGF Application Instructions, Attachment 

A: Performance Measures Instructions. Applicants and grantees may create their own 

performance measures, provided that they do not duplicate existing national performance 

measures.

It is recommended that grantees complete the six-module National Performance 

Measurement Core Curriculum series to gain a full understanding of AmeriCorps 

performance measures and ensure high-quality data and data collection procedures. 

4.6.2 Purpose of Performance Measurement

Performance measurement is a valuable program tool that benefits the grantee, funder, and 

community being served. A commitment to measuring performance provides accountability 

and satisfies the need of funders and stakeholders — including AmeriCorps staff, board 

members, community members, taxpayers, and Congress — to see that the program or 

project is getting results. Performance measurement helps you communicate achievements 

in a way that funders and stakeholders will find meaningful and compelling.

Measuring performance is also a way to determine if the change you expected to see with 

your program’s intervention(s) is occurring. Performance measurement is a systematic way to 

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

outcomes. You can also use performance measure data to identify and correct problems in 

your intervention(s). Are you reaching the population you intended? Do some circumstances 

require more or less intensive service to show a positive outcome? Even when an intervention 

is implemented exactly as planned, performance measurement can help you find ways to 

strengthen the intervention and make it more effective.

4.6.3 VGF Performance Measures 

All VGF grantees are required to include and report on the following performance measures 

in the Capacity Building focus area:
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• Output G3-3.4: Number of organizations that received capacity-building services; 

and

• Outcome G3-3.10A: Number of organizations that increased their effectiveness, 

efficiency, and/or program scale/reach. 

While not a requirement, it is recommended that VGF grantees select additional 

performance measures to reflect the work that their program is doing across any of the other 

six national performance measure focus areas (Disaster Services, Economic Opportunity, 

Education, Environmental Stewardship, Healthy Futures, and Veterans and Military Families). 

For example, a grantee using VGF funding to recruit and manage volunteer tutors for an 

educational initiative might include one or more performance measures in the Education 

focus area in addition to the required Capacity Building measures. Using performance 

measures that accurately reflect your project’s goals and intended impact will allow you to 

better measure your progress towards those goals and communicate the full impact of your 

VGF program to stakeholders. 

5. Grants Management

5.1 Introduction to Grants Management

5.1.1 Basic Requirements

Grantees must manage grants awarded to them in accordance with all applicable statutes

and regulations, the Notice of Grant Award (NGA), and the Terms and Conditions for 

AmeriCorps grants. As a condition of your award, you are required to complete the Key 

Concepts of Financial Management eCourse on Litmos, which provides a basic introduction 

to grants management considerations applicable to all AmeriCorps grantees. Contact your 

Portfolio Manager for additional technical assistance on fiscal management of your 

AmeriCorps VGF grant. 

Grantees must familiarize themselves with the following regulations governing all federal 

grants: 

Topic Purpose Citations

Uniform Administrative 

Requirements

Standards of consistency and 

uniformity of grants to various 

institutions

2 CFR 200.300-345

Cost Principles Principles for determining the costs of 

grants and other agreements with 

non-federal entities

2 CFR 200.400-475

Audits Standards for obtaining consistency 

and uniformity among federal 

2 CFR 200.500-520
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agencies for the audits of non-federal 

entities expending federal awards

In accordance with 2 CFR 200.302, non-federal entities that receive AmeriCorps grant funds 

are required to have financial management systems that provide for the following:

• Identification, in its accounts, of all federal awards received and expended and the 

federal programs under which they were received; 

• Accurate, current, and complete disclosure of the financial results of each federal 

award or program in accordance with the reporting requirements set forth in 2 CFR 

200.327 (Financial reporting) and 2 CFR 200.328 (Monitoring and reporting program 

performance); 

• Records that identify adequately the source and application of funds for federally 

funded activities; 

• Effective control over, and accountability for, all funds, property, and other assets; 

• Comparison of expenditures with budget amounts for each federal award; 

• Written procedures to implement the requirements of 2 CFR 200.305 (Payment); and

• Written procedures for determining the allowability of costs in accordance with 2 CFR 

Part 200 Subpart E (Cost Principles). 

5.1.2 Budgeting Costs

Project costs for which grant funds are budgeted must be reasonable and justified as being 

essential to project operation. “Grant funds” refers to both the AmeriCorps share and the 

required non-federal share of the grant, also referred to as match. 

Specific costs are either allowable or unallowable. Only allowable costs may be included in 

the AmeriCorps share or grantee share of the budget. Only amounts approved by 

AmeriCorps may be expended.

Notices of Grant Award incorporate the OMB Guidance for Grants and Agreements found at 

2 CFR Chapter I, and OMB Cost Principles found at 2 CFR Part 200, Subpart E. The Cost 

Principles distinguish between costs that are allowable and costs that are not allowable for all 

federal grants. Grantees should review 2 CFR Chapters I and II and refer to specific 

regulations within them as needed. The Cost Principles apply to both funds included in the 

grant as part of the AmeriCorps share and the required non-federal share (match). 

5.1.3 Match Requirements

Grantees are required to supplement their AmeriCorps VGF grant with other budget support

in the form of matching resources, also referred to as the grantee or non-federal share. The 
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match requirement for VGF is set in the authorizing statute (Section 198P, Paragraph (f) of the 

NCSA as amended) and increases with each year the grantee receives a VGF grant for a 

similar project.

The grantee must meet a match requirement of:

• 20 percent of the total program budget in its first year of VGF; 

• 30 percent of the total program budget in its second year of VGF; 

• 40 percent of the total program budget in its third year of VGF; and

• 50 percent of the total program budget in its fourth year of VGF and any later year in 

which a recipient receives a VGF grant. 

Entities may be awarded for simultaneous VGF grants, provided that the projects supported 

by the grants are markedly different. In such cases, the match requirement would reset to the 

year one requirement of 20 percent.

The match requirement can be fulfilled with cash resources, in-kind resources, or a 

combination of the two. Non-AmeriCorps federal funds are allowed as match for VGF; 

however, it is the responsibility of the grantee to determine whether the issuing agency 

allows its funds to be used as match. There is no match waiver option for VGF.

5.1.4 Direct and Indirect Costs

Definitions

Direct costs are costs that are readily associated with a particular budget line item. Indirect 

costs are costs incurred by an organization that are not readily identifiable with a specific 

award, project, or program but are necessary to operate the organization and its programs. 

Indirect costs may also be referred to as facilities and administrative (F&A) costs. Typical 

examples of indirect costs for VGF include general administration and expenses, such as the 

salaries and expenses of executive officers, administrative personnel, and accounting.

A cognizant federal agency is an agency appointed by OMB that is responsible for 

negotiating and approving the indirect cost rates of a grantee on behalf of all federal 

agencies. Typically, the cognizant agency is the federal agency from which a grantee receives 

the majority of its federal support in the form of direct grants. When an organization that has 

no cognizant federal agency proposes indirect costs in a grant application, AmeriCorps may 

assume the role of providing oversight.

Establishing an Indirect Cost Rate

When a grantee does not already have a federally negotiated indirect cost rate (sometimes 

called a negotiated indirect cost rate agreement, or NICRA), they may request one. The 

grantee may contact IndirectCostRate@americorps.gov to initiate this process. The Indirect 

Cost Rate team will confirm AmeriCorps’ status as the cognizant agency for indirect costs and 

initiate the rate negotiation process. See Section 5.6.5. Indirect Cost Rate Negotiation for 
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more information on indirect cost rates and the role of the AmeriCorps Office of Audit and 

Debt Resolution. Once an indirect cost rate (IDCR) has been established, follow the eGrants 

Indirect Cost Rate Instructions to enter the rate in eGrants.

De Minimis Rate of Modified Total Direct Costs

Any non-federal entity that doesn’t have a current negotiated indirect cost rate, except for 

those non-federal entities described in 2 CFR Appendix VII to Part 200 (States and Local 

Government and Indian Tribe Indirect Cost Proposals, paragraph D.1.b), may elect to charge 

a de minimis rate of 10% of modified total direct costs (MTDC), which may be used 

indefinitely.

5.2 Role of the AmeriCorps Portfolio Manager

Accepting an award from AmeriCorps creates a legal duty on the part of the grantee to use 

the available funds or resources in accordance with the Terms and Conditions of the award

agreement. An obligation exists on behalf of AmeriCorps to fund the grantee in accordance 

with the award.

The Portfolio Manager for each VGF grant will work in tandem with Grant Specialists from the 

AmeriCorps Office of Grants Administration (OGA) to ensure compliance with award 

conditions and program regulations. The Portfolio Manager has overall responsibility for the 

receipt, approval and monitoring of all required financial documents for VGF awards. The 

Portfolio Manager, acting as the agent of the federal government, has the authority to: 

• Modify the terms of a grant; 

• Issue written instructions to the grantee to start or stop work; 

• Execute any action which will result in increasing or decreasing the cost to the 

government; 

• Extend or curtail the budget or project period cited in the applicable Notice of Grant 

Award (NGA); 

• In conjunction with OGA, the Office of Monitoring, and the Office of General Counsel,

propose Management Decisions upon completion of an audit; and

• Close out a grant.

The Portfolio Manager is ultimately responsible for determining the allowability and 

reasonableness of grant costs proposed or incurred, except in certain circumstances related 

to the resolution of audit findings. The Portfolio Manager named in the NGA is the 

representative of the grant official for the purpose of monitoring the programmatic 

performance of the grant and advises OGA on all activities that may adversely affect 

performance. OGA staff may accompany and work with the Portfolio Manager to conduct 

financial monitoring of the grant. However, grantees should first consult with the Portfolio 

Manager prior to seeking approvals where OGA has the ultimate approval authority.
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5.3 Accessing Grant Funds and Managing Advances

All AmeriCorps grantees access grant funds through the Department of Health and Human 

Services’ Payment Management System (PMS). AmeriCorps does not oversee the PMS 

system. It is established and maintained by the Department of Health and Human Services. 

Grantees must establish an account with PMS that allows them to draw down funds. When a 

grant is awarded in eGrants, the grant is recorded in AmeriCorps’ accounting system and 

transmitted to PMS, which maintains an account for each grant. Grantees draw funds from 

that account and must ensure that a codified drawdown policy is in effect for their 

organization prior to drawing funds.

5.3.1 Setting up a PMS Account 

Grantees who are new to direct AmeriCorps funding will receive a letter entitled “Establishing 

a New Grant with AmeriCorps” from the AmeriCorps Office of Grant Administration, which 

will including information about how to set up a PMS account. Please contact your Portfolio 

Manager if you are a new grantee and you have not received this letter within 30 days of your 

Notification of Grant Award. All actions within the letter must be completed before a grantee 

may gain access to grant funds. 

5.3.2 PMS SMARTLINK

Grantees use SMARTLINK to access funds. SMARTLINK is an automated next-day direct 

deposit system for the federal government. Recipients assigned to SMARTLINK will access 

the PMS SMARTLNK Request For Funds application, enter their account and drawdown 

information (account number and amount requested), and receive a status message detailing 

their transaction. The transaction is completed online, and funds are direct deposited into the 

recipient’s account on the next business day.

Funds should only be drawn down for immediate cash needs or on a reimbursement basis. 

Grantees should develop written policies and procedures for drawdowns in line with 2 CFR 

200.305 so that they are done on a consistent basis and with a clear audit trail.

Grantees may:

• Draw down funds on a reimbursement basis; 

• Draw down funds that they will be using in the immediate future, usually considered 

to be within three days of receipt;

Or:

• Maintain advance payment of federal funds in interest bearing accounts unless the 

following apply: 

o The grantee receives less than $250,000 in Federal awards annually; 

o The account would not earn interest in excess of $500 per year; 
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o The depository would require an average or minimum balance so high that it 

would not be feasible within the expected federal and non-federal cash 

resources; or

o A banking system prohibits or precludes interest bearing accounts. 

• Interest earned amounts up to $500 per year may be retained by the non-federal 

entity for administrative expense. Any additional interest earned on federal advance 

payments deposited in interest-bearing accounts must be remitted annually to PMS 

through an electronic medium using either the Automated Clearing House (ACH) 

network or a Fedwire Funds Service payment.

To learn more about using PMS, access the PMS User Guide and the PMS Grant Recipient 

Training schedule. For help with PMS, please contact the PMS Help Desk at 

PMSSupport@psc.hhs.gov or 877-614-5533. To contact the PMS Liaison Accountant for 

AmeriCorps grants, visit the Find Your PMS Liaison Accountant webpage. Scroll down to 

“Grants Awarded by Non U.S. Department of Health and Human Services (Non-HHS) Federal 

Agencies” and select “Corporation for National and Community Service (CNCS)” from the 

dropdown menu.

5.4 Audit Requirements

Recipients of federal grant awards are required to have audits performed in accordance with 

the Single Audit Act Amendments of 1996. The OMB Audit Requirements provide guidance 

on audit requirements pursuant to the Single Audit Act. The requirements establish that grant 

recipients that expend $750,000 or more of federal funds in a year must have an 

independent auditor perform a single audit, or program-specific audit. These audit 

requirements do not apply to organizations expending less than $750,000 in total federal 

funds in a given year.

When applicable, a single audit requires the sponsor to have an audit of its entire 

organization conducted by an independent auditor that determines:

• If the organization’s financial statements present its financial position fairly;

• If the institution has the internal control structure to ensure that the program is 

managing the award in accordance with the applicable federal laws and regulations; 

and

• That the program has complied with the applicable laws and regulations that may 

have a direct and material effect on the program’s financial statement.

Audits performed under the Single Audit Act are to be sent electronically to the Federal 

Audit Clearinghouse (FAC). The Internet Data Entry System (IDES) is the place to submit the 

single audit reporting package, including form SF-SAC, to the FAC.

In the case of grantees whose total federal funding falls below the $750,000 threshold, the 

grantee’s policies apply. Grantees are expected to follow generally accepted accounting 

practices and must provide copies of any audit report partially or wholly charged to the grant 
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to the AmeriCorps Portfolio Manager. Grantees must follow applicable federal, state, and 

local requirements for financial reporting and audits for their type of organization.

5.5 Avoiding Common Audit Findings

Audit findings frequently result from missing, incomplete, or insufficient documentation that 

grant requirements have been following. The following noncomprehensive list offers steps to 

help avoid common audit findings, either by independent auditors or the AmeriCorps Office 

of Monitoring: 

1. Ensure all grant-funded staff have complete National Service Criminal History Check 

(NSCHC) documentation. 

2. Ensure appropriate time tracking documentation is on file for grant-funded staff. Time 

tracking documents should clearly show that any time spent on non-grant or 

unallowable activities has been appropriately allocated to other grantee accounts. 

3. Document receipt and valuation of all in-kind contributions counted toward the 

requirement grantee share of the award.

4. Submit all required Federal Financial Reports (FFRs) and Project Progress Reports 

(PPRs) on time.

5. Document your organization’s policies and procedures, including internal financial 

controls, in a manual or handbook.

Familiarize all staff with 2 CFR 200, specifically the Cost Principles and Guidance for Grants 

and Agreements, to ensure compliance. Maintain good documentation that demonstrates 

that program costs are reasonable, necessary, allocable, allowable, and in adherence with 

grant guidelines. Ensure there is a clear audit trail for all financial reports, from accounting 

system to data submitted. If you have any questions about these requirements, contact your 

Portfolio Manager.

5.6 Office of Audit and Debt Resolution (OADR)

The AmeriCorps Office of Audit and Debt Resolution (OADR) leads and supports centralized 

compliance activities related to recipients in the following core functional areas: audit 

resolution for both single audits and OIG audits, indirect cost rate negotiation, and debt 

management. This section provides an overview of OADR’s core functions.

Per 2 CFR 200.1, a recipient is defined as an entity, usually but not limited to non-federal 

entities, that receives a federal award directly from a federal awarding agency. The term 

recipient does not include subrecipients or individuals that are beneficiaries of the award.

5.6.1 Audit Resolution

Audit resolution represents an opportunity to strengthen a recipient’s systems and processes 

while also ensuring accountability over taxpayer funds. OADR’s role is to balance compliance 

with technical assistance to ensure a recipient is better off following conclusion of the audit 
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resolution process. OADR performs audit resolution activities related to both single audits 

and OIG audits.

5.6.2 Single Audits

Under 2 CFR 200 Subpart F, a non-federal entity that expends $750,000 or more in federal 

awards during the non-federal entity’s fiscal year must have a single or program-specific audit 

conducted for that year and submitted to the Federal Audit Clearinghouse. When there are 

findings related to AmeriCorps recipients, OADR ensures a streamlined audit resolution 

process. This includes identifying recipients subject to single audit requirements, reviewing 

audit reports, ensuring recipients have taken corrective actions for identified issues, and 

tracking all audit-related activities.

One of the significant outcomes of OADR’s efforts within the single audit monitoring program 

is the issuance of management decisions to non-federal entities when audit findings are 

identified. In such cases, OADR is responsible for issuing the management decision within six 

months from the date when the single report is accepted by the Federal Audit 

Clearinghouse, in accordance with the guidelines outlined in 2 CFR 200.521. OADR issues 

these management decisions for AmeriCorps recipients in two specific scenarios: 

• When there are direct findings related to the AmeriCorps award.

• When there are cross-cutting findings, and AmeriCorps is designated as the cognizant 

or oversight agency for the audit.

OADR concludes its audit resolution efforts by issuing a Notice of Final Action. This step takes 

place when all the corrective actions mentioned in the management decision have been 

successfully implemented and verified by the Audit Resolution Manager. The issuance of the 

Notice of Final Action occurs no later than 12 months, at which point the recipient must have 

addressed all corrective actions.

5.6.3 OIG Audits

Like the audit resolution process for single audits, OADR oversees the entire audit resolution 

process for OIG audits, starting from the initiation phase and extending to the issuance of the 

Notice of Final Action. This comprehensive approach involves tracking and providing support

to recipients as they address any actions or recommendations arising from these audits. 

These compliance activities are carried out in accordance with the guidelines set forth in the 

Uniform Guidance and OMB Circular A-50 Audit Follow-up. OADR’s key activities and 

objectives encompass:

• Developing and issuing a management decision to the Office of Inspector General 

(OIG) within six months after the issuance of the audit report; 

• Developing and issuing the Notice of Final Action within one year after the audit 

report is issued; and

• Coordinating with OIG in addressing matters related to recipient audits, including 

participating in entrance and exit conferences with OIG and the recipient.
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For questions related to audit resolution activities, contact auditresolution@americorps.gov. 

5.6.4 Debt Management

OADR serves as the final validation point for establishing all debts related to recipients. 

OADR ensures fair and robust debt management activities, in accordance with the Federal 

Claims Collection Standards, with the primary objective of recovering debts owed to 

AmeriCorps. Furthermore, OADR conducts an examination of all debt appeals, ensuring 

objective assessments and determinations. OADR does so by: 

• Reviewing disallowance actions to verify that proposed debts are accurate and 

supported by AmeriCorps’ relevant grant or agreement terms and conditions, 

Uniform Guidance, and all applicable laws;

• Making evidence-based decisions on behalf of the agency as to whether a debt must 

be established and confirming the debt amount;

• Reviewing all debt appeals and preparing a response to the debtor; and

• Notifying debtors of the existence of debt using debt collection notices.

For questions related to grantee debt matters, contact debtresolution@americorps.gov. 

5.6.5 Indirect Cost Rate Negotiation

OADR leads the agency’s efforts related to recipient indirect cost rate negotiation. When 

AmeriCorps is the cognizant agency for indirect costs, any recipient choosing to negotiate 

their rate can submit their proposal or any related questions to OADR at 

indirectcostrate@americorps.gov. OADR works with its federal partnering agency, the 

Department of Veterans Affairs, to validate the proposed rate. OADR:

• Reviews indirect cost rate proposal submissions for completeness and accuracy for 

organizations for which AmeriCorps is the cognizant agency for indirect cost rate 

negotiation;

• Reviews and approves recipient requests for an extension of an indirect cost rate;

• Responds to questions relating to the application and utilization of indirect cost rates; 

and

• Issues the formalized negotiated rate through the Negotiated Indirect Cost Rate 

Agreement (NICRA).

6. Reports and Recordkeeping

Reporting and recordkeeping are essential functions of grants management to ensure proper 

stewardship of public funds and provide information needed to report to Congress and the 

Executive Branch of the federal government on expenditures, project progress, and 

accomplishments. General reporting and recordkeeping requirements are discussed in this 
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chapter, but grantees should always consult the Terms and Conditions of their Notice of 

Grant Award and any special conditions, as applicable, for the specific requirements of their 

grant. VGF Terms and Conditions are also available on the Grantee Resources page of the 

AmeriCorps website.

6.1 Federal Financial Report (FFR)

The Federal Financial Report (FFR), or Standard Form 425, is due on a semiannual basis as 

specified in the VGF Terms and Conditions. FFRs are submitted in eGrants and are used to 

report the following transactions:

• Federal Cash; 

• Federal Expenditures and Unobligated Balance; 

• Recipient Share; and

• Program Income. 

Delays in submitting FFRs may cause advance or reimbursement requests to be delayed until 

the overdue FFR is received.

Projects completing the final year of their grant must submit, in lieu of the last semiannual 

FFR, a final FFR that is cumulative over the entire grant period. This final FFR is due 120 days 

after the close of the grant.

Grantees should complete the FFR Training for Grantees eCourse for guidance on 

completing and submitting FFRs.

6.2 Project Progress Report (PPR)

6.2.1 Purpose and Timing

Grantees use the Project Progress Report (PPR) to document project accomplishments during 

the reporting period, as well as challenges and technical assistance needs. AmeriCorps staff 

use the PPR to assess progress and to determine what feedback, technical assistance, or 

other interventions may be needed. AmeriCorps also uses data reported in the PPR to 

respond to requests from Congress and other stakeholders or to share program successes 

and promote service. 

VGF grantees are required to submit annual PPRs after each grant year and a final PPR at the 

end of the project period in lieu of a last annual PPR. Reports are submitted and reviewed in 

eGrants, and the reporting periods and due dates for each report are viewable there.

Annual PPR due dates and reporting periods are published in the VGF Terms and Conditions, 

accessible on the Grantee Resources page of the AmeriCorps website. Annual PPRs are 

generally due 90 days after the end of the reporting period. Final PPRs are due 120 days after 

the end of the project period and are cumulative, meaning they cover a reporting period of 

the full, typically three-year grant length. The reporting period listed in eGrants for your final 
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PPR may be incorrect; if so, please ignore it and follow the requirements in the Terms and 

Conditions. 

6.2.2 Data Collection

To support the submission of quality data, all grantees should create data collection 

processes that will start on the first day of the grant and that satisfy the data collection 

protocols for any performance measures that were selected. Key definitions and data 

collection protocols for all national performance measures available to VGF grantees can be 

found in Attachment A of the VGF Application Instructions. 

Grantees must also have data collection processes in place for the following Performance 

Data Elements, which will be reported in the annual PPR: 

1. Number of volunteers recruited or managed by the grantee’s program; and

2. Number of hours served by recruited or managed volunteers. 

Throughout project implementation, grantees use their own processes to collect data that 

will be reported in the PPRs. This includes quantitative data for Performance Data Elements 

and specific performance measures as well as qualitative information, such as stories, 

anecdotes, explanations on performance measure progress, and other descriptions of 

program activities.

Grantees with subrecipients should ensure that their data collection procedures leave 

sufficient time to gather data and other reporting information from subgrantees in advance of 

PPR submission deadlines. Collecting and aggregating data on an ongoing basis from 

subgrantees is highly recommended to help set your project up for success.

6.2.3 Instructions and Review

Instructions for completing the annual or final PPR will be posted to the Grantee Resources

page of the AmeriCorps website three to four months before the due date for submission.

Read and follow the provided instructions carefully when submitting a PPR; reports that are 

incomplete, contain errors, or otherwise do not follow the instructions will be returned to you 

for rework by your Portfolio Manager.

Once you have submitted your PPR, your Portfolio Manager will review the report and 

provide feedback via eGrants. Your PPR may be returned to you for rework if it is incomplete, 

has errors, or contains data that may require further explanation. Your Portfolio Manager will 

share with you what corrections need to be made and a timeframe for completing them.

6.3 Informal Communication

In addition to formal progress reporting, Volunteer Initiatives is interested in hearing more 

regularly about your program’s accomplishments and the impact of your program in the 

community. Grantees are encouraged to submit stories, accomplishments, photographs, 

news articles, information about major events, and anything else you would like to share 

about your VGF program by emailing Volunteer Initiatives at 
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VolunteerGeneration@americorps.gov. AmeriCorps may use information you share for 

congressional office updates, social media content, and press releases to national media 

outlets.

6.4 Recordkeeping

As required by 2 CFR 200.334, grantees must retain all records pertaining to their 

AmeriCorps VGF award for a minimum of three years after submitting the final FFR. Records 

the grantee must retain include:

1. All financial records related to the grant. 

2. Records for data reported in PPRs and documentation of how the data were collected. 

All data reported to AmeriCorps must be verifiable. 

3. Documentation verifying that all required NSCHC checks were made, results were 

evaluated, and the grantee’s NSCHC policy is on file and available for AmeriCorps 

compliance monitoring and other audit purposes. 

4. Documentation of staff salary and wages in accordance with 2 CFR 200.430. Complete 

the Ensuring Correct and Supported Salary Allocations eCourse for guidance on 

developing a compliant system for staff timekeeping. The documentation of grant

staff time and attendance must: 

a. Be supported by a system of internal controls and incorporated into the official 

records of the organization;

b. Reflect an after-the-fact distribution of the employee’s actual work activity for 

each pay period;

c. Reflect the total activity of each employee paid from the grant;

d. Comply with the established accounting policies and practices of the 

organization; and

e. Be signed by the employee or supervisor having firsthand knowledge and 

certified by an authorized grantee official.

5. Records for all in-kind contributions that include documentation of the donation and 

valuation of each item. 

a. To be acceptable as grantee share (match), all cash and in-kind donations must 

be allowable, reasonable, necessary, and allocable for the performance of the 

grant award, as required by the Cost Principles. 

b. An in-kind voucher completed at the time of donation justifies the valuation of 

services, material equipment, building, and other non-cash donations. The 

voucher should include: the name and signature of the donor, the date and 

location of the donation, a description of the item or service donated, and the 
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estimated value of the donation. The grantee should acknowledge the 

contribution with a receipt that includes the name of the donor, the date and 

location of the donation, a description of the item or service, and the estimated 

value. The grantee should keep a copy of the receipt in their files.

c. To value an in-kind contribution, fair market value (FMV) — the price that 

property would sell for on the open market — is the standard. FMV is the price 

that would be agreed on between a willing buyer and a willing seller, with 

neither being required to act and both having reasonable knowledge of the 

relevant facts. If a donor puts a restriction on the use of donated property, the 

recipient of the donation must honor that restriction. The in-kind voucher form 

signed by the donor should be reviewed to ensure the value is reasonable and 

comparable with other estimates or bases for value.

7. Oversight and Monitoring

7.1 AmeriCorps Support and Oversight

The AmeriCorps Region Office helps manage VGF projects through oversight activities that 

include phone calls, emails, review of reports, and site visits.

7.1.1 Training and Technical Assistance

AmeriCorps staff can connect you to resources related to your specific training and technical 

assistance needs. The region office can also provide technical assistance via conference calls, 

webinars, email correspondence, and site visits regarding:

• eGrants; 

• Access to resources and trainings; and

• Reporting. 

7.1.2 Site Visits

Site visits, conducted by AmeriCorps Region Office staff to support the grantee organization, 

are designed to meet specific needs, enhance project effectiveness, deliver technical 

assistance, and support and recognize project successes. Site visits are a method of 

exchanging information, providing technical assistance and guidance as needed, and 

assisting with project promotion.

During the site visit, the AmeriCorps Region Office reviews the grantee and project for 

administrative effectiveness, compliance, and quality. AmeriCorps Headquarters staff may 

also participate in grantee site visits.

7.1.3 Quality Assurance and Compliance Oversight

As a federal agency, AmeriCorps has a responsibility and a requirement to ensure that 

federal assistance is properly managed and expended in accordance with federal statutes, 
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regulations, and guidance. AmeriCorps has an obligation to ensure that taxpayer money is 

used properly and efficiently.

Your AmeriCorps Region Office will follow your project’s quality and compliance from its 

early stages through its conclusion. On an ongoing basis, they will:

• Assess the project’s progress toward meeting the specific goals and objectives stated 

in the project’s application; 

• Assess project compliance with applicable program and fiscal requirements; and

• Identify and address specific technical assistance needs. 

A variety of tools and strategies are used to oversee compliance, including required reports 

and routine communications by phone, over email, and in person at site visits and events.

7.2 Project Compliance Monitoring

In addition to the ongoing oversight from your AmeriCorps Region Office, the AmeriCorps 

Office of Monitoring (OM) conducts on-site and remote compliance visits to monitor 

awardees. Limited resources require OM to direct monitoring resources to areas that pose 

specific risks to the agency. AmeriCorps uses a data-driven, internal risk assessment module 

which categorizes grants by a level of risk and groups these risk and performance indicators 

into the following categories: financial, programmatic, organizational, and compliance. This 

risk model informs OM of the type of issue-specific monitoring activities that should be 

assigned to grants.

AmeriCorps’s monitoring framework consists of issue-based monitoring activities that link 

AmeriCorps objectives with the monitoring process. Monitoring of awardees supports the 

agency’s ability to: 

• Test compliance with AmeriCorps statutory and regulatory requirements; 

• Identify and minimize potential risks to AmeriCorps; 

• Identify specific technical assistance needs; 

• Provide guidance and technical assistance; and

• Analyze recurring problems. 

Monitoring activities: 

• Vary in length, scope, and intensity; 

• Can be conducted via various methods, such as on-site at grant recipient locations or 

remotely from AmeriCorps Headquarters; 
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• Can include a combination of one or more issue-based monitoring activities from the 

OM Uniform Monitoring Package (UMP), or monitoring toolkit; 

• Can be initiated when a level of risk, along with other programmatic and/or fiscal 

indicators, warrant such an intervention; and

• Can be assigned randomly to grants with low or medium levels of risk, as a method of 

validating the grant portfolio risk assessment module and monitoring selection 

methodology.

Monitoring activities and outcomes can help to forge working relationships with recipients 

and partners, and to facilitate conversations about program successes, innovations, and 

challenges. The Monitoring page of the AmeriCorps website provides additional resources 

and information on the monitoring process.

7.2.1 Types of Monitoring Activities

OM uses a Uniform Monitoring Package (UMP), which consists of five issue-based compliance 

assessments. The UMP can be applied wholly to a grant award or separated to apply one or 

more of the issue-based compliance assessments, as determined by a grant’s risk assessment 

results. The issue-based monitoring activity types applicable to VGF are as follows:

1. Financial and Operational Fitness Assessment (FOFA): Document review, including 

grantee application submission of Operational and Financial Management Survey 

(OFMS) and cost-testing to assess compliance with key regulations of the Uniform 

Administrative Guidance, including timekeeping practices. 

2. National Service Criminal History Check (NSCHC): Review of NSCHC records for 

entities required to comply with 45 CFR 2540.200-207. NSCHC grant records are 

sampled in accordance with the NSCHC Manual. 

3. Subrecipient Monitoring Oversight: Document review to assess a prime grantee’s 

compliance with 2 CFR § 200.332 (Requirements for pass-through entities). 

4. Prohibited Activities: Interviews of a sample of grantee staff and volunteers to assess 

compliance with 45 CFR 2540.100 and other regulations addressing AmeriCorps 

prohibited activities for individual grant programs.

5. New to AmeriCorps: This activity is assigned to first-time AmeriCorps grantees. It will 

consist of a review of grantee policies, practices, and systems with the intention of 

confirming that a recipient's foundational practices comply with federal and program 

requirements. This activity will touch on selected items from the FOFA, Prohibited

Activities, NSCHC, Programmatic, and Subrecipient Oversight monitoring activities, as 

applicable.

Prior to conducting monitoring assessments, AmeriCorps monitoring officials will notify 

awardees of their selection for one or more monitoring activities. These notifications consist 

of email communications containing a letter from the Office of Monitoring and will describe 

the type of monitoring activity to be conducted, the timeframe for responding to requests for 
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information, and instructions for providing secure file transfers, if applicable. Notifications are 

addressed to the grantee’s Authorized Representative with a courtesy copy to the Program 

Director and AmeriCorps Portfolio Manager.

Timeframes for each phase of a monitoring activity vary across projects. OM will make 

continued efforts to keep grantees informed of the status of monitoring activities, including 

when to expect monitoring results.

If a grantee is selected for an on-site monitoring visit, AmeriCorps monitoring officials will 

provide at least 30 days’ notice of the planned visit and will provide details about the type of 

documentation to be made available, as well as coordinate interviews with staff. All 

monitoring reports are provided to the Portfolio Manager for awareness.

7.2.2 Monitoring Results and Corrective Action

At the completion of monitoring activities, OM communicates monitoring results to grantees, 

including findings of noncompliance, in order to mitigate financial, programmatic, and 

operational risks and resolve noncompliance. OM consults with the AmeriCorps Portfolio 

Manager to share the monitoring results and review any corrective measures that may be 

required of the grantee.

If during any phase of the monitoring activity a monitoring official discovers potential waste, 

fraud, or abuse, this information will be reported to the AmeriCorps Office of the Inspector 

General (OIG), per AmeriCorps policy.

Monitoring results may include findings, which are a violation of compliance with federal 

statute, regulations, or AmeriCorps policy. If a finding is identified, OM will require the 

awardee to resolve the finding(s) of noncompliance by developing a Corrective Action Plan 

(CAP). OM will provide the grantee with a timeframe in which the CAP must be submitted, as 

well as a CAP template to help determine the root cause of the issue(s), appropriate 

corrective measures, and measurable outcomes that indicate whether the finding(s) was 

resolved. OM will coordinate consultation with the Portfolio Manager during the CAP 

development and implementation process as an added level of technical assistance in 

developing an efficient plan for avoiding future recurrence of noncompliance.

To facilitate this process, OM will receive the CAP submitted by the grantee and either 

approve the plan or decline it and provide suggested modifications to be integrated into the 

CAP and resubmitted to OM for review and approval.

Depending on the nature of noncompliance and AmeriCorps policy, OM may recommend 

one or more enforcement actions such as disallowing costs, withholding further grant 

payments, or wholly or partially suspending the grant, pending corrective action. OM may 

also recommend the termination of the grant for cause.

7.2.3 Monitoring Resources

Specific resources available on the AmeriCorps Monitoring webpage include:
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• Remote Monitoring At a Glance: Provides information on the steps and timeline of 

the remote monitoring process from initial notification to the resolution of the 

Corrective Action Plan.

• On-Site Monitoring At a Glance: Provides information on the steps and timeline of 

the on-site monitoring process from initial notification to the resolution of the 

Corrective Action Plan.

• Overview of Uniform Monitoring Package (UMP): Shows each of the question 

items across all of OM’s tools that monitoring officials use to make compliance 

determinations. Grantees are able to use this in developing their own tools for 

overseeing their VGF programs.

• Guide to Developing Corrective Action Plans: Assists in the development of 

creating corrective action plan responses after monitoring findings are issued to 

grantees, if applicable.

• Monitoring Frequently Asked Questions (FAQs)

8. Advancing National Service and Volunteering

By engaging with the public and the broader national service network, grantees build 

awareness of and support for their projects, the VGF grant program, and AmeriCorps. 

Publicizing your VGF project is a means of building support and increasing the likelihood of 

success. Taking the time to communicate with the public helps attract resources from the 

community — including volunteers, supporters, and funding — and helps educate people 

about the project.

8.1 Branding and Social Media

Marketing and communications resources for grantees, including logos, brand guidelines, 

posters, and fact sheets, can be found on the Communications page of the AmeriCorps 

website.

Grantees are also encouraged to “like” and share national service and volunteering-related 

posts and to follow AmeriCorps on social media platforms. AmeriCorps has a presence on a 

number of social media sites: 

• X (formerly Twitter): @AmeriCorps; 

• Facebook: Facebook.com/AmeriCorps; 

• Instagram: @AmeriCorps; 

• YouTube: youtube.com/nationalservice; and

• Snapchat: nationalservice. 

For questions about AmeriCorps social media, contact socialmedia@americorps.gov. 
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8.2 Partnering with Other National Service and Volunteer Programs

Grantees are encouraged to connect with other national service and volunteer programs in 

their geographic areas. The AmeriCorps Region Office can make introductions between 

grantees that may not otherwise be connected. Reports on AmeriCorps projects by state are 

also available to the public at Service by State. 

8.2.1 Days of Service

Grantees are encouraged to supporting AmeriCorps-led Days of Service by hosting and/or 

amplifying events for Martin Luther King, Jr. Day of Service and September 11th Day of 

Service and Remembrance. More information on hosting a Day of Service event, including 

event registration, toolkits and promotional materials, and other resources, are available on 

the MLK Day and 9/11 Day webpages.

8.3 AmeriCorps Week

AmeriCorps Week takes place every March and is a celebration of all things AmeriCorps, 

from the programs and organizations that make national service possible to the impact that 

AmeriCorps projects, including VGF, have had on their communities. More information and 

resources are available on the AmeriCorps Week webpage.

8.4 External Partners and Resources

8.4.1 National Partnership for Student Success (NPSS)

The National Partnership for Student Success (NPSS) is a public-private partnership led by the 

U.S. Department of Education, AmeriCorps, and the Johns Hopkins Everyone Graduates 

Center that seeks to provide the leadership, organizational structures, and connections to 

bring additional evidence-based, person-powered student supports to schools and school 

districts based on locally determined needs.

Alignment with the goals of NPSS was identified as a funding priority for the Fiscal Year 2023 

VGF competitions, and many grantees’ VGF programs fall within the NPSS focus area by 

leveraging volunteers as academic tutors, student success coaches, post-secondary transition 

coaches, mentors, or other wraparound student support roles.

Grantees with NPSS-aligned projects are encouraged to make use of the NPSS Support Hub 

at the Everyone Graduates Center by requesting technical assistance relevant to their 

projects. Grantees are also encouraged to join the NPSS Coalition by applying to become an 

NPSS Supporting Champion. Other resources are available for grantees and other NPSSaligned projects on the NPSS Support Hub Resources webpage.

8.4.2 America’s Service Commissions (ASC)

America’s Service Commissions (ASC) is a nonprofit organization that convenes and supports 

all governor-appointed state service commissions. State service commissions are 

AmeriCorps’ state partners that administer many AmeriCorps programs and support service 

in their local communities.
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Because VGF was previously open only to state commissions, ASC has extensive experience

with VGF and often facilitates collaboration among VGF grantees, shares project resources, 

and organizes grantee convenings. Membership or participation with ASC is not restricted to 

state commissions, and VGF grantees may choose to make use of ASC resources or 

convenings to help guide project implementation. ASC also hosts an annual National Service 

Training for AmeriCorps grantees and state service commissions that VGF grantees may 

choose to attend.

In addition to ASC, grantees are encouraged to connect with the state service commission 

associated with their state or territory and make use of any resources the commission offers. 

Many state commissions currently hold or have previously held VGF grants and may be a 

helpful resource in implementing your VGF project in your state or territory. Find contact 

information for your local commission at State Service Commissions. 

8.4.3 Other Resources

The following are examples of resources that VGF grantees have used in the past. Their 

inclusion by name in this handbook is for informational purposes only, and no agency 

endorsement, express or implied, is given.

Points of Light is a nonprofit organization that develops resources and builds connections in 

the volunteer sector. Points of Light provides resources, products, and services for volunteer 

organizations to use and convenes and connects organizations in the volunteer space.

AL!VE is a member-based association for volunteer engagement professionals that provides 

networking, professional development, and other resources for those in the volunteer sector.

AL!VE also administers the Service Enterprise Program, a cohort-based program that 

provides training, individualized coaching, and certification to nonprofit organizations to 

build their capacity in leveraging volunteers to address community needs.
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Appendix I: Acronyms

CAP – Corrective Action Plan

CFR – Code of Federal Regulation

eCFR – Electronic Code of Federal Regulation

EIN – Employer Identification Number

FFR – Federal Financial Report

IDCR – federally approved indirect cost rate

MTDC – modified total direct costs

NCSA – National and Community Service Act of 1990

NGA – Notice of Grant Award

NICRA – Negotiated Indirect Cost Rate Agreement

NOFO – Notice of Funding Opportunity

NSCHC – National Service Criminal History Check

OFMS – Operational and Financial Management Survey

OADR – AmeriCorps Office of Audit and Debt Resolution

OGA – AmeriCorps Office of Grant Administration

OIG – Office of the Inspector General

OM – AmeriCorps Office of Monitoring

OMB – Office of Management and Budget

PM – Portfolio Manager

PMS – Payment Management System

PPR – Project Progress Report

SF-424 – Application for Federal Assistance (grant application)

SPM – Senior Portfolio Manager

VGF – Volunteer Generation Fund
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Appendix II: Glossary of Terms

Amendment – The modification of an approved grant application to reflect a significant 

change in program activities, budget, Authorized Representative, or other aspects of the 

project. Amendments vary in type and are initiated in eGrants by the grantee or Portfolio 

Manager.

AmeriCorps – Originally established as the Corporation for National and Community Service 

(CNCS), AmeriCorps is the federal agency that funds AmeriCorps State and National, 

AmeriCorps VISTA, AmeriCorps Seniors, and AmeriCorps Volunteer Initiatives projects. 

AmeriCorps was authorized by the signing of the National and Community Service Trust Act 

of 1993. The agency is still formally recognized as CNCS doing business as (dba) 

AmeriCorps.

AmeriCorps member/volunteer – An individual serving in an AmeriCorps national service 

program (AmeriCorps State and National, AmeriCorps VISTA, AmeriCorps Seniors, or

AmeriCorps NCCC). Individuals who serve with AmeriCorps State and National, VISTA, or 

NCCC are members; individuals who serve with AmeriCorps Seniors are volunteers.

AmeriCorps Seniors volunteers are distinct from volunteers serving with a VGF grantee’s 

volunteer program. VGF grants are not associated with AmeriCorps members or AmeriCorps 

Seniors volunteers.

AmeriCorps NCCC – AmeriCorps National Civilian Community Corps (NCCC, pronounced ‘N 

triple C’) is a full-time, team-based residential service program for 18- to 26-year-olds. 

Members serving in the NCCC program are assigned to one of four regional campuses and 

placed into teams ranging between 8 and 12 members. Teams complete a variety of service 

projects, which are generally 3 to 13 weeks in duration, and respond to local community 

needs throughout the United States and territories.

AmeriCorps Seniors – AmeriCorps Seniors engages volunteers aged 55 and older to serve 

their communities in programs including the Foster Grandparent Program (FGP), the Senior 

Companion Program (SCP), and the Retired and Senior Volunteer Program (RSVP).

AmeriCorps State and National – AmeriCorps State and National members participate in 

direct service programs operated by nonprofit organizations, local and state government 

entities, Native Nations, territories, institutions of higher education, local school and police 

districts, and partnerships among any of the above.

AmeriCorps VISTA – AmeriCorps VISTA (Volunteers in Service to America) members serve 

annual terms to alleviate poverty by helping local organizations expand capacity to make 

change.

AmeriCorps Volunteer Initiatives - AmeriCorps Volunteer Initiatives leads the AmeriCorps 

Volunteer Generation Fund (VGF) and Days of Service grant programs. Volunteer Initiatives 

projects focus on volunteer recruitment and management in their communities and are not 

attached to any AmeriCorps members or AmeriCorps Seniors volunteers. 

Cognizant federal agency – The agency responsible for negotiating and approving the 

indirect cost rates of a grantee on behalf of all federal agencies. It is typically the federal 
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agency from which a grantee receives the majority of its federal support in the form of direct 

grants.

Continuation application – A grant application submitted by a current grantee to receive an 

additional year of funding. Although AmeriCorps grants are typically three years in length, 

funding for years two and three is not guaranteed, and grantees must submit continuation 

applications to receive continuation funding.

Direct costs – Costs that are readily associated with a particular budget line item of a grant. 

eGrants – AmeriCorps’ online grant application and management system.

Federal Financial Report (FFR) – A consolidated federal cash and expenditure report 

submitted in eGrants that details the status of AmeriCorps and grantee funds within a specific 

timeframe.

Indirect costs – Costs associated with the standard business operations of a program.

Indirect costs are those that are not readily identifiable with a specific award, project, or 

program but are necessary to operate the organization and its programs.

Indirect cost rate – The percentage of indirect costs a grantee may charge to a grant. 

Grantees that do not have a federally negotiated indirect cost rate agreement (NICRA) may 

request one or use the de minimis rate of 10% of modified total direct costs (MTDC). 

Match, grantee share, or non-federal share – The percentage of the total grant program 

budget that grantees supply from non-AmeriCorps sources. Match requirements may be 

fulfilled with cash resources, in-kind resources, or a combination of the two. The grantee 

share is considered a part of the program budget and is subject to the same regulations and 

requirements as the AmeriCorps share.

National Criminal History Checks (NSCHC) – Criminal history background checks that 

AmeriCorps grantees are required to conduct on all staff who receive any portion of their 

salary from AmeriCorps grant funding.

Notice of Funding Opportunity (Notice) – A federal publication that informs the public that 

funding is available for a specific purpose and can be requested through an application 

process.

Office of Audit and Debt Resolution (OADR) – AmeriCorps’ office supporting grantee 

single and OIG audit resolution, debt management, and indirect cost rate negotiation.

Office of Grant Administration (OGA) – AmeriCorps’ grantmaking authority that effectively 

and efficiently safeguards federal resources through fair and compliant grantmaking, which 

includes managing grant application review processes, issuing awards, and providing 

guidance and training to staff and external stakeholders.

Office of Management and Budget (OMB) – The federal office that assists the President in 

preparing the annual federal budget and oversees its execution. OMB must approve 

AmeriCorps regulations, applications, forms, and any other documents that affect the public.
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Office of Monitoring (OM) – AmeriCorps’ office responsible for ensuring the compliance of 

AmeriCorps award recipients by conducting regular monitoring activities of grantees.

Office of Regional Operations (ORO) – The primary workforce administering more than 

2,000 projects and grants for AmeriCorps State and National, AmeriCorps Seniors, 

AmeriCorps VISTA, and AmeriCorps Volunteer Initiatives programs. Established in 2019

through AmeriCorps’ Transformation and Sustainability Plan, ORO consists of eight 

AmeriCorps Region Offices.

Office of the Inspector General (OIG) – The federal office for government oversight that is 

dedicated to fighting waste, fraud, and abuse of federal resources. AmeriCorps OIG provides 

independent oversight to identify and mitigate risks and vulnerabilities and promote 

accountability and integrity in AmeriCorps’ management, programs, and operations.

Outcome – A measure that reflects the changes or benefits that occur. These changes may 

be in individuals, organizations, communities, or the environment, and the types of changes

that may occur include attitudes, knowledge, behavior, or condition.

Output – A measure that reflects the amount of service provided. Outputs measure the 

completion of activities and document the fact that individuals or organizations received 

services, products were created, or programs were developed.

Payment Management System (PMS) – The system operated by the U.S. Department of 

Health and Human Services through which AmeriCorps grantees access grant funds.

Performance measurement – The ongoing, systematic process of tracking a project’s 

outputs and outcomes. It can show whether a change occurred but does not indicate 

whether the change occurred as a result of an intervention.

Portfolio Manager (PM) – An AmeriCorps Region Office team member responsible for 

managing relationships with external stakeholders and supporting grants and projects for 

organizations located in the states and territories within their region.

Project Progress Report (PPR) – A report submitted in eGrants that details progress toward 

achievement of performance targets within a specific timeframe. PPRs are collected annually 

and at the end of a grant.

Public Health AmeriCorps (PHA) – An AmeriCorps State and National program established 

by a partnership between AmeriCorps and the Centers for Disease Control and Prevention 

with the goal of supporting recruitment, training, and development of the next generation of 

public health leaders who will be ready to respond to the nation’s public health needs.

Prohibited activities – A specific set of mandated activities that AmeriCorps grantee staff 

and volunteers may not engage in while charging time to the AmeriCorps grant or otherwise 

performing activities supported by the AmeriCorps program.

State service commission – An independent, bipartisan commission appointed by a 

governor to implement service programs in their state or U.S. territory. Each state 

commission receives AmeriCorps formula funding, is eligible for AmeriCorps competitive 
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funding, and is responsible for managing AmeriCorps State and National subgrantees within 

their state or territory.

Subgrantee – An entity that receives AmeriCorps grant funds from a prime grantee of 

AmeriCorps.

Training and technical assistance (TTA) – The support and assistance provided to 

AmeriCorps programs to strengthen program operations.
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Appendix III: Resources

AmeriCorps Resources: 

• AmeriCorps.gov is the AmeriCorps website, where you can find agency information, 

funding opportunities, grant resources, agency news, and more. 

• eGrants is AmeriCorps’ online grants system for submitting grant applications and 

managing awards.

• The AmeriCorps Hotline provides eGrants assistance via live chat, webform, or phone 

(1-800-942-2677).

• The Manage Your Grant page contains extensive resources for all AmeriCorps 

grantees, including Terms and Conditions, pre-award requirements, post-award 

requirements, and training and technical assistance resources.

VGF Resources: 

• The Grantee Resources page of the AmeriCorps website contains resources for VGF 

and Days of Service grantees including general and grant-specific Terms and 

Conditions, instructions for submitting PPRs, and governing authorities for VGF. 

• The Fiscal Year 2023 Volunteer Generation Fund funding opportunity webpage

provides information on the closed 2023 VGF competition, including the Notice of 

Funding Opportunity and Application Instructions. 

• The Fiscal Year 2023 ARP Volunteer Generation Fund funding opportunity webpage 

provides information on the closed 2023 ARP VGF competition, including the Notice 

of Funding Opportunity and Application Instructions. 

• The VGF New Grantee Checklist, available on the Grantee Resources page under 

“Access program tools”, provides suggestions for new grantees to set up their VGF 

award successfully at the beginning of a grant.

• The VGF New Grantee Resource Guide, available on the Grantee Resources page 

under “Access program tools”, provides guidance for grantees who are new to VGF or 

AmeriCorps grants. 

• Amending a Volunteer Generation Fund or Days of Service Award, available on the 

Grantee Resources page under “Access program tools”, provides guidance for 

grantees on initiating and submitting award amendments.

Statute and Regulations: 

• The Uniform Administrative Requirements, Cost Principles, and Audit Requirements 

for Federal Awards (2 CFR 200) are legal guidelines that all recipients of federal 

resources are required to follow.
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• Title 45 Chapter XXV of the CFR outlines regulations specific to AmeriCorps, with 

which all AmeriCorps grantees must comply.

• The National and Community Service Act of 1990 (NCSA), as amended by the Serve 

America Act of 2009, is the legislation that authorizes and governs the VGF grant 

program. The statute relevant to VGF can be found in Section 198P, 42 U.S. Code § 

12653p, of the NCSA.

Online Courses and Trainings: 

• Litmos is AmeriCorps’ online learning platform. Access the Litmos Getting Started 

Guide to set up an account and access AmeriCorps eCourses.

• Key Concepts in Financial Grants Management is a required eCourse on grants 

management and compliance that all grantees must complete annually. 

• The NSCHC eCourse is a required training on criminal history check requirements and 

procedures that all grantees must complete annually. 

• Ensuring Correct and Supported Salary Allocations is a recommended eCourse on 

compliant timekeeping and salary allocation practices for AmeriCorps grants.

• The FFR Training for Grantees is a recommended eCourse on successful and 

compliant completion of semiannual financial reports.

• The National Performance Measurement Core Curriculum is a six-part modular course

on AmeriCorps’ national performance measures and best practices in data collection

and performance measurement.

NSCHC Resources: 

• The National Service Criminal History Checks webpage contains comprehensive

resources, guidance, and recorded trainings on conducting compliant criminal history 

checks, including the following.

o The Getting Started with NSCHC Resources guide is an introduction to NSCHC 

for new grantees and staff. 

o Common Findings of NSCHC Noncompliance outlines common ways grantees 

fall out of compliance with NSCHC requirements and how to avoid them.

o The NSCHC Manual is a comprehensive guide to NSCHC requirements, 

components, timing, and monitoring and enforcement.

Monitoring Resources: 

• The Monitoring webpage contains resources on monitoring activities, worksheets and 

forms, information on corrective action plans, and training on the Office of 
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Monitoring’s WebGrants site for grantees who have been selected for monitoring 

activities, including the following.

o The Uniform Monitoring Package (UMP) provides an overview of monitoring 

questions that grantees may be asked if selected for monitoring.

o Remote Monitoring At a Glance and On-Site Monitoring At a Glance provide 

information on the steps and timeline of the remote and on-site monitoring 

processes, respectively.

o The Office of Monitoring FAQ provide answers to questions commonly asked 

by grantees during the monitoring process.

PMS Resources: 

• The Payment Management System (PMS), not run by AmeriCorps, is where 

AmeriCorps grantees draw down grant funds. Grantees can receive assistance with 

PMS via the PMS Help Desk. 

• Grantees can access the PMS User Guide and PMS Grant Recipient Training for 

additional support using PMS.