RSVP 

Operations 

Handbook Version: 2020.2 (April 2020)

Title: RSVP Operational Handbook

Date issued: April 2020

Date posted: April 1, 2020

Unique identifier: SC 003

Topic: Effective practices for RSVP grants 

management.

Summary: This document provides ideas and 

suggestions for effective practices in operating 

and managing many aspects of RSVP grants.
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RSVP Program Operations Handbook: Change Log

Version 2020.2 i

CHANGE LOG 

This table lists all changes made in the most recent revision of this document. See Appendix B.9 for a full 

list of changes since January 2017.

Edits made in Version 2020.2 

(April 2020) 

Change 

Number

Chapter and Page 

Number

Change

1 This change is not 

related to a specific 

chapter.

In May 2020, grantees located in states within CNCS’s new Midwest, 

Southeast, and West regions, will have their grants transitioned 

from existing Program and Grants Officers to their newly assigned 

Portfolio Managers. A map of the regions is located here. 

References to CNCS Program and Grants Officers were updated to 

also include these new CNCS Portfolio Managers throughout the 

handbook.

2 This change is not 

related to a specific 

chapter.

Broken hyperlinks were fixed throughout. 
RSVP Program Operations Handbook: Table of Contents

Version 2020.2 ii

TABLE OF CONTENTS 

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

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

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

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

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

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

1.3 CNCS OVERVIEW........................................................................................................................................................ 1

1.4 RESOURCES OF CNCS ................................................................................................................................................. 6

2 PROJECT OPERATIONS ......................................................................................................................................... 14

2.1 ELIGIBILITY, AWARDS, AND SPONSORSHIP..............................................................................................................14

2.2 SPONSOR RESPONSIBILITIES....................................................................................................................................14

2.3 SPECIAL LIMITATIONS INCLUDING PROHIBITED ACTIVITIES ....................................................................................17

2.4 EFFECTIVE PRACTICES IN PROJECT OPERATIONS..................................................................................................................21

3 PERFORMANCE MEASUREMENT AND EVIDENCE-BASED PROGRAMMING........................................................... 22

3.1 CNCS PERFORMANCE MEASUREMENT INITIATIVE..................................................................................................22

3.2 EVIDENCE BASED PROGRAMMING..........................................................................................................................25

4 COMMUNITY PARTICIPATION.............................................................................................................................. 28

4.1 LOCAL OWNERSHIP .................................................................................................................................................28

4.2 RSVP ADVISORY COUNCIL........................................................................................................................................28

4.3 EFFECTIVE PRACTICES FOR SECURING AND MAINTAINING AN ADVISORY COUNCIL ...............................................31

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

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

5.2 STRUCTURE .............................................................................................................................................................32

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

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

5.5 EFFECTIVE PRACTICES FOR BUILDING PROJECT STAFF...........................................................................................................37

6 VOLUNTEER STATIONS......................................................................................................................................... 38

6.1 INTRODUCTION.......................................................................................................................................................38

6.2 VOLUNTEER STATION ROLES AND RESPONSIBILITIES..............................................................................................40

6.3 PREPARATION OF THE MEMORANDUM OF UNDERSTANDING ...............................................................................41

6.4 EFFECTIVE PRACTICES FOR MANAGING VOLUNTEER STATIONS..............................................................................................43

7 RSVP VOLUNTEER ASSIGNMENTS ........................................................................................................................ 45

7.1 CRITERIA FOR VOLUNTEER ASSIGNMENTS ..............................................................................................................45

7.2 SELECTION OF ASSIGNMENTS ................................................................................................................................. 46

7.3 ASSIGNMENTS TO PROMOTE VOLUNTEER LEADERSHIP .........................................................................................48

7.4 TERMINATION OF ASSIGNMENTS............................................................................................................................48

7.5 EFFECTIVE PRACTICES IN RSVP VOLUNTEER ASSIGNMENTS ..................................................................................................50

8 RSVP VOLUNTEERS .............................................................................................................................................. 52
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8.1 ELIGIBILITY TO BE ENROLLED...................................................................................................................................52

8.2 RECRUITMENT OF RSVP VOLUNTEERS.....................................................................................................................52

8.3 SELECTION OF RSVP VOLUNTEERS...........................................................................................................................55

8.4 ENROLLMENT OF RSVP VOLUNTEERS......................................................................................................................56

8.5 ORIENTATION AND TRAINING OF RSVP VOLUNTEERS.............................................................................................57

8.6 PLACEMENT OF RSVP VOLUNTEERS ........................................................................................................................59

8.7 VOLUNTEER INACTIVITY AND SEPARATION .............................................................................................................59

8.8 EFFECTIVE PRACTICES IN MANAGING RSVP VOLUNTEERS ....................................................................................................60

9 RSVP VOLUNTEER COST REIMBURSEMENTS ........................................................................................................ 62

9.1 ADMINISTRATION OF COST REIMBURSEMENTS......................................................................................................62

9.2 VOLUNTEER COST REIMBURSEMENTS DETAILED....................................................................................................62

9.3 LEGAL REPRESENTATION.........................................................................................................................................67

10 GRANTS MANAGEMENT ...................................................................................................................................... 68

10.1INTRODUCTION TO GRANTS MANAGEMENT ..........................................................................................................68

10.2ROLE OF THE CNCS GRANT OFFICIAL .......................................................................................................................71

10.3BUDGET MANAGEMENT..........................................................................................................................................72

10.4GRANT AMENDMENTS AND REBUDGETING............................................................................................................75

10.5ACCESSING GRANT FUNDS AND MANAGING ADVANCES ........................................................................................76

10.6SUSPENSION, TERMINATION, AND DENIAL OF REFUNDING....................................................................................78

10.7AUDIT REQUIREMENTS............................................................................................................................................78

10.8CONCLUSION...........................................................................................................................................................78

10.9EFFECTIVE PRACTICES FOR SECURING NON-CNCS FINANCIAL AND IN-KIND SUPPORT ...............................................................79

11 REPORTS AND RECORDKEEPING .......................................................................................................................... 81

11.1REPORTS..................................................................................................................................................................81

11.2RECORDKEEPING.....................................................................................................................................................83

11.3PROJECT COMPLIANCE MONITORING SITE VISIT.....................................................................................................88

11.4EFFECTIVE PRACTICES IN REPORTS AND RECORDKEEPING.....................................................................................................89

12 COMMUNITY PARTNERSHIPS AND COLLABORATION........................................................................................... 90

12.1COORDINATION WITH OTHER CNCS PROGRAMS AND COMMUNITY ORGANIZATIONS..........................................90

12.2PUBLIC AWARENESS ................................................................................................................................................91

12.3EFFECTIVE PRACTICES IN COMMUNITY RELATIONS ..............................................................................................................93

13 RSVP HANDBOOK CROSS REFERENCE INDEX........................................................................................................ 94

14 DESCRIPTION AND LIST OF APPENDICES ............................................................................................................ 100

SECTION A: ALL PROGRAMS ................................................................................................................................................100

SECTION B: RSVP ONLY .....................................................................................................................................................101
RSVP Program Operations Handbook: Preface

Version 2020.2 iv

PREFACE 

The Corporation for National and Community Service (CNCS) is an independent, federal grant-making 

government agency whose mission is to improve lives, strengthen communities, and foster civic 

participation through service and volunteering. For 25 years, CNCS—through its programs: Senior 

Corps, AmeriCorps, and Volunteer Generation Fund (VGF)—has helped to engage millions of citizens 

in meeting community and national challenges through service and volunteer action. CNCS provides 

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

community organizations and other groups committed to strengthening their communities through 

volunteering. 

This RSVP Operations Handbook (Handbook) provides ideas and suggestions for effective practices in 

operating and managing many aspects of local RSVP projects. It is a technical assistance document 

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

govern RSVP, but the Handbook does not address all issues covered in the regulations. Sponsors and 

project directors are required to follow the RSVP Federal Regulations, published in Title 45, Chapter 

XXV, Part 2553, of the Code of Federal Regulations (CFR). Sponsors and project directors with concerns 

or questions with respect to compliance should first consult the federal regulations, the terms and 

conditions of the grant award, and, if necessary, contact the appropriate CNCS Program Officer or 

Portfolio Managers. 

Senior Corps

Corporation for National and Community Service

250 E Street, NW 

Washington, D.C. 20525

202-606-5000

TTY: (202) 606-3472

www.nationalservice.gov

Upon request, this material will be made available in alternative formats for 

people with disabilities.

 
RSVP Program Operations Handbook Chapter 1: Introduction and Overview

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1 INTRODUCTION AND OVERVIEW 

1.1 PURPOSE OF HANDBOOK 

This Handbook has been developed for the use of sponsors of RSVP (Retired and Senior Volunteer 

Program) projects, including executive directors or their designees, RSVP project directors and other 

project staff, RSVP advisory council members, and others involved in managing local projects. 

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

project directors should consult the RSVP Program Regulations, the Terms and Conditions of the 

sponsor’s Notice of Grant Award (NGA), or their CNCS program officer or portfolio manager. 

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

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

NGA are the controlling authority.

1.2 HANDBOOK DESIGN 

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

project staff with ideas and suggestions for operating their RSVP projects. At the end of many of the

chapters, a series of Effective Practices is presented that may help a sponsor implement a program 

locally. It is expected that sponsors and project directors will use these ideas to stimulate their own 

creative thinking and adapt the suggestions to meet their own local needs. 

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

the RSVP Program Regulations, but the Handbook in no way replaces these regulations. Sponsors who 

want to clarify official policies should refer to the Terms and Conditions listed in the Notice of Grant 

Award (NGA) and any official policy guidance issued by CNCS. 

This handbook will be updated periodically. Suggestions for revisions should be directed to 

SeniorCorpsHandbooks@cns.gov. 

1.3 CNCS OVERVIEW 

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

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

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

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

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

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

programs

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

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

established under the National and Community Service Act of 1990

• Learn and Serve America, formerly known as Serve America.
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Today CNCS serves more than 5 million individuals of all ages and backgrounds help meet local needs 

through a wide array of service opportunities. These include projects in six priority areas: disaster 

services, economic opportunity, education, environmental stewardship, healthy futures, and veterans 

and military families through CNCS’s core programs: AmeriCorps and Senior Corps. 

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

responsibility. For more information on the history of CNCS see the National Service Timeline. See 

Appendix A.7 for common acronyms.

1.3.1 CNCS STRATEGIC PLAN 

The CNCS 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 national service that has 

developed over the past decades and the vision set forth in the bipartisan Edward M. Kennedy Serve 

America Act of 2009. CNCS’s five-year Strategic Plan leverages the strength of grantees, participants, 

programs, state service commissions and the American public to build a network of programs that 

offer effective solutions in the six priority areas: Disaster Services, Economic Opportunity, Education, 

Environmental Stewardship, Healthy Futures, and Veterans and Military Families. Detailed 

information on the current Strategic Plan can be found on the CNCS website. 

1.3.2 SENIOR CORPS 

Each year Senior Corps taps the skills, talents, and experience of persons age 55 and older to meet a 

wide range of community challenges through three programs: RSVP, the Foster Grandparent Program, 

and the Senior Companion Program. RSVP volunteers recruit and manage other volunteers, 

participate in environmental projects, mentor and tutor children, deliver meals to the homebound 

and respond to natural disasters, among many other activities. Foster Grandparents serve one-onone as tutors and mentors to young people with special or exceptional needs. Senior Companions 

help adults maintain independence in their homes. 

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

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

 RSVP 

Since 1971, RSVP, one of the largest volunteer efforts in the nation for people 55 and over, has 

matched older adults who are willing to help with local organizations on the front lines of meeting

community needs. RSVP projects link the skills of the volunteers with the identified needs of the 

community. RSVP volunteers do not receive any monetary incentive or stipend, but the RSVP

project may reimburse volunteers for certain out-of-pocket costs associated with their service 

activities. In addition, RSVP volunteers receive accident, personal liability, and excess automobile 

liability insurance as well as community recognition. 

 Foster Grandparent Program 

Since 1965, the Foster Grandparent Program has provided one-on-one mentoring, nurturing, and 

support to children with special or exceptional needs, or who are in circumstances that limit their 

academic, social, or emotional development. Foster Grandparents serve from 5 to 40 hours a 

week and receive hourly stipends. Foster Grandparents must be age 55 or older and meet 

established income eligibility guidelines. In addition to the stipend, they receive accident, 
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personal liability, and excess automobile liability insurance; assistance with the cost of 

transportation; recognition; and, as feasible, meals during their assignments. 

 Senior Companion Program

Since 1974, Senior Companions have made a difference by providing assistance and friendship to 

adults who have difficulty with daily living tasks, such as shopping or paying bills. Their assistance 

helps these adults retain their dignity and remain independent in their homes rather than having 

to move to more costly institutional care. Senior Companions serve from 5 to 40 hours a week 

and receive hourly stipends. They must be age 55 or older and meet established income eligibility 

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

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

feasible, meals during their assignments.

1.3.3 RSVP: Purpose and Goals 

 Purpose

Under the authority of the Domestic Volunteer Service Act, CNCS provides grants to qualified 

agencies and organizations for the dual purpose of engaging persons 55 and older in volunteer 

service to meet critical community needs; and to provide a high quality experience that will enrich 

the lives of volunteers. 

 Goals

RSVP promotes the engagement of older persons as community resources in planning for 

community improvement and in delivery of volunteer services. Achievement of RSVP's purpose is 

facilitated by the coordination of the resources of CNCS, the RSVP sponsor, and the community 

to fulfill the following goals of RSVP:

1) Develop a variety of opportunities for community service for older people willing to share 

their experience, abilities, and skills for the betterment of their community and themselves. 

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

volunteers and the needs of the community served.

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

support and supervision, and recognition for their volunteer service.

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

development, operation, and appraisal of the RSVP project. 

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

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

of the project, as required by CNCS's legislation.

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

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

support.
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1.3.4 HISTORY OF RSVP 

RSVP is an outgrowth of efforts by private groups, gerontologists, and government agencies over the 

past decades to address the needs of retired persons in America. In 1961, the White House 

Conference on Aging called attention to the continuing need of older people for useful activity. One 

of the outcomes of the Conference was the passage of the Older Americans Act of 1965. In that same 

year, the Community Service Society of New York launched a pilot project on Staten Island which 

involved a small group of older adults in volunteer service to their communities. This pilot project, 

named SERVE (Serve and Enrich Retirement by Volunteer Experience) was the precursor to the Retired 

Senior Volunteer Program (RSVP). The success of this project, which demonstrated beyond doubt the 

value of the services of older volunteers, led to an amendment to the Older Americans Act, creating 

RSVP in 1969. 

RSVP was launched in the spring of 1971 with an appropriation of $500,000 under the auspices of the 

Administration on Aging (AoA). In July of the same year, RSVP was transferred from AoA to the federal 

agency, ACTION, which had oversight of federal domestic volunteer programs. Eleven projects were 

started in the summer of 1971.

The initial success of RSVP caused Congress to increase the appropriation to $15,000,000 in 1972. To 

expand RSVP nationally, a national conference of State Executives on Aging was sponsored by ACTION 

to solicit their ideas and assistance in developing RSVP projects within their states. Subsequently, the 

State Agencies on Aging received development grants from ACTION for a two-year period to assist 

communities to develop grant proposals for local RSVP projects. Under these grants, the state 

agencies employed RSVP Resource Specialists to provide expertise in community and program 

development. 

In the first half of calendar year 1973, ACTION was gradually decentralized. Program and fiscal 

responsibility for all RSVP projects was given to the ten ACTION regional offices. This process occurred 

concurrently with growth of the program to a total of 590 RSVP projects by June 30. It was 

accomplished with the cooperation and assistance of State Agencies on Aging whose RSVP resource 

specialists had worked closely with ACTION’s national, regional, and State Office staffs.

The period of greatest growth for RSVP occurred in the years 1972 through 1974. By June 30, 1974, 

there were 666 projects nationwide operating on a federal appropriation of $15,000,000. In 1988, 

RSVP had grown to 750 projects supported by federal funding of almost $30,000,000. In addition, 

there were six RSVP projects entirely supported by non-federal funds. Approximately 400,000 senior 

volunteers served in 1988. Non-federal support had grown to $27,100,000 at the end of 1987--

$14,700,000 from state and local governments and $12,400,000 from the private sector.

Initially, RSVP was authorized in 1969 under Title VI, Part A, of the Older Americans Act, as amended. 

Following the transfer of RSVP to ACTION, Public Law 93-113, the Domestic Volunteer Service Act of 

1973, was enacted on October 1, 1973. RSVP operates under Title II, Part A, Section 201, of this Act, 

as amended.

In 1993, the National and Community Service Trust Act of 1993 created the Corporation for National 

and Community Service. This new Act also lowered the age for participation in RSVP from 60 to 55 

and eliminated a requirement that volunteers no longer be in the work force, resulting in the name 
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change from Retired Senior Volunteer Program to Retired “and” Senior Volunteer Program to reflect 

that not all volunteers were retired.

Congress stated its expectations for CNCS through a statement of purpose (42 U.S.C. 12501) that, in 

part, included using national and volunteer service by Americans of all ages to:

1) Meet the unmet human, educational, environmental, and public safety needs of the United 

States without displacing existing vendors;

2) Renew the ethic of civic responsibility and the spirit of community throughout the United 

States;

3) Expand and strengthen existing service programs with demonstrated experience in providing 

structured service opportunities with visible benefits to the participants and the community; 

and

4) Provide tangible benefits to the communities in which national service is performed.

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

reauthorized and expanded national service programs administered by the Corporation for National 

and Community Service. As part of the new legislation, competition was introduced for RSVP grants.

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

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

burdensome within the context of current programming. For RSVP, most notably, the grants 

competition language was removed as competition cycles have been established and the 

performance measurement language was broadened to remove unnecessary and duplicate specific 

performance measurement. 

1.3.5 AMERICORPS 

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

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

and mobilizing millions of volunteers for the organizations they serve through three programs: 

AmeriCorps State and National , AmeriCorps VISTA, and AmeriCorps NCCC (National Civilian 

Community Corps). AmeriCorps members recruit, train, and supervise community volunteers, tutor 

and mentor youth, build affordable housing, teach computer skills, clean parks and streams, run afterschool programs, help communities respond to disasters, and build the capacity of nonprofit groups 

to become self-sustaining, among many other activities. In exchange for a term of service, members 

earn a living allowance and a Segal AmeriCorps Education Award that can be used to pay for college 

or graduate school, or to pay back qualified student loans. 
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1.4 RESOURCES OF CNCS 

1.4.1 Office of the Inspector General (OIG) 

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

operations, including the Senior Corps. It has the responsibility of keeping the Corporation's CEO and 

the Congress informed about any problems 

and deficiencies relating to CNCS programs and 

operations. The OIG carries out this role by 

conducting and supervising audits and 

investigations that promote economy and 

efficiency, as well as prevent and detect fraud, 

waste, and abuse in CNCS's programs. The OIG 

also coordinates CNCS’s relationship on these 

types of matters with other organizations, 

including Federal, state, and local law 

enforcement agencies. 

When to Contact the OIG: The OIG should be 

promptly contacted whenever information is 

discovered that indicates that there has been 

waste, fraud, abuse, or any violation of criminal 

law at a program or at a sub-recipient.

1.4.2 Office of External Affairs 

1.4.2.1 Major Functions 

The Office of External Affairs (OEA) coordinates communications, branding, and outreach and 

engagement efforts for CNCS and its programs. The staff works closely with other offices and 

departments to enhance and support efforts to reach out to external audiences. It serves as a 

resource for CNCS grantees to help them to amplify their own stories.

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

includes:

• A Communications Toolkit, including templates;

• The CNCS Branding Guide

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

• A link to submit photos; 

• Links to current Fact Sheets

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

please contact OEA at pressoffice@cns.gov. 

1.4.2.2 CNCS Websites 

OEA, with support from other departments, maintains the CNCS website. NationalService.gov has 

pages dedicated to each of our programs and initiatives. For ease of discovery, you can reach these 

Contacting the OIG

The OIG will accept confidential referrals of 

fraud, waste, and abuse in Senior Corps or 

other Corporation programs.

Written notifications should be submitted to:

Inspector General

Corporation for National and Community 

Service

250 E Street, SW, Washington, D.C. 20525

By Phone: (202) 606-9390 or the OIG toll-free 

Hotline: (800) 452-8210

Via email: hotline@cncsoig.gov
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pages using the domain names SeniorCorps.gov and AmeriCorps.gov. The pages are designed to help 

customers, including program grantees and other stakeholders, get the information they need as 

easily and quickly as possible so they can focus their energies on serving community needs. 

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

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

• Search function across all sites

• Phone directory of CNCS staff

• Stories of service

• Latest news & blogs from the field

• Photo library

• Best practices 

• Program spotlights

• Interactive guides for finding the “Right Program” (for 

organizations and individuals)

• Service calendar

• Forms library

• FAQs

• Connections to CNCS Social Media sites 

(Facebook/Twitter/YouTube)

Finding what you need on the CNCS websites:

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

work with Senior Corps, with links to their answers:

 Where can I find out about CNCS funding opportunities? 

Funding Opportunities Webpage 

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

The eGrants Helpdesk / National Service Hotline

 Where can I find training and technical assistance information? 

The Knowledge Network 

Online Courses 

 I am a current grantee. Where can I find Senior Corps grant application instructions and 

supporting materials?

Managing Senior Corps Grants Webpage

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

Terms and Conditions Webpage

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

National Service Criminal History Checks 

Ordering Corporation Publications

Senior Corps projects can obtain 

OEA materials and publications 

through online ordering. 

Communication resources and 

media kit materials are available on 

the national service website. 

Program logos can be found on the 

CNCS logo webpage 
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 Where can I find information about days of service? 

Special Initiatives 

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

Uniform Guidance 

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

Faith-Based and Neighborhood Partnerships 

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

brochures or other promotional materials? 

Grantee Resources 

Communication Resources

Senior Corps Branding Guidelines

 How do I find Senior Corps programs in my own community? 

National Service in Your State

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

them?

Grantee Resources 

Communication Resources

Logos

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

Veterans and Military Families 

1.4.2.3 Partnerships and Program Support 

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

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

programs and initiatives. Additionally, OEA takes the lead in producing many events connected to the 

agency’s signature projects such as the Martin Luther King, Jr. Day of Service, Senior Corps Week, the 

September 11th National Day of Service and Remembrance, National Service Recognition Day, and 

AmeriCorps Week. 

In 2015, the Office of External Affairs developed an annual engagement calendar that promotes 

monthly activities, events and media related to our programmatic focus areas and partnerships that 

make service and social innovation possible. 

National and Community Service Initiatives 

CNCS encourages participation in community-wide service activities. OEA works with CNCS programs 

to support both our signature projects such as MLK Day of Service, as well as other national service 

initiatives like the September 11th National Day of Service and Remembrance, National Service 

Recognition Day, Opening Day for National Service, Veterans Corps, and Senior Corps, AmeriCorps,

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

new partnerships.

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

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

charge, the Corporation engages Americans across the country to celebrate the King Holiday in a 

way that reflects his proposition that “everybody can be great because everybody can serve.” 

National service grantees lead communities in making it a day on, not a day off and answering Dr. 

King’s important question, “What are you doing for others?” In keeping with Dr. King’s teachings, 

CNCS promotes service that leads to better economic justice for all. CNCS provides grants to 

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

 Senior Corps Week is an annual recognition week designed to salute volunteers from Foster 

Grandparent, Senior Companion and RSVP programs, recognize community partners, and 

communicate the impact of and on the lives of those who serve and who are served. Senior Corps 

Week is the ideal time to promote the continuing contributions of older adults to communities.

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

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

and leading national service organizations. This effort first established the inspiring tradition of 

engaging in charitable service on 9/11 as an annual and forward-looking tribute to the 9/11 

victims, survivors, and those who rose up in service in response to the attacks.

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

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

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

Counties and Cities of Service.

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

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

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

depth and breadth of the national service family. In 2016, AmeriCorps will enroll its one millionth 

member.

Training and Technical Assistance

The Knowledge Network at is CNCS’s “one-stop shopping” site for tools, training, and information 

about volunteering and national service. The Knowledge Network provides quick and easy access to 

training and technical assistance resources for national service programs.

Following is a summary of available features on the Knowledge Network:

 Senior Corps Resources

This landing page provides access to the most up-to-date training and technical assistance 

materials developed for FGP, SCP and RSVP programs. 

 National Service Criminal History Checks
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Under the National and Community Service Act of 1990, as amended by the Serve America Act 

(SAA), all grantees must conduct National Service Criminal History Checks. Foster Grandparent 

and Senior Companion projects are required to conduct checks on participants and project 

employees. RSVP’s are required to conduct checks on project employees. In addition, grantees 

are required to maintain specific documentation verifying successful completion and adjudication 

of criminal history checks. 

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

all CNCS programs including FGP, SCP and RSVP. 

 Financial Management Resources

Organizations need to handle funds wisely. This may include developing written policies and 

procedures, internal controls, and budget controls. CNCS grantees also need to be familiar with 

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

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

related to this topic can be found on this page.

 Performance Measurement

CNCS' Performance Measurement framework provides a common focal point for CNCS's work 

across all programs and initiatives. CNCS has a focused set of agency-wide measures derived from 

the 2011-2015 Strategic Plan and each Senior Corps program contributes to them. This page 

provides access to common core curricula as well as to each program’s specific measures, 

requirements, and associated resources.

• Litmos

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

courses for Senior Corps grantees. It also contains recordings of all live webinars offered by 

Senior Corps. Course topics include financial management, performance measurement, 

evidence-based programming, approaches to tutoring and mentoring, independent living, 

responding to the opioid epidemic and much more. To sign up for an account: 

1. Visit this page in any web browser: https://cncsonlinecourses.litmos.com/self-signup/. 

2. Enter the required information.

3. In the Code field, enter: SC-FGP if you represent a Foster Grandparent Program, SC-RSVP

if you represent an RSVP Program or SC-SCP if you represent a Senior Companion 

Program

4. Click “Register.”

5. If you are affiliated with two different Senior Corps programs (for example, if your 

sponsor has both an RSVP Program and a Foster Grandparent Program), enter only one 

code at first. After you hit "Register" the first time, visit

https://cncsonlinecourses.litmos.com/self-signup/ again, fill out the form in full, and 

enter the code for the second program only. Use the same email address both times to 

avoid duplicating your account. 
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6. You're in! Consider taking a minute to view the Senior Corps Litmos Orientation before 

moving on. You can come back at any time to explore more and take any courses that 

interest you.

• New Project Curricula

Senior Corps has created two in-depth curricula to aid Foster Grandparent programs that 

are new to Senior Corps, both of which can be found in Litmos. They offer an interactive 

introduction to everything you need to know to begin working with Senior Corps, and 

include activities to help you get to know your grant, CNCS and the resources available to 

you in more depth. They were originally created for organizations that received their first 

Senior Corps grant, but much of the content is relevant to any individual who has joined a 

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

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

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

most of them:

o The RSVP New Project Curriculum introduces you to the basic requirements of 

running a Senior Corps grant, helps you understand how those requirements and 

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

use to make your job easier.

o The RSVP Financial Management Curriculum introduces you to the basic financial 

and accounting requirements and strategies for running a Senior Corps grant, helps 

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

and points you to resources and tools you can use to make financial management 

easier. 

Email serviceresources@cns.gov for Litmos technical support. 

CNCS Research and Evaluation

The Office of Research and Evaluation (R&E) advances the mission of CNCS by building knowledge 

about the effectiveness of national service, social innovation, civic engagement, and volunteering as 

solutions to community needs. R&E also works to improve the decision-making of CNCS, its grantees, 

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

grantees, offices, and programs in the measurement of performance and results, embedding evidence 

throughout the development and implementation of their work, and shaping key policy decisions 

using credible data.

Research efforts supported by R&E include:

 The Volunteering and Civic Life in America report is issued by CNCS and the National Conference 

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

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

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

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

America easy access to this information. Senior Corps specific reports and reports on issues 

relevant to Senior Corps are available.

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

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

improve their work and demonstrate what they are accomplishing in communities. This page 

contains a number of resources to assist your program as it moves through each stage of the 

evaluation process.

The Electronic Grants System

The electronic grants system is an online system designed to automate the entire grants and project 

management process from application to closeout. It serves as the official system of record and 

maintains the Notice of Grant Awards which include the terms and conditions of the grant award.

Sponsors use the electronic grants system to: 

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

continuations and renewals

 Submit Federal Financial Reports, Project Progress Reports and other required reports 

CNCS Program officers and Portfolio managers use the electronic grants system to: 

 Review applications and reports, 

 Award and manage grants efficiently and effectively.

The electronic grants system Help Desk can be reached at: 

Phone: 1-800-942-2677

Online: National Service Hotline. 

1.4.3 The Federal Register 

Senior Corps programs are governed by law and administrative rules or regulations. Making and 

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

Budget. Notices of proposed regulations must be published in the Federal Register for public 

comment. 

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

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

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

publications.

Code of Federal Regulations 

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

in the Federal Register by the executive departments and agencies of the Federal Government. It is 
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divided into 50 titles that represent broad subject areas of federal regulation. Each volume of the CFR 

annual edition is updated once each calendar year. The 50 subject matter titles contain one or more 

individual volumes, which are updated once each calendar year, on a staggered basis. 

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

further subdivided into parts that cover specific regulatory areas. Large parts may be subdivided into 

subparts. All parts are organized in sections, and most citations in the CFR are provided at the section 

level (such as 45 CFR 2553.21). A list of 

agencies and where they appear in the CFR 

may be found in Appendix C of the U.S. 

Government Manual. CNCS is found in Title 

45, Chapters XII and XXV. The regulations

governing RSVP are in Chapter XXV, Part 2553, 

which is typically cited as “45 CFR 2553.”

The online CFR or “eCFR” provides the public 

with enhanced access to Government 

information and is a convenient way to access 

the latest version of the program regulations incorporating all amendments. In the eCFR, amended 

sections are identified with the date of their publication and a reference to the volume of the Federal 

Register where they were published. 

Electronic Code of Federal Regulations – the eCFR

The eCFR is a current, daily updated version of the 

Code of Federal Regulations (CFR).The eCFR is a 

convenient way to access the latest version of the 

regulations incorporating all amendments. 

Regulations cited in this Handbook are linked to the 

eCFR.
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2 PROJECT OPERATIONS 

2.1 ELIGIBILITY, AWARDS, AND SPONSORSHIP 

2.1.1 Sponsor Eligibility 

The CNCS awards federal RSVP grants to public agencies, Indian Tribes, and secular and faith-based 

private non-profit organizations in the United States, that have authority to accept and the capacity 

to administer RSVP projects.

2.1.2 Solicitation of Proposals 

When federal RSVP grants are available CNCS conducts a grant competition. A Notice of Funds 

Availability (NOFA) is issued when funding for a grant competition has been appropriated by Congress 

(or a Notice of Funding Opportunities (NOFO) is issued when funding for a grant competition is 

anticipated but not yet available). The NOFA or NOFO may also be referred to as the “Notice” in 

application related instructions. Any eligible agency or organization may apply for an RSVP grant. 

Notices are posted at Grants.gov and at the Funding Opportunities on CNCS website 

NationalService.gov. Notices will be shared broadly through national and local networks. 

2.1.3 Submission of a Grant Application 

Grant applications are submitted in the CNCS electronic grants system. Applications are submitted 

following the Notice instructions and using the forms included with the Invitation to Apply and Notice

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

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

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

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

(See Grant Terms & Conditions webpage to review the Assurances and Certifications.)

2.1.4 “Self-Sponsored” Projects 

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

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

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

programmatic requirements associated with sponsorship addressed in the program regulations (45 

CFR 2553.22-25). CNCS neither encourages nor discourages self-sponsorship but recommends that 

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

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

officer/portfolio manager for further information.

2.2 SPONSOR RESPONSIBILITIES 

2.2.1 Regulations Requirements 

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

accomplish the purposes of the program and may not delegate or contract these responsibilities to 
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another entity. Sponsor responsibilities are listed in 45 CFR 2553 Subpart B of the RSVP regulations. 

A few key responsibilities are listed here: 

1) Focus RSVP resources on activities that will have a positive impact on critical human and social needs 

within the project service area, and in compliance with CNCS performance measure requirements.

2) Develop and manage one or more volunteer stations to provide a variety of placement opportunities 

that appeal to persons age 55 and over by:

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

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

agency, that has the capacity to serve as a volunteer station (45 CFR 2553.23(1)).

Proprietary health care organizations are for-profit health care organizations that serves 

one or more vulnerable populations (45 CFR 2553.12). CNCS defines vulnerable 

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

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

are defined as having a physical or mental impairment which substantially limits one or 

more major life activities, has a record of such impairment, or is regarded as having such 

impairment. Refer to Chapter 6 for more information about volunteers at health care 

agencies and volunteer stations.

b) Ensuring the placement of RSVP volunteers is governed by a Memorandum of 

Understanding (MOU) between the sponsor and each volunteer station (45 CFR 

2553.23(2). See Preparation of the Memorandum of Understanding in Chapter 6 for more 

information.

c) Comply with and ensure that all volunteer stations comply with all applicable civil rights 

laws and regulations, including providing reasonable accommodation, where 

appropriate, including non-discrimination based on disability (45 CFR 2553.25(h)) (See 

Appendix A.2, Primer on Civil Rights Compliance). 

3) Make special efforts to recruit and place into RSVP volunteer service individuals from diverse races, 

ethnicities, sexual orientations, or degrees of English language proficiency, Veterans and military 

family members, persons with disabilities, and hard-to-reach populations and groups in the 

community which are underrepresented in the project (45 CFR 2553.23(d)). The sponsor should stress 

the recruitment and enrollment of persons not already volunteering.

4) Provide RSVP volunteers with the required cost reimbursements specified in 45 CFR 2553.43 including 

insurance and recognition of their service.

5) Secure community participation in local project operation by establishing an advisory council (45 CFR 

2553.24(a)). Additional information is available on this topic in Chapter 4, Community Participation. 

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

carry out its project management responsibilities (45 CFR 2553.25(b)). 

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

accomplish program objectives and manage the functions and activities delegated to 
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project staff for Senior Corps program(s) within its control (45 CFR 2553.25(c)). Additional 

information is available on this topic in Chapter 5, Project Staff. 

b) Establish recordkeeping and reporting systems in compliance with CNCS requirements 

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

submission of required reports, and cooperate with CNCS evaluation and data collection 

efforts (45 CFR 2553.25(g). 

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

requirements in 45 CFR 2540.200–207. 

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

vehicles used in the project (45 CFR 2553.25(f))

7) Ensure that the official sponsor and project information in CNCS electronic grants system is accurate, 

including the legal names of the sponsor organization and the project; the names of the sponsor’s 

authorized representative and the project director; and their respective post office addresses, e-mail 

addresses, and phone numbers.

2.2.2 Fund Raising Limitations – Uniform Guidance 

The sponsor assumes full responsibility for securing maximum and continuing community financial 

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

to fund raising under RSVP grants. 

Senior Corps sponsors must follow all applicable OMB Cost Principles, as stated in the Terms and 

Conditions of your grant award. 

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

and Audit Requirements for Federal Awards located at 2 CFR Part 200 and CNCS’s implementing 

regulation at 2 CFR Part 2205 (hereinafter, the Uniform Guidance). Award recipients must read, 

understand, and implement these requirements. 

2.2.3 Relinquishment 

If an RSVP sponsor determines they are no longer able to administer the project they should contact 

their program officer/portfolio manager as soon as possible. The program officer/portfolio manager

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

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

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

effective date of the relinquishment. The CNCS program officer/portfolio manager will forward the 

letter to the Director of Senior Corps and the project’s grant officer. The program officer/portfolio 

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

advisory council members. The Portfolio Manager or the Program and Grants Officers will set-up a 

meeting with the sponsor to review the status of the grant funds for close-out. The project will be 

responsible to complete final project and financial reports. 
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2.2.4 Subsequent Requirements 

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

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

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

2.3 SPECIAL LIMITATIONS INCLUDING PROHIBITED ACTIVITIES 

The following are special limitations, including prohibited activities, to which RSVP sponsors and 

projects are subject. Project sponsors must have written policies in place to ensure compliance with 

the list below. In the event of a question as to the application of the following limitations, contact the 

appropriate CNCS program officer/portfolio manager.

2.3.1 Political Activities [45 CFR 2553.91(a) and 45 CFR 1226] 

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

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

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

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

project with:

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

faction or group, in an election; or 

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

similar assistance in connection with any such election; or

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

voter registration information may be made available to the public at the premises of the 

sponsor. But in making registration applications and nonpartisan voter registration 

information available, employees of the sponsor and volunteers may not express preferences 

or seek to influence decisions concerning any candidate, political party, election issue, or 

voting decision. 

3) No RSVP volunteer or employee of a sponsor or volunteer station may take any action, when 

serving in such capacity, with respect to a partisan or nonpartisan political activity that would 

result in the identification or apparent identification of RSVP with such activity. 

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

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

RSVP grant funds for lobbying activities. 

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

Frequently Asked Questions on Lobbying and Partisan Political Activity for more information. 

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

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

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

principally employed in activities associated with the project. The restrictions are not applicable to 

employees of educational or research institutions. Employees subject to these restrictions may not:
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1) Use their official authority or influence for the purpose of interfering with or affecting the result 

of an election or nomination for office; or

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

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

agency, or person for political purposes; or

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

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

political party any of whose candidates for Presidential elector received votes in the last preceding 

election at which Presidential electors were selected.)

2.3.3 Religious Activities [45 CFR 2553.91(g)] 

1) RSVP volunteers and project staff funded by CNCS may not give religious instruction, conduct 

worship services, or engage in any form of proselytization as part of their duties. 

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

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

provided that it does not use CNCS funds to support any inherently religious activities, such as 

worship, religious instruction, or proselytization, as part of the programs or services funded. If an 

organization conducts such activities, the activities must be offered separately, in time or location, 

from the programs or services funded under RSVP.

2.3.3.1 Service assignments in connection with religious activities 

While RSVP may not provide religious instruction, conduct worship, or proselytize as part of service, 

volunteers may drive a client or beneficiary to a religious service, provided this activity is part of the 

volunteer’s service activity description. A volunteer may remain with a client who is attending a religious 

service if the activity is part of the agreed upon volunteer assignment. In other words, if an RSVP volunteer 

and their client want the volunteer to accompany the client to a religious service as part of the volunteer’s 

service activity, and if the RSVP volunteer is not responsible for conducting a religious service, the 

volunteer is not engaged in prohibited activity. The volunteer, though, cannot lead any part of the religious 

service. 

2.3.4 Non-Discrimination [45 CFR 2553.91(f)] 

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

are assigned is deemed to be receiving federal financial assistance. (See Appendix A.2: Primer on Civil 

Rights Compliance, for more information.)

1) A sponsor or sponsor employee may not discriminate against an RSVP volunteer, or with respect 

to any activity or program, on the basis on the basis of race, color, national origin, gender, age, 

religion, sexual orientation, disability, gender identity or expression, political affiliation, marital or 

parental status, or military service.

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

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

to overcome conditions which resulted in limited participation.
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2.3.5 Labor and Anti-Labor Activity [45 CFR 2553.91(d)] 

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

activity.

2.3.6 Non-Displacement of Employed Workers and Non-Impairment of Contracts for Service [45 CFR 

2553.91(b) and 45 CFR 1216] 

An RSVP volunteer may not perform any service or duty or engage in any activity which would 

otherwise be performed by an employed worker or which would supplant the hiring of or result in the 

displacement of employed workers, or impair existing contracts for service. See 45 CFR 1216.1.1 – 

1216.1.4 Non Displacement of Employed Workers and Non-Impairment of Contracts for Service for 

the CNCS regulations on this subject. These regulations list certain exceptions.

2.3.7 Prohibition on Fee-for-Service [45 CFR 2553.91(c)] 

Under no circumstances may an RSVP volunteer receive a fee for service from service recipients, their 

legal guardian, members of their family, or friends. No person, organization, or agency may request 

or receive any compensation for services of RSVP volunteers.

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

prohibition against grantees and volunteer stations requesting or receiving any compensation for the 

services of SCP, FGP, or RSVP volunteers. This prohibition is sometimes referred to as the “fee-forservice” prohibition. Section 404(c) provides the following: 

(c) Compensation of supervising agencies or organizations 

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

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

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

organization. 

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

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

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

requires a more in-depth review, including an assessment by CNCS. More Guidance on Prohibition of 

Fee-for-Service Activities, including examples, can be found in Appendix A.12. If you have questions 

about fee-for-service contact your CNCS program officer/portfolio manager. 

2.3.8 Nepotism [45 CFR 2553.91(h)] 

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

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

concurrence from the Advisory Council and with notification to CNCS.

2.3.9 Volunteer Status [45 CFR 2553.42] 

RSVP volunteers are not employees of the sponsor, the volunteer station, CNCS, or the Federal 

Government.
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2.3.10 Fair Labor Standards [45 CFR 2553.91(e)] 

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

pay wages at prevailing rates as determined by the Secretary of Labor in accordance with the DavisBacon Act, as amended, 40 U.S.C. § 276a.
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2.4 EFFECTIVE PRACTICES IN PROJECT OPERATIONS 

Ensuring that the Sponsoring Organization Takes a Leadership Role

Effective practices include:

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

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

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

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

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

awareness of and support for the project; and

5. Maintaining communication with CNCS program officer/portfolio manager and attending 

state and regional training events where feasible.

B. The sponsor provides strong project leadership by:

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

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

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

related community agencies, organizations, and leaders; 

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

working relationship based on clear communication and mutual support;

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

oversight and support; and

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

representative.

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

compliance with federal rules and regulations that address topics like:

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

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

3. Fiscal management and internal controls related to management of RSVP project;

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

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

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

3.1 CNCS PERFORMANCE MEASUREMENT INITIATIVE 

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

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

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

beneficial to communities served with the demand to demonstrate results and improve project 

design.

Honoring the intent and vision of the 2009 Serve America Act, CNCS 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.

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

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

Futures, Veterans and Military Families, and Capacity Building. Senior Corps allows RSVP projects to 

select measures from each of these areas following a performance measurement framework that is 

detailed in the Notice of Funding Opportunity (NOFO) or Invitation to Apply. This framework is subject 

to change. Specific measures are identified in the NOFO or Invitation to Apply Appendix B on the 

Managing Senior Corps Grants web page. 

3.1.1 PERFORMANCE MEASUREMENT BASICS 

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

outcomes. Outputsrefer 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.

Why measure performance? 

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

stakeholders (including CNCS participants, board members, community members, staff and clients, 

and taxpayers) to see that the program or project is getting results. Performance measurement helps 

you communicate achievements in a way that funders and stakeholders will find meaningful and 

compelling.

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

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

reliable information about the intervention’s implementation and progress toward outcomes. 

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

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

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

can help you find ways to strengthen the intervention to make it more effective.
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Performance measurement is a way to get feedback so you know if your intervention is making the 

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

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

your program.

3.1.2 THEORY OF CHANGE 

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

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

of service activities or intervention will lead to expected outcomes. 

A theory of change has three main elements:

• Community need

• Intended outcome 

• Specific intervention or set of service activities 

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

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

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

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

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

3.1.3 PERFORMANCE MEASURE WORK PLANS 

Performance measure work plans are used by Senior Corps grantees to explain the design of their 

programs and the goals they expect to reach.

All existing Senior Corps grantees as well as applicantsfor new funding identify performance measures 

in work plans in their grant applications. For the specific requirements, see the instructions for the 

grant application on the Managing Senior Corps Grants web page. 

Community Need

Reason to intervene

Intervention / 

Activity

“Cause”

Intended Outcome

“Effect”

Evidence

Guides choice of intervention

Supports cause-effect relationship

Statistics 

documenting the need
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The elements of the work plan are:

Community Need. This is the priority community 

issue or problem that the Senior Corps volunteers’ 

service activities will address. The need should be 

measurable and include current and reliable 

sources to establish the compelling nature of the 

need. The need should be described in enough 

detail to convey its importance, the consequences 

of it going unmet, and why Senior Corps 

volunteers can be an effective resource to meet it. 

It should be described in a way that is clear to 

people unfamiliar with your community. 

Service Activity. The service activity is the task that 

the volunteers will perform. The service activity is 

selected from a menu of pre-defined options.

Service Activity Description. The service activity 

description should indicate how much service is 

necessary to achieve the output and outcome 

selected. It should include who the beneficiaries 

are, and what the Senior Corps volunteers will 

be doing with them. It should outline how often 

Senior Corps volunteers will provide the service, 

for how long, and where the service will take 

place.

Output. These are the immediate results or 

products of the services provided by the Senior 

Corps volunteers. Accomplishments tell what was 

done in some quantified fashion. They include the 

number of persons helped, the amount of 

something that was created, the number of times 

an activity was performed, and the extent to which 

a program or service was expanded.

Output Instrument. This is the tool that will be 

used for data collection. The instrument is 

selected from a menu of pre-defined options. 

Output Instrument Description. The instrument 

description provides an outline of the data 

collection plan and schedule. It should include a 

brief description of who will collect the data, from whom, and when it will be collected.

Targets

Output and Outcome targets:

These targets are the numbers that you 

anticipate achieving in the third year of the 

performance period. For example, if you 

think your volunteers will serve 100 seniors 

in the first year, 150 seniors in the second 

year, and 200 seniors in the third year of 

the performance period as the work plan is 

implemented over the course of the 

performance of the 3-year grant, you 

would enter 200 as your target.

Unduplicated volunteer targets: 

This is the proposed number of volunteers 

who will be performing each service 

activity. Each volunteer can only be 

counted once when assigned to a service 

activity. 

The volunteer should be counted in the 

area where he/she will make the most 

impact – in terms of the type of service or 

in terms of the scope of service, such as the 

most number of hours served. Individual 

volunteers should not be counted towards 

multiple service areas.

Total volunteer targets:

The total number of volunteers engaged in 

the activities, if you were to assign all of 

them according to each activity, will be 

entered in this section. In this way, 

volunteers can be counted more than once 

– for example, if the same volunteer does 

two different types of activities such as 

meal delivery AND companionship, you can 

account for all assignments in this field.
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Outcome. These are the measurable changes in the community, persons served, or agency that 

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

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

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

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

from a menu of pre-defined options. 

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

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

whom, and when it will be collected.

3.1.4 IMPLEMENTING PERFORMANCE MEASUREMENT WORK PLANS 

To implement performance measures work plans, see the instructions for completing work plans and 

identifying performance measures found in the Senior Corps Grant Application. Additional guidance, 

measurement instruments, and other resources are available on the CNCS Knowledge Network. For 

questions, contact your CNCS program officer/portfolio manager. 

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

each performance measure, grantees will be expected to:

1) Report on progress achieved;

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

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

learned from the performance data.

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

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

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

sharing agreement is available in Appendix. A.13.

3.2 EVIDENCE BASED PROGRAMMING 

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

program models in an attempt to understand what works and what does not. Senior Corps is joining 

this national conversation. 

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

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

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

along a continuum. 
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Evidence Continuum

3.2.1 Key Terms 

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

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

on the development of reading skills or the physical activities that increase bone density to develop a 

program. 

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

and practices supported by a theory of change tested through rigorous program evaluations. These 

evaluations have demonstrated a causal relationship between program activities and specified

outcomes, typically through one or more quasi-experimental or experimental field tests.

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

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

evidence-based program model varies. However, evidence-based program models should address:

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

• Characteristics of service recipients/communities served

• Methods of quality assurance

• Training of professional staff and supporting volunteers

• Standard procedures or curriculum

• Monitoring for fidelity to program model
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Replication. Replicating an evidence-based program with fidelity to the model means that essential 

elements of the service activity has been implemented as described in the evidence-based program 

model and that adaptations are relatively minor. 

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

are engaged in work that has an impact on volunteers and their communities (including evidenceinformed programming, performance measurement, and evaluation) see the Evidence Exchange and

Managing Senior Corps Grants web pages. 

3.2.2 Evidence-Based Programs and Registries 

Senior Corps maintains a list of evidence-based programs and registries of both programs and 

research that may be relevant to its grantees in Appendix A.11 to this handbook. This list is not 

necessarily comprehensive and Senior Corps will add additional programs and registries to this list as 

it becomes aware of them. If you would like to inform Senior Corps of a potential addition to this list, 

email SeniorCorpsHandbooks@cns.gov. 
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4 COMMUNITY PARTICIPATION 

4.1 LOCAL OWNERSHIP 

RSVP projects are community-based projects supported by federal funds for the dual purpose of 

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

a high quality experience that will enrich the lives of volunteers. In order to accomplish this, Senior 

Corps programs have a responsibility to partner with organizations in the local community to:

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

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

the community; 

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

community; 

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

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

other local service initiatives.

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

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

civic and service clubs, the media, friends and family of volunteers and those with whom they work, other 

programs of the sponsor, schools, private non-profits, businesses, community leaders, and others who 

value the activities, accomplishments and impacts of the project and the volunteers.

4.2 RSVP ADVISORY COUNCIL 

4.2.1 Program Requirement 

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

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

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

area. The sponsor determines how this core group participation shall be secured, consistent with the 

provisions of the program regulations(45 CFR 2553.24). For the sake of easy reference, this core group 

is referred to as the advisory council. If the sponsor has a board that meets the purposes and 

requirements of all applicable RSVP program regulations (see 45 CFR Part 2553), it is permissible for 

some or all of the members of that board to also serve on the RSVP advisory council, as long as the 

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

advisory council must not be a part of the sponsor.

4.2.2 Role 

Subject to the requirements in the applicable RSVP program regulations regarding the purpose and 

composition of this group, sponsors have flexibility concerning the specific structure and operation of 

this body. Depending on local community circumstances, the advisory council may be used by the 

sponsor to:
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• Assist in assessing community needs; 

• Assist in fund raising and resource development;

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

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

• Suggest candidates for project staff positions;

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

• Advise on data collection and performance measurement;

• Assess project accomplishments and impact, including progress toward meeting performance 

measures; 

• Assess satisfaction of volunteers and volunteer stations;

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

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

RSVP projects should keep thorough records of advisory council participation and structure such as the 

group’s bylaws, current membership, and meeting minutes. Additional resources on Understanding the 

Roles and Responsibilities of Advisory Councils can be found on the Knowledge Network. 

4.2.3 Membership 

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

The advisory council must have a membership that includes people [45 CFR 2553.24]:

• Knowledgeable of human and social needs of the community;

• Competent in the field of community service and volunteerism;

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

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

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

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

Additional resources on Building an Effective Advisory Council can be found on the Knowledge 

Network.

4.2.4 Allowability of Costs 

As advisory councils are required by Senior Corps regulations (45 CFR 2553.24(a)), grantees may 

expend reasonable amounts to support their activities. Such costs should still meet all other aspects

of OMB cost principles, including being allowable, allocable, reasonable and necessary, as well as

being documented sufficiently. 
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If you have a question about a specific type of expense, consult your Portfolio Manager or your 

Program and Grants Officers to ensure that it meets these conditions. 
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4.3 EFFECTIVE PRACTICES FOR SECURING AND MAINTAINING AN ADVISORY COUNCIL 

A. To secure community participation on the Advisory Council, the sponsor:

1. Establishes recruitment and nominating processes that include criteria for selection of

Advisory Council members. The criteria should address a) needed skills and expertise, b) the 

representation of various constituencies, and c) the need for members who have an interest 

in and knowledge of the capabilities of older persons as valuable community resources

2. Develops and establishes procedures for discussing and assessing project development, 

operations, accomplishments, and impact on the community

3. Regularly attends meetings of the project’s Advisory Council

4. Consistently communicates information between the sponsor’s Board and the project’s 

Advisory Council

B. The members of the Advisory Council:

 

1. Regularly attend and actively participate in meetings 

2. Actively engage in an on-going effort to assess changing community needs and help the 

project meet the identified needs

3. Assist with promotion of community awareness of the project and its impact on the 

community through speaking engagements, working with the news media, personal 

affiliations, etc.

4. Help to draft and implement an annual strategic plan, and set short- and long-range targets 

for resource development and mobilization, volunteer recruitment and recognition, and 

generating community awareness and support 

5. Attend funder meetings with sponsor and project staff, as applicable

6. Solicit community feedback and recommendations regarding project operations, 

accomplishments and impact, and communicate this information to project staff and to the 

sponsor

7. Attend and assist with RSVP events (i.e., recognition activities, national days of service, etc.)

8. Visit stations, volunteers, and those they serve, and meet with community supporters

9. Annually assess projects in terms of accomplishments and impact of the project and how they 

meet the identified needs and problems of the volunteer stations and assigned children and 

volunteer satisfaction.
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5 PROJECT STAFF 

5.1 GENERAL PROVISIONS 

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

and practices. Sponsors may also directly employ project staff to support the project director, as well 

as consultants and contractors, provided that the sponsor does not delegate or subcontract responsibility for fulfilling project management requirements(45 CFR 2553.22 and 45 CFR 

2553.25).

Hiring of project personnel must be in compliance with the Civil Rights Act of 1964, as amended, the 

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

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

practices.

5.2 STRUCTURE 

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

appropriate to accomplish the purposes of the project. See 45 CFR 2553.25 (b) - (e) for provisions 

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

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

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

a) Size of the service area

b) Number, kind, and location of volunteer stations 

c) Number of volunteers

d) Geographic distribution of RSVP volunteer assignments

e) Availability of funds

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

understanding local community needs, analyzing and acting on performance measurement data, 

preparing for possible external evaluations, or implementing evidence-based programming

g) Availability of supplemental state or federally subsidized full- or part-time staff, and RSVP or nonRSVP volunteer staff

• Senior Corps grantees can collaborate with the Senior Community Service Employment 

Program (SCSEP), authorized by Title V of the, Older Americans Act, to jointly engage older 

adults in several ways, such as: 

i. Senior Corps and SCSEP grantees can work together to enable their participants 

to support joint community service projects;
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ii. SCSEP participants nearing their 4-year limit on participation may be interested 

in participating in Senior Corps; 

iii. Senior Corps volunteers, who meet age and income qualifications and seeking 

paid employment, may be interested in participating in SCSEP.

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

Employment Program website.

• Volunteer staff, consistent with the nature and purpose of CNCS volunteer programs, are 

persons with management experience and others with experience in office operations, 

who may be deployed to strengthen and expand the operations of RSVP projects.

• Non-RSVP volunteers can also be budgeted as in-kind contributions for necessary project 

operational functions.

5.3 PERSONNEL POLICIES FOR PROJECT STAFF 

The applicable RSVP program regulations require that project staff be covered by sponsor personnel 

policies [45 CFR 2553.25]. At a minimum, policies should address salaries and fringe benefits, probationary 

periods of service, national service criminal history checks, suspensions, resignations, hours of 

employment, vacations, sick leave, holidays, terminations, and grievance procedures.

1) The sponsor should compensate project staff at a level that is comparable to similar staff positions 

in the sponsor organization and/or the project service area, as is practicable [45 CFR 2553.25(e)].

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

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

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

3) It is critical that Senior Corps sponsors make National Service Criminal History Checks (NSCHC) a 

priority when hiring project staff. Grantees that do not comply with the NSCHC requirements 

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

to be sure your policies and your implementation procedures are in compliance with the 

requirement. Grantees should contact their CNCS program officer/portfolio manager for NSCHC 

questions or requirement clarification. 

5.3.1 NSCHC Overview 

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

all CNCS grantees must conduct NSCHC on grant-funded staff and national service participants 

that receive a salary, national service education award, living allowance, or stipend under CNCS 

grants. Individuals in these positions must undergo the process in a timely manner, or the 

noncompliant grantee may be subject to cost disallowance. Certain parts of the process need to 

occur prior to charging any staff time to a CNCS grant. Therefore, it is critical to comply with the 

NSCHC requirements on time, every time. 

The Code of Federal Regulations outlines the Nationals Service Criminal History Check rules and 

regulations in full at 45 CFR 2540.200–207. Additional information on NSCHC, including the 
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required annual NSCHC e-course, an FAQ document, and links to technical assistance resources 

can be found on the NSCHC webpage. 

These requirements are statutory minimums, and individual grantees can, and often should, 

supplement these with additional safeguards for vulnerable populations, such as additional 

screening mechanisms, additional eligibility criteria, a code of conduct, training for staff and 

volunteers, and a clear system for reporting and handling reports of any harm or potential harm 

to vulnerable populations resulting from their program. Contact your CNCS program 

officer/portfolio manager for more resources on ways to protect your program’s vulnerable 

beneficiaries. 

5.3.2 NSCHC Enforcement 

Granteesthat do not comply with the NSCHC requirements may be subject to cost disallowance.

More information on cost disallowance can be found in the NSCHC Enforcement Guide. Grantees 

that self-report non-compliance to a monitoring official prior to any written notice of future 

oversight or monitoring activity (such as IPERA sampling, IG audit or investigation, site visit, desk 

review, etc.) may receive a reduction in their cost disallowance. As a result, it is in an 

organization’s interest to develop a system for monitoring its own compliance. 

5.3.3 NSCHC Resources 

See CNCS Knowledge Network/Criminal History Checks for links to the regulations, requirements, 

and training materials. Video Training, NSCHC eCourse, FAQs , NSCHC Documentation Checklist

is especially helpful to Senior Corps grantees. 

5.4 PROJECT STAFF ROLES 

5.4.1 Project Director 

1) The sponsor assigns responsibility for the project's daily management to the project director. A project 

director functions as a working project manager, actively involved with community organizations, 

RSVP volunteers, and volunteer stations. The sponsor should establish procedures for internal review 

and approval of project director performance in accordance with its standard policies and procedures. 

The project director may serve as the representative of the sponsor in signing and approving official 

project documentation, including project reports, memoranda of understanding, and letters of 

agreement for in-home assignments.

2) The project director serves full-time, except as negotiated otherwise with CNCS. A full-time project 

director may not serve concurrently in another capacity, paid or unpaid, during established working 

hours. A sponsor may negotiate in writing the employment of a part-time project director with CNCS 

when it can be demonstrated that such an arrangement will not adversely affect the size, scope, and 

quality of project operations (45 CFR 2553.25(c)). The project director may participate in activities to 

coordinate program resources with those of related local agencies, boards, or organizations.

3) In the case it becomes necessary to dismiss a project director for cause, sponsors should follow their 

established personnel policies and procedures. When such action is apparent, (as well as in any other 

situation where the project director resigns) the sponsor should immediately notify the CNCS 

program officer/portfolio manager, stating the reason(s) for the action, When necessary, provisions 
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for temporarily continuing operations without a project director should also be submitted to the CNCS 

program officer/portfolio manager in writing.

4) Under direction of the sponsor's executive director /CEO or designee, the project director's duties 

typically include, but are not limited to:

a) Assessing volunteer needs of the community and planning and developing all phases of the 

project operation.

b) Selecting, training, supervising, and evaluating project staff.

c) Recruiting, orienting, placing, and arranging for assignment of RSVP volunteers. 

d) Incorporating performance measurement principles and practices in program development, 

volunteer placement, and project assessment. 

e) Maintaining appropriate fiscal and program records 

and preparing reports. 

f) Developing and maintaining close coordination with 

volunteer stations.

g) Enhancing the total project effort through active involvement with community organizations, 

other national service programs, and other senior and volunteer programs. 

h) Keeping RSVP advisory council members informed and soliciting their advice on matters 

affecting project operation; providing staff assistance to the advisory council.

i) Working in cooperation with sponsor staff, advisory council members, and volunteer station 

staff to obtain resources for the project. 

j) Providing information and support to RSVP volunteers.

k) Assessing appropriateness and performance of volunteer stations.

l) Attending training conferences conducted or authorized by CNCS.

m) Preparing and submitting applications and requests for amendments in the electronic grants 

system. 

5.4.2 Project Coordinators 

When funds allow, and the project director is in need of professional assistance, additional staff may 

be hired to help coordinate project activities. 

Coordinator responsibilities may include, for example:

1) Coordinating and monitoring RSVP volunteer assignments, in-service training, supervisory 

arrangements, and other activities in cooperation with appropriate volunteer station staff.

2) Making periodic visits to volunteer stations to monitor the satisfaction of the RSVP volunteers 

with their assignments and progress toward achieving expected outcomes and impact of their 

assignments. 

See Appendix B.6 for a sample 

position description for an RSVP 

Project Director
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3) Enhancing the total project effort through active involvement with community organizations, 

other national service programs, and other senior and volunteer programs.

4) Providing information and support to RSVP volunteers.

5) Assessing appropriateness and performance of volunteer stations.

6) Attending training conferences conducted or authorized by CNCS as funding allows.

 
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EFFECTIVE PRACTICES FOR BUILDING PROJECT STAFF 

Effective practices for creating and sustaining a strong working relationship among the sponsor’s 

executive and fiscal staff, the project director, and other project staff include:

A. Sponsor leadership and the project director establish and maintain a productive working 

relationship based on clear communication and mutual support;

B. The project director has clearly defined responsibilities and written policies and procedures 

for project operations and support;

C. The sponsor develops and maintains clear lines of reporting between project staff and the 

sponsor’s executive and fiscal staff;

D. The sponsor develops a written job description for each project staff position and annually 

reviews job descriptions for any changes in roles or responsibilities;

E. The sponsor provides staff with high quality supervision and support to maximize job 

performance;

F. The sponsor ensures project staff receive an orientation to the Senior Corps, RSVP, and the 

project prior to their assuming project responsibilities; 

G. The sponsor provides project staff with opportunities to enhance their understanding of and 

skills in meeting the needs of the community;

H. The sponsor encourages project staff to showcase their expertise as national and 

community service professionals by presenting at conferences, workshops, or community 

forums;

I. The sponsor includes project staff in professional development opportunities available to all 

other agency staff;

J. The sponsor ensures that each project staff member sets performance goals for his or her 

work on an annual basis and is evaluated annually on that basis;

K. The sponsor includes the project director as an integral member of the agency’s staff;

L. The sponsor recognizes the achievements of project staff through specific activities and/or 

events comparable to other agency staff;

M. The sponsor seeks ethnic, racial, cultural, and skills diversity in volunteer teams and/or 

working groups that address project planning, operations, and assessment; and

N. The sponsor seeks the participation of individuals from diverse ethnic and racial 

backgrounds and with a variety of skills in project management and decision-making.
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6 VOLUNTEER STATIONS 

6.1 INTRODUCTION 

RSVP volunteers are recruited and enrolled by the RSVP project and placed with or through volunteer 

stations. Volunteer stations are encouraged to support RSVP by referring prospective volunteers to the 

project.

6.1.1 Characteristics of Volunteer Stations 

A volunteer station is a public agency, secular or faith-based 

private non-profit organization, or proprietary health care 

organization that accepts the responsibility for assignment and 

supervision of RSVP volunteers. Each volunteer station must be 

licensed or otherwise certified, when required, by the 

appropriate state or local government. Neither informal groups 

nor private homes qualify as volunteer stations(45 CFR 2553.12).

A. Proprietary health care organizations are private forprofit health care organizations that serve one or more 

vulnerable populations (45 CFR 2553.12). As noted 

above, licensed proprietary health-care organizations 

may be volunteer stations. The entity responsible for 

licensing varies from state to state and may even vary 

based on the type of health care organization e.g. 

hospital, nursing home, assisted living facility. If project sponsors are unsure of the licensing body 

in their state, the U.S. Department of Health and Human Services (HHS) offers the site

healthfinder.gov that has a listing of state agencies on health, which for many states, but not all, 

will be the entity responsible for health-care organization licensing. Additionally, if sponsors are 

uncertain of their state’s licensing requirements, HHS is a good place to start, as well as the state 

entity responsible for licensing and regulating health care organizations if known. All such 

placements must limit volunteer assignments to those which provide direct and traditional 

assistance to patients, such as visiting, teaching, counseling, entertaining, etc. Placements must 

not displace paid employees, must not supplant the hiring of paid employees, and must avoid 

other staff or clerical assignments which would accrue to the profitability of the proprietary 

health-care organization. 

B. The Memorandum of Understanding with such volunteer stations must include detailed 

provisions to ensure compliance with program regulations regarding Non-displacement of 

Employed Workers and Non-impairment of Contracts for Service [ 45 CFR 1216.1.1 - 1216.1.4] 

C. Individual private homes may not be volunteer stations. In-home assignments are made only 

through a volunteer station (see In-Home Assignments in Chapter 7). 

D. Volunteer stations are located within the project's service area as defined in the approved grant 

application. 

Looking to engage a school or 

school district as a station? The 

CNCS Superintendent’s & 

Principal’s Toolkit can help! 

Developed to help education 

leaders understand how they can 

use national service to achieve 

their goals, it contains practical 

examples of how Senior Corps 

has worked in school settings 

before and data on its 

educational impact.
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6.1.2 Types of Volunteer Stations 

RSVP volunteers may serve in many different types of volunteer stations, including, but not limited to:

Examples of Volunteer Stations

Before/After School Programs Health Education Programs 

Community Development Non-Profits Hospitals/Medical Centers

Corrections Facilities Job Placement Centers

Elementary Schools Secondary Schools

Environmental Programs Shelters (homeless, abused, etc.)

Food Banks/Gleaning Programs Tax Preparatory Centers

Head Start Programs Veterans Service Centers

6.1.3 RSVP Project or Sponsor as Volunteer Station 

The RSVP project itself may function as a volunteer station or initiate special volunteer activities provided 

that CNCS agrees that these activities are in accordance with program objectives outlined in the grant and 

will not hinder overall project operations [45 CFR 2553.61].

1) Project operations can be strengthened by the assignment of RSVP or non-RSVP volunteers to 

responsible roles under direction and control of the RSVP director. Projects cannot include the 

time of RSVP volunteers in the grant budget as part of the grantee match as they can with nonRSVP community volunteers who satisfy guidelines for project in-kind contributions.

6.1.4 Volunteer Station Cash or In-Kind Support of Volunteers 

1) In accordance with 45 CFR 2553.91(c) (3) an RSVP volunteer station may contribute to the 

financial support of the RSVP project. However, this support shall not be a required precondition 

for a potential station to obtain RSVP volunteers. If a volunteer station agrees to provide funds to 

support additional volunteers or pay for other volunteer support costs, the agreement must be 

stated in the written Memorandum of Understanding with the station. 

2) When establishing such support, the best time for a project director to raise the possibility of 

financial support is when he or she is meeting with a potential station to establish the terms of 

the MOU. The discussions with the station representative should be clear that any donation is 

voluntary, not a fee for service, or a requirement of program participation. In addition: 

• The MOU must document the terms established, using language that confirms the donation 

is voluntary, not a fee for service, or a condition of program participation. 

• There should be no consideration given to cost per volunteer, number of hours served, or 

number of beneficiaries being served when determining a donation amount. Rather, the 

commitment to donate funding to the project should be stated in a way that demonstrates 

community support for the program. 

3) The sponsor must withdraw services if the station's inability to provide monetary or in-kind 

support to the project under the Memorandum of Understanding diminishes or jeopardizes the 

project's financial capabilities to fulfill its obligations. Cash or in-kind support from a station should 

not be confused with fee-for-service. See Appendix A.12 for more information. 
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6.1.5 Volunteer Station Roster 

A current roster of volunteer stations must be included in the electronic grants management system with 

each grant renewal or continuation application. Projects will enter the names and addresses of their 

stations, the names and contact information for the volunteer station supervisors, a various other 

information for each station. Step-by step instructions for developing and submitting Station Rosters are 

found on the Managing Senior Corps Grants webpage. 

6.2 VOLUNTEER STATION ROLES AND RESPONSIBILITIES 

6.2.1 Responsibilities of RSVP Volunteer Stations 

A list of Volunteer Station responsibilities can be found in the RSVP Regulations 45 CFR 2553.62. RSVP 

project staff should work with Volunteer Stations to ensure that station staff understand their 

responsibilities including: 

1) Signing the Memorandum of Understanding (MOU) prior to placement of volunteers. (See

Preparation of the Memorandum of Understanding in Chapter 6 for more information.)

2) Assisting projects with development of performance measurements that include written 

volunteer assignment descriptions that lead to the accomplishment of the project’s output and 

outcome targets. 

3) Assigning a Volunteer Station staff member to be responsible for supervision of the RSVP 

volunteers assigned to the station. The supervisor should be able to verify volunteer time at the 

site.

4) Collecting and keeping the records and other data needed for RSVP reports, and preparing reports 

as required. 

5) Providing for the safety of RSVP volunteers assigned to the station.

6.2.2 Additional Responsibilities 

The program regulations also provide that volunteer stations undertake such other responsibilities as may 

be necessary to the successful performance of RSVP volunteers in their assignments or as agreed to in the 

Memorandum of Understanding(45 CFR 2553.62(g)). Additional responsibilities may include providing 

volunteers with: 

• Recognition

• Meals

• Transportation. (Note: Project funds may be used to reimburse volunteers for expenses, including 

transportation costs, incurred while performing their volunteer assignments, provided that these 

expenses are described in the Memorandum of Understanding with the volunteer station and 

there are sufficient funds available to cover these expenses and meet all other requirements 

identified in the Notice of Grant Award [45 CFR 2553.43(e)]. Otherwise, such expenses are the 

responsibility of the volunteer station. For more information see Chapter 9.

6.2.3 Letters of Agreement for In-Home Assignments 

Under 45 CFR 2553.62(c), volunteer stations that manage assignments in private homes must obtain a 

Letter of Agreement describing and authorizing the RSVP volunteer activities in each home. See Chapter 

7: RSVP Volunteer Assignments for more information on Letters of Agreement for In-Home Assignments. 
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6.3 PREPARATION OF THE MEMORANDUM OF UNDERSTANDING 

6.3.1 Purpose 

The Memorandum of Understanding, which must be negotiated prior to placing volunteers, describes 

program requirements, working relationships, and mutual responsibilities between the sponsor and the 

volunteer station. The Memorandum of Understanding includes general conditions applicable to all 

projects and volunteer stations and special conditions applicable to the local volunteer station. The basic 

requirements for the Memorandum of Understanding are found in the regulations at 45 CFR 

2553.23(c)(2). See Appendix B.1 for a sample Memorandum of Understanding.

6.3.2 Renegotiating and Updating 

The Memorandum of Understanding must be reviewed and renegotiated at least every three years. The 

effective date of a new Memorandum of Understanding must be on or after the date the Memorandum 

of Understanding is signed. The Memorandum of Understanding may be amended at any time by mutual 

agreement. Projects are encouraged to require volunteer stations to notify them as soon as any 

circumstances arise which could affect or require changing the provisions of the Memorandum of 

Understanding, such as the volunteer station’s ability to meet commitments for providing specified 

contributions toward project costs, changes in the sites where volunteers serve, or other conditions which 

have a bearing on volunteer assignments.

6.3.3 Content 

Each volunteer station must have a Memorandum of Understanding in effect, which ensures the 

placement of RSVP volunteers. The Memorandum of Understanding is a formal arrangement between the 

sponsoring organization and the volunteer station and in many cases it serves as the primary source of 

documentation establishing the relationship between entities. 

As set forth at 45 CFR 2553.23(c (2), the Memorandum of Understanding must:

1) Be negotiated prior to placement;

2) Specify the mutual responsibilities of the station and sponsor;

3) Be renegotiated at least every three years; and

4) State that the volunteer station assures it will not discriminate against RSVP volunteers or in the 

operation of its program on the basis of race, color, national origin, gender, age, religion, sexual 

orientation, disability, gender identity or expression, political affiliation, marital or parental status, 

or military service.

The MOU should be customized to meet the needs of the project and the volunteer stations. See Appendix 

B.1 for a sample MOU form.

In addition to the above requirements we highly recommend that you include: 

1) The name, street and e-mail addresses, and telephone and fax numbers of the volunteer station.

2) The name of the primary volunteer station staff member responsible for day-to-day supervision 

of RSVP volunteers and a description of supervisory arrangements.
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3) Volunteer station and sponsor contributions to support RSVP volunteers (meals, insurance, 

transportation, and recognition) and/or other project costs.

4) A data sharing agreement that includes a description of the data needed from the volunteer 

station to complete the project’s performance measures, a schedule for delivery, and a 

description of who will collect the data. See Appendix A.13 for a sample data sharing agreement.

5) An assurance that the volunteer station is a public or non-profit organization or a proprietary 

health care agency.

6) A description of prohibited activities and special limitations (outlined in Chapter 2).

7) Provision for the safety of the RSVP volunteers while on assignment.

8) Provision for a Letter of Agreement for in-home assignments. (See Appendix B.5 for more 

information.)

9) Assurance that the volunteer station provides reasonable accommodation(s) for persons with 

disabilities (including those with mobility, hearing, vision, mental and cognitive impairments or 

addictions and diseases) to participate in programs and activities.

10) An agreement that the volunteer station shall provide required reports.

You may also want to include: 

1) An estimate of the number of volunteer assignments projected to be available with or through 

the volunteer station.

2) A listing of geographic locations/sites, other than private homes, where volunteers will serve 

through the volunteer station and the number of volunteers placed at each site.

3) The average number of persons the volunteer station serves annually.
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6.4 EFFECTIVE PRACTICES FOR MANAGING VOLUNTEER STATIONS 

I. Effective Practices for Developing Volunteer Stations

The sponsor develops a system of volunteer stations that:

A. Addresses significant needs of the community as validated by community-accepted studies and 

reports prepared by government, community groups, or educational institutions ;

B. Provides a sufficient number of stations that are accessible to individuals with disabilities; 

C. Is manageable in terms of size and complexity to ensure that ongoing interaction, communication, 

and monitoring of stations are realistic.

D. Incorporates the abilities, experience, and needs of senior volunteers in their programs and 

operations.

II. Effective Practices for Communication between the Project and Volunteer Stations 

The sponsor establishes clear and effective systems of communication between the project and volunteer 

stations by:

A. Conducting an orientation for station staff about the Senior Corps, RSVP, and the project prior to 

the placement of volunteers.

B. Communicating to the volunteer stations its policies on the terms and conditions of RSVP 

volunteer service; volunteer service termination; and procedures for volunteers to appeal adverse 

decisions related to volunteer stations.

C. Providing volunteer stations with ongoing information and/or training about the project, its 

performance measurement goals, and the role of the volunteer station in meeting those goals.

D. Developing a checklist, guidance, and/or criteria that identifies factors in selecting volunteer 

stations.

E. Developing criteria for the optimal number of volunteers serving at each station.

III. Effective Practices for Working with Volunteer Stations to Achieve Performance Measures 

A. The sponsor and project staff make informed decisions about the community needs to be 

addressed and the volunteer stations that provide placement opportunities for RSVP volunteers. 

The project:

1. Identifies the needs and priorities that the project will address and the agencies that serve 

them;

2. Uses data to document the nature and scope of the needs and why they have been 

selected, and works with volunteer stations on data collection methods;

3. Consults staff, RSVP volunteers, the volunteer stations, and the Advisory Council in 

determining priority community needs on which the project will focus;

4. Works with each volunteer station to determine the service to which RSVP volunteers are 

assigned; and

5. Identifies and communicates its anticipated accomplishments and goals to the volunteer 

station supervisors.

B. The project works with volunteer stations to collect data that measures progress in achieving the 

anticipated performance measurement targets. The project and volunteer stations:
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1. Work together to determine the types of data needed to measure progress in achieving 

its output and outcome targets;

2. Determine, prior to initiating service efforts, the data collection instrument descriptions 

it will use as the standards for measuring and reporting progress;

3. Collaborate to develop and implement an information system that utilizes existing data 

whenever possible, produces the information needed to demonstrate outputs and 

outcomes ; and allows information to be easily retrieved;

4. Consistently and accurately provide the needed data;

5. Use the assessment to adjust service assignments and the project’s portfolio of volunteer 

stations;

6. Work together to use the information related to accomplishments to identify the 

strengths and weaknesses of the project’s programming and to develop specific steps to 

strengthen volunteer services provided in the community; and

7. Work together to modify volunteer assignments to more effectively meet the identified 

needs.
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7 RSVP VOLUNTEER ASSIGNMENTS 

7.1 CRITERIA FOR VOLUNTEER ASSIGNMENTS 

7.1.1 General Criteria 

RSVP projects will develop volunteer assignments in alignment with RSVP performance measure work 

plan outcomes and will do so prior to the recruitment of RSVP volunteers. Volunteer assignments should 

incorporate how the assignment will support performance goals and the service described in the proposed 

work plans. Assignments serve the dual purpose of providing a high quality experience for volunteers and 

meeting critical community needs. 

7.1.2 Match Volunteer Interests and Abilities 

Assignments are matched to the interests, abilities, preferences, and availability of volunteers. Special 

consideration is to be given to developing assignments that allow for volunteers with limited physical 

strength and mobility or other disabilities.

7.1.3 Assignment Descriptions 

Volunteer stations provide a written outline of duties or description of individual assignments [45 CFR 

2553.12(c) and 2553.62]. These should be maintained on file in the RSVP office or at the volunteer station 

and a copy should be given to each volunteer when assigned. Written assignments help to identify and 

clarify what the volunteer is expected to do and help to avoid misunderstanding. (See Appendix B.4 for a 

sample RSVP volunteer assignment description.)

7.1.4 Referrals 

If, for any reason, a prospective volunteer cannot be placed through RSVP, the project director should 

refer that person to other volunteer service opportunities whenever possible.

7.1.5 Capacity Building by RSVP Volunteers 

Capacity building activities expand the scale, reach, efficiency, or effectiveness of programs and 

organizations. Activities may also leverage resources for programs and/or organizations. For example, 

capacity building activities may expand services, enhance delivery of services, or generate additional 

resources. These activities achieve lasting positive outcomes for the beneficiary populations served by 

CNCS-supported organizations.

In this regard, RSVP volunteers may serve in a fund raising capacity for community organizations and for 

the RSVP project itself. Fund raising for the project should be limited as it is not the primary activity of the 

RSVP project or its volunteers. 

7.1.6 Service on Boards and Advisory Councils 

RSVP volunteers may serve on boards and advisory councils of private non-profit or public agencies as 

part of Other Community Priority work plans. These volunteers are eligible for volunteer benefits. 

Similarly, RSVP volunteers serving as members of their RSVP advisory council are eligible for volunteer 

benefits.
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7.2 SELECTION OF ASSIGNMENTS 

7.2.1 Range of Options 

Assignments and terms of service, including service hours, should reflect individual RSVP volunteer 

preferences and align with the project’s National Performance Measure outcomes. Project and volunteer 

station staff should ensure that a range of service opportunities are available to provide a variety of 

choices that will have a measurable impact on the community. Below are examples of appropriate and 

inappropriate RSVP volunteer assignments. Please contact your program officer/portfolio managershould 

you have specific questions about your project assignments.

Appropriate Assignments Inappropriate Assignments 

Organizing neighborhood watch programs Street traffic control

Tutoring and mentoring disadvantaged or 

disabled youth Participating in “ride along” with on-duty officers

Renovating homes Performing emergency duties assigned to fire or 

police employees

Teaching English to immigrants

Serving as paramedics, emergency medical 

technicians (EMT) or other in other emergency 

medical service roles

Assisting victims of natural disasters Any roll that would otherwise be performed by an 

employed worker

7.2.2 IN-HOME ASSIGNMENTS 

7.2.2.1 Careful Planning with Volunteer Stations 

Assignment of RSVP volunteers in the homes of persons served requires planning by the RSVP director 

and by volunteer station professional staff, in cooperation with the person to be served. In-home 

placements may be made through many types of volunteer stations. These include, but are not limited to: 

juvenile diversion programs; mental health centers; health organizations; hospitals; visiting nurse 

associations; hospice programs; and home-health agencies.

7.2.2.2 Volunteer Station Responsibilities 

Project staff must exercise good judgment in arranging in-home placements. It is recommended that 

projects secure the volunteer station's commitment to:

1) Provide regular and ongoing training for RSVP volunteers regarding their specific assignments.

2) Conduct regularly scheduled meetings with the RSVP volunteers to review activities, any problems 

encountered, and progress made toward outcomes. Since traditional forms of supervision are 

difficult in home settings, ensuring volunteer station staff meet regularly with volunteers placed 

in homes is a critical part of the RSVP director's responsibility.

3) Visit the RSVP volunteer in-home with the assigned person on a regularly scheduled basis.
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4) Address other specific conditions included in the Memorandum of Understanding, including 

obtaining a Letter of Agreement for an RSVP volunteer assigned in-home [45 CFR 2553.12(g) and 

2553.62(c)]. (See Chapter 6 for more regarding Letters of Agreement.)

7.2.2.3 Letters of Agreement for In-Home Assignments 

 

1) According to 45 CFR 2553.62(c) volunteer stations managing assignments in private homes must 

develop a Letter of Agreement describing and authorizing the volunteer activities in each home. 

The requirement for Letters of Agreement must be incorporated in the Memorandum of 

Understanding

2) Letters of Agreement contain a statement authorizing an volunteer assignment in a person's 

home and designating the activities to be performed. The Agreement also defines arrangements 

for days and hours of service and the specific plan for the volunteer's supervision. The person to 

be served (or their legal guardian), the volunteer station, and the sponsor sign the letter of 

agreement. 

3) The Letter of Agreement provides a common understanding of what the volunteer will and will 

not do while on an in-home assignment. Such an agreement is not required for casual or friendly 

visiting that is not part of a regular, ongoing program of activities organized by a volunteer station. 

For example, the delivery of meals to a home would normally not require a Letter of Agreement.

4) In some cases, projects may work with organizations, such as hospices, which have obtained 

Letters of Agreement, or equivalent written agreements with their individual clients. In these 

cases, organizations may sign general letters of agreement covering all of the organization’s home 

based clients and that identify clients to be served and that specify volunteer activities, rather 

than obtaining individual letters for each client. The Memorandum of Understanding with the 

volunteer station must reference any such agreements

5) It is strongly recommended that sponsors establish policies to ensure that criminal history checks 

are performed for volunteers who will have contact on a recurring basis with children, frail adults, 

persons with disabilities, or other potentially vulnerable individuals. Name checks of volunteers 

can be performed at the National Sex Offender Public Website, www.nsopw.gov, maintained by 

the U.S. Department of Justice. See the National Service Criminal History Check webpage on the 

Knowledge Network for more information about criminal history checks.

6) Letters of Agreement for In-Home Assignments may be included in a volunteer’s assignment plan 

if the assignment plan includes all the information above and all required signature. A template 

assignment plan is included in Appendix B.4 and a template letter of agreement for in-home 

assignment is included in Appendix B.5. A sponsor may combine these templates to address this 

situation, if appropriate. 

7.2.3 Teleservice 

While it is unlikely that Senior Corps projects have service opportunities that lend themselves to 

teleservice, it is important that any project choosing to include an element of teleservice has a policy in 

place to guide volunteers and stations. Teleservice is appropriate only when the activity can be 

meaningfully supervised and the hours verified independently. If a sponsor determines that teleservice is 
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appropriate in unique situations and for a small number of service hours, it must establish a policy that 

addresses the following:

• Written authorization of teleservice in advance

• Expectations of the communication requirements between supervisors and teleserving 

volunteers

• Mitigation of the increased risk of time and attendance abuse 

• Appropriate supervision including validation of the activities to be performed, and

• Verification of hours claimed.

Sponsors should be aware that their staff may be subject to legal sanctions for erroneously certifying that 

Senior Corps volunteers have valid service hours for time claimed in teleservice. In addition there are legal 

and financial penalties for knowingly submitting false claims to the government. 

7.3 ASSIGNMENTS TO PROMOTE VOLUNTEER LEADERSHIP 

7.3.1 Skill Development and Capacity Building 

Developing and cultivating the leadership capacity of RSVP volunteers is one of the best ways to ensure a 

high quality volunteer experience, volunteer-driven program expansion, and sustainable services to the 

community. The RSVP program model allows local RSVP projects to develop assignments in alignment 

with performance measures that strengthen the project and build volunteer station capacity, while 

strengthening the volunteers’ leadership skills. You can find a RSVP Sample Volunteer Assignment 

Description in Appendix B.4 and additional resources on the Knowledge Network. 

7.3.2 Examples of Leadership Roles 

Leadership opportunities allow RSVP volunteers to form a deeper connection to a project while learning 

valuable tools in volunteer coordination, project planning or outreach. 

As RSVP “leaders,” volunteers can, for example:

• Recruit and coordinate volunteers for a volunteer station.

• Assist the RSVP project director with recruitment and coordination of RSVP volunteers.

• Support project planning, volunteer training, or relationships with individual volunteer stations.

• Develop and prepare project materials.

• Assist volunteer stations with performance measures, including data collection tools or methods.

• Conduct outreach to the community. 

• Garner financial, in kind, and other forms of support for the RSVP project.

7.4 TERMINATION OF ASSIGNMENTS 

a) The project staff and volunteer stations should be alert to changes or problems that may lead to 

assignment terminations, such as when the relationship is no longer satisfying to the RSVP 

volunteer or when a station is going to be graduated.

b) A former volunteer station is a station that is no longer active. A station may be a former one if 

the activities of the station no longer align with the project’s program design. Volunteers 

associated with this station can be provided other service opportunities through other service 
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stations, may continue to volunteer outside of the RSVP program, or may choose to terminate 

their service.

c) Regardless of the cause of termination of an assignment, the decision must be made jointly by 

project and volunteer station staff, with full consideration given to the volunteer, including 

placement with another volunteer station, as appropriate.

d) Sponsors are asked to keep the CNCS program officer/portfolio manager fully informed in cases 

of terminations, voluntary or otherwise, that have potential legal implications for RSVP staff or 

the project. 
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7.5 EFFECTIVE PRACTICES IN RSVP VOLUNTEER ASSIGNMENTS 

I. Effective Practices for Drawing on the Unique Qualities of Volunteers to Meet the Needs of the 

Community and those Served

The project:

A. Ensures variety among volunteer stations such that volunteer assignments appeal to a diverse 

group of volunteers and accommodate varying volunteer skills and interests;

B. Works with volunteer stations to involve volunteers in developing volunteer assignments;

C. Routinely notifies volunteers of new volunteer assignments that are developed or become 

available; and

D. Ensures that volunteer stations provide volunteer assignments that challenge volunteers to be 

advocates on behalf of the community.

E. For outcome based assignments, ensures that the assignment supports the projects performance 

measure outcomes. 

II. Effective Practices for Ensuring the Safety of RSVP Volunteers 

The project:

A. Addresses all relevant safety issues, including service conditions at volunteer stations, prior to 

permitting RSVP volunteers to begin their assignments;

B. Addresses reasonable accommodation to volunteers who are qualified individuals with disabilities 

according to Section 504 of the Rehabilitation Act;

C. Works closely with volunteer stations to ensure that RSVP volunteers are provided with preservice and ongoing training on safety issues;

D. Works jointly with volunteer stations to assess, on a regular basis, safety issues related to RSVP 

service; and

E. Promptly and effectively responds to RSVP volunteers’ emergencies and complaints and 

designates a staff person to respond to such concerns. 

III. Effective Practices for Communicating with RSVP Volunteers 

The project clearly communicates with RSVP volunteers about their roles and responsibilities by:

A. Developing a written volunteer assignment description that specifies the needs of the community 

and the role and activities of the RSVP volunteers in delivering the needed services (See Appendix 

B.4 for an example of an RSVP assignment description form.) 

B. Providing volunteers with a handbook that includes project policies and procedures, the 

conditions and terms of volunteer service, holidays, service schedules, and cost reimbursements; 

and
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C. Ensuring that RSVP volunteers know their key contacts and sources of assistance or help during 

their service, and how to contact them.

D. The project encourages volunteer stations to set up a process for appraising and documenting 

volunteer performance that provides feedback and guidance to each volunteer in key areas such 

as: reliability, actual progress and outcomes, initiative, and leadership.
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8 RSVP VOLUNTEERS 

8.1 ELIGIBILITY TO BE ENROLLED 

8.1.1 Requirements 

RSVP volunteers must be 55 years of age or older, agree to serve on a regular basis without compensation, 

and reside in or nearby the community served by RSVP. They must also agree to abide by all legal

requirements of the RSVP program and to accept instruction and supervision as required. [45 CFR 

2553.41(a) ] 

8.1.2 Non-Discrimination 

Eligibility to be an RSVP volunteer may not be restricted on the basis of race, color, national origin, gender, 

age, religion, sexual orientation, disability, gender identity or expression, political affiliation, marital or 

parental status, or military service [45 CFR 2553.41(b)].

8.2 RECRUITMENT OF RSVP VOLUNTEERS 

8.2.1 Preparation 

1) Before RSVP volunteers are placed at a volunteer station, the sponsor must have a signed 

Memorandum of Understanding with the volunteer station and have developed, in conjunction 

with the volunteer station, written assignment descriptions for each RSVP volunteer.

2) Recruitment and enrollment of eligible RSVP volunteers are project responsibilities and should 

not be delegated to volunteer stations. Recruitment assistance for new RSVP volunteers, in the 

form of referrals, may come from the RSVP advisory council, volunteer stations, and other RSVP 

volunteers.)

3) A volunteer recruitment plan should take into account the following, among other considerations:

a. Location of “active adult” or retirement communities, senior citizen housing, senior 

centers, clubs, and other settings where people age 55 and older gather or receive 

services.

b. Local employers of age eligible, or soon to be eligible, Baby Boomers in both the private 

and public sectors, as well as independent businesses and trades people.

c. Distance (in both miles and time) between the potential RSVP volunteer and places of 

assignment. 

d. Modes and estimated costs of available public or private transportation. 

4) Special efforts should be made to recruit and assign members of minority groups, persons with 

disabilities, and hard-to-reach individuals and groups in the service area which are underrepresented in the project. 
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5) Special management and capacity building needs to offer challenging assignments to retired 

professionals, managers, administrators, or others with specialized skill sets who would find such 

assignments engaging. 

6) RSVP stresses recruitment and enrollment of eligible persons not already volunteering.

7) Projects should focus their recruitment efforts within their own service areas. When volunteers 

from adjacent areas where there is an RSVP project want to serve within the service area of 

another project, the two project directors should consult to ensure that this in the best interest 

of the volunteer and the program. Such cases may arise where transportation to a volunteer 

station in an adjacent area is more convenient or where a station in the adjacent area has need 

of a volunteer’s special skills and no similar opportunity exists in the area where the volunteer 

resides. 

8.2.2 Choosing Recruitment Methods 

Although direct, face-to-face communication with prospective volunteers is most productive, a variety of 

recruitment methods may be used to reach either broad audiences or specific populations. The choice of 

the most feasible method will depend on:

1) Availability of recruitment resources (the project’s website, social media, newspapers, access to 

radio and television public service time, available staff, outreach volunteers, etc.). 

2) Community acceptance of volunteer programs and federally funded programs. 

3) The degree to which communication links exist with seniors, including older members of minority 

groups, persons with disabilities, and hard-to-reach community members.

8.2.3 Examples of Methods 

Recruitment can be done through: 

1) Contacting potential recruits individually.

2) Presently enrolled RSVP volunteers. 

3) Using an RSVP volunteer recruitment specialist for recruiting persons with special skills, such as 

technical, professional, or management skills.

4) Making presentations or providing materials for distribution at retirement preparation programs 

of local employers.

5) Contacting agencies and organizations frequented by older persons, such as senior centers, senior 

nutrition projects, and retiree organizations such as retired teachers associations, and retired 

federal employees associations. 

6) Contacting religious and civic groups and other community agencies. 

7) Contacting other CNCS volunteer programs. 

8) Advertising through websites, web-based volunteer recruitment systems including AllforGood.org

(see below), the sponsoring agency’s newsletter, newspaper articles, public service radio or 

television interviews, or "spot" public announcements, and the use of social media.
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9) Contacting inactive volunteers. 

a. Use volunteers, if necessary, to find out from inactive volunteers why they have become 

inactive. These volunteers may be reactivated if circumstances causing their inactivity 

have been or can be changed. 

b. Include inactive volunteers on mailing lists and in recognition activities if there is potential 

for their reactivation.

8.2.4 Targeting Volunteers 

Targeting recruitment where there is the best possibility of obtaining the most publicity and results, may 

result in organizations or locations being included where older persons are presently serving as 

volunteers. Projects should, however, avoid recruiting volunteers away from organizations where they 

are already volunteering and thus negatively impacting the project’s reputation in the community.

8.2.5 Web-Based Recruitment 

8.2.5.1 Project Websites 

Increasing numbers of RSVP projects have developed appealing websites designed to provide basic 

information about volunteer opportunities and how to express interest in volunteering. 

8.2.5.2 AllforGood.org 

All for Good is a free online volunteer recruitment system where projects can register their organizations 

and post their volunteer opportunities and connect with volunteers to learn about them.

8.2.5.3 Social Networks 

A Social Network describes any virtual media that enables users to create public profiles within it and form 

relationships with other users of that same space who access their profile. Social networking sites can be 

used to describe community-based websites, online discussion forms, chatrooms and other social spaces 

online and primarily contain user-generated content. Examples of social networks are Facebook, Twitter 

and YouTube channels, and others described below:

a) Key Terms

• Blog

- A website, usually maintained by an individual, with regular entries of 

commentary, descriptions of events, or other material such as graphics or video, 

used to communicate information and receive feedback.

• Online Collaborative and Discussion Groups

- A discussion group format to connect with people, access information, and 

communicate effectively over email and on the web.

- You control the members of the discussion group.

- No hardware or software to buy, install or maintain. 

- Access from anywhere, even from mobile devices.

• Online Volunteer Recruitment Sites

- Online network that connects volunteers with nonprofit organizations.

- Resource for volunteers to search for volunteer opportunities in their 

neighborhood, community, city and nationally.
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- When volunteers see your listing, they simply click on it to directly connect with 

your organization and get involved. 

b) CNCS Social Media Hub includes: 

• YouTube 

- YouTube is a video sharing website 

- A channel on YouTube is the home page for an account. It shows the account, 

the account type, the public videos they’ve uploaded, and any user information 

they have entered. 

- YouTube channels often display favorite videos from other users, activity streams 

comments, subscribers, and other social network features.

- You can control the information that appears on your channel.

• Twitter

- Twitter is an online social networking service that enables users to send and read 

short 140-character messages called “tweets.”

- A service for friends, family, and coworkers to communicate and stay connected 

through the exchange of quick, frequent messages.

- Tweets may contain photos, videos, and links to other social network sites.

- Senior Corps Twitter handle: @seniorcorps

- CNCS Twitter handle: @cncs

8.2.5.4 Senior Corps Pathfinder 

This national tool along with your local recruitment efforts, will help you find great Senior Corps 

volunteers. On the Senior Corps Pathfinder, interested volunteers begin their search by selecting a state, 

or by selecting a state and county, to return a list of nearby Senior Corps programs. Program listings 

include organization name, program name, Senior Corps parent program (e.g. FGP, SCP, RSVP), counties 

served, and program address. Most importantly, each listing includes contact information for that specific 

program. This allows prospective volunteers to ask questions, get the information they need, and begin 

sooner. 

Information in the program listings are drawn from what Senior Corps grantees enter into eGrants. The 

counties listed are associated with active sites in the station roster, as entered by grantees. You can find 

instructions to update your contact information here. 

8.3 SELECTION OF RSVP VOLUNTEERS 

8.3.1 Interviewing Potential RSVP Volunteers 

After expressing an interest in volunteering through RSVP, potential volunteers should be scheduled for 

interviews with RSVP project staff as soon as possible. The initial interview should be private and 

confidential, allowing adequate time for discussion. These interviews should be conducted in the most 

efficient manner for RSVP staff and the potential volunteer either in person, via phone, or other means 

such as skype. 

a) The initial interview is the time to become acquainted with and establish a friendly, mutually 

supportive relationship with the prospective RSVP volunteer. 
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b) Interview techniques should relate to project goals and to the background, hobbies, and special 

interests of applicants.

Suggested interview topics include: 

• Interests of the applicant and motivation to serve.

• Background information on the potential volunteer including work and volunteer history.

• Roles, assignments, and types of activities. 

• Description of volunteer stations and specific types of assignments currently available. 

• Special needs of persons to be served by volunteers. 

• Volunteer benefits and responsibilities. 

• Professional supervision available. 

• Transportation arrangements available. 

• Follow-up support, recognition activities, and newsletter offered by RSVP.

• Whether the applicant is confident that he or she is able to perform available assignments with, 

or without, reasonable accommodations.

8.3.2 National Service Criminal History Checks 

It is strongly recommended, though not required by CNCS, that sponsors establish policies to ensure that 

national service criminal history checks are performed for RSVP volunteer candidates who will have 

contact on a recurring basis with children, frail adults, persons with disabilities, or other potentially 

vulnerable individuals. Name checks of volunteers can be performed at the, National Sex Offender Public 

Website, maintained by the U.S. Department of Justice. A useful resource on conducting background 

checks for both volunteers and staff is the Staff Screening Tool Kit (Third Edition) developed by the 

Nonprofit Risk Management Center, available for download. For more information see National Service 

Criminal Checks Resources. 

8.4 ENROLLMENT OF RSVP VOLUNTEERS 

Once the introductory process is completed, the project formally enrolls the RSVP applicant into the 

program through the completion of an enrollment form. (See Appendix B.2 for a sample RSVP volunteer 

enrollment form.) Volunteer stations do not enroll volunteers. 

The new RSVP volunteer must sign and date the enrollment form, which should include designation of a 

beneficiary for insurance purposes. Sponsors must verify that RSVP volunteers are “age-eligible” to serve 

at enrollment. Most projects review age eligibility by reviewing a government-issued identification to 

verify a volunteer’s age and documenting that review using their enrollment form. It is not necessary to 

maintain a copy of this identification, unless required for other purposes, such as the sponsor’s own 

internal policies. 

RSVP Volunteers are responsible for updating their enrollment records whenever the pertinent 

information changes. (See Appendix B.7 for a sample Volunteer Update Form.) Periodically, projects 

should provide opportunities for volunteers to review and update their record. Sponsors are responsible 

for developing policies and procedures regarding signatures on volunteer forms if alternate forms of 

submission are to be used, i.e., on-line enrollment forms, or other methods such as fax, scan and email.
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8.5 ORIENTATION AND TRAINING OF RSVP VOLUNTEERS 

8.5.1 Options for Orientation and Training 

Projects should work with volunteer stations, to the extent possible, on the development, delivery and 

documentation of pre-service orientation for RSVP volunteers. Many projects have found that a 

combination of a formal orientation program and hands-on experience with volunteer stations works well. 

This gives greater meaning to the orientation and enhances adjustment to assignments. Locally prepared 

volunteer handbooks have been found to be useful in providing information to volunteers concerning 

RSVP, the sponsor, the advisory council, meal and travel reimbursements, prohibited activities and special 

limitations, appeal procedures, and other pertinent local project policies and procedures. Orientations 

may be enhanced by inviting representatives of other community service agencies and volunteer station 

to speak about their programs and the importance of volunteers’ contributions.

8.5.2 Transportation Expenses for Training 

As needed and as funds are available, transportation can be arranged or reimbursed for RSVP volunteers 

between their homes and places where formal orientation programs are held.

8.5.3 Introduction to Adult Learning Principles 

Familiarity with some basic concepts about how adults learn can help make your orientations and 

trainings as effective as possible. You likely already have some basic knowledge of these, based on your 

own experiences.

Think about the kind of training that you prefer. It’s likely that you learn best when a few things are true:

• You understand why what you’re being taught is important

• You have time to apply what you’re learning, ask questions and get involved

• You can share your own experience and learn from the experience of others who’ve dealt 

with similar challenges

Pre-Service Orientation Goals

Suggested goals of pre-service orientation include: 

 Introduce the RSVP volunteers to RSVP, the sponsor, and CNCS. 

 Prohibited activities, including the Hatch Act. 

 Provide information on project policies, time sheets, appeal procedures, insurance, and other 

administrative details. 

 Acquaint volunteers with project, volunteer station, and sponsor staff, and other RSVP volunteers. 

 Give RSVP volunteers the opportunity to visit and become acquainted with their volunteer 

stations. 

 Provide new RSVP volunteers with information about available community services related to 

their assignments.

 Where appropriate, provide training on working with vulnerable populations.
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• The style of training provided matches your needs – if you’re a visual learner, there are some 

visuals. If you’re an auditory learner, you have a chance to listen.

Your volunteers will appreciate these same tactics in orientation and in-service training. A number of 

researchers have studied how adults learn and identified a few key principles that allow adults to learn 

effectively. Though stated in different ways over the years, they can be boiled down to a few key concepts:

• Choice: Adults don’t like being told what to do! Most adults are used to choosing their own 

activities and managing their own experiences. It’s uncomfortable to surrender that sense of 

agency when an adult enters a training space. That discomfort can mean that your learners are 

thinking about how they don’t want to do a certain activity, rather than the information you want 

to share. Practically, this mean offering learners choices in their activities and getting buy-in from 

learners. Think about tactics like asking learners what they want to get out of a session before it 

begins and tailoring the session to those ideas. You can also involve learners in the design of your 

sessions. For example, invite current RSVP volunteers to shape your pre-service orientations.

• Relevance: This is closely related to choice. Adults learn best when they clearly understand why 

it is in their interest to learn certain information. Practically, you can make the objectives of all 

your sessions and activities clear so that learners understand the “why” behind the “what.” Using 

current RSVP volunteers can be helpful here as well, to point out when specifically a learner might 

need specific knowledge or skills. 

• Experience: Adults – particularly older adults – have a lot to share! They learn best when they 

have opportunities to share their wisdom. This has other benefits too, of course, in that it allows 

other learners to gain that knowledge. Though your learners may be new to being RSVP 

volunteers or a particular topic, chances are that they have some experience with something 

similar through a prior career or their life experiences. Practically, this means asking almost as 

many questions of your learners as they ask of you! Encourage them to share with each other in 

small groups and in a large group setting, and explicitly acknowledge the expertise they bring to 

a conversation. 

• Application: Adults learn best by practicing what they have learned. Incorporating activities 

allows learners to apply knowledge themselves and make connections to real-world situations. 

Practically, this means offering frequent opportunities for learners to interact with material. 

Consider including role-playing activities or asking participants how they would react to specific 

scenarios. Many trainers use a “Learn, Do, Teach” framework, where they explain a concept, have 

learners apply the concept, and then ask the learners to try to explain the concept to someone 

else, such as a peer. This principle also means that learning often continues after a formal 

“training,” when your learners go out into the real world. Consider including time for reflection 

regularly to reinforce new ideas and concepts.

• Repetition: Adults don’t remember everything they’re told the first time. This is just human 

nature – in any training, expect your learners to only remember a small portion of the information 

you share exactly. Practically, this means not only that you should repeat key concepts within a 

training, but also that you should give learners tools to remind themselves. Referencing 

handbooks and other tools that learners have after the fact is a great practice for adult learning. 

Also consider explicitly pointing out the 2-3 most important pieces of information in a session by 
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saying something like, “If you remember nothing else from the past hour, remember...”

Reviewing information both at the end of a session and in later follow up activities also helps 

learners retain more. 

There are many resources available online if you would like to learn more about adult learning. The 

Northwest Center for Public Health Practice has created a very helpful Adult Learning Toolkit that is useful 

for many topics beyond public health. Facilitating Adult Learning by Dr. Lela Vandenberg offers lots of 

great practical tips as well. 

8.6 PLACEMENT OF RSVP VOLUNTEERS 

8.6.1 Local Placements 

Senior volunteers should be placed in their own communities when feasible, and the need for 

transportation should be minimized as much as possible.

8.6.2 Volunteer Station Requirement 

Volunteer assignments must be placed with volunteer stations or the sponsor serving as the volunteer 

station, as outlined in Chapter 6. 

8.6.3 Placement of Volunteers with Memberships in Voluntary Service Organizations 

Potential or current RSVP volunteers who have memberships in organizations that provide voluntary 

services (e.g. religious organizations, senior centers, hospital auxiliaries, etc.) should not be assigned, as 

RSVP volunteers, to perform RSVP activities that relate to those voluntary services. RSVP Volunteers 

should not be placed with organizations with which they are otherwise affiliated to perform RSVP 

activities that are the ongoing responsibilities of their membership with that organization. However, these 

volunteers may be assigned to activities at those organizations that differ in nature from their current 

activities or those required for membership. 

8.6.4 Service to Relatives 

Assignments involving service to relatives are not precluded for RSVP volunteers. However, projects 

should exercise good judgment, taking into account local customs and practices and avoiding the 

appearance of favoritism. 

8.7 VOLUNTEER INACTIVITY AND SEPARATION 

Sponsoring organizations should have a written policy that defines when a volunteer is deemed inactive. 

Volunteers who do not serve on a regular basis or intensively on short-term assignments, such as at special 

events or projects, may become classified as inactive based on the sponsor’s written policy. Only active 

volunteers should be included in reporting of volunteer data to CNCS.

Sponsors are encouraged to work with their RSVP advisory council in establishing written policies and 

procedures covering volunteer separation and appeals. An RSVP sponsor may separate an RSVP volunteer 

for cause, including, but not limited to, extensive or unauthorized absences, misconduct, or inability to 

perform assignments or accept supervision, in accordance with the sponsor’s policies. Appeals for adverse 

actions are also subject to the sponsor’s policies. [45 CFR 2553.52 ] 
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8.8 EFFECTIVE PRACTICES IN MANAGING RSVP VOLUNTEERS 

I. Effective Practices to Ensure Satisfaction among RSVP Volunteers in Their Service to the Community

The project builds a spirit of commitment among the volunteers by:

A. Ensuring that RSVP volunteers have opportunities to express their concerns, interests, and 

observations about the project to the staff of the project and the volunteer station;

B. Involving RSVP volunteers in the operation and appraisal of assignments and project operations;

C. Soliciting comments and/or recommendations from the RSVP volunteers related to their service 

activities, and incorporating relevant information into the project as applicable;

D. Adopting specific strategies to retain a diverse group of RSVP volunteers; and

E. Identifying and promptly addressing any issues or problems that impact the retention of RSVP 

volunteers from a broad range of backgrounds.

II. Effective Practices to Help RSVP Volunteers Develop Their Capacity to be Community Leaders and 

Spokespersons

The project:

A. Encourages the volunteers to recognize and take pride in the value of their service to the 

community;

B. Provides RSVP volunteers opportunities to serve in leadership roles and develop leadership skills 

that enhance their personal lives and the project, such as serving as volunteer leaders or on the

Community Advisory Group;

C. Provides opportunities for RSVP volunteers to facilitate training with other RSVP volunteers using 

a standard training format with learning objectives as ways to measure progress;

D. Involves RSVP volunteers in promoting the project to the community, such as through media 

appearances; and

E. Acknowledges and values the strengths and skills of RSVP volunteers through ensuring that 

assignments are challenging and match the RSVP volunteers’ interests and abilities.

III. Effective Practices for Acknowledging the Contributions of RSVP Volunteers

The sponsor and project director:

A. Plan and implement individual and group recognition activities;

B. Ensure that volunteer stations regularly recognize RSVP volunteers as contributors to the stations’ 

ability to deliver services;

C. Provide at least one annual recognition event for RSVP volunteers which has significant 

community support and involvement; 
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D. Recognize, document, and publicize outstanding RSVP volunteer achievement;

E. Consider collaborating with other area Senior Corps programs on recognition efforts; and

F. Consider non-traditional forms of recognition, especially for culturally diverse and Boomer 

volunteers.
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9 RSVP VOLUNTEER COST REIMBURSEMENTS 

RSVP volunteers are provided with cost reimbursements and other benefits. In accordance with 45 CFR 

2553.43 and any written Senior Corps policy guidance to projects, volunteers must be provided with 

insurance as detailed below and recognition. Within the limits of a project’s approved budget, RSVP 

volunteers may be provided transportation and meals. Cost reimbursements are budgeted as “Volunteer 

Expenses,” and the two terms may be used interchangeably. 

9.1 ADMINISTRATION OF COST REIMBURSEMENTS 

Sponsors should establish written cost reimbursement policies and procedures and provide these to each 

volunteer. 

9.1.1 Assignment-Related Expenses 

Project funds may be used to reimburse volunteers for expenses, including transportation costs, incurred 

while performing their volunteer assignments, provided that these expenses are described in the 

Memorandum of Understanding with the volunteer station and there are sufficient funds available to 

cover these expenses and meet all other requirements identified in the Notice of Grant Award [45 CFR 

2553.43(e)]. Otherwise, such expenses are the responsibility of the volunteer station.

9.1.2 Reimbursement Policies 

The amount of reimbursement made to RSVP volunteers is determined by the availability of funds and 

project’s written policy regarding reimbursement of Volunteer Expenses. The procedure and the limits for 

volunteers to request reimbursement should be identified in volunteer orientation sessions and project 

service policies.

9.1.3 Non-Reimbursed Volunteer Purchases 

Volunteer expense items that are purchased at a volunteer's own expense and not reimbursed by the 

project to the volunteer are not allowable as contributions to the non-Federal share of the budget. These 

include transportation to and from their assignments, meals taken during assignments, recognition 

activities, and recognition items. [45 CFR 2553.73(c)] 

9.2 VOLUNTEER COST REIMBURSEMENTS DETAILED 

9.2.1 Transportation 

1) General Principles and Practices

a) RSVP volunteers may receive assistance with the cost of transportation to and from volunteer 

assignments and official project activities, including orientation, training, and recognition 

events. [45 CFR 2553.43] 

b) It is suggested that the project work with its advisory council to prepare a transportation plan. 

Such a plan should be sound and reasonable, based on lowest-cost transportation modes, and 

include scheduling, modes of transportation, criteria for reimbursement, mileage rates, and 

patterns of transportation.
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c) Consideration should be given to volunteers who do not own cars or may prefer not to drive 

and can only participate in the program when other arrangements and modes of 

transportation are developed.

d) Transportation should be considered when deciding where volunteers are assigned. 

Convenient and less costly transportation is promoted when assignments are developed in 

areas close to where RSVP volunteers live.

e) It is important to consider both costs and convenience, as well as volunteer service schedules, 

in developing a cost-effective travel solution. 

f) Transportation provided by volunteers that has not been reimbursed to the volunteer cannot 

be used as a local contribution to the project budget (45 CFR 2553.73(c)). 

g) Parking fees for volunteers having to park at a volunteer station or at an official RSVP function 

may be budgeted. Parking costs are allowable as a local in-kind contribution only if they are 

normally charged.

h) RSVP volunteers and volunteer station staff are required to sign a statement certifying that 

transportation costs to be reimbursed to the volunteer were in conjunction with volunteer 

service and to provide details of the reimbursement. Vouchers are subject to review for 

compliance monitoring and CNCS audit purposes.

i) Projects may incorporate volunteer expense claims on the timesheet form. Costs must be 

verified by signatures of the volunteer, the volunteer station supervisor, and designated RSVP 

staff. (See Appendix B.3 for a sample Volunteer Timesheet and Mileage Request form.)

2) Reimbursement for Volunteers’ Transportation

a) Volunteer Drivers 

Reimbursement of RSVP volunteers who drive their own cars is based on a cost-per-mile rate 

set by the sponsor via written policy. Volunteers are reimbursed for actual mileage within the 

limits of available funds and local project reimbursement policy. Volunteers cannot be 

reimbursed in excess of actual costs, or on a per capita basis, for transporting other 

volunteers. (See Appendix B.3 for a sample Volunteer Timesheet and Mileage Request form.)

Mileage reimbursement directly to an RSVP volunteer from a volunteer station for 

transportation from the volunteer's home to the place of assignment and return home is 

acceptable as local support of the RSVP project. Project files should include verification of this 

contribution for review for compliance monitoring and CNCS audit purposes. 

Mileage reimbursement to RSVP volunteers from volunteer stations for providing 

transportation while on volunteer assignments cannot be used as local support of the RSVP 

project. RSVP cannot accept responsibility for the costs of community service provided by 

volunteer stations and, therefore, cannot be credited for the value of those costs to be used 

as local budget support.

b) Car Pool Drivers
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Drivers of car pools receive reimbursement for actual mileage based on a cost-per-mile rate. 

Passengers do not receive reimbursement.

c) Public Transportation Users

Sponsors should establish procedures, such as a voucher system, for reimbursing volunteers 

for public transportation expenses, including subways, buses, and other public conveyances. 

Reimbursements must be based on documentation by the volunteer of actual costs incurred 

for project-related transportation expenses. 

d) Other Transportation Reimbursement Considerations

The purchase cost, operation, and maintenance of vans, mini-buses, or station wagons may 

be budgeted only if they provide the most flexible and economical transportation available.

Project vehicle costs, vehicle driver's salary and fringe benefits, and vehicle insurance are 

budgeted as travel costs under volunteer expenses in the RSVP project grant application.

Contracted transportation, if it is the most flexible and economical mode, may be budgeted 

for volunteers.

Volunteers who do not incur travel expenses (e.g., those who walk to assignments, ride on 

free public transportation, or are passengers in carpools) do not receive reimbursement.

9.2.2 Meals 

Within the limits of available resources and project written policy, RSVP volunteers may receive assistance 

with the cost of meals taken during their service schedule). Project staff may arrange for or assist with the 

cost of meals for RSVP volunteers during orientation and training, and, as feasible, on days when volunteer 

service is provided. 

Project directors should make special efforts to reach an understanding with volunteer stations to provide 

meals for RSVP volunteers when feasible. The value of meals provided in-kind to RSVP volunteers may be 

used as local support in the budget, provided there is sufficient documentation.

In-Home Meal Options

Meal arrangements may become more difficult for volunteers with in-home assignments. Volunteers who 

plan to eat between assignments may be far removed from nutrition centers and volunteer stations which 

have meal facilities. Some options are for volunteers to share a meal with a client, bring their own “brown 

bag” lunch, or eat at a restaurant and be reimbursed for the cost of their meal. Written procedures should 

be in place to outline the project’s reimbursement policy. Meals provided by or to clients served are not 

an allowable budget cost. 

Title III of the Older Americans Act

Local congregate nutrition programs, funded under Title III of the Older Americans Act, operate in some 

public and private non-profit organizations. RSVP volunteers over 60 are eligible for meals at congregate 

meal sites funded under this program. See Paragraph (6)(c) in Section 10.3.2 of this Handbook for more 

information on when programs funded by a federal agency other than CNCS may be included in a grant’s 

non-federal share. 
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Reimbursement to Volunteers 

The amount of reimbursement to volunteers for meals is normally based on actual expenses, consistent 

with costing procedures developed by the sponsor rather than a flat daily rate. However, reimbursement 

of “brown-bag” lunches prepared by RSVP volunteers may be based on a flat rate established by the 

sponsor in written policy. The basis for the rate should be included in the grant application budget 

narrative. RSVP volunteers and volunteer station staff are required to sign a statement certifying that 

meals to be reimbursed to the volunteer were taken in conjunction with volunteer service and provide 

details of the reimbursement. Vouchers must be approved by RSVP staff and they are subject to review 

for compliance monitoring and CNCS audit purposes. (See Appendix B.3 for sample forms for volunteers 

to use to request reimbursement for meals.)

9.2.3 Insurance 

The program regulations require RSVP volunteers be provided with 

accident insurance, personal liability insurance, and excess 

automobile liability insurance (45 CFR 2553.25(f)). The minimum 

levels of this insurance are specified by CNCS, and may be subject 

to change from time to time. See Appendix A.10: Senior Corps 

Minimum Insurance Requirements for minimum coverage levels.

The insurance coverage must be in excess of and noncontributing 

to any other valid and collectible insurance the volunteers have. In 

other words, the accident and excess automobile liability coverage 

are intended to provide higher levels of insurance for volunteers, 

starting where other insurance coverage for them stops. The CNCSrequired insurance is excess insurance not primary insurance. This is also true for personal liability; but 

volunteers are often not covered by personal liability insurance, in which case the CNCS-required personal 

liability insurance shall become primary insurance with no deductible conferred to or paid by volunteers. 

1) Accident Insurance

Accident insurance covers RSVP volunteers for personal injury during travel between their homes and 

places of assignment, during their volunteer service, during meal periods while serving as a volunteer, and 

while attending project-sponsored activities, such as recognition activities, orientation, and RSVP advisory 

council meetings.

Protection shall be provided against claims in excess 

of any benefits or services for medical care or

treatment available to the volunteer from all other 

sources, such as health insurance coverage.

2) Personal Liability Insurance for Volunteers

Protection is provided against claims in excess of 

protection provided by other insurance. It does not 

include professional liability coverage. The sponsor 

must provide third-party protection for volunteers 

against injury or property damage claims arising out of their volunteer service activities. Some insurance 

providers refer to this as “volunteer liability insurance”. For each sponsoring organization, the amount of 

RSVP Volunteers and Workers 

Compensation

RSVP volunteers are not 

employees and are not

covered by Federal or state 

workers compensation 

insurance.

45 CFR 2551.45

Personal Liability vs. Professional 

Malpractice Insurance

Personal liability insurance does not include, 

nor is it a substitute for, malpractice 

insurance which some volunteer stations 

need for their professional staff and for some 

volunteers who assist professionals or serve 

in professional capacities.
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protection must meet or exceed the minimum levels of this insurance as specified by CNCS. See Appendix 

A.10: Senior Corps Minimum Insurance Requirements for minimum coverage levels.

3) Excess Automobile Insurance

To avoid a gap in coverage between that provided by the RSVP volunteer's personal vehicle insurance and 

liability claims in excess of that coverage, the sponsor shall provide Excess Automobile Insurance coverage 

for bodily injury and/or property damage. See Appendix A.10: Senior Corps Minimum Insurance 

Requirements for minimum coverage levels.

NOTE: It is recommended that projects verify that volunteer drivers have valid licenses and basic liability 

insurance.

4) Liability Insurance on Personal Vehicles of Volunteers

Automobile liability insurance is a volunteer's personal expense and is not reimbursable to the volunteer 

by the project. RSVP volunteers who use their personal vehicles to drive in connection with project-related 

activities shall keep their automobile liability insurance in effect for their own protection.

The volunteer's personal vehicle liability insurance must equal or exceed the limits of the state Motor 

Vehicle Financial Responsibility Law in their state. 

9.2.4 Uniforms or Smocks 

When volunteer stations require RSVP volunteers to wear special uniforms or smocks, the cost of uniforms 

and laundering are an allowable project cost when these expenses are described in the Memorandum of 

Understanding with the volunteer station, sufficient funds are available to cover these expenses, and all 

other requirements identified in the Notice of Grant Award are met. Otherwise, volunteer stations are 

responsible for such costs.

9.2.5 Clothing and Branded Gear 

Many Senior Corps grantees want to use clothing to highlight the volunteers’ participation in the Senior 

Corps program. Items like clothing, bags, hats, or other gear with the Senior Corps program names and 

logos that are not required by the project or volunteer station are considered recognition of service and 

should be categorized in the recognition budget line item rather than the uniform line item. 

9.2.6 Recognition 

Appropriate recognition for service is to be provided for RSVP volunteers (45 CFR 2553.43(c)). 

Recognition covers a wide range of potential costs; any costs charged to this direct benefit to the volunteer 

must be in accordance with the applicable OMB cost principles and using sound business practices. Any 

costs charged to recognition should be reasonable and prudent, properly valued, and consistent with the 

sponsoring organizational accounting practices. Consideration should also be given to the appropriateness 

of the expenditure. (See Appendix A.1 for Guidance for Recognition Costs.)

1. At least annually the RSVP sponsor plans and arranges for recognition of RSVP volunteers for their 

service to the community. Recognition often includes large, formal annual events. It may also 

include informal recognition methods throughout the year. Sponsors may also recognize local 

individuals and agencies or organizations for significant activities that support project goals.
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2. CNCS does not supply volunteer recognition materials nor does it require specific recognition 

materials. 

3. Informal recognition ought to be ongoing, such as listening to and acting upon recommendations 

by RSVP volunteers, offering honest praise, and providing assignments that are increasingly 

satisfying. 

4. Recognition events may consist of special ceremonies, teas, breakfasts, luncheons, and 

recreational outings at which pins and certificates for stipulated terms of service are awarded. 

5. The RSVP advisory council and volunteer stations are expected to participate in recognition 

activities. Community contributions in support of recognition activities can enhance the quality of 

the events. Contributions need not be monetary. Donated space, food, decorations, and 

transportation should be encouraged. Proper documentation is required to use donations as local 

support. 

6. To emphasize the importance of the occasion, CNCS field, regional, and headquarters staff, as well 

as city and county officials and officers of local organizations may be invited to recognition events.

7. Entertainment expenses (e.g. bands, alcohol) are unallowable expenses and cannot be charged to 

the federal or non-federal share of the budget.

9.3 LEGAL REPRESENTATION 

Legal counsel may be retained, and counsel fees, court costs, bail, and other expenses incidental to the 

defense of an RSVP volunteer may be paid, in a criminal, civil, or administrative proceeding when such a 

proceeding arises directly out of performance of the RSVP volunteer's activities. 45 CFR Part 1220 sets 

forth the circumstances under which CNCS may reimburse for such expenses. Consult the CNCS program 

officer/portfolio manager for guidance.
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10 GRANTS MANAGEMENT 

10.1 INTRODUCTION TO GRANTS MANAGEMENT 

10.1.1 Basic Requirements 

Sponsors must manage grants awarded to 

them in accordance with all applicable RSVP 

Program Regulations (45 CFR 2553), the 

Notice of Grant Award (NGA) as well as the 

Terms and Conditions for CNCS grants. 

Contact the appropriate CNCS portfolio 

manager or program and grant officers for

additional technical assistance on fiscal 

management of an RSVP grant.

In accordance with Uniform Administrative Requirements, 2 CFR 200.302, Non-Federal Entities (NFE) that 

receive RSVP grant funds are required have financial management systems that provide for the following:

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

programs under which they were received. 

Topic Purpose For all NFE (Non-federal entities)

Uniform Administrative 

Requirements

Standards of consistency 

and uniformity of grants to 

various institutions

2 CFR Subtitle A Chapter II

200.300 to 200.345

Cost Principles

Principles for determining 

the costs of grants and 

other agreements with 

non-profit organizations

2 CFR Subtitle A Chapter II

200.400 to 200.475

Audits

Standards for obtaining 

consistency and 

uniformity among Federal 

agencies for the audits of 

states, local governments, 

and non-profit 

organizations expending 

Federal awards.

2 CFR Subtitle A Chapter II 

200.500 – 200.520

Financial Management Training

An on-line course, “Key Concepts of Financial 

Management,” which can be accessed on Litmos 

here, provides a basic introduction to grants 

management considerations applicable to all 

Corporation grantees.
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• 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.

• Written procedures for determining the allowability of costs in accordance with 2 CFR Part 200 

Subpart E—Cost Principles and the terms and conditions of the federal award.

10.1.2 Cost Control and Budget Monitoring 

Project support provided under an RSVP grant must be furnished at the lowest possible cost consistent 

with the project's effective operation of the project as described in the RSVP Program Regulations. (45 

CFR 2553.73(b)). Project directors should work with the sponsor’s fiscal staff and regularly compare the 

budget to actual costs. 

10.1.3 Budgeting Costs 

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

project operation. “Grant funds” refers to both the CNCS share and the required non-federal share of the 

grant. 

1) Specific costs are either allowable or unallowable. Only allowable costs may be included in the CNCS 

share or the grantee share of the budget. Only amounts approved by CNCS may be expended.

2) Notices of Grant Award, as well as the RSVP Program Regulations (45 CFR 2553.73), incorporate the 

OMB “OMB Guidance for Grants and Agreements” found at 2 CFR Chapter I, and OMB “OMB Cost 

Principles” found at 2 CFR Part 200, Subpart E. OMB Cost Principles distinguish between costs that are 

allowable and costs that are not allowable for all federal grants. Grantees should review 2 CFR 

Chapters I and II refer to specific regulations within 2 CFR 

Chapters I and II as needed. OMB Cost Principles apply to 

funds included in the grant as part of the CNCS share and 

also apply to the required non-federal share. Conversely, 

the OMB Cost Principles do not apply to funds that are not 

included in the grant as part of the CNCS share or are not 

included in the required non-federal share. Also, the OMB 

Guidance for Grants and Agreements, does not apply to 

funds budgeted as Excess non-federal or to other sponsor 

resources outside the grant. Therefore, it is recommended 

that all allowable costs be budgeted in the “CNCS Share” 

or “Non-CNCS” share of the budget.

Terminology Note

In the electronic grants system, “grantee 

share” and “applicant share,” are used to 

refer to the required non-federal share 

of the grant.

“Local share,” as used in the program 

regulations, also refers to the required 

non-federal share. 

Terminology Note

A “Grant” is an award of financial 

assistance that, consistent with 31 

U.S.C. 6304, is used to enter a 

relationship. (2 CFR 182.650)
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3) Additional requirements in the RSVP Program Regulations also determine cost allowability. Below are 

listed several cost items about which questions commonly are raised. Questions regarding costs not 

included in the listing below should be referred to the appropriate CNCS program officer/portfolio 

manager or grant official at the Field Financial Management Center (FFMC). 

a) Equipment or supplies for volunteers on assignment are not allowable, unless these expenses are 

described in the Memorandum of Understanding with the volunteer station and there are 

sufficient funds available to cover these expenses and meet all other requirements identified in 

the Notice of Grant Award. [45 CFR 2553.43 (e)] 

b) The following insurance costs are not allowable: 

1. Public liability insurance for sponsors (except for space that the RSVP sponsor occupies that 

is separate from the main sponsor offices). 

2. Primary insurance for volunteers' or project staff's personal vehicles. 

3. Health insurance for volunteers. 

c) Costs for recruitment of personnel and volunteers for the award are allowable, including costs of 

recruiting hard-to-reach volunteers, such as those belonging to ethnic groups that may not be 

reachable by standard methods of recruitment. 

d) Only compensation paid to staff who are engaged in activities that directly support the 

performance of the award is allowable. Sponsors should familiarize themselves with proper 

documentation requirements in accordance with the OMB Cost Principles (2 CFR § 200.430 

“Compensation – personal services”). 

e) When project staff are employed in the operation of two or more Senior Corps projects, in order 

to be allowable, their salaries and fringe benefits must be budgeted on a prorated basis in each 

project's budget, based on the allocation of time to each project. Grantees must document actual 

time spent on each grant, and only actual time should be reported.

f) Though RSVP volunteers are generally not required to undergo the National Service Criminal 

History Check process required by law of RSVP staff, the costs of optional criminal history checks 

on RSVP volunteers or prospective RSVP volunteers are allowable. These costs may be paid by 

volunteer stations. When paid by the project, such costs should be budgeted as Volunteer Support 

Expenses because these costs are program operating expenses. (See CNCS Knowledge 

Network/Criminal History Checks for more information on National Service Criminal History 

Checks.)

g) Costs of membership in the Senior Corps or other professional associations are allowable. 

However, the membership must be attached to the organization (not an individual). An individual 

can be named on the membership but if the individual leaves, the membership stays with the 

organization. Additionally, federal/match funds may not be used for a membership to a lobbying 

organization. If the association/ organization has a lobbying arm, grantees will need to ensure 

that their membership dues are not used for lobbying purposes. (2 CFR 200.454) 
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10.1.4 Direct and Indirect Costs 

1) Definitions

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

costs incurred by an organization that are not readily identifiable with a specific award, project, or 

program, but are necessary to operate the organization and its programs. Indirect costs may also be 

referred to as facilities and administrative (F&A) costs. Typical examples of indirect costs include 

depreciation on buildings and equipment, the costs of operating and maintaining facilities, and 

general administration and expenses, such as the salaries and expenses of executive officers, 

administrative personnel, and accounting. 

2) Cognizant Federal Agency

A “cognizant federal agency" is an agency appointed by the Office of Management and Budget that is 

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

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

majority of its federal support in the form of Direct Grants. When an organization that has no 

cognizant federal agency proposes indirect costs in a grant application, CNCS may assume the role of 

providing oversight.

3) Process for Establishing an Indirect Cost Rate

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

negotiated indirect cost rate agreement, or NICRA) may request one. The grantee may contact 

IndirectCostRate@cns.gov to initiate this process. Indirect Cost Rate team will confirm CNCS’s status 

as the cognizant agency for indirect costs and initiate the rate negotiation process. 

4) De Minimis rate of Modified Total Direct Costs

Any non-Federal entity that has never received a negotiated indirect cost rate, except for those nonFederal entities described in 2 CFR Appendix VII to Part 200—States and Local Government and Indian 

Tribe Indirect Cost Proposals, paragraph D.1.b, may elect to charge a de minimis rate of 10% of 

modified total direct costs (MTDC) which may be used indefinitely. Please contact your grants official 

for more information.

5) Limitation on Indirect Costs

The base for indirect costs in Senior Corps programs is limited to Volunteer Support Expenses (these 

are the administrative expenses). Volunteer Expenses (these are the cost reimbursements to the 

volunteer) are not included in the base for indirect cost rates. Reasonable payroll expenses may be 

budgeted as direct costs for the payment of volunteer cost reimbursements.

10.2 ROLE OF THE CNCS GRANT OFFICIAL 

The acceptance of an assistance award from CNCS creates a legal duty on the part of the grantee to use 

the available funds or resources in accordance with the terms and conditions of the assistance agreement. 

An obligation exists on behalf of CNCS to fund the grantee in accordance with the assistance award.

The Grant Official for a given grant is a member of the CNCS's Grants Management staff based at the Field 

Financial Management Center (FFMC). The Grant Official is the representative of CNCS in financial, 

budgetary, and administrative matters of Senior Corps. The Grant Official has overall responsibility for the 
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receipt, approval and monitoring of all required financial documents from CNCS grant programs. Only the 

Grant Official, acting as the agent of the federal government, has the authority to: 

• Award a grant. 

• Modify the terms of a grant. 

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

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

• Extend or curtail the budget or project period cited in the applicable Notice of Grant Award (NGA). 

• In conjunction with the FFMC Director, or his/her designee, propose Management Decisions upon 

completion of an audit.

• Close-out a grant. 

The Grant Official 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 Program officer/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 the Grant Official on 

all activities that may adversely affect performance. The Grant Official may accompany and work with the 

program officer to conduct financial monitoring of the grant. However, grantees should first consult with 

the Program officer prior to seeking approvals where the Grant Official has the ultimate approval 

authority.

Grantees in states that are covered by new CNCS Regional Offices, should contact their Portfolio Managers 

for financial, budgetary, and administrative matters. 

10.3 BUDGET MANAGEMENT 

10.3.1 Budget Categories 

1) Costs are separated according to whether the proposed source of project support is federal or nonfederal. In context of the budget, “federal” means “CNCS,” and “non-federal” means “sources other 

than CNCS” including certain other federal agencies, as authorized by law or by the source of funds.

a) “Required non-federal.” (Also known as “Grantee Share” on the budget). This is the part of the 

total non-federal budget used to meet the non-federal share requirement. Any additional amount 

that the grantee wants to include as part of the required non-federal share of the total project 

cost should also be under this category. Costs included under this category must meet all the cost 

requirements established by CNCS. See the next page for more information on the required nonfederal share of the budget.

b) “Excess non-federal.” This is the part of the total non-federal budget that is in excess of the nonfederal share requirement. This is distinguished from the Excess Column on the budget. The two 

terms are not synonymous. The “Excess non-federal” is defined as funds over the required share 

budgeted in the “Grantee Share” column of the budget. Inclusion of excess non-federal costs is 

not required. If excess non-federal funds are budgeted, they must support the purpose of the 

project, consistent with the Domestic Volunteer Service Act of 1973. It is generally recommended 

that as long as costs are allowable, sponsors should budget those costs as part of the required 

non-federal share so they can be easily reported on the project’s Federal Financial Report.
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2) Allowable costs separated by source are further 

differentiated by purpose, that is, whether the funds are to 

cover costs of Volunteer Expenses or Volunteer Support 

Expenses. 

a) “Volunteer Expenses” is a limited category which 

includes only the following volunteer costs: 

 Transportation

 Meals

 Insurance

 Recognition Items and Activities 

b) “Volunteer Support Expenses” includes all costs other than those included above in “Volunteer 

Expenses.” including volunteer training costs. 

10.3.2 Budget Criteria 

1) The RSVP sponsor is expected to 

supplement the CNCS grant with other 

budget support. The sponsor must raise 

the amount of non-federal support 

described in the project funding 

requirements located in RSVP Program 

Regulations (45 CFR 2553). 

2) A CNCS grant may be awarded to fund up 

to 90 percent of the total project cost in 

the first year, 80 percent in the second 

year, and 70 percent in the third and 

succeeding years. This means that the 

RSVP program is responsible for at least 10 

percent of the total project cost in the first 

year, 20 percent in the second year, and 30 

percent in the third and succeeding years.

a) Project support from non-CNCS 

sources may be in cash or in-kind 

contributions. 

b) CNCS-approved in-kind contributions 

may constitute part or all of the nonfederal share requirement. 

Requirements for in-kind contributions 

are found in 2 CFR Chapter II Subpart D 

Section 200.306.

3) CNCS may allow exceptions to the nonfederal share requirement in cases of demonstrated need such as:

Terminology Note

In the context of Senior Corps project 

budgeting, the term “Volunteer Expenses

is sometimes referred to as “cost 

reimbursements” or” “Volunteer 

Benefits.”

Calculating the Required Non-Federal Share

For RSVP programs, the required non-federal share 

is 10% of the total project cost in the project’s first 

year, 20% in the project’s second year, and 30% in 

the project’s third year and all succeeding years, 

excluding costs budgeted in the excess column. 

Use this formula to determine the required nonfederal share for your award:

Required Non-Federal Share = 

(Federal Share / (1 – Required %)) – Federal Share

For example, a sponsor that receives a federal share 

of $63,000 would calculate their required nonfederal share like this:

Year 1 (10%) Required Non-Federal Share = 

($63,000/ (1 – 0.1)) - $63,000 = $7,000

Year 2 (20%) Required Non-Federal Share = 

($63,000/ (1 – 0.2)) - $63,000 = $15,750 

Year 3 and Thereafter (30%) Required Non-Federal 

Share = 

($63,000/ (1 – 0.3)) - $63,000 = $27,000
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a) Initial difficulties in the development of nonfederal funding sources during the first three 

years of operations.

b) An economic downturn, the occurrence of a 

natural disaster, or similar events in the service 

area that severely restrict or reduce sources of 

non-Federal support.

c) The unexpected discontinuation of non-federal

support from one or more sources that a project 

has relied on for a period of years. 

4) A sponsor proposing to contribute less than the A 

sponsor proposing to contribute less than the required 

non-Federal share must provide CNCS with an 

acceptable written justification for the lower level of 

support. The justification is submitted for consideration 

through the CNCS Program Officer or Portfolio Manager. 

The justification for the waiver should: 

a) be requested prior to the grant award; 

b) include the grant period the waiver requested for 

(e.g. 1st year, 2nd year all years) and; 

c) Detail how much of the match needs to be waived 

(e.g. 5% or all of the match). 

5) Non-federal support already committed to meet non-federal support requirements of any other 

federally-assisted project or program may not be budgeted as part of the non-federal support for 

RSVP. [2 CFR Chapter II, Subpart D, Section 200.306]

6) All non-CNCS funding expended for allowable costs will be counted as local support and as a 

contribution to the sponsor's local support with the following exceptions:

a) CNCS grant awards are made for a specified dollar amount, and if the sponsor obligates or 

expends CNCS funds for costs that exceed the amount of the CNCS award, the costs are not 

allowable.

b) Project costs for which the required non-federal funds are budgeted will be acceptable if: a) costs 

are allowable; b) are reasonable in comparison to other costs; c) benefit the project's operational 

effectiveness; and d) contribute to achievement of RSVP program goals and objectives.

c) Funds from federal agencies other than CNCS, including federally funded in-kind resources, may 

not be budgeted as part of the sponsor's local support contribution, except when those funds 

specifically authorized by law. [2 CFR Chapter II, Subpart D, Section 200.306(b)(5)] 

i) There are hundreds of Federal grant programs, each governed by laws and specific 

regulations and administered by many different departments and agencies. CNCS is not able 

Prohibition on Compensation for 

Services

The authorizing statute for RSVP– the 

Domestic Volunteer Service Act of 

1973 (DVSA) – prohibits charging RSVP 

beneficiaries for volunteer services. 

This prohibition is restated in the 

“Compensation for Services” provision 

in the RSVP Program Regulations and 

applies not only to the client but also 

to the client’s legal guardian, family 

members, or friends. 

This provision prohibits soliciting 

donations from beneficiaries of the 

services of RSVP volunteers or any 

other actions by the project that could 

create the impression that services of 

volunteers are linked in any way to 

financial support from a beneficiary.

More information on prohibition on 

compensation for services can be 

found in Chapter 2 of this handbook.
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to provide a list of federal grant programs where funds are authorized by law to be applied 

to the non-federal share of Senior Corps grants. 

ii) It is the grantee’s responsibility to document that another Federal program’s funding is 

authorized by law to be used as non-federal share for other Federal grant programs. 

iii) If you have questions concerning whether particular federal grant funds may be budgeted in 

the non-federal share, identify the source of the grant funds and contact the source of the 

funds for clarification. Ask for the specific citation or document that allows use of the funds 

in this way, and maintain that documentation as part of the grant file for reference. A verbal 

confirmation is generally not sufficient. 

d) Direct benefit items, such as transportation, meals, and recognition items which are purchased at 

the volunteer’s own expense and not reimbursed, are not allowable as contributions to the nonfederal share of the budget.

10.3.3 Budget Non-Compliance 

1) Required Non-Federal Share

If a sponsor has failed to meet their non-federal share requirement at the end of the]project period, 

the sponsor must take one of the two following actions:

a) Reimburse CNCS the full amount of the deficiency, but only if so directed by the Grant Official.

b) Submit a written request for a waiver to the appropriate CNCS State Program Officer or Portfolio 

Manager. This written request must be submitted with the final Federal Financial Report (FFR) 

and must include:

1. Why the requirement was not met.

2. What specific attempts were made to achieve the required non-federal percentage? 

3. A plan to provide the required non-federal share in the current grant period, assuming the 

sponsor has received a new award. 

2) Excess Resources 

Sponsors are not penalized for failure to achieve the budgeted amount of excess support. Failure to 

meet the total budget, including the excess, will be examined in light of the overall effect on the 

project's accomplishment of its goals and objectives.

10.4 GRANT AMENDMENTS AND REBUDGETING 

During implementation of a grant, a grantee may decide to make adjustments to the approved 

application. All grant amendments and budget changes should be made and documented into the system 

of record, but the following changes require prior CNCS approval and amendment of the NGA: 

 A change in the scope of service or a substantial change in goals or objectives. 

 A change in key personnel specified in the application or federal award.

 A request for a project director at less than full time.

 The creation of a new budget line item where there will be a need for additional funds.

 The transfer of funds budgeted for direct costs to indirect costs.

 The request of a match waiver.
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 Extension or reduction of the budget or performance budget period.

If the federal share of a grant is greater than the Simplified Acquisition Threshold amount of $250,000 and 

the grantee’s cumulative changes exceeds 10% of the total budget, the grantee must request prior 

approval to submit an amendment. CNCS, as the federal awarding agency, cannot permit a transfer that 

would cause any federal appropriation to be used for purposes other than those consistent with the 

appropriation. [2 CFR Chapter II, Subpart D, Section 200.308] Grantees should consult with your program 

officer/portfolio manager regarding budget changes, even if pre-approval is not required.

10.5 ACCESSING GRANT FUNDS AND MANAGING ADVANCES 

All Senior Corps grantees are paid through the Department of Health and Human Services (HHS) Payment 

Management Services, abbreviated as PMS. Senior Corps grantees must establish an account with the 

HHS/PMS that allows them to draw down funds. When a grant is awarded in the electronic grants system, 

the grant is recorded in CNCS’s accounting system and transmitted to PMS which maintains an account 

for each grant. Grantees draw funds from that account. 

10.5.1 Steps in Setting up a PMS account 

1) Grantees without a PMS account should contact the appropriate Program Officer, or Portfolio 

Manager. The Program Officer/Portfolio Manager willsend the grantee instructions informing the 

grantee that it needs to fill out an 1199A Direct Deposit Form, which records the agreement of 

the grantee and its financial institution. The grantee designates the bank that will receive funds 

for the grantee. Also enclosed in the instruction letter are the other forms and documents the 

grantee needs to complete and establish their account. 

2) The grantee forwards the completed forms to the appropriate offices as outlined in the 

instructions.

3) HHS notifies the CNCS of the grantee's assigned suffix and PIN through e-mail, and simultaneously, 

sends a certified letter to the grantee with the same information.

10.5.2 How grantees request funds through PMS SMARTLINK 

Grantees use SMARTLINK to access funds. SMARTLINK is an automated “next day” direct deposit system 

for the Federal government. Recipients assigned to SMARTLINK use a PC to access the PMS SMARTLINK 

Request For Funds application, enter their account and drawdown information (e.g. account number and 

amount requested), and receive a status message detailing their transaction. The transaction is completed 

online, and funds are direct-deposited into the recipient's account on the next business day.

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

should develop written policies and procedures for drawdowns so that they are done on a consistent basis 

and a clear audit trail exists. 2 CFR Chapter II, Subpart D, Section 200.305

At any time, CNCS Grant Officials can log on to the PMS directly or view authorized, disbursed, and 

advanced amounts in the electronic grants system. 

Grantees may: 

• Draw down funds on a reimbursement basis; 
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• Draw down funds that they will be using in the immediate future, usually considered to be within 

three days of receipt; or 

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

apply: (See “Interest Earned on Advances” below.)

a. The grantee receives less than $120,000 in Federal awards annually. 

b. The account would not earn interest in excess of $500 per year. 

c. The depository would require an average or minimum balance so high that it would not 

be feasible within the expected Federal and non-Federal cash resources.

d. A banking system prohibits or precludes interest bearing accounts.

 Interest earned amounts up to $500 per year may be retained by the non-Federal entity for 

administrative expense. Any additional interest earned on Federal advance payments deposited 

in interest-bearing accounts must be remitted annually to the Department of Health and 

Human Services Payment Management System (PMS) through an electronic medium using 

either Automated Clearing House (ACH) network or a Fedwire Funds Service payment.

Please review the help and training for grantees using the PMS. 

10.5.3 Federal Cash Transactions Report – PSC 272 A 

Grantees report on funds by submitting quarterly Federal Cash Transaction Reports (PSC 272 A Report) 

directly to PMS. The PSC 272 A Report is an overview of the cash status of the account. It contains data 

provided by PMS to the recipient and the net disbursement amount as calculated by the recipient. The 

PSC 272 A Report is similar to a checking reconciliation and is used to report the amount of “Cash on 

Hand.” HHS monitors this amount and deducts any cash on hand amount from previous payment 

requests. At the end of the grant performance period, the SF 425 Federal Financial Report MUST reconcile 

with the PSC 272 A Report and the amount drawn down. If these three numbers are not identical, the 

grant cannot be closed. 

10.5.4 Interest Earned on Advances 

Grantees are required to maintain advances of federal funds not used within 3 days in an interest bearing 

account. The project will be allowed to retain the first $500.00 of interest per year to cover administrative 

expenses Interest earned above this amount must be remitted annually in a check made payable to the 

U.S. Treasury, to the Department of Health and Human Services, Division of Payment Management, P.O. 

Box 6021, Rockville, MD 20852.

The Cash Management Improvement Act and regulations (31 CFR Part 205) that established this 

requirement have some exceptions. The major ones that can impact a Senior Corps grantee are as follows:

 State government grantees do not have to follow this requirement unless required to do so by 

the Department of Treasury Financial Management Service.

 Indian Tribal Governments are also exempt from this requirement.

 The recipient receives less than $120,000.00 per year from all federal sources.

 The best reasonable available interest bearing account would not have been expected to earn in 

excess of $250.00 per year on the federal balance.
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10.6 SUSPENSION, TERMINATION, AND DENIAL OF REFUNDING 

The rules on grant suspension, termination, and denial of refunding procedures are addressed in the RSVP 

Program Regulations (45 CFR § 2553.31).

10.7 AUDIT REQUIREMENTS 

10.7.1 Single Audit 

Recipients of federal grant awards are required to have audits 

performed in accordance with the Single Audit Act Amendments 

of 1996 (Single Audit Act), as amended. OMB Budget Guidance 

Audit Requirements, provides guidance on audit requirements 

pursuant to the Single Audit Act. The Audit Requirements

established that grant recipients that expend $750,000 or more 

of federal funds in a year must have an independent auditor 

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

requirements do not apply to organizations expending less than 

$750,000 in total federal funds in a given year.

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

audit of its entire organization conducted by an independent 

auditor that essentially determines:

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

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

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

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

and material effect on the program's financial statement.

10.7.2 Other Audits 

In the case of sponsors whose total federal funding falls below the $750,000 threshold established by the 

requirements of OMB Post Federal Award Requirements (2 CFR Chapter II, Part 200, Subpart D), the 

sponsor’s policies apply. Sponsors are expected to follow generally accepted accounting practices.

Sponsors must provide copies of any audit report partially or wholly charged to the grant to the CNCS 

portfolio manager or program and grants officers. Grantees need to follow applicable federal, state and 

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

10.8 CONCLUSION 

Familiarize all staff with RSVP Program Regulations, 2 CFR Chapters I and II , specifically OMB Cost 

Principles and OMB Guidance for Grants and Agreements, to ensure compliance. Keep good 

documentation that demonstrates that costs are reasonable, necessary, allocable, allowable, and adhere 

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

to data submitted. If you have a question, contact your CNCS program officer/portfolio manager or grant 

official.

Federal Audit Clearinghouse:

Audits performed under the Single 

Audit Act are to be sent electronically to 

the Federal Audit Clearinghouse. 

The Internet Data Entry System (IDES) is 

the place to submit the single audit 

reporting package, including form SFSAC, to the Federal Audit Clearinghouse 

(FAC). Single audit submission is 

required under the Single Audit Act and 

2 CFR § 200.512.
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10.9 EFFECTIVE PRACTICES FOR SECURING NON-CNCS FINANCIAL AND IN-KIND SUPPORT 

The sponsor:

A. Secures cash or in-kind contributions, amounts that regularly exceed the required non-CNCS 

support for the project;

B. Develops and maintains a diversified non-Federal funding base from the private sector, the 

nonprofit community, and state and local government;

C. Has a commitment to secure non-CNCS support for the project which is incorporated into the 

sponsor’s resource development plan;

D. Includes the project as a designated department in annual giving campaigns such as United Way;

E. Demonstrates the project’s role as an extension of its core services by directing opportunities, 

such as grants, specifically to the project;

F. Has an established long range resource development and mobilization program that includes the 

project as a key program to be supported;

G. Designates a sponsor staff member to help generate the needed support;

H. Actively engages its Board in developing non-Federal resources for the project;

I. Works collaboratively with the project’s entity for community participation as dual leaders in 

mobilizing resources for the project;

J. Keeps project staff informed of the financial status of the project;

K. Makes consistent progress toward expansion of the RSVP project with other funds;

L. Learns from other sponsor’s models for building successful partnerships and ways of addressing 

Senior Corps-specific resource development and mobilization challenges;
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10 Tips to Help Avoid Common Audit Findings

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

grant requirements have been met. Following are 10 steps to help avoid the more 

common audit findings:

1. Make sure current Memorandums of Understanding are on file for all volunteer stations 

where volunteers are serving (45 CFR 2553.23(2)).

2. Maintain documentation on file that shows that all enrolled volunteers meet the eligibility 

requirements (Age, Vehicle Insurance when appropriate, etc.) (45 CFR 2553.41).

3. Ensure there are written assignment descriptions on file for all volunteers(45 CFR 2553.62(a)).

4. Document that in collaboration with other community organizations or by using existing 

assessments, the sponsor assessed the needs of the community or service area and developed 

strategies to respond to identified needs using RSVP volunteers (45 CFR 2553.23(b)). Retain 

supporting source documentation for all volunteer local travel reimbursements.

5. Ensure all grant funded staff have complete national service criminal history check 

documentation (45 CFR 2553.25(i) and appropriate time tracking documentation kept on file. 

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

unallowable activities, such as fund raising or working on other sponsor projects, has been 

appropriately allocated to other sponsor accounts.

6. Ensure that there is clear documentation of how volunteer service hours were tracked and 

these records are on file.

7. Document receipt and valuation of all in-kind contributions counted toward the required nonFederal share of the grant.

8. Submit all required reports, such as the Federal Financial Reports, Project Progress Reports 

and make sure they are on time (45 CFR 2553.25(g)).

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

in a manual or handbook.
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11 REPORTS AND RECORDKEEPING 

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

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

Branch of the Federal Government on expenditures, project progress, and accomplishments. General 

reporting and recordkeeping requirements are discussed in this chapter, but projects should always 

consult their specific Notice of Grant Award (NGA) Terms and Conditions for the specific requirements of 

their grant.

11.1 REPORTS 

Every recipient of a federal grant is expected to submit reports on the expenditure of all funds identified 

within the Notice of Grant Award (NGA). The NGA contains standard Terms and Conditions that apply to 

all grantees, as well as special conditions, as applicable, to a specific grantee. You can print a copy of your 

NGA from the electronic grants system. Terms and Conditions are available on online. For reporting 

related to federal grant funds drawn down by the grantee, see Chapter 10. 

Financial reports provide information to CNCS grant officials and program officer/portfolio managers 

about the total dollars expended. Progress Reports provide information about the service the volunteers 

are performing with respect to the project plan in the approved grant application. See Appendix A.5 for 

report due dates 

11.1.1 Financial Reports 

1) Federal Financial Report (FFR), Standard Form (SF) 425

The Federal Financial Report (FFR) is typically due 

on a semi-annual basis for each grant as specified in 

the Terms and Conditions referred to in your NGA. 

Senior Corps grantees submit FFRs in the CNCS 

grants management system. The FFR is used to 

report the following transactions: Federal Cash,

Federal Expenditures and Unobligated Balance, 

Recipient Share, and Program Income

Typically, the Terms and Conditions issued with the 

NGA by CNCS for Senior Corps contain the following conditions regarding Federal Financial Reports: 

a) Grantees report expenditures semi-annually from the start date of the grant on the FFR, OMB 

Form SF-425, by submitting an electronically signed form in the CNCS grants management system

within 30 days of the end of each reporting period, as specified in the Terms and Conditions of 

the NGA. 

b) FFRs describe expenses on a cumulative basis over the performance period of the grant (3 years).

c) Projects completing the final year of their grant must submit a final FFR that is cumulative over 

the entire grant period. This FFR is due 90 days after the close of the grant.

How Many Federal Financial Reports Are 

There?

Projects submit an “FFR” semi-annually to 

CNCS through the electronic grants 

management system. Projects also 

complete an “FFR” in the PMS system 

regarding draw down of funds. These are 

different reports and both are required.
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2) Federal Cash Transaction Report, Standard Form 272 (SF 272)

Grantees report on funds by submitting quarterly Federal Cash Transaction Reports (PSC 272 A 

Report) directly to PMS. The PSC 272 A Report is an overview of the cash status of the account. It 

contains data provided by PMS to the recipient and the net disbursement amount as calculated by 

the recipient. The PSC 272 A Report is similar to a checking reconciliation. At the end of the grant 

performance period, the SF 425 Federal Financial Report MUST reconcile with the PSC 272 A Report 

and the amount drawn down. If these three numbers are not identical, the grant cannot be closed. 

Payment Management Services provides answers to Frequently Asked Questions concerning the 

Payment Management System (see Chapter 10 for How to request funds through PMS SMARTLINK) 

References and Reminders

• Keep the CNCS program officer/portfolio manager apprised of any questions, concerns, issues, or 

developments related to the grant.

• Use these source documents to review specific requirements and procedures for financial 

reporting:

- Notice of Grant Award (NGA) including Terms and Conditions, and any special conditions

- RSVP Federal Regulations [45 CFR 2553.73] 

- Refer to FFR Instructions and Sample Form for help with the FFR.

• Funds returned to CNCS at the close out of the grant relationship with CNCS or for disallowance 

of grant costs are to be the forwarded to CNCS’s collection officer in the FFMC, but only as 

directed by the grant official or portfolio manager. (See Appendix A.3: Guidance for Closing Out 

Your CNCS Grant)

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

overdue FFR is received.

11.1.2 Progress Reports 

1) Project Progress Report Annual and Semiannual

The Progress Report Annual and Project Progress Semiannual are used to ensure RSVP grantees 

address and fulfill legislated program purposes; meet agency program management and grant 

requirements; track and measure progress to benefit the local project and its contributions to 

volunteers and the community.

Projects report progress toward meeting the objectives of the project plan which consists of the series 

of work plans agreed upon in the awarded grant. In addition to project plan reports, narratives in the 

Progress Report Annual are used to report challenges encountered, partnerships developed, nonfederal fund development, volunteer stories, and other accomplishments. 

Progress reports are prepared and submitted in the CNCS electronic grants management system after 

the first six months and at the end of the budget year, unless noted otherwise on the NGA or in the 

Terms and Conditions for your grant. The due date is no later than 30 days after the end of the 
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reporting period. (See the Managing Senior Corps Grants for the Progress Report Instruction and 

Appendix A.4 for Progress Report Tips.)

2) Progress Report Supplement

The Progress Report Supplement (PRS) is the annual data collection conducted by CNCS to aggregate 

the latest numbers and accomplishments of Senior Corps grantees.

The sponsor completes the PRS in the CNCS electronic grants management system in the first quarter 

of the federal fiscal year (October – December). The report asks the project to provide a statistical 

profile of the RSVP volunteers serving during the 12 month reporting period, including volunteer 

demographics and project activities. 

3) Note: Late submission of financial or progress reports may result in the CNCS placing a temporary 

hold on grant funds. A temporary hold is implemented if the report is not received by CNCS within 

45 calendar days after the established due date. An established due date includes an extended due 

date, when applicable. 

11.2 RECORDKEEPING 

As required by 45 CFR 2553.25(g), the sponsor must develop recordkeeping and reporting systems in 

compliance with CNCS requirements that ensure quality of program and fiscal operations and facilitate 

timely and accurate submission of required reports. The sponsor’s records also document compliance 

with regulatory programmatic and fiscal requirements and must be available to CNCS staff to review on 

compliance monitoring site visits or in case of audit. 

Records, including timesheets and requests for cost reimbursements, may be stored either digitally or in 

hard copy, given all other necessary conditions for the document in question are met. Necessary 

conditions include but aren’t limited to review and approval by appropriate signatories, records 

retention requirements, and security requirements. 

When signatures are required, an electronic version is permissible when appropriate safeguards are in 

place to ensure that the signature can only be provided by the person in question. An example of this is 

an online tracking system where individuals have unique login credentials. Adobe Acrobat forms also 

have functionalities that allow for unique digital signatures

Records may be subject to state law or local ordinance governing access to records.

11.2.1 Sponsor Records on Volunteer Stations 

The project maintains a file on each volunteer station containing:

1. A current, signed Memorandum of Understanding. (See Chapter 6 for more information about 

the MOU) 

2. Letters of Agreement, where there are in-home assignments through the volunteer station. 

3. A listing by name of the RSVP volunteers placed at the volunteer station.

11.2.2 Sponsor Records on Individual RSVP Volunteers 

The project should maintain records for each volunteer containing:

1. An enrollment form signed and dated by the volunteer, including name, address, telephone 

number and date of birth.
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2. A signed Designation of Beneficiary (for insurance purposes).

3. The name of the volunteer station(s) where the RSVP volunteer is placed.

4. A copy of the written assignment description for each volunteer or a notation that the volunteer’s 

assignment description is maintained at the volunteer station. 

11.2.3 Personally Identifiable Information 

All volunteer records are confidential and must be kept in secured files to protect all personally identifiable 

information (PII). Personal information about volunteers contained on the enrollment form, such as home 

address, should be disclosed only with the expressed prior written permission of the volunteer.

When you create, collect, use, process, store, maintain, disseminate, disclose, or dispose of PII related to 

your grant award, you must have policies and procedures in place to manage this information and to 

guide your response in the event of a breach. You are required to promptly notify individuals who are 

affected or potentially affected by a breach. You must also promptly notify CNCS of any such breaches. 

The resources below may help you develop or strengthen your policy or procedures related to 

responding to a breach.

11.2.4 What Is a Breach? 

A breach is the loss of control, compromise, unauthorized disclosure, unauthorized acquisition, or any 

similar occurrence where (1) a person other than an authorized user accesses or potentially accesses 

personally identifiable information or (2) an authorized user accesses or potentially accesses personally 

identifiable information for an other than authorized purpose. Your response to a breach must include 

notifying CNCS of the breach. 

11.2.5 Responding to a Breach

You should establish a policy and procedures that:

1. Explain when and how you will promptly notify potentially affected individuals.

2. Outline when and how you will promptly notify CNCS. You may want to incorporate a breach 

reporting form similar to the form located here. 

3. Satisfy any additional requirements like those issued by state law or those specific to your 

organization. Resources, like the National Conference of State Legislatures Security Breach 

Notifications Laws list, may help you identify the privacy notification laws for your state.

The U.S. Department of Education’s Privacy Technical Assistance Center also maintains an online 

toolkit that provides a body of resources and best practices on this subject that you can customize for 

your needs.

11.2.6 Data Collection and Retention (including Financial Data) 

1) Periodic Data Collection: Accuracy and timeliness of reports are facilitated by collecting and 

recording data needed on a regular basis using consistent procedures and tools. 

2) Keep records of how data was collected: Data reported must be verifiable.

3) Retain Records: Data collected, including financial records and volunteer records, must be 

retained for at least three years from the date the grantee submits the final FFR for the project 

period or three years past the last audit, whichever is most recent. As volunteer service often 

extends across multiple grant years, volunteer records must be maintained for at least three years 
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from the date the grantee submits the final FFR for the year in which the volunteer exited service 

or three years past the last audit, whichever is most recent.

4) Salary and Wage Documentation: Following is a summary of the requirements for documenting 

project staff time and attendance from the 2 CFR 200 Grants and Agreements.

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

of the organization.

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

period. 

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

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

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

authorized sponsor official.

5) National Service Criminal History Checks (NSCHC) for staff: The NSCHC is a screening procedure 

established by law to protect the beneficiaries of national service. For RSVP, the requirements 

apply to anyone receiving any part of their salary from the RSVP grant funds (federal or nonfederal share).Sponsor are required to have documentation verifying that the required checks 

were made, the results were evaluated, and the sponsor NSCHC policy is on file and available for 

CNCS compliance monitoring and for other audit purposes. Confidential files should be secured 

to protect identity. Grantees that do not comply with the NSCHC requirements may be subject to 

cost disallowance. Please read the NSCHC webpage carefully to be sure your policies and your 

implementation procedures are in compliance with the requirement. (See Handbook Chapter 5 

for more information.) 

6) In-Kind Contributions: Documentation for in-kind contributions must record donation and 

valuation of each item. The value of In-kind contributions should be entered into the general 

ledger and the Federal Financial Report submitted to CNCS.

a. To be acceptable as non-federal share (match) all cash and/or in-kind donations must 

meet the Cost Principles requirement that the cost (donation) must be allowable, 

reasonable, necessary, and allocable for the performance of the grant award.

b. To value an in-kind contribution, fair market value is the standard. Fair market value 

(FMV) is the price that property would sell for on the open market. It is the price that 

would be agreed on between a willing buyer and a willing seller, with neither being 

required to act, and both having reasonable knowledge of the relevant facts. If a donor 

puts a restriction on the use of donated property, the recipient of the donation must 

honor that restriction. Finally, the in-kind voucher form signed by the donor should be 

reviewed to ensure the value is reasonable and comparable with other estimates or bases 

for value. 

c. The in-kind voucher justifies the valuation of personal services, material equipment, 

building, and other non-cash donations. The voucher should include: the name and 
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signature of the donor, the date, the location of the donation, a description of the 

item/service donated, and the estimated value of the donation. Grantees should 

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

location of donation, a description of item/service, and the estimated value. A copy of 

the receipt should be kept in sponsor’s files. For more information see: Appendix A.14: 

Sample In-Kind Contribution Form and Tutorial: Valuing, Documenting, and Recording InKind Match

7) Reimbursement Claims: Documentation for all Volunteer Expenses related to transportation, 

meals, and/or other costs claimed during the period of volunteer service must for compliance 

monitoring or audit purposes:

a. Contain the volunteer’s name, number or other identifying information used by the 

project.

b. Specify the type of expense reimbursement such as 

mileage or meals.

c. Specify the amount to be reimbursed.

d. State the reason for reimbursement.

e. Include documentation of the expense required by 

the sponsor.

f. Specify the date the expense was incurred.

g. Provide a way for the volunteer to certify that the expense was incurred during service 

hours.

8) Projects that use timesheets may incorporate volunteer expense claims on the timesheet form. 

Costs must be verified by signatures of the volunteer, the volunteer station supervisor, and 

designated RSVP staff. (See Appendix B.3 for a sample timesheet that incorporates hours of 

service, and mileage expenses.)

9) Using RSVP Volunteers for Data Collection/Recordkeeping: RSVP volunteers can be assigned by 

project directors to various tasks that involve data collection and recordkeeping (For more 

information regarding RSVP sponsors as volunteer station see Chapter 6) 

11.2.7 Counting and Reporting RSVP Volunteers, Performance Measures, and Other Metrics 

RSVP projects are responsible for having a system that allows them to track all required data accurately 

and in sufficient detail to meet the requirements of the progress reports, including the Progress Report 

Supplement 

1) Reporting requirements for the Progress Reports and the Progress Report Supplement are found 

in the NGA or the Terms and Conditions for your grant.

2) The reported number of volunteers serving and hours served should be approximately equal to 

or greater than the numbers projected in the budget. CNCS will monitor and verify numbers 

reported. 

3) See “Criteria for an Effective RSVP Volunteer Service Tracking System” in the following box.

Reminder

Travel to and from home to 

the volunteer assignment, 

and meal times that are not 

part of the assignment 

description, are not to be 

included in hours of service.
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Criteria for an Effective RSVP Volunteer Service Tracking System

1. The system is documented in written sponsor policies as the standard used by the RSVP project 

and:

(a) Defines and describes the system

(b) Identifies tools to be used

(c) Identifies allowable persons and authentication method such as hard copy signature or email 

(d) Specified location of official records

(e) Requires storage and retrieval of records – hard copy or electronically

2. The system's reporting tools, such as the following, are consistent with sponsor policy:

(a) Hard copy time sheet

(b) Hard copy group sign in sheet

(c) E-mails relating to a volunteer’s hours are sent by an appropriate, authorized person – e.g., 

the volunteer’s supervisor or the volunteer.

(d) Electronic group sign-in sheet

(e) Telephone report by volunteer supervisor or volunteer with written confirmation 

consistent with the sponsor policy 

(f) Fax or Scan

(g) Web-based system

3. The system provides assurances that the person reporting the hours is authorized to do so – 

such as the volunteer or the volunteer station supervisor.

4. If hours are submitted via e-mail by the RSVP volunteer or the volunteer station supervisor:

(a) Sender uses an e-mail system that requires a recognizable sign-in name that is registered 

with the sponsor/project as the volunteer.

(b) The e-mail is addressed to the person identified by the RSVP/sponsor policies as having 

the authority to accept and view e-mails reporting hours.

(c) The system used by the e-mail recipient (i.e. RSVP Project Director) is capable of storing 

and retrieving the e-mails reporting RSVP volunteer hours.
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11.3 PROJECT COMPLIANCE MONITORING SITE VISIT 

CNCS is required to conduct a Compliance Monitoring visit to each project site at least once every six 

years. CNCS may conduct additional compliance monitoring or site visits based on risk assessments, 

project operational issues, or training and technical assistance needs in the interim years. Site visits are 

conducted for the following purposes:

• Test compliance with Senior Corps legal, regulatory, and policy requirements

• Identify and minimize potential risks to the Corporation

• Identify specific technical assistance needs

• Document effective practices

• Recognize accomplishments

• Improve quality of programming

• Determine effectiveness of performance measurement

• Provide guidance

• Analyze recurring problems.

CNCS will send a letter prior to the site visit confirming the visit and provide a copy of the “Senior Corps 

Guide for Quality Assurance and Compliance Monitoring Site Visits” (also called simply the “Compliance 

Monitoring Guide”) to the sponsor’s Chief Executive Officer (CEO) or Executive Director (ED) and the 

project director. The CEO/ED and project director are encouraged to read this document in advance of 

the planned visit, as it provides details on the questions to be answered by the visit, the form in which 

information is reported and retained in the CNCS project files, and suggests the types of documentation 

the project should have readily at hand during the visit.

Following the visit, within 30 calendar days, the CNCS staff responsible for the compliance monitoring will 

send a follow-up letter to the ED/CEO of the sponsoring organization with a copy to the project director.

The letter will include but is not limited to: 

• Outcomes of the visit

• Areas of non-compliance or potential risk

• Corrective actions to be taken

• Effective practices found

Any fiscal findings or audit recommendations are provided to the grant official in the FFMC. A signed copy 

of the project Compliance Monitoring Guide is retained in the project file.
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11.4 EFFECTIVE PRACTICES IN REPORTS AND RECORDKEEPING 

A. The project is familiar with the reports required to fulfill the grant terms and conditions, and 

regularly submits accurate reports by the required deadlines, including:

1. Semi Annual and Annual Progress Report 

2. Progress Report Supplemental (Annually);

3. Federal Financial Report (Every 6 months).

B. The project discusses reports and requirements with its CNCS Portfolio manager or Program and 

Grants Officers if any information requested is unclear.

C. The project designates accounting professionals within the sponsoring organization to take the 

lead in financial reporting.

D. The project develops an overall information collection and reporting system plan.

1. The project uses the Project Work Plans and Performance Measures as blueprints to guide 

systems that will capture information and data for reporting.

2. If possible, the project invests in a volunteer management software tool to streamline 

and automate its ongoing data collection and volunteer tracking. See Appendix A.6 for a 

list of software packages available and vendor contact information.

E. For performance measurement data collection and reporting, the project:

1. Works in conjunction with the volunteer stations hosting the volunteers. The project 

coordinates with volunteer station supervisors to link into the station’s data and reporting 

systems, rather than independently establishing its own unique systems. Volunteer 

stations exist to deliver specific services to the community and those served, and will likely 

have methods and resource persons available that can be utilized to track volunteer 

accomplishments without having to start from scratch. 

2. Ensures that the volunteer station supervisors and personnel who will assist with data 

and information collection understand the needs related to the Senior Corps volunteers 

if the project’s request includes or anticipates new data elements or types of information.

3. Incorporates data and information collection into the Memorandum of Understanding 

with the volunteer station.

F. The project directors are encouraged to communicate with other Senior Corps project directors 

to share ideas, receive recommendations, trade tips, and provide suggestions and support.
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12 COMMUNITY PARTNERSHIPS AND COLLABORATION 

12.1 COORDINATION WITH OTHER CNCS PROGRAMS AND COMMUNITY 

ORGANIZATIONS 

Days of service and special initiatives are an integral part of the way that CNCS meets our mission. 

They allow us to showcase at a national and local level how our service supports specific issues. Each 

grantee can participate in these events in a variety of ways that range from hosting an event that 

aligns particularly well with the sponsoring organization’s mission to collaborating with other CNCS 

streams of service to remain engaged and connected to our shared vision. 

The sponsor is highly encouraged to coordinate activities with other CNCS programs, including 

AmeriCorps State and National, AmeriCorps NCCC, AmeriCorps VISTA, and the Volunteer Generation 

Fund. Moreover, the sponsor can coordinate activities with other project-related groups and 

individuals that have strategic objectives similar to those of CNCS, such as those representing state 

and local governments, State Service Commissions; industry, labor, and volunteer organizations; 

programs for children; programs for the aging; and health-care organizations. The goal of such 

coordination is to facilitate cooperation with existing or planned community services and to develop 

community support. These coordination activities are specifically encouraged around the following 

programmatic activities: 

a) National Days of Service: Each year CNCS spearheads the effort to encourage Americans to 

volunteer in their communities during the Martin Luther King Jr. Day of Service and the September 

11th National Day of Service and Remembrance. On these days of service, CNCS provides tools 

and resources for organizations and individuals to become engaged in service activities. Joining 

together with regional or local national service programs increases the visibility of the service 

projects, and reduces duplication of administrative efforts to coordinate events.

b) Special Initiatives: CNCS supports a variety of special initiatives such as National Service 

Recognition Day and National Mentoring Month. These events and priorities, like National Days 

of Service, are best implemented in your community in partnership with other national service 

projects serving in your region. 

c) Coordinated Recruitment: In some communities, national service programs are looking to recruit 

distinctly separate candidates in the same communities. Coordinating around recruitment efforts 

and encouraging referrals when a candidate is not a good fit for your program but maybe a good 

fit for another program strengthens the national service network and helps everyone meet their 

recruitment goals. 

Sponsors should use sound planning and preparation to generate local support. Development of cost 

sharing support can be facilitated by integrating the project into the community. Suggested steps 

toward achieving coordination are:

a) Prepare a summary of the project, its plans and accomplishments, its value to the community, 

and a statement of the types and amounts of support it needs.
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b) Conduct a thoughtful assessment of the stakeholders of your program. Stakeholders include all 

organizations, businesses, and municipalities, which are benefiting from the impact of your 

program. Stakeholders could also include any organizations that are working toward the same 

goals in your service area. 

1. Schedule meetings with stakeholders and individuals or groups who can contribute to the 

project or who can influence others to contribute.

2. Follow up the meeting with each person or group contacted with a thank you, additional 

information, or an opportunity to continue to work together.

3. Strengthen the above activities by involving selected members of the RSVP advisory 

council. 

4. Collaborate with other Senior Corps projects to generate statewide, citywide, 

countywide, and multi-county support.

12.2 PUBLIC AWARENESS 

1) A strong community relations program ensures public awareness of start-up activities and continuing 

project development.

2) The project sponsor should keep social service agencies; city, county, and state elected officials; 

governmental department heads; community organizations, including those serving senior citizens; 

and the media updated about the project’s development, services, growth, and accomplishments.

3) Public awareness can be advanced through public speaking appearances by staff and advisory council 

members before service clubs, fraternal organizations, religious groups, and meetings with local, 

county, and state governmental units. Public relations materials about CNCS’s programs and media 

kit materials are available at the CNCS website. 

4) Active support of the RSVP advisory council enhances community interest in project activities. Some 

RSVP advisory councils have formed community relations or publicity and marketing committees 

which assist the project in building awareness, coordinating with other community groups, and 

speaking about RSVP volunteers before organizations in which they are active. 

5) RSVP is included in the CNCS national advertising program. Through CNCS’s Office of External Affairs, 

continuing efforts are made to place program information and human-interest stories in national and 

local publications. 

6) Public awareness of the nationwide program and of the local project should be promoted regularly 

through local media, a project website and social media accounts. Systematic contacts with 

newspapers, radio, and TV should be established and maintained. Announcements of local news value 

should be prepared and forwarded to the media. (See Chapter 1, Office of External Affairs, for more 

information and tools.)Some examples of newsworthy announcements are:

a) The establishment of a new volunteer station at a site that is of significant importance or well 

recognized in the community.
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b) The appointment of new members to the RSVP advisory council or the establishment of a special 

committee of the advisory council that addresses issues that are significant to your community. 

c) Statements made by elected officials, and other governmental and civic leaders in support of the 

project.

d) Achievement of a measurable impact on a critical community need. 

e) Any special RSVP project event, such as key community service projects and the presentation of 

awards to the volunteers or to the project staff for significant achievements.

f) Engagement of the community and the volunteers around the National Days of Service or other 

CNCS Special Initiatives. 

7) Engaging in social media is a vital part of a modern public engagement plan. With the popularity of 

social media many community members are learning about the news in their community through 

social media platforms. For many projects, social media engagement is the driving vehicle for 

recruitment, recognition and communicating the impact of their program. 

8) Particularly in smaller communities, the news media are usually interested in providing time or space 

for interviews with RSVP volunteers or project staff. They are especially receptive to human interest 

stories.
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12.3 EFFECTIVE PRACTICES IN COMMUNITY RELATIONS 

I. Effective Practices for Increasing the Visibility of Service to the Community by Older Volunteers

The project:

A. Develops, implements, and periodically updates a plan to promote ongoing community 

awareness of and support for the project.

B. Makes presentations about the project to community organizations and interested parties;

C. Has a media awareness campaign to promote community awareness and support;

D. Has a presence on social media platforms;

E. Develops active roles for all stakeholders, including sponsor staff, project director, sponsor Board, 

volunteers, RSVP advisory council , and volunteer station staff, in promoting the project in the 

community;

F. Can demonstrate that the community recognizes the project’s contributions to meeting 

community needs by acknowledging the project or individual volunteers;

G. Broadly disseminates information on project accomplishment and impact to the community, 

volunteer stations, volunteers, funding supporters, other community agencies, the general public, 

the Senior Corps, and other key stakeholders so that:

H. The community perceives the project as a leader in effectively meeting critical community needs; 

and

I. The community perceives RSVP volunteers as active seniors who meet critical community needs.

II. Effective Practices for Coordinating RSVP Services

The project and volunteer stations:

A. Collaborate with other CNCS funded national service programs, including AmeriCorps VISTA, 

AmeriCorps State and National, AmeriCorps NCCC, the Volunteer Generation Fund, and other 

Senior Corps programs, to meet critical community needs;

B. Participate in the National Days of Service and CNCS Special Initiatives in partnership with other 

national service projects in their service area; and

C. Build broad-based relationships in the community, including the business sector, to gain their 

support for older volunteers.

 
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13 RSVP HANDBOOK CROSS REFERENCE INDEX 

URL Links and Appendices Documents by Chapter 

This index lists the links and appendices documents that are included in the RSVP Handbook for easy 

reference. The chart lists the chapter, the name of the link, the complete URL that you can click or 

cut-and-paste into your browser, and the number and title of the appendix document. 

Links to RSVP Program Regulations: All of the Handbook chapters have links to the Electronic Code of 

Federal Regulations. The regulations governing RSVP are in Chapter XXV, Part 2553, of the Code of 

Federal Regulations which is typically cited as “45 CFR 2553.” Use the reference numbers in the link 

to find the specific regulation you need. (For example: 45 CFR 2553.22 refers to the Responsibilities 

of RSVP Sponsor.)

URL for 45 CFR 2553: 

http://www.ecfr.gov/cgi-bin/text-idx?c=ecfr&rgn=div5&view=text&node=45:4.1.9.11.35&idno=45

Chapter 1 

AmeriCorps NCCC webpage http://www.nationalservice.gov/programs/americorps/americorpsnccc

AmeriCorps Programs webpage http://www.nationalservice.gov/programs/americorps

AmeriCorps State & National 

webpage

http://www.nationalservice.gov/programs/americorps/americorpsstate-and-national 

AmeriCorps VISTA webpage http://www.nationalservice.gov/programs/americorps/americorpsvista

CNCS Electronic Grants System http://www.nationalservice.gov/build-your-capacity/grants/egrants

CNCS Communications Resources https://www.nationalservice.gov/newsroom/communicationresources

CNCS National Performance 

Measures

http://www.nationalservice.gov/resources/performance-measurement

CNCS Strategic Plan http://www.nationalservice.gov/about/strategic-plan

Edward M. Kennedy Serve 

America Act

http://www.nationalservice.gov/sites/default/files/documents/1990_s

erviceact_as%20amended%20through%20pl%20111-13.pdf 

eGrants Helpdesk/ National 

Service Hotline 

http://www.nationalservice.gov/build-your-capacity/grants/egrants

Evaluation Resources http://www.nationalservice.gov/resources/evaluation

Evidence Exchange http://www.nationalservice.gov/impact-our-nation/evidence-exchange

Faith-Based and Neighborhood 

Partnerships 

http://www.nationalservice.gov/special-initiatives/communities/faithbased-and-other-community-initiatives-and-neighborhood 

Federal Register https://www.federalregister.gov/

Financial Management Resources http://www.nationalservice.gov/resources/financial-management

Foster Grandparent Program 

webpage

http://www.nationalservice.gov/programs/senior-corps/fostergrandparents 

Funding Opportunities Webpage http://www.nationalservice.gov/build-your-capacity/grants/fundingopportunities
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Litmos (CNCS’ Learning 

Management System)

https://cncsonlinecourses.litmos.com/ 

Litmos Self-Sign Up https://cncsonlinecourses.litmos.com/self-signup/

Marketing and Media https://www.nationalservice.gov/resources/senior-corps/resourcessenior-corps-programs

Media materials https://www.nationalservice.gov/newsroom/communicationresources

National and Community Service 

Act of 1990 

http://www.nationalservice.gov/sites/default/files/documents/1990_s

erviceact_as%20amended%20through%20pl%20111-13.pdf

National & Community Service 

Trust Act of 1993

http://www.nationalservice.gov/sites/default/files/documents/cncs_st

atute_1993.pdf 

National Service Criminal History 

Checks 

http://www.nationalservice.gov/resources/criminal-history-check

National Service in Your State http://www.nationalservice.gov/impact-our-nation/state-profiles

National Service website www.nationalservice.gov

Ordering CNCS Publications https://pubs.nationalservice.gov/

Senior Corps Branding Guidelines http://www.nationalservice.gov/sites/default/files/page/Senior_Corps

_Branding_Guidelines.pdf

RSVP Program Regulations http://www.ecfr.gov/cgi-bin/textidx?c=ecfr&rgn=div5&view=text&node=45:4.1.9.11.35&idno=45

RSVP webpage http://www.nationalservice.gov/programs/senior-corps/rsvp

Senior Companion Program 

webpage

http://www.nationalservice.gov/programs/senior-corps/seniorcompanions 

Senior Corps Programs http://www.nationalservice.gov/programs/senior-corps

Senior Corps Resources landing 

page

http://www.nationalservice.gov/resources/senior-corps

Social Innovation Fund http://www.nationalservice.gov/programs/social-innovation-fund

Special Initiatives including:

ML King Day of Service, SC Week, 

and more. 

http://www.nationalservice.gov/special-initiatives

Terms and Conditions http://www.nationalservice.gov/resources/terms-and-conditions-cncsgrants

The Knowledge Network http://www.nationalservice.gov/resources

The Knowledge Network Online 

Courses 

http://www.nationalservice.gov/resources/online-courses

Uniform Guidance http://www.nationalservice.gov/resources/uniform-guidance

Veterans and Military Families http://www.nationalservice.gov/resources/veterans-and-militaryfamilies

Volunteering and Civic Life in 

America report

https://data.nationalservice.gov/Volunteering-and-CivicEngagement/Volunteering-and-Civic-Life-in-America/spx3-tt2b 

U.S. Government Manual http://www.usgovernmentmanual.gov/?AspxAutoDetectCookieSuppor

t=1

Chapter 2 

Funding Opportunities http://www.nationalservice.gov/build-your-capacity/grants/fundingopportunities

Grants.gov http://www.grants.gov/

Appendix A.12 Guidance on Fee-for-Service Prohibition

National Service http://www.nationalservice.gov/
RSVP Program Operations Handbook Chapter 13: RSVP Handbook Cross Reference Index

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Non Displacement of Employed 

Workers 45 CFR 1216.1.1 – 

1216.1.4

http://www.ecfr.gov/cgi-bin/textidx?SID=c2e77c380debb82b4915f2177fe25633&mc=true&node=pt45.

4.1216&rgn=div5 

Frequently Asked Questions on 

Lobbying

https://www.nationalservice.gov/documents/2017/frequentlyasked-questions-regarding-restrictions-lobbying

Frequently Asked Questions on 

Partisan Political Activity

https://www.nationalservice.gov/documents/2017/frequentlyasked-questions-regarding-restrictions-partisan-political-activity

Terms and Conditions http://www.nationalservice.gov/resources/terms-and-conditions-cncsgrants

Grant Terms & Conditions and 

Certifications &Assurances

https://www.nationalservice.gov/resources/financialmanagement/terms-conditions-and-certificationsassurances-cncs-grants

Appendix A.2 Primer on Civil Rights Compliance

Chapter 3 

CNCS Knowledge Network https://www.nationalservice.gov/resources

CNCS’s national performance 

measures

http://www.nationalservice.gov/resources/performance-measurement

Appendix A.13 Sample Data Sharing Agreement

Evidence Exchange http://www.nationalservice.gov/impact-our-nation/evidence-exchange

Managing Senior Corps Grants: 

NOF0, Application, and 

Application App B

http://www.nationalservice.gov/programs/senior-corps/managingsenior-corps-grants 

Appendix A.11 Evidence-Based Programs and Registries

Chapter 4 

Building an Effective Advisory 

Council

http://educationnorthwest.org/sites/default/files/factsheet21.pdf

Roles and Responsibilities of 

Advisory Councils

http://www.nationalservice.gov/resources/senior-corps/understandingroles-and-responsibilities-advisory-councils

Chapter 5

National Criminal Checks 

Resources 

http://www.nationalservice.gov/resources/criminal-history-check

Senior Community Service 

Employment Program

https://doleta.gov/Seniors/html_docs/PYdirectory.cfm 

Chapter 6 

CNCS 

Superintendent’s/Principal’s 

Toolkit

https://www.nationalservice.gov/focusareas/education/superintendentsprincipals-toolkit 

Appendix A.12 Guidance on Fee-for-Service Prohibition

Managing Senior Corps Grants 

webpage for Station Roster 

Instructions

http://www.nationalservice.gov/programs/senior-corps/managingsenior-corps-grants 

Non Displacement of Employed 

Workers 45 CFR 1216.1.1 – 

1216.1.4

http://www.ecfr.gov/cgi-bin/textidx?SID=c2e77c380debb82b4915f2177fe25633&mc=true&node=pt45.

4.1216&rgn=div5 

Appendix B.5 Sample Letter of Agreement for In-Home Assignments

Appendix B.1 Sample Memorandum of Understanding
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Chapter 7

The Knowledge Network http://www.nationalservice.gov/resources/senior-corps

Appendix B.4 RSVP Sample Volunteer Assignment Description

Appendix B.5 Letters of Agreement for In-Home Assignments

Chapter 8 

All for Good http://www.allforgood.org/

National Criminal Checks 

Resources 

http://www.nationalservice.gov/resources/criminal-history-check

National Sex Offender Public 

Website

www.nsopw.gov

Staff Screening Tool Kit https://www.nationalservice.gov/sites/default/files/resource/r3300-

staff-screening-tool-kit.pdf

Adult Learning Toolkit https://humanservices.ucdavis.edu/sites/default/files/AdultEducation-Toolkit_Updated_022814.pdf

Facilitating Adult Learning http://www.canr.msu.edu/od/uploads/files/PD/Facilitating_Adu

lt_Learning.pdf

Appendix B.2 Sample Volunteer Enrollment Form

Appendix B.7 Sample Volunteer Information Update Form

Chapter 9

Appendix A.10 Senior Corps Minimum Insurance Coverage Requirements

Senior Corps Insurance 

Requirements

http://www.nationalservice.gov/documents/senior-corps/2015/seniorcorps-insurance-requirements 

Appendix A.1 Guidance for Recognition Costs

Appendix B.3 Sample RSVP Timesheet and Mileage Request

Chapter 10 

Chapter 10 References to 2 CFR:

Link to the 2 CFR which is also called the Uniform Guidance.

https://www.ecfr.gov/cgi-bin/textidx?SID=b9a3c6bc45dc33da0b90c5da0844bfeb&mc=true&node=pt2.1.

200

2 CFR Subtitle A Chapter II 200.300 

to 200.345

2 CFR Subtitle A Chapter II 200.500 –

200.520

2 CFR Subtitle A Chapter II 200.400 

to 200.475

2 CFR § 200.430 Compensation –

personal services

2 CFR Chapter II Subpart D 

Section 200.306 Cost Sharing or 

Matching

2 CFR Chapter II, Subpart D, 

Section200.305

OMB Post Federal Award 

Requirements

OMB Guidance for Grants and 

Agreements 

OMB Cost Principles

OMB Budget Guidance Audit 

Requirements
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States and Local Government and 

Indian Tribe Indirect Cost 

Proposals

Audits http://content.govdelivery.com/accounts/USCNCS/bulletins/1373ea5

Cost Principles http://www.nationalservice.gov/resources/uniform-guidance

Federal Audit Clearinghouse https://harvester.census.gov/facweb/Default.aspx

Indirect Costs: Rate Agreements 

and Cost Allocation Principles

http://www.nationalservice.gov/resources/uniform-guidance

Key Concepts of Financial 

Management 

https://cncsonlinecourses.litmos.com/?C=335756

PMS-Help and training for 

grantees using the Payment 

Management System 

https://pms.psc.gov/

PMS login - SMARTLINK https://pms.psc.gov/

PMS- PSC 272 Report Instructions https://pms.psc.gov/pms-user-guide/federal-cash-transactionreport.html

RSVP Grant Application 

(Managing Senior Corps Grants 

webpage)

http://www.nationalservice.gov/programs/senior-corps/managingsenior-corps-grants 

Single Audit Act Amendments of 

1996

http://www.grants.gov/web/grants/learn-grants/grant-policies/singleaudit-act-amendments-1996.html 

Terms and Conditions http://www.nationalservice.gov/resources/terms-and-conditions-cncsgrants

Uniform Administrative 

Requirements (Uniform Guidance)

http://www.nationalservice.gov/resources/uniform-guidance

Chapter 11

Sample Privacy and Breach 

Notification Form

https://www.nationalservice.gov/privacy/breach-notification

National Conference of State 

Legislatures Security Breach 

Notifications Laws

http://www.ncsl.org/research/telecommunications-andinformation-technology/security-breach-notification-laws.aspx 

U.S. Department of Education 

Privacy Technical Assistance 

Center

https://nces.ed.gov/programs/ptac/Home.aspx

FFR Instructions and Sample Form http://www.nationalservice.gov/resources/financialmanagement/federal-financial-report-ffr

Managing Senior Corps Grants 

webpage - Progress Report 

Instructions

http://www.nationalservice.gov/programs/senior-corps/managingsenior-corps-grants 

National Service Criminal History 

Check

http://www.nationalservice.gov/resources/criminal-history-check

National Sex Offender Public 

Website (NSOPW)

www.nsopw.gov

PMS -Payment Management 

System 

https://pms.psc.gov/

PMS - Frequently Asked 

Questions

https://dpm-portal.psc.gov/Welcome.aspx?pt=DPM
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Terms and Conditions http://www.nationalservice.gov/resources/terms-and-conditions-cncsgrants

Tutorial: Valuing, Documenting, 

and Recording In-Kind Match

http://www.nationalservice.gov/sites/default/files/olc/moodle/fm_key

_concepts_of_cash_and_in_kind_match/view5f46.html?id=3213&chap

terid=2270

Appendix B.3 Sample RSVP Timesheet with Mileage Request 

Appendix A.3 Guidance for Closing-Out Your CNCS Grant

Appendix A.6 Volunteer Tracking Software Distributors

Appendix A.14 Sample In-Kind Contribution Form

Chapter 12 

National Days of Service and 

Special Initiatives:

https://www.nationalservice.gov/serve

Media kit materials https://www.nationalservice.gov/newsroom/communicationresources

Public relations materials http://www.nationalservice.gov/resources/seniorcorps/resources-senior-corps-programs. 

 
RSVP Program Operations Handbook Chapter 14: Description and List of Appendices

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14 DESCRIPTION AND LIST OF APPENDICES 

In the January 2017 revision of these handbooks, Senior Corps revised the organization of the handbook 

appendices to clarify when appendices were the same across workbooks and improve our ability to update 

them quickly and accurately. Specifically, we combined the appendices of all three handbooks (the Foster 

Grandparent Operations Handbook, Senior Companion Operations Handbook and RSVP Operations 

Handbook) into one list. 

You can view the full list of appendices in both PDF and, when applicable, editable Word or Excel formats 

at the Managing Senior Corps Grants page. 

In addition, we introduced a numbering system to indicate what appendices would be relevant for what 

programs. The appendices are organized as follows:

• Section A: These appendices apply equally to all Senior Corps programs.

• Section B: These appendices apply only to the RSVP Program.

• Section C: These appendices apply equally to the Foster Grandparent and Senior Companion

Programs

• Section D: These appendices apply only to the Foster Grandparent Program

• Section E: These appendices apply only to the Senior Companion Program

In the printable version of this handbook, we have included only the appendices that are relevant to 

your program. In the case of RSVP Programs, this includes Sections A and B. A full list of the appendices 

included in this document follows.

SECTION A: ALL PROGRAMS 

A.1. Guidance on Recognition Costs

A.2. Primer on Civil Rights Compliance

A.3. Guidance on Closing Out Your CNCS Grant

A.4. Senior Corps Progress Report Tips

A.5. Quick Reference Guide for Senior Corps Reports and Due Dates

A.6. Volunteer Tracking Software Distributors

A.7. Acronyms Related to CNCS

A.8. Fundraising FAQs: Forthcoming

A.9. Optional Checklist for Station Accessibility

A.10. Senior Corps Minimum Insurance Coverage Requirements

A.11. Evidence-Based Programs and Registries

A.12. Guidance on Fee-for-Service Prohibition

A.13. Sample Data Sharing Agreement

A.14. Sample In-Kind Contribution Form

A.15. Final Rule Overview

A.16. Final Rule FAQs
RSVP Program Operations Handbook Chapter 14: Description and List of Appendices

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SECTION B: RSVP ONLY 

B.1. Sample Memorandum of Understanding

B.2. Sample Enrollment Forms

B.3. Sample Timesheet and Mileage Request Form

B.4. Sample Volunteer Assignment Form

B.5. Letters of Agreement for In-Home Assignments

B.6. Sample Job Description for RSVP Project Director

B.7. Sample Volunteer Information Update Form

B.8. Senior Corps and RSVP in Times of Disaster

B.9. Previous Change Logs
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Appendix A.1 - Guidance on Recognition Costs

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Appendix A.1 - Guidance on Recognition Costs

From the CNCS Field Financial Management Center (FFMC)

OVERVIEW 

Recognition, a direct benefit to Senior Corps volunteers, is a cost category allowed by Senior Corps 

regulations (45 CFR 2551.46(e), 45 CFR 2552.46(e), 45 CFR 2553.43(c)). It covers a wide range of 

potential costs. Any costs charged to this direct benefit to the volunteer must be in accordance with the 

applicable OMB cost principles (2 CFR 200, Subpart E) and expended using sound business practices. 

Any costs charged to recognition should be reasonable and prudent, properly valued and consistent 

with your organizational accounting practices. Consideration should also be given to the 

appropriateness of the expenditure.

CRITERIA 

• Recognition should be related to the volunteer’s service.

Recognition costs should have appropriate limits. Things to consider are budgetary limits and 

organizational policies on reasonableness of costs. If your organization does not have a policy 

on reasonableness of costs, one should be developed by your management and/or accounting 

department.

Recognition should be applied equally among all volunteers. If there are limited resources 

some method should be devised to insure all volunteers are included in recognition activities

and actions. Planning for distribution of limited resources should be accomplished at the time 

of your budgetary planning and included in your organizational policies and procedures. 

Recognition should be program specific and recognize the Senior Corps volunteer for 

their service in the CNCS designated project.

Recognition should not include any costs to the volunteer.

Recognition should take place at least annually for formal public recognition of volunteers to 

the community. If formal recognition takes place, a sign-in sheet documenting attendance of 

the volunteers being recognized should be prepared. 

• 

• 

• 

• 

• 

ITEMS GENERALLY ACCEPTED AS RECOGNITION EXPENSES 

• Special ceremonies, teas, breakfasts, luncheons, and recreational outings can also include a 

per person cost which includes items other than room rental and food. If the cost per attendee 

includes other amenities in an inclusive package this is acceptable so long as: 

o The cost is reasonable 

o There is budgetary availability 

o The expenses are not expressly prohibited by either the OMB cost principles or a 

determination by a CNCS Official. 
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• Small (nominal value) gifts are allowable: 

o So long as:

 The cost is reasonable

 There is budgetary availability 

 The gift is not something that is expressly prohibited by either OMB cost principles or by 

a determination by a CNCS Official. 

o A gift is any item that has monetary value.

o Your organization should establish policies on how you determine reasonableness of cost 

and determine limits based on sound accounting practices.

 CNCS would define the value of a gift using “Market Value.” Market value means the 

retail cost the organization would incur to purchase the gift.

 An organization who cannot ascertain the market value of a gift may estimate its market 

value by reference to the retail cost of similar items of like quality.

 For example: The market value of a gift of a ticket entitling the holder to food, 

refreshments, entertainment, or any other benefit would be the face value of the ticket.

• Recognition items such as trophies, plaques, certificates, and pins are acceptable. Attention 

should be given to the fact that the cost of some of these items will increase depending on 

the cost of engraving, sometimes significantly, so these recognition items may be limited to 

budget availability. 

• Birthday cards are acceptable, even though they are not technically a recognition item related

to a volunteer’s service. They are of a nominal value and therefore can be used as a form of 

recognition. 

• Senior Corps encourages grantees to invite special guest, elected or other officials to show 

appreciation to the volunteers. Costs for these special guests can be paid for from grant funds.

• Gifts cards are acceptable forms of recognition. It is important that these should be treated as 

cash in your accounting system, however, they do not take the form of a cash payment and 

are not as liquid. 

o Because anyone can use a gift card, they should be treated as cash and documented

in accordance with sound business practices, including a receipt signed by the 

volunteer being recognized. 

o Refer to for Standards for Financial Management Systems. Gift Cards 

are usually designated for a specific purpose and a specific item. Organizations should 

have a policy and procedure in place to account for the distributions and accounting of 

gift card.

• Additional leave may be used as a form of recognition. Foster Grandparent and Senior 

Companion Programs that intend to use leave as a form of recognition must also abide by the 

45 CFR 2543.21

Senior Corps Guidance on Leave as a Form of Volunteer Recognition.
Appendix A.1 - Guidance on Recognition Costs

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ITEMS GENERALLY NOT ACCEPTABLE FORMS OF RECOGNITION 

• Holiday or Christmas gifts are not acceptable. Recognition should be based on a 

volunteer’s service only.

• Cash is not acceptable as recognition. Cash can be seen as a payment or a bonus and 

volunteers serving in CNCS programs are not to be paid other than the allowable stipend 

payments in the CNCS Foster Grandparent / Senior Companion programs. 

• Paid speakers at recognition events are usually not allowable, although exceptions may 

be permitted. Some things to consider are:

o Would the event still be a success if the speaker does not attend? Is the speaker

an integral and vital component to the success of the event? 

o Would your organization pay for the speaker or raise money to include the speaker 

if federal funds were not available? 

o Can you substitute the speaker for someone without a speaking fee but with

similar ability and qualifications? 

• Guests of volunteers are not permitted to be paid for from federal or non-federal 

expenditures. If volunteers bring guests, the sources of funds to be used should come from a 

source not counted toward your required match. A best practice is to have a sign in sheet for 

all attendees present at the recognition event.

• Certain forms of entertainment are not acceptable. If you are planning to expend funds for 

recognition please consult with a CNCS Program Officer, Grants Officer, or Portfolio Manager

prior to expenditure for further clarification. 

ITEMS THAT ARE QUESTIONABLE AND WOULD NEED PRIOR APPROVAL FROM CNCS 

• Tickets to events in normal instances would be deemed unallowable based on the OMB 

Cost Principles which state “Costs of entertainment, including amusement, diversion, and 

social activities and any costs directly associated with such costs (such as tickets to shows

or sports events, meals, lodging, rentals, transportation, and gratuities) are unallowable.”

• However, since our regulations do view recognition as a legitimate cost, showing recognition 

in the form of tickets to events may be deemed appropriate based on reasonableness of cost

and appropriateness of the venue. These type of costs should be discussed with your CNCS 

Program Officer, Grants Officer, or Portfolio Manager prior to expenditure. 

SPECIAL VOLUNTEER RECOGNITION 

• Singling out a volunteer for exceptional or special service is allowable. Examples include 

acknowledging a milestone in service (example: 20 years of service, 30 years of service) or

supporting a program in ways that go beyond service activities, such as efforts to recruit other 

volunteers. 

• Special recognition items can be given for this purpose if the following is demonstrated:
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o The cost is reasonable 

o There is budgetary availability 

o The gift is not something that is expressly prohibited by either OMB cost principles or by 

a determination by a CNCS Official. 

• When recognizing individual volunteers, an organization should have a written policy

that includes: 

o What constitutes exceptional or special service

o What milestones or achievements in service will prompt special recognition 

o What will be given for this purpose if different than typical recognition awards. 
Appendix A.2 - Primer on Civil Rights Compliance

Version 2020.2 1 of 8 

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https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix A.2: Primer on Civil Rights Compliance

Civil rights laws are complex, and neither direct evidence of discrimination nor direct proof of 

intent to discriminate is needed for discrimination to be found. Therefore, past actions -- e.g., 

patterns in decisions, statements made in any contexts, or rules followed/not followed -- or actions 

taken regarding other persons -- e.g., sent to training, given warning in lieu of a reprimand or 

termination -- may determine the outcome of a claim of discrimination, even if the past action 

appears to have no relationship to a present discrimination claim.

DEFINITION OF DISCRIMINATION 

Dictionary Definition: Different treatment 

Legal Definition: Different treatment because of a difference in race; color; national origin; 

gender; sexual orientation; religion; age; disability; political affiliation; marital or parental status; or 

military service.

Regulatory Expansion: Different treatment because of reprisal for: (a) participation in the 

discrimination complaint process, or (b) expressing opposition to an action made illegal by the civil 

rights acts or other applicable laws.

DETERMINATION OF DISCRIMINATION 

When direct, straightforward evidence of discrimination exists, it is relatively easy to determine 

whether legally discrimination occurred. Such evidence could include: 

— Racial epithets, sexual slurs, repeated jokes about accent or heritage. 

— A recruitment brochure which describes a job as "Fit for a Queen," or a recruitment 

poster asks, "Are you the right man?" 

— Interview notes read "too old for this job" or qualification requirements call for "trainee 

between the ages of 21 and 24." 

Such evidence is not needed, however, for discrimination under the law to have occurred. 

Discrimination may be inferred when two persons of different race, sex, etc. groups receive 

different treatment. Different treatment is determined by comparing persons who are similarly 

situated, i.e., they are so situated that it is reasonable to expect they would receive the same 

treatment in the context of a particular employment or service decision. 

The determination as to whether an action was because of race, sex, etc., uses the following 

disparate treatment analytical model:

Step One: Complainant must establish a "prima facie" case of discrimination, i.e., establish 

enough so that the case is not immediately dismissed, and the employer or grantee 

must respond to the allegation(s). This establishes a rebuttable presumption of 

discrimination. Often comparative evidence is presented that a similarly situated 

person of another race, sex, etc. group was treated more favorably than the 
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complainant. That is, the complainant was treated less favorably than a person who 

is so situated that it is reasonable to expect he or she would receive the same 

treatment in terms of a particular employment or service decision.

If the complainant establishes a prima facie case, the employer's or grantee's 

response is examined. If the complainant does not do so, a finding of no 

discrimination must be made.

Step Two: The employer or grantee must set forth a legitimate, nondiscriminatory 

reason for its action. If the employer or grantee does this, pretext is examined. If 

employer or grantee does not do so, a finding of discrimination must be made. 

Step Three: The complainant must establish the employer's or grantee's stated reason is 

pretext for prohibited discrimination, i.e., stated reason is not credible or it 

masks/cloaks the real reason which is prohibited discrimination. If the 

complainant establishes pretext, a finding of discrimination must be made. If the 

complainant does not do so, a finding of no discrimination must be made.

BURDEN OF PROOF 

Generally, the complainant carries the burden of proof and must establish his or her case by a 

preponderance of the evidence, i.e., if evidence is a football field, complainant must carry the 

ball over the 50 yard line, into the employer's territory. 

Exception One: Direct, straightforward evidence of discrimination shifts burden of proof to 

the employer or grantee, who must prove it did not discriminate by clear and convincing evidence 

(a much higher standard than preponderance of the evidence) 

Exception Two: Mixed motive cases (both discriminatory and nondiscriminatory motives 

established). The employer or grantee must prove, by the higher level clear and convincing 

evidence, that, absent discrimination, the same action would have occurred (e.g., same person 

would have been selected); if the employer or grantee meets its burden of proof, it is still liable 

for discrimination, but relief is limited to declaratory relief, certain injunctive relief, and 

attorney's fees and costs (relief may not include personal relief such as retroactive hiring, 

reinstatement, and compensatory damages. 

INTERVIEW QUESTIONS 

Interview or application questions (i.e., questions during the selection process) which are not 

directly job or position-related are oftentimes considered direct evidence of discrimination. (There 

is no problem requesting necessary information after the selection process is complete, however.) 

At a minimum, to protect from liability, it is always advisable to avoid certain types of questions 

during the selection process. If a manager does not have information available during the selection 

process, the manager will always be able to legitimately state that the selection was not based on 

that information. 

Non job- or position-related questions, i.e., questions that do not directly address the applicant's 
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ability to perform the essential duties of the position, include the following: 

 Questions related to marital status (also preferred forms of address). 

 Questions related to children (also ages of children and child care arrangements 

made or needed) or to pregnancy and/or reproduction (including future family 

planning). 

 Questions related to the ability to work overtime or to travel (with reference to 

dependents or family life). When overtime and/or travel are duties of the position, it is 

acceptable, however, to describe duties and ask if applicant foresees any problem in 

fulfilling the duties.

 Questions related to disability or medical conditions (including questions on nature or 

origin of a disability, commuting arrangements, sick leave usage, or ability to perform 

marginal duties of the position). 

SPECIAL REQUIREMENTS RELATED TO DISABILITY OR MEDICAL CONDITIONS 

General Rule: The employer or grantee may not conduct a pre-employment or pre-service 

medical examination or ask applicant prior to employment or service whether he or she has 

disabilities or question the nature or severity of a disability.

Essential Functions

The employer or grantee may, however, make pre-employment or pre-service inquiry into 

applicant's ability to meet the essential functions of the position, with or without reasonable 

accommodation, or to fulfill bona fide medical qualification requirements, if applicable. 

Essential functions are the minimum abilities necessary for safe and efficient performance of 

the duties of the position in question.

Care must be exercised, however, in inquiring about the ability to perform essential functions, 

with or without reasonable accommodation, because a selection decision may not generally 

consider whether an accommodation is required or how much it will cost. That is, unless an 

accommodation constitutes an undue financial or administrative burden or fundamentally alters 

the nature of the program or activity, the need for or cost of an accommodation may not 

influence a selection decision.

It is acceptable to exclude an applicant with a disability, even though the person can perform 

the essential functions of the position, only if the disability endangers the health and safety of

others or if performing the essential functions endangers the health and safety of the applicant.

Persons with contagious diseases (e.g., tuberculosis) in remission may not be passed over for 

selection based on their disability if they can perform the essential functions of the position. 

Further, all HIV-positive persons are persons with disabilities, and not selecting an applicant 

solely on the basis of this illness is discrimination. 

Medical Examinations
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Nothing prohibits employer or grantee from conditioning offer of employment or service on 

results of a medical examination conducted prior to person's entrance on duty, provided all 

entering persons are subjected to such an examination regardless of disability and results of 

such an examination are used only in accordance with these guidelines.

Records Maintenance

Information concerning the medical condition or history of applicants must be collected and 

maintained on separate forms that are treated as confidential medical records, except that:

— Supervisors and managers may be informed regarding restrictions on duties of disabled 

persons and necessary accommodations; 

— First aid and safety personnel may be informed if the condition might require emergency 

treatment; 

— Government officials investigating compliance with laws, regulations, and instructions 

relevant to equal opportunity must be provided information upon request; and 

— Statistics generated from information obtained may be used to manage, evaluate, and 

report on equal opportunity. 

ACCESSIBILITY AND REASONABLE ACCOMMODATION 

General Rules: 

1. No qualified individual with disabilities shall, on the basis of disability, be denied the benefits of, 

be excluded from participation in, or otherwise be subjected to discrimination under any program 

or activity receiving federal financial assistance. 

2. All programs and activities must be accessible to, and usable by, persons with disabilities.

3. Persons with disabilities shall be provided reasonable accommodation to participate in the

program or activity. 

Statutes: Section 504 of the Rehabilitation Act prohibits disability discrimination in federally 

assisted programs. The CNCS is responsible for enforcing this provision in terms of its grantees 

and subgrantees. (For civil rights purposes, all programs, projects, and sites funded or receiving 

volunteers or service members under CNCS statutes are programs or activities receiving federal 

financial assistance.)

The Americans with Disabilities Act (ADA) applies to virtually all CNCS grantees and 

subgrantees, but the CNCS does not enforce it. The ADA’s nondiscrimination, accessibility, and 

reasonable accommodation standards for state and local governments are identical to Section 504 

standards. Public places like museums, day care centers, schools, have lower accessibility and 

reasonable accommodation standards under the ADA (and religious institutions are exempt), but 

by virtue of receiving federal financial assistance, the higher Section 504 standards apply to them.

New construction and alterations (built or altered since May 30, 1979): Each building or part 

of a building that is constructed or altered by or for the use of any grantee or subgrantee shall be
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designed, constructed, or altered so as to be readily accessible to and usable by disabled persons. 

Existing facilities (built before May 30, 1979): Grantees must operate each program or activity so 

that, when viewed in its entirety, it is readily accessible to and usable by disabled persons. For this 

purpose, a project plus all sites is considered. Grantees are not necessarily required to retrofit to 

make each existing facility accessible or to take action that would result in undue financial or 

administrative burdens, but the overall program must be accessible. Programmatic modifications are 

acceptable to achieve and maintain accessibility in buildings built before May 30, 1979. 

Communications: Grantees must ensure program and employment communications are available 

to persons with impaired vision and hearing, and that no disabled person is denied benefits or

participation because no auxiliary aids were provided for persons with impaired sensory, manual, 

or speaking skills.

SEXUAL HARASSMENT 

Definition: Unwelcome sexual advances, requests for sexual favors and other verbal or physical 

conduct of a sexual nature when: 

a. Submission to such conduct is made either explicitly or implicitly a term or condition of an 

individual's employment or service.

b. Submission to or rejection of such conduct by an individual is used as the basis for employment 

or volunteer or participation decisions affecting the individual.

c. Submission to or rejection of such conduct has the purpose or effect of unreasonably interfering 

with an individual's work or service performance or creating an intimidating, hostile or 

offensive working or service environment. 

The key is that the conduct is unwelcome.

Examples: Sexual harassment includes, but is not limited to, the following work or service 

conduct:

a. Explicit or implicit demands for sexual favors in return for job or service benefits.

b. Unwelcome letters, telephone calls, or distribution or display of materials of a sexual nature.

c. Physical assaults of a sexual nature.

d. Unwelcome and deliberate touching, leaning over, cornering, or pinching. 

e. Unwelcome sexually suggestive looks or gestures.

f. Unwelcome pressure for sexual favors or dates.

g. Unwelcome sexual teasing, jokes, remarks, or questions. 

h. According favorable treatment to those who grant sexual favors.
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Relationships vis-à-vis Sexual Harassment

Sexual harassment is not limited to prohibited conduct by a male toward a female or by a 

supervisor toward a subordinate. It includes prohibited conduct by a CNCS employee towards a 

volunteer, service member, project director, or program beneficiary, as well as such conduct by 

grantee employees.

— A man may be the victim of sexual harassment. 

— A woman may be the harasser. 

— The victim does not have to be the opposite sex from the harasser. 

— The harasser does not have to be the victim's supervisor. The harasser could be:

 a supervisor who does not supervise the victim,

 a non-supervisory employee, volunteer, or service member, or 

 a co-worker or another volunteer or service member. 

— The victim does not have to be the person toward whom the unwelcome sexual conduct is 

directed, but may be someone who is affected by such conduct when it is directed toward another 

person. 

For example, the sexual harassment of an employee, volunteer, or service member may 

create for another employee, volunteer or service member an intimidating, hostile, or 

offensive working environment. 

— Sexual harassment does not depend on the victim's having suffered an economic loss as a result 

of the harasser's conduct.

For example, improper sexual advances which do not result in the denial of a promotion or 

the discharge of the victim may, nonetheless, constitute sexual harassment where they 

interfere with the victim's work or service, or create an intimidating, hostile or offensive 

work or service environment. 

Harassment on sexual, racial, national origin, religious harassment, or on any other grounds 

is strictly prohibited in CNCS or grantee offices, other work- or service-related settings, 

including, but not limited to site visits or work- or service-related social events and training. 

CNCS OR GRANTEE RESPONSIBILITIES REGARDING HARASSMENT 

The CNCS or grantee is ultimately responsible for violations of prohibitions against any form of 

prohibited harassment and for taking corrective action and/or disciplinary action if violations occur. 

They are responsible for: 

(1) Acts of "quid pro quo" sexual harassment, wherein a supervisor demands sexual favors for 

employment or service benefits, regardless of whether the CNCS or grantee, its agents or

supervisory employees knew, or should have known, of the acts.
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(2) Unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct 

of a sexual nature which have the purpose or effect of creating an intimidating, hostile or 

offensive working or service environment, where the CNCS or grantee, its agents or supervisory 

employees knew, or had reason to know, of acts and failed to take immediate and appropriate

corrective action. 

(3) Acts of prohibited harassment toward fellow employees, volunteers, or participants (coworkers), where the CNCS or grantee, its agents or its supervisory employees knew, or should 

have known, of the conduct, unless it took immediate and appropriate corrective action. 

(4) Acts of prohibited harassment by non-employees, where the CNCS or grantee, its agents or

its supervisory employees knew, or should have known, of the conduct and failed to take

immediate and appropriate corrective action. 

DISCRIMINATION CLAIMS 

Any volunteer, service member, client, employee, or beneficiary of a program or project who 

believes he or she has been subjected to discrimination in violation of nondiscrimination 

provisions of applicable laws, regulations or this policy may raise a claim with the CNCS’s 

Office of Civil Rights and Inclusiveness (OCRI). However, discrimination claims not brought 

to the attention of the OCRI Office within 45 days of their occurrence of the alleged 

discriminatory event may not be accepted in a formal complaint of discrimination and may be 

procedurally dismissed. 

We first attempt to resolve discrimination claims through the informal counseling process. In 

addition, although people are not required to do so, we encourage people to try first to resolve 

discrimination claims directly with programs and projects, and most service members may use 

their grievance system to do so. However, raising matters through a program or project grievance 

system does not stop the running of the 45-day time frame.

THE CNCS’S OFFICE OF CIVIL RIGHTS AND INCLUSIVENESS 

The CNCS’s Office of Civil Rights and Inclusiveness (OCRI) is available to provide further 

information to any CNCS or grantee official, volunteer, or service member. The OCRI may be 

reached at (202) 606-7503, (voice), (202) 606-5256 (TDD), eo@cns.gov, or through 

http://www.nationalservice.gov.
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CIVIL RIGHTS COMPLIANCE EVALUATION DURING SITE AND MONITORING VISITS 

The following is designed to allow evaluation of civil rights compliance during any type of onsite visit. Most items can be observed during the regular course of a visit, thereby taking no 

additional time or effort.

1. Is there a flat, non-gravel route from parking/street through the front entrance? Does the 

parking lot have spaces reserved for persons with disabilities?

2. Are doors (entrance, rest room, etc.) no heavier to open than refrigerator door? Are door 

knobs throughout push/pull or lever-type, not twist knobs?

3. Are halls and passageways at least one yard wide? Are they level, with non-slip, stable 

surfaces and no trip hazards?

4. Are there no steps without alternate routes (elevators, ramps, other entrance) available?

a. Are stairs of uniform heights?

5. Do publicity information, brochures, handbooks, etc. state they are available in alternate 

formats upon request and do they identify how to request formats?

6. If eyes are closed or sound turned down during a video or PSA, do you still receive the 

message?

7. Is there adequate maneuvering clearance at entrances, especially rest rooms?

8. Does an accessible restroom have an accessible stall 5’ x 5’? (There are other legal 

configurations, but check to see if a person in a wheelchair can close the door)

9. Does an accessible restroom have a sink with lever faucets, hot water pipes wrapped to 

prevent burns, and paper towels lowered?

10. Are emergency alarms both audible and visual? Are evacuation plans and areas of rescue 

assistance accessible to individuals with mobility impairments?

11. Is there a non-discrimination policy statement that applies to services provided by the site, 

and addresses nondiscrimination on the basis of race, color, religion, sex, national origin, 

age, disability, sexual orientation, and political affiliation? Have they received any claims 

or complaints of prohibited discrimination?

12. Are there any policies, procedures, or technology which excludes, directly or indirectly, a 

person with (a) mobility impairments, (b) visual impairments, (c) hearing impairments,

(d) mental or emotional impairments, or (e) diseases (including HIV but excluding 

currently contagious diseases) or addictions (other than current illegal drug use, or current 

alcohol or legal drug abuse which prevents performing duties or is a direct and current 

threat to self or others)?
Appendix A.3 - Guidance on Closing Out Your CNCS Grant

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https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix A.3 - Guidance on Closing-Out Your CNCS Grant 

From the Field Financial Management Center (FFMC) 

In order to close-out a CNCS Grant, CNCS requires the following four items. 1. A final FFR (Federal 

Financial Report) with CNCS, 2. Cash Transaction Report with PMS (Payment Management System), 3. 

Inventory Report (if required), 4. Final PPR with CNCS. These documents should be completed and 

returned to CNCS no later than 90 days after the grant expiration date.

1. A final Federal Financial Report (FFR) in the CNCS electronic grants system. This must show that 

the required match was met and the Total Federal Share of expenditures must match the total 

drawdowns from PMS. If the final PMS drawdown has not been completed, please wait to file 

the CNCS FFR, until the final amount has been confirmed. If there are leftover CNCS funds, these 

should be indicated on the FFR (unobligated balance of federal funds) and will be de-obligated

during the close-out process. Please note there cannot be any “un-liquidated obligations” listed

on a final FFR. Please contact your CNCS Grants Officer if you have questions about this report.

2. A Federal Cash Transaction Report must be submitted in the Payment Management System 

(PMS). This can only be done during the open periods for filing (January, April, July, and 

October). Please ensure the final drawdown of CNCS funds from PMS is completed as soon as 

possible.

 

a. Example: Your grant ends March 31, the final drawdown in PMS should be done 

before June 30, so it can be accounted for during the July open reporting period that 

covers April, May and June. If the final drawdown is not completed until July, those 

funds cannot be reported until October. This will make the close-out late and could 

result in a hold being placed on your current grant funds. 

In order to close-out the grant, the amount drawn from PMS must match the amount 

disbursed (on the cash transaction report) in PMS, to the penny. If $365,002.65 was 

drawn down, then $365,002.65 must be disbursed and $365,002.65 must be the Total 

Federal Share of Expenditures reported on the CNCS FFR. For assistance with PMS, 

please contact the help desk at 1-877-614-5533 or PMSSupport@psc.gov . 

3. In the event that you have more than $5,000 in supplies left over from the grant, you must 

notify your grants officer.

4. A final Program Progress Report (PPR) must also be submitted, please contact your CNCS 

Program Officer/Portfolio Manager if you have questions about this report.
Appendix A.4 - Senior Corps Progress Report (PPR) Tips

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Appendix A.4 – Senior Corps Progress Report Tips

This document is provided as a guide for Senior Corps grantees. It is not intended to replace the Progress 

Report Instructions that are posted on the Managing Senior Corps Grants webpage. 

Some information you share in your reports may fit in more than one narrative. Select where you think it fits 

best. It is not necessary to repeat information in more than one section.

Section Tips

Challenges Enter any challenges you or your volunteers experienced in the reporting period and how

they were addressed. Let your program officer/portfolio manager know if you need 

assistance. Describe any new challenges affecting your project during the reporting 

period.

You might consider highlighting:

• Work Plans/Performance Measurement Challenges/Issues

• Station Development 

• Volunteer Recruitment/volunteer hours 

Do not wait for the progress report if you need support from your program officer/portfolio 

Partnership/

Collaboration 

Development

Partnerships and community collaborations are a big part of your project. Share news

about

partnerships developed and how the partnership will result in better serving your 

beneficiaries, or otherwise reaching project goals. Describe efforts to develop 

partnerships or collaborations with volunteer stations. Include efforts to develop new 

stations as well as efforts to garner support (data collection, volunteer training, etc.) from 

existing stations.

You might consider also highlighting things

like:

• Partnerships with other CNCS programs or national service members. 

• Collaboration connected to National Days of Service or local service activities/events. 

• Collaboration with local philanthropic organizations, business leaders, other nonprofits. Highlight roles, responsibilities and outcomes of partnership. 

Non-Federal Share

Development

Describe efforts to meet the non-federal share requirement for your project. Include both

cash and in-kind resource development that occurred during this reporting period.

• If you have received notice of funding awards, please describe the dollar value, name 

of funder, and purpose of the funding.

• Submit the award letter as an attachment.
Appendix A.4 - Senior Corps Progress Report (PPR) Tips

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Other

Accomplishments

Use this section to report on accomplishments other than those already reported in the

Project Plan or previous narratives. Describe any significant project accomplishments

other than your work plan progress that you will report in this PPR.

You might consider also highlighting things like:

• Impact data that is not reported in the performance measurement work plan. 

• Policies, systems or status updates pertaining to Senior Corps regulations: 

• RSVP Annual Safety Check Status 

• (FGP/SCP/RSVP) Accessibility Evaluation/Survey Results 

• Update to Senior Corps program policies or procedures (ex. mileage rates, leave 

policy, handbooks) 

• Annual volunteer recognition activity 

• Advisory Board/Community Assessments Events or activities in which public officials

participate.

• Social media outreach

• Recruitment successes 

Impact Stories Share stories that are not reported in the project plan and other data. Brief stories

that communicate to the public how your program or volunteers “get things done” in 

your community are best, particularly those that include impact or results.

It is helpful if Impact Stories are built using the following template:

• Suggested length for stories: 75-200 words 

• Volunteer’s Name 

• Name of Sponsor, location (City/State) of project 

• Brief statement of accomplishment 

• Include statistics, numbers, etc. that demonstrate impact

CNCS Program Officers/Portfolio Manager encourage project directors to submit impact

stories directly to them between progress reports. CNCS program officers/portfolio manager

share your grantee stories on the monthly cluster report. The same stories can be included in 

this PPR report.
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List of Additional

Documents submitted 

to CNCS

Documents cannot be attached in the electronic grants management system so it is helpful

if you include links to items or a list of items emailed to your program officer/portfolio 

manager in this section.

Suggested additional documents could include:

• Evidence of community input (advisory council agenda’s, community meeting agenda, 

etc.) 

• Updated or adjusted project forms (timesheets, MOU, Volunteer Mileage Forms, etc.) 

• PR

o Local media

o News articles

o Feature in the agency or project newsletter

• Volunteer Recognition 

o Thank You letters 

o Recognition speeches/comments from Public Officials

Demonstration of Impact

Checklist for Completing Progress 

Reports General tips

 Keep good records during the year 

 Schedule plenty of time to write reports

 Organize all documents needed for the report before getting started

 Do not leave anything blank (“NA” stands for “not acceptable”) 

Some best practices for reporting in the Performance Measure section:

 Remember that clear, concise work plans in the grant application is the key to good, simple 

reporting 

 Keep reporting aligned with original work plans 

 If you have not fully reached a project milestone, report on the progress to date

 Include statistics in reports, not just descriptions 

 Include real numbers with percentages. For example, say “75% of respondents (45 out of 60)” 

instead of only “75% of respondents”

Some best practices for reporting in the Narrative section:

 Challenges: What are you doing to address challenges? Do not wait for the progress report if 

you need support from your program officer/portfolio manager. 

 Training/technical assistance needs: What are the training and technical assistance needs 

of your project?

 Partnership/Collaboration development: In addition to listing new partnerships, 
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describe how activities with partners relate to achieving project goals 

 Non-federal share development: If the resource leveraged is an in-kind donation, has 

it been documented in compliance with federal regulation? 

 Other accomplishments: Provide specific information 

o Example- Training Events: Describe how many participants were involved, what the 

training covered, and who conducted the training.

 Do not wait until progress report is due to notify the CNCS Program Officer/Portfolio Manager of 

major accomplishments
Appendix A.5 - Quick Reference Chart for Senior Corps Reports and Due Dates

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Appendix A.5 – Quick Reference Chart for Senior Corps Reports and Due 

Dates

The Notice of Grant Award (NGA) is the project sponsors’ official notification of reporting requirements, 

due dates, and any special conditions (requirements) of the grant. Check your NGA, including the Terms

and Conditions to verify your due dates and any special conditions.

Report Due Date Where to Submit

SF424- Grant

Application

(New, Renewal or

Continuation)

Due date is given in Senior Corps Notice of Funding Available for renewals

or competitions, and in the Grant Continuation letter from your CNCS

Program Officer/Portfolio Manager. Generally due about 9-10 weeks

before your grant end date.

•

•

Electronic grants management

system

Required Documents-submit as

directed to CNCS Program

Officer/Portfolio Manager

Grantees must prepare the Progress Report-Annual at the end of the • Electronic grants management

Progress Report budget period. Grantees will complete the Progress Report SemiAnnual- Lite half way through the budget year. Reports must be

system

submitted in the electronic grants management system no later than 30

days after the end of the designated reporting period.

Progress Report

Supplement

(PRS):

Due date is announced in October-December, the first quarter of the 

Federal Fiscal Year. The reporting period is October 1 through 

September 30, the prior federal fiscal year. This report was formerly

referred to as the PPVA.

• Electronic grants management 

system

FFR:

Federal Financial

Report to CNCS

30 days after the first, and each consecutive 6-month

based on your grant period. See below for Final FFR.

for the 3-year grant period.

reporting period

Data is cumulative

• Electronic grants management

system

FFR - Final 90 after the end of year 3 of the grant performance period • Electronic grants management

system

(HHS PMS) FFR –

Cash Transactions 

Report SF 272

For disbursement activity during the months

April 01 through June 30 - 3rd Qtr.

July 01 through September 30 - 4th Qtr.

of: The FFR

July 30

October

is due

30

on: • HHS/PMS

Re-Budget:

Revision of budget,

changesrequiring

approval.

If necessary, no later than 30 days before the end of the budget period.

Discuss budget revisions with your Program Officer/Portfolio Manager

prior to initiating an amendment in the electronic grants management

system

• Electronic grants management

system

Federal Fiscal Year - October 1 – September 30

Reporting Periods

Federal Quarter Start End Due Date

Quarter 3 April 1 June 30 July 30

Quarter 4 July 1 September 30 October 30
Appendix A.6 - Volunteer Tracking Software Distributors

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Appendix A.6 – Volunteer Tracking Software Distributors

Following is a list of software programs that are designed to track volunteer demographic and 

service information. This information is provided for the convenience of grantees, and Senior

Corp does not endorse these or any other vendors. Please bring any other vendors to the 

attention of Senior Corps so they can be added to future lists. (Email: 

SeniorCorpsHandbook@cns.gov) 

Leaping Ware (formally VolTrax): www.leapingware.com/index.html

OnCorps Reports: www.oncorpsreports.com

Volunteer Hub: www.volunteerhub.com/

Volunteer Reporter: www.volsoft.com/product/volunteer-reporter/

Volgistics: www.volgistics.com/

Volunteer Spot: www.volunteerspot.com/

For a list of Volunteer Software with Reviews: 

www.coyotecommunications.com/tech/volmanage.html
Appendix A.7 - Acronyms Related to CNCS

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Appendix A.7 – Acronyms Related to CNCS

425 ................... SF-425 Federal Financial Report (FFR)

424................... SF-424 Application for Fed Assistance (Grant Application) 

AC .................... AmeriCorps

BPMR ............... Budget, Performance, and Management Reporting 

CB .................... Community-Based

CCR .................. Central Contractor Registration

CFDA ................ Catalog of Federal Domestic Assistance 

CFR................... Code of Federal Regulation

eCFR..................Electronic Code of Federal Regulation

CHC .................. Criminal History Check

CNCS ................ Corporation for National and Community Service 

DUNS................ Data Universal Numbering System (Dun & Bradstreet) 

EIN ................... Employer Identification Number

FFATA .............. Federal Funding Accountability and Transparency Act 

FFMC ............... Field Financial Management Center (CNCS)

FFR ................... Federal Financial Report

FGP .................. Foster Grandparent Program

FICA ................. Federal Insurance Contributions Act

SRS ...................FFATA Sub-award Reporting System

FMS .................. Financial Management System

GARP ................ Grant Application Review Process

GME ................. Grant-Making Entity

GO ................... Grants Officer

HHS .................. U.S. Department of Health and Human Services

IDCR ................. Federally Approved Indirect Cost Rate 

IPERA................ Improper Payments Elimination and Recovery Act

IPERIA............... Improper Payments Elimination & Recovery Improvement Act

MTDC................ Modified Total Direct Costs

NCBP................. Nonprofit Capacity Building Program

NCCC ................ National Civilian Community Corps

NGA .................. Notice of Grant Award

NOFA ................ Notice of Funds Availability

NOFO ................ Notice of Funds Opportunity

NSCHC................ National Service Criminal History Check 

NSSC.................. National Senior Service Corps

OIG.................... Office of the Inspector General

OMB ................. Office of Management and Budget

OGM ................. Office of Grants Management (CNCS)

PER ................... Periodic Expense Report

PFI ..................... Programming for Impact

PMS .................. Payment Management System

PO ..................... Program Officer

PM .....................Portfolio Manager

PNS ................... Programs of National Significance

PPR ................... Program/Project Progress Report

PRS.....................Progress Report Supplement

RSVP ................. Retired and Senior Volunteer Program

SAA ................... Edward M. Kennedy Serve America Act of 2009

SC ...................... Senior Corps

SCP ................... Senior Companion Program

T/TA .................. Training and Technical Assistance

VGF ................... Volunteer Generation Fund

VISTA ................ Volunteers in Service to America

VSY ................... Volunteer Service Year 
Appendix A.8 - Fundraising FAQs

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Appendix A.8 – Fundraising FAQs

Appendix A.8 is the Fundraising Frequently Asked Questions document. This document is still in 

development and will be posted once it is finalized.
Appendix A.9 - Sample Checklist for Station Accessibility

Version 2020.2 Pg. 1 of 1 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as 

appropriate. For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix A.9 – Sample Checklist for Station Accessibility

This questionnaire is designed to allow evaluation of the overall accessibility of the ABC

program by looking at where we send volunteers to serve. It is not meant to eliminate 

stations for possible placement of volunteers but to provide information needed to match 

volunteers with volunteer stations. 

Organization Name 

1 Is there a flat, non-gravel route from parking/street

through the front entrance? Does the parking lot 

have spaces reserved for persons with disabilities?

No Yes Comments

2 Are doors (entrance, rest room, etc.) no heavier to open

than refrigerator door? Are door knobs throughout 

push/pull or lever-type, not twist knobs?

3 Are halls and passageways at least one

level, with non-slip stable surfaces and 

yard wide? Are they 

no trip hazards?

4 Are there no

ramps, other

heights?

steps without alternate routes (elevators,

entrance) available? Are stairs of uniform 

5 Is there adequate maneuvering clearance

entrances, especially rest rooms?

at

6 Does an accessible restroom have an accessible

(There are other legal configurations, but check

person in a wheelchair can close the door) 

stall 5’ x 5’?

to see if a

7 Does an accessible restroom have a sink with lever faucets,

hot water pipes wrapped to prevent burns, and paper 

towels lowered?

8 Are emergency alarms both audible and visual? Are 

evacuation plans and areas of rescue assistance accessible 

to individuals with mobility impairments?

9 Do policies, practices or standards – either formal or 

informal- have the direct or indirect effect of excluding or 

limiting the participation of individuals with disabilities in 

your organization’s program or activities?

10 Do policies exist that ensure that a “reasonable 

accommodation” is made to individuals, including 

volunteers, with disabilities?

Name/Signature of person completing checklist Date
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Appendix A.10 - Senior Corps Minimum Insurance Coverage Requirements 

Appendix A.10 – Senior Corps Minimum Insurance Coverage

Requirements

This document summarizes the minimum insurance requirements for Senior Corps volunteers, specified

by CNCS. Minimum required levels may change from time to time.

Accident Insurance

• Accident insurance must cover FGP, SCP, and RSVP volunteers for personal injury during travel

between their homes and places of assignment, during their volunteer service, during meal

periods while serving as a volunteer, and while attending project-sponsored activities. Protection

shall be provided against claims in excess of any benefits or services for medical care or treatment

available to the volunteer from other sources, including:

1. Health insurance coverage.

2. Other hospital or medical service plans.

3. Any coverage under labor-management trusted plans, union-welfare plans, employer

organization plans, or employee-benefit organization plans.

4. Coverage under any governmental program or provided by any statute.

• When benefits are approved in the form of services rather than cash payments, the reasonable

cash value of each service rendered must be considered in determining the applicability of this

provision. The benefits payable must include the benefits that would have been payable had a

claim been duly made. The benefits payable must be reduced to the extent necessary so that the

sum of such reduced benefits and all the benefits provided for by any other plan must not exceed

the volunteer's total expenses.

• The sponsor must provide Senior Corps volunteers with the following accident insurance

coverage:

o $50,000 or more for accidental medical expenses.

o $50 for repair or replacement of damaged eyeglass frames and $50 for replacement of

broken prescription eyeglass lenses or contact lenses.

o $500 for repair of dentures; $500 per tooth for treatment of injury to natural teeth, limited

to a total of $900.

o $2,500 for accidental death or dismemberment.

Personal Liability Insurance for Volunteers

Protection is provided against claims in excess of protection provided by other insurance. It does not 

include professional liability coverage. Protection must be provided against claims in excess of 

protection provided by other insurance. The sponsor must provide third-party protection for volunteers 

against injury or property damage claims arising out of their volunteer service activities. For each 

sponsoring organization, the amount of protection must be $1,000,000 for each occurrence of personal 

injury or property damage and must be in excess of any other valid and collectible insurance, and 

$3,000,000 annual aggregate.
Appendix A.10 - Senior Corps Minimum Insurance Coverage Requirements 

Version 2020.2 Pg. 2 of 2 

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https://www.nationalservice.gov/operations-handbook-appendices. 

Excess Automobile Liability Insurance

To avoid a gap in coverage between that provided by a volunteer’s personal vehicle insurance and 

liability claims in excess of that coverage, the sponsor must provide Excess Automobile Liability 

Insurance coverage of not less than $500,000 each accident for bodily injury and/or property damage.

The sponsor will provide protection against claims in excess of the greater of either:

1. The liability insurance volunteers carry on their own automobiles

2. The limits of the applicable state Motor Vehicle Financial Responsibility Law or

3. In the absence of a state financial responsibility law, $50,000 for each person, each accident,

and for property damage
Appendix A.11 - Evidence-Based Programs and Registries

Version 2020.2 Pg. 1 of 7 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix A.11 – Evidence-Based Programs and Registries

Table 1. Examples of evidence-based programs supported by volunteers

This table contains programs developed or adapted for volunteer engagement in which eligible research studies 

have already been reviewed by a federal agency. It reflects programs identified by CNCS as of 2017 and should 

not be construed as a comprehensive list of all evidence-based programs that may potentially be relevant to 

Senior Corps grantees. 

Program name & 

Developer Websitei

Demonstrated 

Outcomes

Mode and Durationii Evidence Review

Across Ages 

http://acrossages.org

Improved attitudes 

toward school, 

future, and elders. 

Fewer absences 

from school. 

Mentoring by older adult 

volunteer with students 10 

to 13 years old for a 

minimum of two hours per 

week. Participants receive 

26 weekly 45-minute 

Social Problem-solving 

lessons and are engaged in 

weekly community service 

and family activities. 

For a US Department of Justice 

(USDOJ) National Institute of 

Justice-sponsored review of 

research (2013), see 

http://www.crimesolutions.gov/Progra

mDetails.aspx?ID=314. See also 

https://nrepp.samhsa.gov/ProgramProf

ile.aspx?id=209. . 

A Matter of Balance 

www.mainehealth.org/

mob

Decreased fear of 

falling and 

associated 

restrictions in 

activity levels. 

Eight two-hour, smallgroup sessions with eight 

to twelve participants over 

four or eight weeks 

Impacts were demonstrated with 

professional leaders and shown to 

produce similar outcomes using the 

subsequently-developed lay 

leadership model. See 

https://www.ncbi.nlm.nih.gov/pub

med/9826971 and 

https://www.ncbi.nlm.nih.gov/pmc/

articles/PMC4410326/ 

Big Brothers Big 

Sisters CommunityBased Mentoringiii

https://www.bbbs.org/

community-based/

Positive findings for 

student behavior. 

Mentor and young person 

(age 6-18, predominantly 

from low-income, singleparent households) meet 

for two to four times per 

month for at least a year, 

and engage in activities of 

their choosing (e.g., 

studying, cooking, playing 

sports). The typical 

meeting lasts three to four 

hours. 

For a US DOJ National Institute of 

Justice-sponsored review of 

research (2011), see 

http://www.crimesolutions.gov/Pro

gramDetails.aspx?ID=112. 

See also 

https://ies.ed.gov/ncee/wwc/Study/

82206
Appendix A.11 - Evidence-Based Programs and Registries

Version 2020.2 Pg. 2 of 7 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Program name & 

Developer Websitei

Demonstrated 

Outcomes

Mode and Durationii Evidence Review

Chronic Disease SelfManagement 

Program and 

variationsiv

https://www.selfmanag

ementresource.com/

Demonstrated 

impacts vary by 

program, but include 

improvements in 

healthy behavior, 

self-reported health, 

reduced limitation in 

social roles/activity, 

and reductions in 

utilization of 

medical service. 

Weekly, two-and-a-halfhour small group 

workshop for six weeks, 

except for: 

• Arthritis SelfManagement - weekly

two-hour workshop for

six weeks

• Online Disease SelfManagement - log on

two to three times per

week

See citations in the Centers for 

Medicare & Medicaid Services’ 

Evaluation of Community-based 

Wellness and Prevention Programs 

(https://innovation.cms.gov/Files/r

eports/CommunityWellnessRTC.p

df). For a review of research and 

implementation support for the 

Spanish-language version of the 

Diabetes Self-Management 

Program see: 

https://acl.gov/sites/default/files/pr

ograms/2017-

03/Programa_de_Manejo_Personal

_de_la_Diabetes.pdf

Enhance Fitness 

https://projectenhance.

org/enhancefitness/ 

Improvement in 

physical and 

psychological 

functioning, 

decreased 

depression, lower 

healthcare 

utilization. 

Three one-hour classes per 

week on an ongoing basis 

For a review of research and 

implementation support, see: 

https://www.acl.gov/sites/default/fi

les/programs/2017-

03/EnhanceFitness_InterventionSu

mmary.pdf

Experience Corps 

www.aarp.org/experie

nce-corps 

Improved reading 

comprehension and 

teacher assessment 

of grade level 

reading skills for 

students in grades 

one through three. 

Tutoring by older adult 

volunteers with elementary 

school students considered 

at-risk of academic failure. 

Sessions range in 

frequency and length—

two to four times per week 

for 25-45 minutes for 35 

weeks. 

As described in USDOE What 

Works Clearinghouse single study 

review: 

http://ies.ed.gov/ncee/wwc/Study/6728

0. 

Fit and Strong 

http://fitandstrong.org 

Increases in physical 

activity, improved 

lower extremity 

strength and 

mobility (risk factors 

for falls), decreased 

anxiety and 

depression. 

Three 90-minute sessions 

per week for eight weeks 

For a review of research and 

implementation support, see: 

https://www.acl.gov/sites/default/files/

programs/2017-

03/Fit_and_Strong.pdf. 
Appendix A.11 - Evidence-Based Programs and Registries

Version 2020.2 Pg. 3 of 7 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Program name & 

Developer Websitei

Demonstrated 

Outcomes

Mode and Durationii Evidence Review

Healthy Steps for 

Older Adults 

www.aging.pa.gov/agi

ng-services/healthwellness/Pages/Health

y-Steps-for-OlderAdults.aspx 

Reduced incidence 

of falls, frequency of 

self-reported 

hospital and 

emergency 

department use. 

Screening, assessment and 

two-and-a-half-hour 

workshop (four hours 

total) 

For a review of research and 

implementation support, see: 

https://www.acl.gov/sites/default/fi

les/programs/2017-03/HSOAIntervention-Summary-Report.pdf.

Jumpstart 

http://jstart.org 

Improvements in 

oral language and 

early literacy skills 

for pre-school age 

children in underresourced 

neighborhoods. 

Two-hour, volunteer-led 

pre-Kindergarten class 

sessions two days per 

week for 20 weeks. Each 

session revolves around a 

core storybook and skillsbased activities. One-onone child-centered time in 

classroom. 

For a 2015 impact evaluation 

report of the California Jumpstart 

College Corps program see 

http://www.nationalservice.gov/impact

-our-nation/evidenceexchange/Jumpstart-CA. 

Program of AllInclusive Care for 

the Elderly (PACE) 

www.npaonline.org 

Fewer 

hospitalizations, 

nursing home stays 

and depressive 

symptoms; better 

self-reported health 

compared with 

nursing-home 

eligible HBCS 

participants. 

PACE programs 

coordinate and provide all 

needed preventative, 

primary, acute and longterm care services. 

Participants are 

transported to a center on 

average three times a week 

for therapies and 

interdisciplinary team care.

For an Administration for 

Community Living-sponsored 

review of research (2012) on 

patient outcomes within the PACE 

program, see 

https://www.acl.gov/sites/default/fi

les/programs/2017-03/PACEADEPP-Summary-2014.pdf.

Reading for Life 

www.readingforlife.us 

Reduced rearrests 

and arrest counts for 

prosecuted 

misdemeanors, 

felonies, and other 

offenses. 

A diversion program in 

which juveniles ages 13–

18, who have committed 

non-violent offenses, study 

works of literature and 

classic virtue theory in 

small groups, led by 

trained volunteer mentors. 

Groups meet twice a week 

for one hour over the 

course of 10-12 weeks.v

For a USDOJ National Institute of 

Justice-sponsored review of 

research (2016) on the Reading for 

Life program, see 

http://www.crimesolutions.gov/Progra

mDetails.aspx?ID=464. 
Appendix A.11 - Evidence-Based Programs and Registries

Version 2020.2 Pg. 4 of 7 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Program name & 

Developer Websitei

Demonstrated 

Outcomes

Mode and Durationii Evidence Review

Reading Partners 

http://readingpartners.

org 

Improved sight word 

recognition, reading 

comprehension, and 

fluency for students 

in grades two and 

three. 

Tutoring by community 

volunteers with elementary 

students one-half to twoand-a-half years behind 

grade level supported by a 

standard reading 

assessment, research-based 

curriculum, full-time site 

coordinator, and dedicated 

program space. Tutoring is 

offered in twice-a-week, 

45-minute sessions.

As described in USDOE’s What 

Works Clearinghouse single study 

review: 

http://ies.ed.gov/ncee/wwc/Study/8

0616. 

The average student in the impact 

study received 57 minutes of 

tutoring per week for 28 weeks.

Senior Reach 

www.seniorreach.org 

Reduced isolation 

and depression and 

improved physical, 

social, and mental 

health functioning of 

seniors served. 

Volunteers are educated to 

observe behaviors that 

indicate an older adult may 

be in need of help. An 

elder-friendly, telephonic 

single point of entry (call 

center) receives referrals 

and reaches out to seniors 

in need and arranges a 

home visit to determine 

what services are needed.

For a Substance Abuse and Mental 

Health Services Administrationsponsored review of research 

(2012), see 

http://legacy.nreppadmin.net/View

Intervention.aspx?id=330 

Sound Partners 

www.voyagersopris.co

m/curriculum/subject/l

iteracy/sound-partners 

Improvements in 

recognizing the 

relationship between 

letters and sounds 

(phonemic and 

phonological 

awareness), reading 

fluency and 

comprehension. 

Scripted lessons for tutors 

with minimal training and 

experience assisting 

students in kindergarten 

through third grade with 

below average reading 

skills in alphabetic and 

phonics skills. Uses Bob 

Books® beginning reading 

series as one of the 

primary texts for oral 

reading practice. Thirtyminute sessions three to 

four times per week for 

25-28 weeks. 

The USDOE What Works 

Clearinghouse summarizes 

multiple impact evaluations of the 

Sound Partners beginning reading 

tutoring program curriculum: 

http://ies.ed.gov/ncee/wwc/Interve

ntion/440. 

Tai Ji Quan: Moving 

for Better Balance 

http://tjqmbb.org 

Improved functional 

balance, increased 

mobility, reduced 

number of falls. 

One-hour group sessions, 

two to three times per 

month for six months/48 

sessions 

For a review of research and 

implementation support, see: 

https://www.acl.gov/sites/default/fi

les/programs/2017-

03/TaiChi_InterventionSummary.p

df. 
Appendix A.11 - Evidence-Based Programs and Registries

Version 2020.2 Pg. 5 of 7 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Program name & 

Developer Websitei

Demonstrated 

Outcomes

Mode and Durationii Evidence Review

Wellness Initiative 

for Senior Education 

(WISE) 

https://centerforpreven

tion.org/wise/

Improved 

knowledge and 

attitudes about 

aging, depression, 

alcohol, and 

medications. 

Improved health and 

health care behavior, 

medication 

management. 

Weekly, two-to-threehour, small-group sessions 

for six weeks 

For a review of research and 

implementation support, see: 

https://www.acl.gov/sites/default/fi

les/programs/2017-

03/WISE_ACL_Summary.pdf

Table 2. Federal registries of evidence-based interventions

These registries rate or list programs or practices based on rigorous studies and outcomes of interest to CNCS. 

Use the link in the table below to go directly to the search page. Follow instructions in the third column to 

identify programs and practices that received acceptable ratings of evidence.

Agency Name of registry, web address, & description Acceptable rating & how to 

find/filter for it

Institute for Education 

Sciences

(U.S. Department of 

Education)

What Works Clearinghouse/Find What Works

www.ies.ed.gov/ncee/wwc

Description: Summarizes and rates evidence for 

150+ educational programs, practices, and 

curricula, many with cost and contact 

information. 

Must be supported by a study that 

meets What Works Clearinghouse 

standards without reservation and 

has at least one statistically 

significant positive finding. In 

systematic reviews: “Potentially 

Positive” (+), “Positive” (++), or 

“Mixed” (+-).

Administration for 

Community Living

(U.S. Dept. of Health and 

Human Services) 

Aging and Disability Evidence-Based Programs 

and Practices 

www.acl.gov/Programs/CPE/OPE

Description: Contains information on research 

evidence, implementation materials, cost, and 

contacts for a dozen programs that can be 

readily replicated (10-20 pages each).

All program models listed on this 

page

Centers for Disease 

Control

(U.S. Dept. of Health and 

Human Services)

CDC Compendium of Effective Fall 

Interventions

www.cdc.gov/homeandrecreationalsafety/Falls

Description: Highlights 15 exercise and 12 

multifaceted programs shown to reduce falls 

among seniors 60+ (2-4 pages each).

All program models listed in the 

compendium
Appendix A.11 - Evidence-Based Programs and Registries

Version 2020.2 Pg. 6 of 7 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Agency Name of registry, web address, & description Acceptable rating & how to 

find/filter for it

Centers for Medicare 

and Medicaid Services 

(U.S. Dept. of Health and 

Human Services)

Evaluation of Community-based Wellness and 

Prevention Programs

https://innovation.cms.gov 

Description: Examines Medicaid cost savings 

from participation in programs promoting 

physical activity, falls prevention, and chronic 

disease self-management.

Program must have at least one 

“Level 1” study 

Evidence for programs is reviewed 

in Section 1. Evidence Review 

Results.

National Institutes of 

Health, National Cancer 

Institute 

(U.S. Dept. of Health and 

Human Services)

Research-tested Intervention Programs (RTIPs)

https://rtips.cancer.gov/rtips

Description: Summarizes and rates evidence 

and replicability for 150+ cancer prevention 

programs.

Program must score 4 or higher in 

“Research Integrity” and 

“Intervention Impact.”

Filter by any criteria

Substance Abuse and 

Mental Health Services 

Administration 

(U.S. Dept. of Health and 

Human Services)

National Registry of Evidence Based Programs

www.nrepp.samhsa.gov 

Description: Rates 350+ substance abuse and 

mental health interventions. Most designed for 

professional delivery. Search results are divided 

into two lists--newly reviewed or legacy--

depending on when the program was added to 

the registry.

Newly reviewed programs must be 

“Promising” or “Effective” for 

desired outcome. Legacy programs 

must be rated 3+ for desired 

outcome. 

Enter keyword and click Search 

Now. Filter results by rating.

Office of Juvenile Justice 

and Delinquency 

Prevention 

(U.S. Department of 

Justice)

Model Programs Guide

www.ojjdp.gov/mpg 

Description: Summarizes and rates evidence for 

250+ programs (from crimesolutions.gov) for 

juvenile justice and youth prevention, 

intervention, and reentry outcomes.

Program must be rated “Promising” 

or “Effective” 

Filter by criteria on left panel. Select

View Effective or View Promising 

tabs. 

National Mentoring 

Resource Center

(sponsored by USDOJ 

OJJDP)

Mentoring Program Reviews

www.nationalmentoringresourcecenter.org

Description: Easy access to reviews from 

crimesolutions.gov for 35+ mentoring programs 

along with helpful insights on each program, 

including Experience Corps.

Program/practice must be rated 

“Promising” or “Effective”

Table 3. Program evaluation research registries

These registries rate the rigor of studies of interest in the areas of strengthening families, labor, national 

service, and employment readiness. Having the required rating in column three does not indicate that the 

program has demonstrated positive results. The research may have actually demonstrated negative impact for 

participants. Activate the link provided in column two to go directly to the search page, then follow instructions 

in the third column to identify studies with experimental or quasi-experimental evaluation designs. 
Appendix A.11 - Evidence-Based Programs and Registries

Version 2020.2 Pg. 7 of 7 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Agency Name of registry, web address, & description Required study rating & how to filter 

search results

Administration for 

Children and Families 

(U.S. Dept. of Health 

and Human Services,)

Strengthening Families Evidence Review

http://familyreview.acf.hhs.gov 

Description: Reviews 199 studies and identifies 

18 with high and moderate rating. (Does not rate 

programs.)

Study must be rated “Moderate” or 

“High”

At left, in Study Search Descriptions 

box, click on Study Rating and select 

Moderate and High

Corporation for 

National and 

Community Service

(CNCS)

Evidence Exchange 

www.nationalservice.gov/evidence-exchange

Description: Contains evaluation research reports 

on models sponsored by CNCS, notably 

Minnesota Reading Corps (Pre-K, K-3).

Study must be rated “Moderate” or 

“Strong.” 

Open the Advanced Search tab. 

Locate the Levels of Evidence criteria 

and select Moderate and Strong. 

U.S. Department of 

Labor

Clearinghouse for Labor Evaluation and 

Research (CLEAR) 

http://clear.dol.gov 

Description: Summarizes and rates studies in 

topic areas such as opportunities for youth 

disconnected from school and the workforce; 

women in science, technology, engineering, and 

math (STEM); and saving for retirement. 

Supporting studies must be rated 

“Moderate Causal Evidence” or “High 

Causal Evidence” 

Select a Topic Area, filter by Study 

Type: Causal Analysis and select

Moderate or High.

i

A listing in this table does not constitute endorsement of the program or of products and services offered 

by program developers.

ii Mode and duration are two facets of the program model that may need to be implemented with fidelity. 

Program developers often require the use of additional implementation materials and fidelity assurance 

mechanisms. 

iii The Big Brothers Big Sisters Community-Based Mentoring Program has demonstrated outcomes related 

to student behavior. ED27 may be used to fulfill National Performance Measure requirements. 

iv For a comparison of impacts of CDSMP and related chronic disease self-management programs, see: 

http://www.eblcprograms.org/evidence-based/recommended-programs/chronic-disease-medicationmanagement. Related evidence-based programs include, but are not limited to the Better Choices, Better 

Health® Workshop, Arthritis Self-Management, Chronic Pain Self-Management, and Online Disease SelfManagement. 

v The Reading for Life program does not regularly require academic engagement outcome data for 

participants. ED27 or ED6 may be used to fulfill National Performance Measure requirements. 
Appendix A.12 - Guidance on Prohibition of Fee-for-Service Activities

Version 2020.2 Pg. 1 of 3 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix A.12 – Guidance on Prohibition of Fee-for-Service Activities

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

prohibition against grantees and volunteer stations requesting or receiving any compensation for the

services of SCP, FGP, or RSVP volunteers. This prohibition is sometimes referred to as the “fee-forservice” prohibition. Section 404(c) provides the following: 

(c) Compensation of supervising agencies or organizations 

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

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

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

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

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

determinations as to whether the arrangement is permissible in light of the prohibition requires a more 

in-depth review, including an assessment by CNCS.

Please see the examples below. 

Examples: 

Scenario 1: 

An RSVP grantee has a volunteer station that provides program activities, including a personal 

safety/first aid course available to the local community. The course is taught by RSVP volunteers 

assigned to that volunteer station, and each student enrolled in the course is required to pay a $20.00

fee, which covers the course materials (i.e., workbook on first aid/CPR). The $20.00 fee is solely a 

reimbursement to the volunteer station for the expenses it incurs for purchase of the course materials.

This arrangement results in a volunteer station requesting and receiving payments from all members of

the local community (i.e., beneficiaries) who enroll in the course. Moreover, under this arrangement, the

teacher of the course is an RSVP volunteer. 

Is this arrangement permissible?

Yes, this arrangement is permissible. 

Although the volunteer station is requesting and receiving payments from everyone who takes the course, 

and the teacher is an RSVP volunteer, the volunteer station is not receiving payment for the services of 

the RSVP volunteer. Rather, the $20.00 fee is solely to reimburse the volunteer station for the costs of the

course materials. Therefore, this arrangement is permissible and does not violate the DVSA statutory 

prohibition.
Appendix A.12 - Guidance on Prohibition of Fee-for-Service Activities

Version 2020.2 Pg. 2 of 3 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Scenario 2:

An RSVP grantee has a volunteer station located at a local elementary school. As part of the volunteer 

station’s service activities, it prepares and serves children lunch meals at the school cafeteria twice a 

week. RSVP volunteers help to prepare and serve the children the meals. The volunteer station requests 

and receives from each child’s parent or guardian a fee of $7.00 per meal. The volunteer station receives 

all the food to prepare the meals as in-kind donations from the school. Because all the food is donated, 

the $7.00 fee received is not used at all to reimburse the volunteer station for expenses incurred. Rather, 

the $7.00 fee is entirely profit for the volunteer station.

Is this arrangement permissible?

No. This arrangement is not permissible. 

Here the volunteer station requests and receives payment for each child who receives a meal (i.e., each 

beneficiary). The meals are prepared and served by non-salaried RSVP volunteers. In addition, the 

payment does not reimburse the volunteer station for the expenses it has incurred for the food. Rather, 

the $7.00 fee is used by the volunteer station to pay other expenses; the $7.00 fee is not used to cover 

the cost of employing people to prepare and serve the meals. Under these facts, the volunteer station 

appears to be receiving a profit for each meal served – i.e., $7.00 per meal in profit. Moreover, the $7.00

per meal fee is not nominal. Therefore, this arrangement is not permissible. The arrangement violates 

the “fee-for-service” prohibition.

Scenario 3: 

Assume the same facts as the example immediately above, except that the RSVP volunteer station 

requests and receives from the child’s parent or guardian a fee of $2.00 per meal.

Is this arrangement permissible?

The grantee should seek review and a definitive answer from CNCS. Explanation: Here, the volunteer 

station requests and receives payment for each child who receives a meal (i.e., each beneficiary). The

meals are prepared and served by RSVP volunteers. In addition, the $2.00 per meal payment does not 

reimburse the volunteer station for expenses because the food has been donated. The volunteer station 

is receiving the $2.00 per meal payment which the volunteer station uses to cover station expenses other 

than the preparation and serving of the food. However, the $2.00 per meal charge is a nominal fee. While

the $2.00 per meal charge may be deemed profit, the amount is nominal, and the beneficiary receives a

plain benefit at a reduced rate.

The grantee should seek CNCS’s review and assessment of the specific facts to ensure that the grantee is 

in compliance with the statutory provision. If CNCS determines that the amount received by the

volunteer station is nominal, the arrangement would be permissible. 
Appendix A.12 - Guidance on Prohibition of Fee-for-Service Activities

Version 2020.2 Pg. 3 of 3 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Scenario 4: 

As a final example, assume that an RSVP grantee has a volunteer station within a county. The RSVP 

grantee receives state grant funds that permit payments to the grantee to reimburse it for transportationrelated expenses to transport eligible disabled adults to medical appointments within the county. RSVP 

volunteers have assignments that include driving these adults to and from their medical appointments 

within the county. The volunteer drives a vehicle that is owned and operated by the sponsor or the 

station. Those eligible disabled adults who participate in this service are required to pay the RSVP grantee 

directly $6.00 per ride roundtrip. Of the $6.00 fee, the adult who is being given the ride (i.e., the 

beneficiary) pays $4.00 per roundtrip ride that covers some but usually not all of the actual fuel costs. The 

other $2.00 is intended to cover, as appropriate, other costs that may be associated with operating the 

vehicle (e.g., maintenance, repairs). Finally, the RSVP volunteer who is driving the adult receives no 

payments for his or her driving services. The RSVP grantee receives all payments related to the driving 

services.

Is this arrangement permissible?

The grantee should seek review and a definitive answer from CNCS. Explanation: Here, the RSVP grantee 

receives payment from beneficiariesin the county who receive rides to medical appointments from RSVP 

volunteers. Of the $6.00 per roundtrip ride, $4.00 is meant to reimburse some but usually not all of the

fuel-related expenses. The other $2.00 paid by the beneficiary is intended to cover costs that may, or

may not, be associated with repair and maintenance of the vehicle operating the vehicle. However, 

regardless of how the volunteer station uses this $2.00 amount, and even though the amount may be 

deemed profit, the amount is nominal. Also, the roundtrip ride that costs $6.00 provides the beneficiary 

a plain benefit at a reduced rate.

The grantee should seek CNCS’s review and assessment of the specific facts to ensure that the grantee is 

in compliance with the statutory provision. If CNCS determines that the amount received by the

volunteer station is nominal, the arrangement would be permissible. 
Appendix A.13 - Sample Data Sharing Agreement

Version 2020.2 Pg. 1 of 3 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as 

appropriate. For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix A.13 – Sample Data Sharing Agreement

This sample data sharing agreement contains basic provisions that can guide the data collection 

responsibilities of a Senior Corps sponsor and a station. 

This sample is based on the Performance Measure ED23A: Number of children demonstrating gains in 

school readiness. 

The description of data, frequency of collection, and collection tool should be revised to fit the needs of 

the sponsor and station based on the performance measures included in its Senior Corps grant. Look 

for information in [brackets and highlighting] for guidance on what additional information to include 

in some areas.

Collaboration with stations in selecting your performance measures and designing your data sharing 

procedures is strongly encouraged.

The material in this document may be integrated into a memorandum of understanding (MOU), added 

to an MOU as an appendix or exhibit, or used as a stand-alone agreement. 
Appendix A.13 - Sample Data Sharing Agreement

Version 2020.2 Pg. 2 of 3 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as 

appropriate. For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Data Sharing Agreement

This agreement is entered into by and between ________________ (“Sponsor”) and ________________ 

(“Station”).

Duration of Agreement

This Data Sharing Agreement is effective from through to 

coincide with current MOU dates. This agreement may be amended in writing at any time with

the concurrence of both parties. 

Description of Data

1. Station will track the number of children demonstrating gains in school readiness including but 

not limited to: 

a. Social Relationships

b. Self-Concept and Self-Efficacy

c. Emotional and Behavioral Health

d. Literacy Skills

e. Alphabet Knowledge

f. Early Writing

g. Numeracy Skills

2. Numbers and Operations Station will utilize ________________ (“instrument”) found at 

________________ to collect this information. 

3. Sponsor will use this information to fulfill its contractual responsibilities to report on 

performance to the Corporation for National and Community Service (CNCS). 

4. Sponsor may share data with internal and external stakeholders, including:

[List major parties with whom data will be shared, such as volunteers, Advisory 

Committee, etc.]

Method of Data Access or Transfer

1. Student gains data will be collected by the station for the period of ________________to 

________________ each year. 

2. See CNCS Performance Measure Instructions (available at 

https://www.nationalservice.gov/programs/senior-corps/managing-senior-corps-grants) for 

additional information on definitions of key terms and how to calculate/measure data. Further 
Appendix A.13 - Sample Data Sharing Agreement

Version 2020.2 Pg. 3 of 3 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as 

appropriate. For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

information is provided in the Sponsor’s work plan associated with this performance measure, 

included as Attachment 1. [Include the relevant work plan(s) as an attachment. Customize the 

reference as necessary.] 

3. Station will share results with Sponsor no later than ________________ [date by which data is 

needed. Include some additional time before it must be reported if possible] by 

________________ [individual at station responsible for providing data].

Custodial Responsibility

1. Station is responsible for collecting data on children demonstrating gains in school readiness.

2. Station will maintain data collected in a safe and secure manner. 

3. Station will share results of data analysis in a timely manner. 

4. Station will make available raw data collected to sponsor as requested. 

Confidentiality

1. Sponsor and station agree to establish appropriate safeguards to protect the confidentiality of 

the data and to prevent unauthorized use or access to it. 

2. Specifically, Sponsor will:

[Include specific measures you will take, such as limiting access to data to authorized staff and 

storing records in a secure location, limiting the use of PII in data collection sharing and 

destroying all PII three years after the child is no longer in a CNCS supported program.]

3. The Station will:

[Include specific measures they will take, as necessary.]

Authorized Signatures 

Authorized Station Representative Date

Project Director Date

[or other sponsor designated representative] 
Appendix A.14 - Sample In-Kind Contribution Form

Version 2020.2 Pg. 1 of 1 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as appropriate.

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix A.14 – Sample In-Kind Contribution Form

Contributor Information

Name of Business 

or Individual:

Name of Primary Contact:

Address:

City: State: Zip Code:

Telephone: E-mail:

Contributed Goods or Services

Description of Contributed Goods or Services:

Date(s) Contributed:

Real or Estimated Value of Contribution: $ 

How was the value determined?:  Actual Value  Appraisal  Other

If other, please explain:

Who Made this Value Determination?:

Is there a restriction on the use of this contribution?:  No  Yes

If yes, what are the restrictions?:

Was this Contribution Obtained with or Supported by Federal funds?:  No  Yes

If yes, please provide the name of the Federal agency and the grant or contract number:

Signature of Contributor Date Contributed

 Thank you for your support!! 

Office Use Only:

Person Receiving Goods or Services on Behalf of Non-Profit Organization of My County:

Printed Name Position

Signature Date Received

Accounting Use Only:

$

Value Recorded DR/CR Account Numbers Date Entered Data Entry 

Person

JE Number
Appendix A.15 – Final Rule Overview

Version 2020.2 Pg. 1 of 2 

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https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix A.15 – Final Rule Overview

Overview

Senior Corps implemented updated program regulations, 45 CFR 2551, 45 CFR 2552, and 45 CFR 2553, in 

the Federal Register on January 31, 2019. Many of the updates were to reword regulations for clarity 

and to make technical changes such as numbering. Other updates which more significant to change are 

highlighted below. 

Foster Grandparent Program/ Senior Companion Program

• Reduces the minimum requirement of ongoing in-service training annually from forty (40) hours 

to twenty-four (24) (45 CFR 2552.23 (f) and 45 CFR 2551.23(f)). 

• Removes annual service plan and annual assessment requirements as these processes are 

duplicative of work required to assess community need for national performance measure 

requirements (45 CFR 2552.23 (i),(j) and 45 2551.23 (i),(j)).

• Removes annual volunteer physical examination requirement (45 CFR 2552.41(a)(2)/ 2552.46(d)

and 2551.41(a)(2)/ 2551.46(d)).

• Clarifies that Supplemental Nutrition Assistance Program (SNAP) benefits, public assistance, 

child support, and disability payments are not considered income for eligibility verification 

purposes (45 CFR 2552.44(a),(b) and 45 CFR 2551.44(a),(b)).

• Changes the service hour requirement to volunteers must serve at least five (5) hours weekly or 

260 hours annually (45 CFR 2552.51/ 45 CFR 2551.51).

• Removes the Direct Benefit Ratio or “80/20 rule” which required that a sum equal to at least 80 

percent of the amount of the Federal share of the grant award shall be expended on cost 

reimbursements that are provided directly to volunteers such as stipend payments, 

transportation reimbursements, meals, and recognition (45 CFR 2552.92(e)/ 45 CFR 2551.92(e)). 

• Removes the requirement that FGP and SCP projects coordinate with local RSVP projects when 

enrolling over-income FGP and SCP volunteers (45 CFR 2552.101/45 CFR 2551.101).

• Revises non-stipend volunteer service requirement to mirror stipended volunteer service 

requirements (45 CFR 2552.102(e) (f)/45 CFR 2551.102(e) (f)). The new regulations no longer 

recommend that non-stipended volunteers serve at separate volunteer stations from stipended 

volunteers and no longer recommend an average weekly service hour requirement for nonstipended volunteers that differed from the requirement for stipended volunteers.

• Removes the requirement to separate any administrative cost related to non-stipend volunteers 

(45 CFR 2552.104/ 45 CFR 2551.104). 

RSVP

• Removes annual service plan and annual assessment requirements as these processes are 

duplicative of work required to assess community need for national performance measure 

requirements (45 CFR 2553.23(f)(g)).

• Clarifies cost reimbursements such that recognition and insurance must be provided; meals and 

transportation may be provided (45 CFR 2553.43).
Appendix A.15 – Final Rule Overview

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• Removes language that “no more than 5% of the total number of volunteers budgeted for the 

project are assigned to it in administrative or support positions” (45 CFR 2553.61).

• Broadens the RSVP performance measurement language (45 CFR 2553 Subpart J). 
Appendix A.16 – FAQs

Version 2020.2 Pg. 1 of 6 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix A.16 – Final Rule FAQs 

Overview

Below are questions and answers related to the Senior Corps Final Rule that became effective on 

January 31, 2019. The following questions were gathered from public comments and clarifications 

requested; and questions we heard from Senior Corps Grantees and CNCS Program Officers/ Portfolio 

Manager since the initial notice was posted. You can review the full regulations here.

General- All Senior Corps Programs 

 

1. If a program was in the middle of a grant year when the updated regulations went into effect

on January 31, 2019, would it follow the old or new regulations?

Senior Corps programs will follow the new regulations for the entire grant year. Effectively, this 

means that sponsors may consider the rule retroactively from the start of the grant award. For 

example, if an FGP or SCP program’s annual budget period begins in July 2018 (and the final rule 

is effective in February 2019), then the program will not be required to meet the Direct Benefit 

Ratio rule for its whole budget year beginning in July 2018. 

2. How long will a Senior Corps grantee have to develop new policies that reflect the updated 

regulations?

Most of the updated regulations result in a reduction or elimination of rules; therefore, sponsors 

may create new policies if/when determining that a change is necessary. For those that require 

immediate change, policies should be in place when updated regulations are effective. For

example, updated regulations related to income eligibility rules, such as the changes related 

SNAP benefits or 401ks, may need policy updates ahead of the effective date of January 31, 2019.

3. What is the meaning of “vulnerable populations” as used in the definition of proprietary health 

care organizations (45 CFR 2551.12, 45 CFR 2552.12, 45 CFR 2553.12)?

CNCS defines vulnerable populations in its grant terms and conditions to include children age 17 

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

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

or more major life activities, has a record of such impairment, or is regarded as having such 

impairment.

4. With the elimination of the requirements to “develop, and annually update, a plan for 

promoting service by older adults within a project service area” (45 CFR 2551.23(i), 45 CFR 

2552.23 (i), and 45 CFR 2553.23 (f)) and “to annually assess the accomplishments and impacts 

the (SCP, FGP, or RSVP) project on the identified needs and problems in the community” (45 

CFR 2551.23 (j), 45 CFR 2552.23 (j), and 45 CFR 2553.23 (g)), what are projects still required to 

do to assess community needs?

Senior Corps grantees complete this work when detailing the community needs as part of 

performance measurement requirements in the grant application. A separate report or plan is no 

longer required.
Appendix A.16 – FAQs

Version 2020.2 Pg. 2 of 6 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

5. Can an exception be made to the requirement that a SCP, FGP, or RSVP project director work 

full-time?

The language in regulation for all three programs explicitly state that “a sponsor may negotiate 

the employment of a part-time project director with CNCS when the sponsor can demonstrate 

that such an arrangement will not adversely affect the size, scope, or quality of project 

operations” (45 CFR 2551.25(c), 45 CFR 2552.25(c), and 45 CFR 2553.25(c)). 

6. Are sponsors no longer required to compensate project directors at a level that is comparable 

with other staff positions in their organization?

CNCS considered the comments received during the public comment period on the proposed rule 

and added language to the final rule that a sponsoring organization shall “to the extent 

practicable, compensate project staff at a level that is comparable with similar staff positions in 

the sponsor organization and/or project service area” (45 CFR 2551.25(e), 45 CFR 2552.25(e), 45 

CFR 2553.25(e). CNCS made this change so that sponsors have the discretion to negotiate with 

their project staff regarding appropriate compensation levels.

7. How do these changes affect Senior Demonstration Program (SDP) grants?

SDP grants are not governed by these regulations, and so, not affected by them directly. 

However, specific grants may make reference to some aspects of regulation in their Terms and 

Conditions. Grantees should review their Terms and Conditions and discuss any potential 

implications with their CNCS Program Officer/Portfolio Manager. 

8. How do these changes affect grants that receive no federal funding?

Grants that do not receive federal funding, but that are awarded under FGP, RSVP, or SCP are 

subject to that program’s regulations. Changes to the regulations that govern those programs 

apply to these awards as well.

Senior Companion Program (SCP)/ Foster Grandparent Program (FGP)

9. Is there a maximum stipend level (45 CFR 2551.12(s), 45 CFR 2552.12(v)) and/or can a 

maximum stipend level be set by projects locally?

The current definition of “stipend” for SCP and FGP ensures that stipend amounts are not subject 

to a specified maximum. In addition, because the amount of the stipend is required to be set 

nationally, a maximum stipend level may not be set by projects locally. 

10. Are SNAP benefits considered as income for SCP and FGP volunteer eligibility?

No, the updated regulations clarify that Supplemental Nutrition Assistance Program (SNAP) 

benefits, public assistance, child support, and disability payments are not considered income for 

eligibility verification purposes (45 CFR 2552.44(a),(b)). 

11. I understand that SNAP benefits are not considered income for the purposes of stipend 

eligibility in the SCP and FGP program. Do I need to take any action with respect to my current 

volunteers?
Appendix A.16 – FAQs

Version 2020.2 Pg. 3 of 6 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

This update to the non-exhaustive list of funds that are not considered income for volunteer 

eligibility verification purposes clarifies that food and nutrition programs, like the SNAP program, 

as well as public assistance, child support, and disability payments, are not considered income. In 

light of this clarification, your local policies and procedures may need to be updated. Moving 

forward, please update as necessary your local policies and procedures to ensure these types of 

funds are excluded from consideration in your annual reviews of volunteer income eligibility.

12. Is a 401(k) considered income for SCP and FGP volunteer eligibility?

Yes, CNCS has updated the list of what is considered income for purposes of determining 

eligibility to include retirement savings plan in the updated regulations (45 CFR 2551.44(a)(b), 45

CFR 2552.44(a)(b)).

13. I understand that a 401(k) is considered income for the purposes of stipend eligibility in the SCP 

and FGP program. Do I need to take any action with respect to my current volunteers?

This update to the non-exhaustive list of funds that are considered income for volunteer 

eligibility verification purposes clarifies that retirement savings plans, such as 401(k) plans, are 

considered income. In light of this clarification, your local policies and procedures may need to be 

updated. Moving forward, please update as necessary your local policies and procedures to 

include these types of funds for consideration into your annual reviews of volunteer income 

eligibility.

14. Does the reduction in ongoing, in-service training hours to a minimum of 24 hours annually (45 

CFR 2551.23(f), 45 CFR 2552.23(f) affect the pre-service training requirement?

No, the expectation that SCP and FGP volunteers receive at least 20 hours of pre-service 

orientation when they begin service continues. 

15. Does the ongoing, in-service training requirement of 24 hours annually need to be conducted 

monthly?

No, the requirement is for 24 hours annually and not 2 hours monthly (45 CFR 2551.23(f), 45 CFR 

2552.23(f)). Sponsors may determine how to allocate time for in-service trainings during the year 

to meet the requirement. Additional information on planning and conducting in-service training 

is found in the Program Handbooks, located at the Managing Senior Corps Grants webpage.

16. Can SCP and FGP programs still require an annual physical even though they are no longer 

required in the new regulations?

No, programs may not require an annual physical as a requirement for SCP and FGP volunteers. 

Programs may, however, provide a physical examination or assistance with the cost of a physical 

examination prior to assignment and annually thereafter as a benefit for volunteers. CNCS 

removed the requirement as it was burdensome and costly and was frequently cited as an 

administrative barrier to recruitment. However, CNCS recognizes the value of offering physical 

examinations to volunteers who may not otherwise have the resources or means to obtain them, 

therefore, this direct benefit is retained as an allowable grant expense. As such, CNCS has added 

“Physical examination” to the articulated cost reimbursements for SCP and FGP in the final rule 
Appendix A.16 – FAQs

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https://www.nationalservice.gov/operations-handbook-appendices. 

(45 CFR 2551.46(f), 45 CFR 2552.46(f)).

17. Will programs be able to set their own requirements for volunteer service hours even though 

the new regulation now states that the minimum hours are at least five (5) hours weekly or 260 

hours annually (45 CFR 2551.51, 45 CFR 2552.51)? 

Yes, projects are still able to set local policies that define hours of service for volunteers. Indeed, 

because sponsors are able to set local weekly hours of service policies, they may elect to 

establish the minimum weekly hours of service expected at any level in between the 5 hour 

weekly minimum and the 40 hour weekly maximum. 

18. Do programs need to abide by both the hourly and annual volunteer service hour requirement, 

or may they choose one? May they use either the hourly or annual requirement for different 

volunteers? (45 CFR 2551.51, 45 CFR 2552.51)?

Sponsors may choose to abide by either the hourly or annual minimums. A sponsor must also 

document how it chooses to meet the requirement above in local policies that define hours of 

service for volunteers and the sponsor must implement its policies consistently.

19. What if a volunteer goes on medical leave and doesn’t meet the requirement of 260 hours 

annually? In this scenario, is the grantee out of compliance?

The requirement is a minimum of 5 volunteer hours per week OR 260 volunteer hours annually. 

Sponsors should set policies that define leave, in accordance with applicable regulations. When 

developing leave policies, sponsors should consider applicable rules and regulations that may 

impact volunteer management, like the hours of service requirement, criminal history check 

requirements, etc.

20. Do SCP or FGP volunteers who aren’t serving five hours per week due to medical reasons, 

summer programming, inclement weather, or other reasons need to be put on administrative 

leave?

Sponsors should set policies that define leave, in accordance with applicable regulations. When 

developing leave policies, sponsors should consider applicable rules and regulations that may 

impact volunteer management, like the hours of service requirement, criminal history check 

requirements, etc. 

21. How does the change to the service hour requirement (45 CFR 2551.51, 45 CFR 2552.51) affect 

a Senior Corps sponsor’s volunteer leave policy?

Sponsors should set policies that define leave, in accordance with applicable regulations. When 

developing leave policies, sponsors should consider applicable rules and regulations that may 

impact volunteer management, like the hours of service requirement, criminal history check 

requirements, etc. 

22. Is there minimum amount of hours a volunteer must serve each day to receive a meal 

reimbursement?

Sponsors set policies locally that define when a volunteer may receive a meal or meal 
Appendix A.16 – FAQs

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https://www.nationalservice.gov/operations-handbook-appendices. 

reimbursement. 

23. If a program is in the middle of a grant year when the removal of the Direct Benefit Ratio is 

effective, on January 31, 2019, can they make adjustments to their budget? 

Sponsors may consider the final rule retroactively from the start of the grant award and may 

therefore make adjustments to their budget, come February 1, 2019. If the federal share of a 

grant is greater than the Simplified Acquisition Threshold amount of $150,000 and the grantee’s 

cumulative changes exceeds 10% of the total budget, the grantee must request prior approval to 

submit an amendment. In addition, a sponsor must request prior approval if seeking to adjust the 

grant’s VSY level, regardless of the Simplified Acquisition Threshold.

24. Does the new minimum requirement of volunteer service hours include all stipended hours? 

FGP/ SCP volunteers serve 5-40 hours a week for 260-2080 hours annually. Though minimum 

service hours have reduced, the stipend is still paid for the hourly service schedule that 

volunteers spend with assigned clients, for earned leave if applicable, and for the attendance at 

official project evets, e.g., orientation, in- service training, Advisory Council meetings (as 

members or official observers), recognition events, and travel time between individual 

assignments. 

25. May sponsors use CNCS funding on any/all administrative cost’s related to non-stipend 

volunteers?

While the CNCS has eliminated/ reduced requirements related to implementing a project with 

non-stipended volunteers, federal funding and non-CNCS match funding may not be used to 

support cost reimbursements for non-stipended volunteers, like meals, transportation, physical 

exams, etc. With the new regulations, grantees are no longer required to track administrative 

costs and split out time dedicated to non-stipend volunteers. 

Senior Companion Program (SCP)

26. What is the impact of the regulation changes related to the Senior Companion Leaders?

Overall, the purpose of the regulation revisions related to Senior Companion Leaders was to 

create its own section and consolidate all regulations so that all the references to leaders were in 

one location and easier to understand (45 CFR 2551, Subpart G). However, there is updated 

language added to clarify that Senior Companion Leaders, through recognition, may receive an 

additional monetary incentive (45 CFR 2551.73(c)).

Foster Grandparent Program (FGP)

27. What specifically changed in the definition of the children that FGP volunteers can serve?

The new regulations expand the FGP definition of “Children having exceptional needs” to include 

“behavioral disorders” and “math and other educational needs” (45 CFR 2552.11(f)).

RSVP 

28. Can an RSVP project serve as a volunteer station in addition to the RSVP sponsor?
Appendix A.16 – FAQs

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Yes, CNCS has expressly stated in the new regulations that RSVP sponsors and RSVP projects 

themselves may serve as volunteer stations (45 CFR 2553.61).

29. Did the performance measurement requirements change for RSVP in the new regulations?

The updated regulations broaden the RSVP performance measurement language and eliminate 

certain definitions related to performance measures. (45 CFR 2553 101 – 45 CFR 2553.109). 

CNCS made these changes to make it easier for CNCS and for sponsors to keep pace with evolving 

industry standards. CNCS will continue to provide information on performance measures through 

guidance and training rather than in regulation.

30. With the elimination of the requirements to “develop, and annually update, a plan for 

promoting service by older adults within a project service area” (45 CFR 2553.23(f)) and “to 

annually assess the accomplishments and impacts the RSVP project on the identified needs and 

problems in the community” (45 CFR 2553.23(g)), are RSVP projects still required to perform 

annual safety assessments? 

RSVP Sponsors are still required to ensure the safety of their volunteers at volunteer stations (45 

CFR 2553.23(v)). Rather than annually assessing the safety of stations via a separate email or 

report, RSVP sponsors should maintain an MOU “that states the station will provide for the safety 

of the RSVP volunteers assigned to the station” (45 CFR 2553.23(v)).
Appendix B.1 - Sample Memorandum of Understanding 

Version 2020.2 Pg. 1 of 4 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as 

appropriate. For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix B.1 – Sample Memorandum of Understanding

Memorandum of Understanding

ABC County RSVP

This Memorandum of Understanding (this “MOU”) contains basic provisions, which will guide 

the working relationship between both parties. It is entered into by and between ABC County

RSVP, sponsored by ABC SPONSOR AGENCY and the following agency and/or entity (the 

“Station”):

Station Name: EIN: 

Station Site Address: __________________ City: __________________State: Zip: ________

(Station Mailing Address): ________________City: ________________State:

______

______Zip: ________

The ABC County and the Station may be referred to herein as the “Parties.”

This MOU is effective from through . This 

MOU may be amended in writing at any time with the concurrence of both parties and must be 

renegotiated at least every three (3) years.

Basic Provisions

The ABC County’s Responsibilities

1.

2. Refer RSVP volunteers to the Station 

3. Review acceptability of volunteer assignments. 

4. Instruct RSVP volunteers in proper use of volunteer timesheets, reimbursement 

guidance, and the RSVP procedures. 

5. Provide the RSVP orientation to the Station staff prior to placement of volunteers and at other

times as needed. 

6. Initiate publicity regarding RSVP. 

7. Furnish accident, personal liability, and excess automobile insurance coverage for enrolled

volunteers required by the RSVP policies. The insurance provided by the sponsor is secondary 

coverage and is not primary insurance. 

8. Periodically monitor volunteer activities at the Station to assess and/or discuss needs of volunteers 

and the Station. 

9. Staff an Advisory Council to RSVP. Along with the advisory council, arrange for appeals 

procedure to address problems arising between the volunteer, the Station and/or RSVP. 

10. Arrange for appropriate RSVP recognition. 

11. Coordinate with other volunteer and aging programs in the area to foster effective 

communication and avoid duplication. 

12. Reimburse RSVP volunteers for transportation costs between their home and volunteer station in 

accordance with

Recruit, enroll, and interview RSVP volunteers. 
Appendix B.1 - Sample Memorandum of Understanding 

Version 2020.2 Pg. 2 of 4 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as 

appropriate. For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

RSVP policies and availability of funds (if applicable).

13. Arrange with the Station for meals and/or snacks, whenever possible, for volunteers on 

assignment.

14. Provide photo identification for volunteers if not provided by the station. 

The Station’s Responsibilities

1. Interview and make final decisions on assignments of RSVP volunteers. 

2. Perform, if required for a particular assignment, background or other screenings. 

3. Implement orientation, in-service instruction, and/or special training of volunteers. 

4. Furnish volunteers with materials required for assignment. These materials may include station 

uniform and photo 

I.D.

5. Provide supervision of volunteers on assignments. (Supervisor name and contact information on 

next page.) 

6. Provide volunteer assignment descriptions for each volunteer opportunity at the Station. 

7. Provide for adequate safety of volunteers and submit an annual assurance upon request to ABC 

County RSVP. 

8. Investigate and report any accidents and injuries involving RSVP volunteers immediately to ABC 

County. All reports shall be submitted in writing. 

9. Specify, either by written information or verbally, that RSVP volunteers are participants in the 

Station’s programming in publicity featuring such volunteers. Display an RSVP placard where it 

may be viewed by the public.

10. Reports: The Station Representative shall: 

• Timesheets: Report volunteer hours on a monthly basis on or before 10th of the following 

month (Insurance coverage is only effective with verified records of hours served.) 

• Progress Reports: Stations are requested to complete a short bi-annual survey provided by 

RSVP documenting the impacts of services provided by volunteers. 

• In-Kind Documentation: Provide documentation of in-kind contribution(s) (meals, 

uniforms, mileage reimbursement, training expenses) and verification to help RSVP 

meet its local match of 30%.

Other Provisions

1. Separation from Volunteer Service: The Station may request the removal of an RSVP volunteer 

at any time. An RSVP volunteer may withdraw from service at the Station or from the RSVP at 

any time. The RSVP staff, the Station staff, and volunteers are encouraged to communicate to 

resolve concerns or conflicts, or take remedial action, including, but not limited to, placement 

with another station. 

2 . Letters of Agreement: For in-home assignments, the Volunteer Station will obtain a Letter of 

Agreement signed by the person or persons legally responsible for the child served, the 

Volunteer Station liaison, and the RSVP liaison authorizing the assignment of an RSVP 

volunteer in the child’s home, defining the volunteer’s activities, and specifying supervisory 

arrangements. 

3. Religious/Political Activities: The Station will not request or assign RSVP volunteers to 

conduct or engage in religious, sectarian, or political activities. 
Appendix B.1 - Sample Memorandum of Understanding 

Version 2020.2 Pg. 3 of 4 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as 

appropriate. For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

4. Displacement of Employees: The Station will not assign RSVP volunteers to any 

assignment which would displace employed workers or impair existing contracts for 

services. 

5. Compensation: Neither the station nor RSVP will request or receive compensation from 

the beneficiaries of RSVP volunteers. RSVP volunteers will not receive a fee for service 

from beneficiaries. 

6. Accessibility and Reasonable Accommodation: The Station will maintain the programs and 

activitiesto which RSVP volunteers are assigned accessible to persons with disabilities (including 

mobility, hearing, vision, mental, and cognitive impairments or addictions and diseases) and/or 

limited English language proficiency and provide reasonable accommodation to allow persons 

with disabilities to participate in programs and activities.

7. Prohibition of Discrimination: The Station will not discriminate against RSVP volunteers, service 

beneficiaries, or in the operation of its program on the basis of race, color, national origin, gender, 

age, religion, sexual orientation, disability, gender identity or expression, political affiliation, 

marital or parental status, or military service.

8. Termination of MOU: This MOU may be terminated at any time by either party by sending 

written notice of termination of the MOU to the other party. This MOU shall be reviewed at 

least every three (3) years by the Parties. 

9. Signatures. By signing this MOU, the Station, through its authorized representative, selfcertifies that it meets the requirements necessary to become a RSVP Station. 

10. If meals are provided by the Station to RSVP volunteers, please complete this portion:

( ) Contributed meals are FEDERALLY FUNDED under: 

 Title III of the Older Americans Act Other

(federal) funding source ( ) Contributed meals are not 

provided by FEDERAL FUNDS. 

Meals will be provided to RSVP volunteers at a free or reduced price of $_________ when

_________ hours of service have been or will be volunteered during that day. The value of 

the meal provided is $_________ each. (RSVP will utilize this information to meet its local 

in-kind match.) 

For All Stations

Volunteer Supervisor [Station Staff]

Name: Title:

Phone: Email:

Volunteer Station Primary Type: To qualify as a RSVP Station, an agency/office/department must 

self-certify that it is one of the following: 
Appendix B.1 - Sample Memorandum of Understanding 

Version 2020.2 Pg. 4 of 4 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as 

appropriate. For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Public Non-Profit Private Non-Profit Proprietary Health Care Agency Governmental Agency

Authorized Signatures

Authorized Station Representative Date

RSVP Project Director [or other sponsor designated representative] Date

PLEASE RETURN THIS COMPLETED FORM TO: ABC RSVP, PO Box 123, Our Town, XX 81234

Please include a volunteer assignment description for each volunteer opportunity at the Station. Thank 

you!
Appendix B.2 - Sample Enrollment Form

Version 2020.2 Pg. 1 of 3 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as appropriate. For all appendices, 

including editable versions of samples and templates, visit https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix B.2 – Sample Enrollment Form

ABC COUNTY RSVP ENROLLMENT FORM

FOR OFFICE USE ONLY!

Station(s) 

Assignment(s) 

Date Assigned: ____/____/____

Computer Entry: ____/____/____

By: 

Please print and complete all sections. Forms with original signatures are required for enrollment.

Name Birth Date 

Mailing Address City Zip 

Phone Cell Phone Email 

Are you a Veteran? Yes No Physical/Medical Limitations: 

Have you ever been convicted of a criminal offense or misdemeanor? Yes 

If Yes, please attach an explanation of charges, date of offense, and status of the charges on a separate 

sheet to be included with this application. 

Driver’s License #_ State Expiration Date 

RSVP provides a mileage reimbursement for travel between home and volunteer site to the volunteers. 

Will you be claiming a mileage reimbursement for travel to and from your volunteer location? Yes__ No__

If Yes, is a copy of your proof of auto insurance showing active coverage attached? Yes _____No_____ 

As a volunteer of RSVP, you will be covered by accident, personal liability, and excess automobile insurance 

plus a small death benefit while performing volunteer duties. This coverage is automatic and free of cost to 

you as long as you are an active, enrolled member of RSVP. Please provide the following information.

Emergency Contact Phone 

Beneficiary for RSVP Supplemental Accident Insurance: 

Name Relationship 

Address Phone 
Appendix B.2 - Sample Enrollment Form

Version 2020.2 Pg. 2 of 3 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as appropriate. For all appendices, 

including editable versions of samples and templates, visit https://www.nationalservice.gov/operations-handbook-appendices. 

Employment Experience 

Special Skills/Interests/Languages 

Volunteer Experience (Current, Past, Preferred) 

Days/Hours Available: Mon Tues Wed Thu Fri Mornings Afternoons 

Please indicate if RSVP may have permission to use your likeness?

[ ] I hereby grant ABC County RSVP permission to use my likeness in photograph(s)/video(s) in any and all of 

its publications or on the world wide web, whether now known or hereafter existing, controlled by RSVP of 

ABC County in perpetuity. I will make no monetary or other claim against RSVP of ABC County for the use of 

these photograph(s)/video(s). 

[ ] I do not give permission to use my likeness in photograph(s)/video(s) to ABC County RSVP.

Certifications

By signing below, I acknowledge that I have read and understand the following statements:

• I hereby state that I am 55 years of age or older and offer my services as a volunteer for the ABC County 

Retired Senior Volunteer Program. I understand that I am not an employee of the RSVP Project, the 

sponsor, ABC County, the volunteer station or the Federal Government and agree to serve without 

compensation.

• I understand that in my capacity as an RSVP volunteer I may come into contact with confidential 

information. I agree to protect this information to the best of my ability and not to disclose it during or

after my service as a volunteer has ended. 

• I understand that if I use my personal automobile in my volunteer service, I will arrange to keep in 

effect automobile liability insurance equal or greater to the minimum requirements of the state of 

Xxxx. I will also keep in effect a valid Xxxx Driver's license.

RSVP Volunteer Signature Date RSVP Staff Signature Date

Equal Employment Agency - ABC County RSVP is an equal opportunity Agency. Enrollment is done without 

regard to race, color, religion, national origin, sex, age or disability. RSVP provides reasonable 

accommodations to the known disabilities of individuals in compliance with the Americans with Disabilities 

Act. For accommodation information or if you need special accommodations to complete the application 

process, please contact ABC County RSVP at (555) 555-1234.

FOR OFFICE USE ONLY:

Return completed registration to: ABC County RSVP For Questions contact:

(Original Signatures PO Box 123 Jane Doe (555) 555-1234

Required on the Form) Our Town, USA 81234 RSVP.PD@abccounty.gov
Appendix B.2 - Sample Enrollment Form

Version 2020.2 Pg. 3 of 3 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as appropriate. For all appendices, 

including editable versions of samples and templates, visit https://www.nationalservice.gov/operations-handbook-appendices. 

The following information is optional and will not affect your enrollment with ABC RSVP

1. Occasionally ABC RSVP will purchase volunteer recognition gifts to RSVP members. Please share the

size you would use on each item blow.

Item Size Item Size Item Size

Jacket Vest Hoodie

Sweatshirt Hat

Shoe

snow

size (for

cleats)

2. Which show of appreciation would mean the most to you? (Check all that apply)

Specially arranged meals Gifts Certificates

ABC RSVP logo wear Being chosen as the volunteer of

the month

Being highlighted in the newsletter

Other (Make suggestion)

3. RSVP is often asked to provide demographical information pertaining to volunteer members. Please 

provide the following information (Optional). 

Are you a Veteran? 

Are you an active Military Member? 

Are any of your family members actively serving in the military? 

(Optional) Gender: (Optional) Race/Ethnic Background:

________ Male ___White ___Asian ___African-American ___Hispanic/Latino

________ Female ___ American Indian/Alaska Native ___ Pacific Islander ___ Other

Thank you for any information you have provided. Your information is never sold, shared, or used outside of 

RSVP, ABC County government or the Corporation of National and Community Service.

 
Appendix B.3 - Sample Timesheet and Mileage Request Form

Version 2020.2 Pg. 1 of 1 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as appropriate. For all appendices, 

including editable versions of samples and templates, visit https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix B.3 – Sample Timesheet and Mileage Request Form

TIMESHEET and MILEAGE REIMBURSEMENT REQUEST

Mailing Address: PO Box 123, Our Town, USA 81234 Physical Address: 123 State Street, Our Town, USA 

81234 Telephone: (555) 555-1234 Fax: (555) 555-5555

Return to the RSVP Office by the 10th of the following month

Volunteer Name (Print) _ Month , 20

Mailing Address _ City/Zip

Station Name Auto Insurance Information on File? Y or N

Date Volunteer Assignment # of 

Hours

^Start 

Odometer 

^End 

Odometer 

Auto 

miles

*Meals *Enter MP if you a 

meal was provided 

1 while serving, BB if 

2 you brought a brown 

bag meal or the 

actual expense if you 

paid for a meal and 

request 

3

4

5

6 reimbursement. 

Leave blank if no 

meal is received. 

Meals will be 

reimbursed 

consistent with

sponsor policy.

7

8

9

10

11

12 ^Enter actual start 

and stop odometer 

readings for each 

trip.

13

14

15

16 IMPORTANT!

Please obtain your 

volunteer station 

supervisor’s original 

signature before 

submitting! 

17

18

19

20

21

22 For Office Use 

23 Only:

Mileage 

Reimbursement

24

25

26

27 _______ miles X

28 ______ per mile =

29

30 Total Reimbursement:

$ 31

TOTALS

VOLUNTEER: By signing below, I certify that this statement and the amount claimed are true, correct and complete to the best of my knowledge. 

I certify that I possessed a valid driver’s license and that liability insurance in the minimum amount required by law was in force at the time of this 

travel. STATION SUPERVISOR: By signing below, I certify that to the best of my knowledge this claim is correct and true. 

RSVP Volunteer Signature Date Station Supervisor Signature Date RSVP Staff Signature Date
Appendix B.4 - Sample Volunteer Assignment Form

Version 2020.2 Pg. 1 of 1 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as 

appropriate. For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix B.4 – Sample Volunteer Assignment Description

 Sponsor Logo Here ABC COUNTY RSVP

Mailing Address: PO Box 123,

Our Town, XX 81234

Physical Address: 123 State St., Our Town, XX 81234

Telephone: (555) 555-1234

Fax: (555) 555-5555

Volunteer Assignment Description 

Volunteer Station: ___________________________________________________

Title of Volunteer Assignment: _________________________________________

Basic volunteer duties involved with this assignment: 

1. ___________________________________________________________

___________________________________________________________

2. ___________________________________________________________

___________________________________________________________

3. ___________________________________________________________

___________________________________________________________

Who will be served by this assignment? 

______________________________________________________________________________

______________________________________________________________________________

What is the anticipated benefit of this volunteer service to those receiving the 

service?

______________________________________________________________________________

______________________________________________________________________________

What specific skills will the volunteer need? (Include any requirements for

lifting, standing, or other physical requirements.) 

______________________________________________________________________________

______________________________________________________________________________

Name of person providing this information:

Telephone: Fax: 

Email: Date:

Acceptance by RSVP Project Staff: Date:
Appendix B.5 - Sample Letter of Agreement for In-Home Assignments

Version 2020.2 Pg. 1 of 1 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix B.5 – Sample Letter of Agreement for In-Home Assignments

SAMPLE Letter of Agreement for In-Home Assignment

_____________________________________________________________________________ 

(Name) (Address)

The following services have been approved by the volunteer station staff and will be performed 

by an RSVP volunteer: ___________________________________________________________ 

______________________________________________________________________________ 

______________________________________________________________________________ 

The Volunteer Station Supervisor for this assignment is: ________________________________ 

The RSVP volunteer will serve: ___________________________________________________ 

 (Days of the Week) 

From ____________________________ to __________________________________ 

(Approximate Service Schedule)

Volunteer services may be terminated by the sponsor at any time upon request of any of the 

undersigned parties.

Signed: ____________________________________________________________________ 

Sponsor Representative Date

_____________________________________________________________________ 

Volunteer Station Representative Date

_____________________________________________________________________ 

Person Served or Legally Responsible Person Date
Appendix B.6 - Sample RSVP Project Director Job Description

Version 2020.2 Pg. 1 of 2 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as 

appropriate. For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix B.6 – Sample Job Description for RSVP Project Director

ABC NonProfit RSVP 

Program

RSVP Project Director Job Description

JOB TITLE: RSVP Project Director 

REPORTS TO: Executive Director 

STATUS: Full Time 

POSITION DESCRIPTION: 

Under the general direction of the Executive Director of ABC Non-Profit and the Corporation for 

National and Community Service (CNCS) program policy guidelines, the RSVP Director has fulltime responsibility for the development and operation of the Retired and Senior Volunteer 

Programs; in coordination with the ABC Non-Profit and Senior Corps Program Advisory Council.

PROJECT DIRECTOR’S ROLE:

The RSVP Project Director is responsible for the daily management of the RSVP. The RSVP 

Project Director functions as a working project manager, actively involved with community 

organizations, RSVP volunteers, and volunteer stations. The RSVP Project Director serves as the

representative of the sponsor in signing and approving official project documentation, including 

project reports, memoranda of understanding, letters of agreement for in-home assignments. The 

RSVP Project Director will abide by ABC Non-Profit’s established procedures for internal review

and its standard policies and procedures. 

The RSVP Project Director serves full time, as negotiated with the CNCS. The RSVP Project 

Director may participate in activities to coordinate RSVP program resources with those of related 

local agencies, boards, or organizations. 

RESPONSIBILITIES: 

Under direction of the ABC Non-Profit Executive Director, the RSVP Project Director’s 

duties include, but are not limited to:

a) Plan and develop all phases of RSVP operations; 

b) Assist with hiring, training, and supervising adequate RSVP staff to efficiently carry 

out, maintain and develop operations of the RSVP Program; 

c) Adhere to and administer personnel policies and procedures for RSVP staff consistent 

with those of ABC Non-Profit;

d) Provide support, information and materials for RSVP coordinators and appraise 

staff performance according to ABC Non-Profit personnel policies and procedures; 
Appendix B.6 - Sample RSVP Project Director Job Description

Version 2020.2 Pg. 2 of 2 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as 

appropriate. For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

e) Recruit, select, orient and place RSVP volunteers with volunteer stations; 

f) Develop and maintain appropriate fiscal, personnel, program and volunteer records 

and reports; 

g) Enhance the total efforts of RSVP through active involvement with community 

organizations, other national service programs, where appropriate; 

h) Implement agreed upon performance measure and other RSVP grant requirements; 

i) Keep Senior Corps Advisory Council members informed and solicit their participation

and advice on matters affecting program operations; 

j) Work in cooperation with ABC Non-Profit staff, Advisory Council members and 

volunteer station staff to obtain resources for programs; 

k) Plan, develop, and implement ongoing public relations opportunities, including 

social media, in cooperation with ABC Non-Profit;

l) Arrange for formal and regular recognition of volunteers, organizations and 

individuals who have contributed to the support of RSVP; 

m)Assure volunteer orientation, in conjunction with volunteer work stations and staff; 

n) In conjunction with RSVP staff, develop and maintain close coordination and 

relationships with RSVP volunteer stations, including development of volunteer 

assignment plans; 

o) Provide ongoing support to volunteers; 

p) In conjunction with RSVP staff, appraise volunteer performance; 

q) Assess appropriateness and/or performance of volunteer stations; 

r) Attend training conferences conducted or authorized by the CNCS. 

JOB QUALIFICATIONS: 

Bachelor’s Degree, training and/or experience in work with those over 55 years of age and 

volunteers is essential. Flexibility, management skills, computer literacy, and personal 

transportation are requirements. Experience managing federal grants is preferred. Must have 

excellent written and oral communication skills necessary for preparing grants, written reports and 

giving oral presentations and trainings. Ability to attend after hours and weekend meetings/events

is required. Regional travel is a requirement of this position. 

 ___________________________________________________

RSVP Project Director Date

 ___________________________________________________

Executive Director Date
Appendix 7: SAMPLE FORM

Projects are encouraged to customize as appropriate.

ll project forms sho ld compl ith Senior Corps req irements as ell as grantee policies

Appendix B.7 - Sample Volunteer Information Update Form

Version 2020.2 Pg. 1 of 1 

This document is provided as a sample ONLY. Its use is optional and, if used, it should be customized as 

appropriate. For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix B.7 – Sample RSVP Volunteer Information Update Form 

[Enter new or changed information and attach to volunteer registration]

RSVP Volunteer Information Update

RSVP [Project Name]: 

1. Name: __________________________________________________________________

Address: _________________________________________________________________

City: _______________________ Zip: ________ Telephone: ______________________

Email: __________________________________________________________________ 

2. Name of Beneficiary: ______________________________________________________

Relationship: ____________________________ Telephone: _______________________

Address: _________________________________________________________________ 

City: ___________________________ State: ________ Zip: _______________________

3. Change in station assignment or volunteer assignment: ___________________________ 

________________________________________________________________________ 

4. Other changes:

Current Information: 

Changes to: 

________________________________________________________________________ 

________________________________________________________________________ 

Volunteer Signature: _____________________________ Date: _________________________ 

Staff Notes: 

________________________________________________________________________ 

________________________________________________________________________ 

RSVP Staff Initials: _____________________________ Date: _________________________ 
Appendix B.8 - Senior Corps and RSVP in Times of Disaster

Version 2020.2 Pg. 1 of 3 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix B.8 – Senior Corps and RSVP in Times of Disaster

Overview 

Disaster Services is one of the key focus areas of the Corporation for National and 

Community Service (CNCS). With its expansive network of volunteers across the 

country, Senior Corps is committed to working within the communities it serves to 

respond to and recover from disasters when they strike. Each of the three Senior Corps 

programs can provide disaster services to their communities in times of need. However, 

Senior Corps grantee operations and volunteers are themselves sometimes impacted and 

unable to function as normal. This document is intended to provide a framework to guide 

grantees who either wish to assist with response and recovery operations or who have 

been affected by a disaster.

What to Do When Disaster Strikes

The primary concern of Senior Corps during a disaster is the immediate safety and 

security of its grantees and volunteers. It is important for grantee staff and volunteers to 

follow all community, office, or building disaster preparedness plans for your location. 

Monitor your local news sources for the most up to date information and follow local or 

state emergency services guidance.

In order to ensure that all volunteers are accounted for before or after a disaster, Senior 

Corps suggests that its grantees establish a phone tree as part of any disaster preparedness 

planning. Program Directors or the assigned disaster preparedness staff member will 

contact grantee staff members, who should each be assigned an equal number of 

volunteers in advance to contact before a known potential disaster—such as a 

hurricane—and/or after the immediate danger of a disaster has passed. Grantee staff will 

then report back to the relevant phone tree coordinator. Senior Corps program directors 

should expect to be contacted by CNCS Program Officer/Portfolio Manager who will be 

gathering information and updates on affected programs.

Responding to and Recovering from Disasters

Once Senior Corps volunteers and grantee staff are accounted for, grantees should assess 

whether or to what degree operations are impacted. Senior Corps provides flexibility to 

grantees to revise work plans and performance measures in the aftermath of disasters in 

cases when original plans are no longer feasible and/or Senior Corps volunteers can 

respond to emerging community needs in disaster response and long term recovery. A set 

of FAQs has been provided as an appendix to this document outlining some of the ways 

that disaster affected programs may wish to adjust their work, as well as details on 

allowance and reassignment of volunteers. 

For Senior Corps programs with the desire or capacity to assist in disaster response and 

recovery efforts in their communities are strongly encouraged to consult with their CNCS 

Program Officer/Portfolio Manager and the CNCS Disaster Services Unit (DSU). 

Coordination with these key CNCS offices helps coordinate, track, and promote the full 

national service response and ensure that Senior Corps activity is highlighted. 
Version 2020.2 Pg. 2 of 3 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Furthermore, these offices have experience, training, and access to resources to support 

Senior Corps projects in effective service delivery. The response to a disaster will vary 

depending on Senior Corps program and the local project design, but we know that 

national service is a powerful tool for helping to meet the needs of communities when 

disaster strikes. 

RSVP

In consultation with the CNCS Program Officer/Portfolio Manager, RSVP volunteer 

service activities and work plans may be modified to add additional work plans to meet 

the new community needs resulting from a disaster. RSVP projects that already have 

service activities and work plans in the disaster services focus area may consider 

expanding these service activities to meet the increased needs resulting from a disaster in 

their geographic service area.

Foster Grandparents

Foster Grandparents who are unable to continue to serve their previously assigned 

children may be assigned temporarily to other children in shelters or other settings and 

may serve groups of children, while seeking to provide one-on-one assistance wherever 

possible. 

Senior Companions

Senior Companions who are unable to continue to serve their previously assigned clients 

may be assigned temporarily to assist other adults with special needs. Assignment plans 

in such cases may be written generically in recognition of the temporary nature of the 

assignments.

Additional Questions and Answers for RSVP

Project Operations in the Affected Area

1) We have lost all or a great many of our project files and other records as a 

result of the disaster. What should we do?

Please contact your Program Officer/Portfolio Manager and advise them of the 

extent of the damage. It is important to document for your records when the 

damage occurred, how it occurred, the extent of the damage, and what types of 

files were lost. Where possible, include photographs. 

2) We will be unable to achieve one of more of our performance measures 

because the disaster has interrupted or changed our project operations. 

What should we do?

Please contact your Program Officer/Portfolio Manager and discuss the revisions 

of your performance measures and negotiate revised or new performance 

measures. After agreement is reached, amend your eGrants application. 

3) As a result of the redirection of volunteer effort to support emergency 
Version 2020.2 Pg. 3 of 3 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

disaster response activities, one or more of our project work plans will no 

longer be valid. What should we do? 

Please contact your Program Officer/Portfolio Manager and discuss how your 

redirected activities will result in new work plans. Changes in programmatic 

activities must be reflected in your grant via an amendment in eGrants. If a work 

plan is no longer valid, please indicate in the community needs section. If a new 

work plan is needed, it would be added in eGrants as an amendment. If the work 

plans to be modified include performance measures, discuss the revisions of your 

performance measures and negotiate revised or new performance measures. After 

agreement is reached, amend your eGrants application.

4) If a project in our state is unable to access eGrants, how should we process 

the required amendments?

Contact your Program Officer/Portfolio Manager to troubleshoot the issue. 

Projects in Non-Affected Areas

1) Evacuees from a disaster area are in my community living in temporary 

housing. Our project would like to shift some of our volunteers to support 

the evacuees. Can we do so?

Yes. Please contact your Program Officer/Portfolio Manager to discuss how your 

redirected activities will result in changes in your work plans. Changes in 

programmatic activities must be reflected in your grant via an amendment in 

eGrants. If a work plan is no longer valid, please indicate in the community needs 

section. If a new work plan is needed, it would be added in eGrants as an 

amendment. If the work plans to be modified include performance measures, 

contact your Program Officer/Portfolio Manager and discuss the revisions of your 

performance measures and negotiate revised or new performance measures. After 

agreement is reached, amend your eGrants application.

2) May our volunteers respond to needs outside the project's service area 

resulting from a disaster, either by transporting or accompanying evacuees 

from where they are currently housed to the project service area or by 

serving at a distant location? 

The service of Senior Corps volunteers should focus on needs in their 

communities, including helping with the local response to the needs of evacuees. 

 Grant funds should not be used to transport evacuees. 

 Grant funds may be used to reimburse meals or transportation costs for 

a Senior Corps volunteer who is requested by a disaster response 

organization to accompany a child or adult who is being relocated. 

 Grantees are encouraged to check with their insurance carrier 

concerning any limitations on liability coverage.
Appendix B.9 - Previous Change Logs 

Version 2020.2 Pg. 1 of 15

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix B.9 – Previous Change Logs

This table lists all changes made in previous revisions of this document, beginning with January 2017. 

For the most recent changes, please see the Change Log in the front of the current Operations 

Handbook. All page numbers are accurate at the time of the original revision. Some content may shift in 

future revisions.

Edits made in Version 2017.1 

(January 2017)

Change 

Number

Chapter and Page 

Number

Change

1 This change is not 

related to a specific 

chapter.

A new method of tracking versions has been implemented, 

labeling each revision by the calendar year and calendar 

quarter of the publication. For example, CNCS published this 

revision in January (Quarter 1) of 2017, so this is Version 

2017.1 

2 This change is not 

related to a specific 

chapter.

We have combined the appendices of each program’s 

handbook (the SCP Operations Handbook, FGP Operations 

Handbook and RSVP Operations Handbook) and introduced 

a new numbering system. This simplifies the use of 

appendices for sponsors with multiple programs, allows for 

greater consistency among the programs, and will enable 

CNCS to update them quickly and accurately in the future. 

We have added a new chapter, Chapter 14: Description and 

List of Appendices, with more information. Internal 

references to specific appendices have been updated 

accordingly.

3 This change is not 

related to a specific 

chapter.

This change log was added.

4 This change is not 

related to a specific 

chapter.

This version contains several formatting changes to allow for 

more accurate, consistent updates. This includes the 

formatting of the Preface, the Table of Contents, and page 

headers.

5 This change is not 

related to a specific 

chapter.

The capitalization of the names of the Senior Companion 

Program and Foster Grandparent Programs have been 

standardized to include a capital “P.”

6 This change is not 

related to a specific 

chapter.

All dates are written out in full, without ordinal suffixes. For 

example: March 31, not 3/31. Years are included as 

necessary on a case-by-case basis.
Appendix B.9 - Previous Change Logs 

Version 2020.2 Pg. 2 of 15

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Edits made in Version 2017.1 

(January 2017)

Change 

Number

Chapter and Page 

Number

Change

7 Chapter 1: Introduction 

and Overview (pg. 1)

Minor edits for grammar and style were made to the CNCS 

Overview section.

8 Chapter 1: Introduction 

and Overview (pg. 10)

Information has been added about Litmos, CNCS’ learning 

management system. Links have also been updated.

9 Chapter 2: Project 

Operations (pg. 17), 

Chapter 6: Volunteer 

Stations (pg. 38), 

Chapter 8: RSVP 

Volunteers (pg. 47), 

Appendix B.1: Sample 

Memorandum of 

Understanding (formerly 

Appendix 1)

Language describing the anti-discrimination responsibilities 

of a sponsor has been updated to align with the language 

included in the RSVP Terms and Conditions. (See “CNCS 

Grant Program Civil Rights and Non-Harassment Policy.”)

10 Chapter 2: Project 

Operations (pg. 18)

A link has been added to the Davis-Bacon Act. 

11 Chapter 6: Volunteer 

Stations (pg. 37)

A sentence has been added to specify that the effective date 

of a memorandum of understanding must be on or after the 

date it is signed.

12 Chapter 9: RSVP 

Volunteer Cost 

Reimbursements (pg. 58)

Minor changes were made to Section 9.2.2 on Meal 

Reimbursements for clarity. These changes do not change 

the substantive meaning of this section.

13 Chapter 9: RSVP 

Volunteer Cost 

Reimbursements (pg. 59)

The text of Section 9.2.3 on insurance requirements for 

volunteers has been edited to more clearly identify 

minimum insurance requirements. It also now incorporates 

relevant information that was previously in a stand-alone 

memo titled “Senior Corps Insurance Requirements.” 

Specific coverage requirements are now in a new appendix, 

Appendix A.13.

14 Chapter 10: Grants 

Management (pg. 70)

A statement on interest earned on advances has been 

amended to indicate that projects may retain the first $500 

of interest per year to cover administrative expenses, not 

$250 as originally stated. 

15 Chapter 11: Reports and 

Record Keeping (pg. 78)

Information has been added to clarify the application of 

record retention requirements to volunteer files. 
Appendix B.9 - Previous Change Logs 

Version 2020.2 Pg. 3 of 15

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Edits made in Version 2017.1 

(January 2017)

Change 

Number

Chapter and Page 

Number

Change

16 Chapter 13: RSVP 

Handbook Cross 

Reference Index (pg. 91)

A link to information on Indirect Cost Rates has been 

updated.

17 Appendix A.3 (formerly 

Appendix 14): Guidance 

on Recognition Costs

This document has been edited to clarify the fact that costs

associated with special guests at recognition events are 

generally allowable, whereas costs associated with guests of 

volunteers are not.

18 Appendix A.5: Guidance 

on Closing Out Your 

CNCS Grant (Formerly 

Appendix 16)

A reference to a grant ending on April 30 has been changed 

to March 31.

19 Appendix A.12: NSCHC 

Supplement (Formerly 

Chapter 14)

Chapter 14, a supplement on the National Service Criminal 

History Checks, has been converted to an appendix, A.12, 

and its contents updated to apply to all programs. 

Information clarifying the applicability of the NSCHC 

requirements to non-federally funded Senior Demonstration 

Grants has also been added. Several links have also been 

updated.

20 Appendix B.1 (formerly 

Appendix 1)

A sentence in the sample Station Memorandum of 

Understanding regarding its effective date has been edited.

21 Appendix B.3: Sample 

Timesheet and Mileage 

Reimbursement Form

Sample text concerning meals has been updated to align 

with the guidance in Section 9.2.2.

22 Appendix 12: Sample 

Office Space Cost 

Allocation Worksheet

This appendix has been removed.

Edits made in Version 2017.2 

(April 2017)

Change Number Chapter and Page 

Number

Change

1 Change Log, Appendix 

B.9 and Chapter 14: 

Description and List of 

Appendices (pg. 95)

The Change Log from the previous version of this Handbook 

(2017.1) has been moved to a new Appendix, Appendix B.9. 

This Appendix will collect all Change Logs going forward for 

historical reference. The Change Log at the front of this 

publication contains only the updates made in this revision 
Appendix B.9 - Previous Change Logs 

Version 2020.2 Pg. 4 of 15

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Edits made in Version 2017.2 

(April 2017)

Change Number Chapter and Page 

Number

Change

of the Handbook. We have updated Chapter 14: Description 

and List of Appendices to reflect this change.

2 Chapter 2: Project 

Operations (pg. 17) and 

RSVP Handbook Cross 

Reference Index 

Links to CNCS’s Frequently Asked Questions on Lobbying and 

Partisan Political Activity have been added to this chapter 

and the Cross Reference Index.

3 Chapter 3: Performance 

Measurement and 

Evidence-Based 

Programming (pg. 25), 

Appendix A.14 and 

Chapter 14: Description 

and List of Appendices 

(pg. 95)

We have added a new appendix, Appendix A.14, which lists 

evidence-based programs and registries known to Senior 

Corps at the time of publication. We have also added a 

reference to this appendix in Chapter 3: Performance 

Measurement and Evidence-Based Programming. We have 

updated Chapter 14, “Description and List of Appendices” to 

reflect this change.

4 Chapter 5: Project Staff 

(pg. 28)

An erroneous reference to the Foster Grandparent Program 

has been corrected to refer to the RSVP Program.

5 Chapter 6: Volunteer 

Stations (pg. 37)

Information on Letters of Agreement for In-Home 

Assignments has been edited to refer readers to the more 

complete information provided in Chapter 7. (See next edit 

for more information.)

6 Chapter 7: RSVP 

Volunteer Assignments 

(pg. 44) and Appendix 

B.5: Letters of 

Agreement for In-Home 

Assignments 

Information on Letters of Agreement for In-Home 

Assignments located in Chapter 7: RSVP Volunteer 

Assignments, Chapter 6: Volunteer Stations, and Appendix 

B.5 has been consolidated into this Chapter. We have also 

added information indicating that assignment plans and 

letters of agreement may be combined in appropriate 

situations. Appendix B.5 has been simplified so that it only 

contains an editable sample letter of agreement.

7 Chapter 7: RSVP 

Volunteer Assignments 

(pg. 44)

Guidance on an appropriate teleservice policy has been 

added.

8 Chapter 9: RSVP 

Volunteer Cost 

Reimbursements (pg. 63)

Information on recognition has been updated to clarify that

recognition may include informal recognition methods 

throughout the year, in addition to formal, public 

recognition. 

9 Chapter 10: Grants 

Management (pg. 66)

Text concerning the allowability of costs related to optional 

criminal history checks on RSVP volunteers has been 

amended to clarify that this refers only to these optional, 
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supplementary checks, not the mandatory National Service 

Criminal History Check process required by law for RSVP 

staff. 

10 Chapter 11: Reports and 

Record Keeping (pg. 84)

The beginning of Section 11.3 on Project Compliance 

Monitoring Site Visits has been edited to clarify that a 

compliance monitoring visit to a project must occur at least 

once every six years and may occur in the interim years as 

well for a variety of reasons. 

11 Appendix A.7: Quick 

Reference Guide for 

Senior Corps Reports

Information on the PRS (formerly known as the PPVA) has 

been updated. 

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1 This change is not 

related to a specific 

chapter.

The spelling of “recordkeeping” has been standardized throughout 

this handbook.

2 Chapter 1: Introduction 

and Overview (pg. 1)

Minor changes were made to the “CNCS Overview” section for 

clarity.

3 Chapter 3: Performance 

Measurement and 

Evidence-Based 

Programming (pg. 23), 

Chapter 6: Volunteer 

Stations (pg. 39) 

Chapter 14: Description 

and List of Appendices 

(pg. 97), Appendix A.16

Appendix A.16, a sample data sharing agreement has been added. A 

reference to this document has been added to Chapter 3 and 

Chapter 6. The appendix also been added to the cross-reference 

index and list of appendices in Chapter 14.

4 Chapter 4: Community 

Participation (pg. 27)

Text has been added to clarify the allowability of costs related to 

advisory councils. 

5 Chapter 8: RSVP 

Volunteers (pg. 54)

Text has been added to clarify sponsors’ responsibility to review the 

age eligibility of RSVP volunteers. 
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6 Chapter 11: Reports and 

Recordkeeping (pg. 80-

81)

Additional information on the confidentiality of volunteer records 

has been added, including information on grantees’ responsibility to 

safeguard confidential volunteer information and how to respond to 

potential breaches, with links to additional resources and 

information.

7 Appendix A.3: Guidance 

on Recognition Costs

References to the Code of Regulations have been added. In addition, 

text on the use of leave as a form of recognition has been added, 

with a link to pre-existing guidance on using leave as a form of 

recognition. Finally, guidance on “Special Volunteer Recognition” 

has been clarified to indicate that special volunteer recognition may 

include milestones in service or other special achievements.

8 Appendix A.15: 

Guidance on Prohibition 

of Fee-for-Service 

Activities 

Pre-existing guidance on the prohibition on fee-for-service activities 

has been incorporated into this handbook as Appendix A.15. The 

content of the document has not been edited. Internal references 

have also been edited to refer to this appendix.

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1 This change is not 

related to a specific 

chapter.

A link to a list of all appendices, including editable versions of 

samples and templates, has been added to the bottom of each 

appendix and Chapter 14.

2 Chapter 8: RSVP 

Volunteers (pg. 55)

An overview of basic adult learning principles has been added to this 

chapter.

3 Appendix A.17 A sample in-kind contribution form has been added as Appendix 

A.17.
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1 Chapter 6: Volunteer 

Stations (pg. 37)

Additional information has been added about how to document 

volunteer station cash or in-kind support, particularly with regards 

to how to distinguish such support from a fee-for-service 

relationship.

2 Chapter 11: Reports and 

Recordkeeping (pg. 81)

Further guidance on electronic records, including electronic 

“signatures,” has been added.

3 Appendix B.1: Sample 

Memorandum of 

Understanding

Text has been added to #2 in “Other Provisions” to more fully 

explain the requirement for a Letter of Agreement for in-home 

assignments. A reference to a blank Letter of Agreement has been 

removed. 

4 Appendix A.18, 

Appendix B.9, and 

Appendix B.10

Guidance on Senior Corps and RSVP in times of disaster has been 

updated and expanded. This information, formerly in Appendix A.18, 

has been moved to Appendix B.9. The Previous Change Log, which 

was formerly Appendix B.9, is now Appendix. B.10. References 

within this document to any of these appendices have also been 

updated.

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1 Chapter 1: Introduction 

and Overview (pg. 6) 

and RSVP Handbook 

Cross Reference Index

Information on CNCS’ Office of External Affairs has been updated, 

including a link to its new Communications Resource page.

2 Chapter 1: Introduction 

and Overview (pg. 11) 

and RSVP Handbook 

Cross Reference Index

A link to the Federal Register has been added.

3 Chapter 2: Project 

Operations (pg. 16)

Language has been updated to clarify that policies regarding 

prohibited activities are required, not encouraged.
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4 Chapter 5: Project Staff 

(30)

A reference to staffing appropriately to implement “evidence-based 

programming” has been broadened to reflect other ways programs 

can strengthen how they build and use evidence.

5 Chapter 5: Project Staff 

(31)

Information on engaging volunteers in staff activities has been 

updated to clarify that up to 5% of the total number of RSVP 

volunteers may be assigned to administrative and support activities.

6 Chapter 6: Volunteer 

Stations (pg. 36)

A link to CNCS’s Superintendent’s/Principal’s Toolkit has been 

added.

7 Chapter 10: Grants 

Management (pgs. 70-

71)

Information on the required non-federal share for RSVP programs 

that occurred in two paragraphs has now been condensed to only 

appear in one paragraph. In addition, more information on how to 

calculate the required non-federal share, including a formula, has 

been added. 

8 Appendix A.4 and A.11 Minor typos in these two appendices have been corrected.
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1 Chapter 1: Introduction 

and Overview (pg. 11)

More detailed instructions have been added for signing up to 

Litmos, including information on how to sign up for courses relevant 

to more than one Senior Corps programs. Information about the 

Senior Corps New Project Curricula have also been added.

2 Chapter 9: RSVP 

Volunteer Cost 

Reimbursements (pg. 

63)

Language addressing the specific allowability of congregate meals as 

non-federal share has been edited to redirect grantees to guidance 

in Chapter 10 of this handbook, which addresses when federal funds 

granted by an agency other than CNCS can be used as non-federal 

share generally. 

3 Chapter 10: Grants 

Management (pg. 73)

Links have been added to the portions of the Uniform Guidance that 

stipulate that funds used as non-federal share for another federal 

grant may not be included as non-federal share for a CNCS grant and 

that identify when funds from another federal agency may be 

included as non-federal share (2 CFR 200.306). In addition, more 

detail has been added to the discussion of using funds from another 

federal program as non-federal share. 

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1 Appendix A.12 NSCHC 

Supplement

This appendix has been removed. All references to this appendix now 

route users to the CNCS Knowledge Network page on Criminal History 

Checks (https://www.nationalservice.gov/resources/criminal-historycheck). 

2 Appendix A.12 Senior 

Corps Minimum 

Insurance Coverage 

Requirement

(Formerly Appendix 

A.13)

Senior Corps Minimum Insurance Coverage Requirement, previously 

named “Appendix A.13” has been renamed “Appendix A.12.”

3 Appendix A.13 

Evidence-Based 

Programs and 

Registries

Evidence-Based Programs and Registries, previously named “Appendix 

A.14” has been renamed “Appendix A.13.”
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(Formerly Appendix 

A.16)

4 Appendix A.14 

Guidance on Fee-forService Prohibition

(Formerly Appendix 

A.15)

Guidance on Fee-for-Service Prohibition, previously named “Appendix 

A.15” has been renamed “Appendix A.14.”

5 Appendix A.15 Sample 

Data Sharing 

Agreement

(Formerly Appendix 

A.16)

The Sample Data Sharing Agreement, previously named “Appendix 

A.16” has been renamed “Appendix A.15.”

6 Appendix A.16 Sample 

In-Kind Contribution 

Form

(Formerly Appendix 

A.17)

The Sample In-Kind Contribution Form, previously named “Appendix 

A.17” has been renamed “Appendix A.16.”

7 This change is not 

related to a specific 

chapter

Broken hyperlinks were updated throughout the document.
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Edits made in Version 2019.1

(January 2019)

A Note on Changes Resulting from the Final Rule:

On December 17, 2018, the Final Rule for the Foster Grandparent Program (FGP), Senior Companion Program 

(SCP), and RSVP was posted to the Federal Register. After a 45-day public review period, updated regulations 

for all three programs became effective on January 31, 2019.

These regulations affect many aspects of program operations described in this handbook. Due to the scope of 

the changes, it is not practical to identify each change by page number. Instead, the major changes in each 

chapter are listed below. In addition, the changes in this Handbook focus on compliant, effective practice 

going forward, so that this document remains relevant in the future. In general, they do not make explicit 

before-and-after comparisons of regulation prior to and following the effective date of the Final Rule. 

Additional resources that do focus on this transition are available at Senior Corps’ Final Rule Headquarters. 

You may suggest additional changes or guidance by emailing SeniorCorpsHandbooks@cns.gov. 

This update also contains some changes that are not directly related to the Final Rule. As a result, the changes 

below are presented in two sections. The first outlines the changes directly related to the Final Rule. The 

second contains all other changes. Changes that are not directly related to the Final Rule are identified by 

page number, as in prior change logs.

A. Changes Relating to the Final Rule

Chapter Changes

Chapter 1: Introduction and 

Overview

Annual volunteer physical examination requirement was removed.

Excess Automobile Liability Insurance was added to program 

definitions.

Minimum requirement of volunteer service hours was reduced.

Chapter 2: Project Operations Annual service plan and annual assessment requirements was removed.

Guidance surrounding project staff compensation was updated.

A new definition of “Proprietary Health Care Organization” was added.

Chapter 4: Community 

Participation

Annual service plan and annual assessment requirements were 

removed. 

Chapter 5: Project Staff Guidance surrounding project staff compensation was updated.
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Edits made in Version 2019.1

(January 2019)

Chapter 6: Volunteer Stations A new definition of “Proprietary Health Care Organization” was added.

Text referring to “no more than 5% of the total number of volunteers 

budgeted for a project are assigned to it I administrative or support 

positions” has been removed.

Chapter 9: RSVP Volunteer Cost 

Reimbursements

Text was added to clarify that cost reimbursements such as recognition 

and insurance must be provided; meals and transportation may be 

provided.

Appendix A References to the Direct Benefit Ratio or “80/20 rule” were removed 

(A.3 and A.7).

Annual Project Assessment was removed (A.5).

Appendix B Text was added to clarify that insurance must be provided (B2).

B. All Other Changes

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23 Chapter 2.2.1 (pg. 15), 

Chapter 2.3.4 (pg. 19), 

Chapter 6.3.3 (pg. 41), 

and Chapter 8.1.2 (pg. 

52)

Non-discrimination language was updated to align with CNCS’ nondiscrimination policy.

24 Chapter 2: Project 

Operations (pg. 18)

Text has been added to provide clarification on religious activities and 

transportation assignments. 

25 Chapter 10: Grants 

Management (pg. 75)

Text has been added to specify the current Simplified Acquisition 

Threshold amount and its role in budget amendments that require prior 

approval from CNCS. 

26 Chapter 11: Reports 

and Recordkeeping (pg. 

83-84)

Salary and Wage documentation guidance has been updated to reflect 

the new Uniform Guidance requirements. Additionally, a link to the 

Uniform Guidance has been added. 

27 Appendix A Appendix A.1- Assurances and Appendix A.2- Certifications have been 

removed. All references to these appendices now route users to the 

CNCS Terms & Conditions and Certifications & Assurances for CNCS 

Grants page. As a result of removing A.1 and A.2, the remaining 

Appendix A appendices have been renumbered. References within this 

document to any of these appendices have also been updated.
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28 Appendix A.5- Quick 

Reference Guide for 

Senior Corps Reports 

and Due Dates

References to Q1 and Q2 grants and their report due dates have been 

removed. 

29 Appendix A.11-

Evidence- Based 

Programs and 

Registries

Examples have been updated to reflect new Performance Measures.

30 Appendix A.13: Sample 

Data Sharing 

Agreement

Examples have been updated to reflect new Performance Measures. 

31 Appendix B Appendix B.8- Sample Annual Safety Assurance Email has been 

removed. As a result, the remaining Appendix B appendices have been 

renumbered. References within this document to any of these 

appendices have also been updated.

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1 This change is not 

related to a specific 

chapter

Broken hyperlinks were updated throughout the document. 

2 Chapter 1- Introduction 

and Overview (pg. 11)

Litmos Technical Support Contact Information was added. 

3 Chapter 10- Grants 

Management (pg. 74)

Text has been added to specify the current Simplified Acquisition 

Threshold amount and to clarify non-federal share. 

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1 Chapter 1: Introduction 

and Overview (pg. 5)

Information on the Final Rule was added to the ‘History of RSVP’ 

section. 

2 Chapter 2: Project 

Operations (pg. 15)

The definitions of vulnerable populations and proprietary healthcare 

organizations were added to section 2.2 Sponsor Responsibilities. 
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3 Chapter 6: Volunteer 

Stations (pg. 38)

The definition of proprietary health care organizations including tips 

on where to find a state’s regulatory agencies and licensing 

requirements was added.

4 Chapter 10: Grants 

Management (pg. 70)

Text was added to clarify cost allowability with respect to 

association and other board membership. 

5 Chapter 10: Grants 

Management (pg. 71)

Guidance on establishing an Indirect Cost Rate and definitions of 

Direct and Indirect Costs were updated. 

6 Chapter 10: Grants 

Management (pg. 81)

The ’10 Tips to Help Avoid Common Audit Findings’ were updated 

with language from the Final Rule. 

7 This change is not 

related to a specific 

chapter.

Broken hyperlinks were fixed throughout.

8 This change is not 

related to a specific 

chapter.

References to the Social Innovation Fund were removed.

9 This change is not 

related to a specific 

chapter.

References to ‘CNCS State Office’ were changed to ‘CNCS Program 

Officer’.

10 This change is not 

related to a specific 

chapter.

Hyperlinks to and citations for regulations were added throughout 

the handbook. 

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1 This change is not 

related to a specific 

chapter.

During the week of October 7, 2019, grantees located in states 

within CNCS’s new Mountain, North Central, and Northeast regions, 

will have their grants transitioned from existing Program and Grants 

Officers to their newly assigned Portfolio Managers. A map of the 

regions is located here. 

References to CNCS Program and Grants Officers were updated to 

also include these new CNCS Portfolio Managers throughout the 

handbook.
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2 Chapter 8 : RSVP 

Volunteers (pg. 55)

The Senior Corps Pathfinder- the new national recruitment tool was 

introduced along with a link with instructions for how to update 

contact information.

3 Chapter 10: Grants 

Management ( pg. 81)

The OMB definition of grant was added. 

4 Appendix A.15- Final 

Rule Overview

The Final Rule overview on the www.nationalservice.gov website 

has been converted to Appendix A.15, and its contents have been 

updated to apply to all programs. 

5 Appendix A.16- Final 

Rule FAQs

The Final Rule FAQs on the wew.nationalservice.gov website has 

been converted to Appendix A.16, and its contents have been 

updated to apply to all programs. 

6 This change is not 

related to a specific 

chapter.

Broken hyperlinks were fixed throughout. 

Edits made in Version 2020.1 

(January 2020) 

Change 

Number

Chapter and Page 

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1 This change is not 

related to a specific 

chapter.

During the week of October 7, 2019, grantees located in states 

within CNCS’s new Mountain, North Central, and Northeast regions, 

will have their grants transitioned from existing Program and Grants 

Officers to their newly assigned Portfolio Managers. A map of the 

regions is located here. 

References to CNCS Program and Grants Officers were updated to 

also include these new CNCS Portfolio Managers throughout the 

handbook.

2 This change is not 

related to a specific 

chapter.

Broken hyperlinks were fixed throughout.