Welcome to the webinar on AmeriCorps program management and design for grant 

applicants. This the final webinar in a series designed to help organizations that are 

considering applying for AmeriCorps funding.
AmeriCorps Grants provide funding to high-quality programs that are developed by an 

applicant who designs a set of activities that demonstrate an evidence-based or evidenceinformed approach to strengthening communities and solving community problems by 

engaging individuals in service as AmeriCorps members. 

Grants are awarded to nonprofits, Indian tribes, colleges and universities, and state and local 

public agencies to address unmet needs in education, economic opportunity, veterans 

services, disaster services, health, the environment, and more. 

A grantee might use AmeriCorps resources to make an existing program more effective, to 

reach previously underserved communities or to expand their activities beyond what they 

were able to do without AmeriCorps. 

However, it is important to understand that AmeriCorps funds do not duplicate, displace or 

supplant resources that currently exist in a community. AmeriCorps members cannot be used 

to take the place of staff, current volunteers or existing funding. 
AmeriCorps State and National grants are awarded on a competitive basis to eligible 

applicants. 

AmeriCorps grants include an allotment of AmeriCorps member positions and 

associated funding. The funds awarded by CNCS are directly tied to the specific 

number of members awarded.

AmeriCorps grants are solely for program expenses and cannot be used for general 

organizational operating expenses.

All AmeriCorps Grants provide partial funding to support AmeriCorps projects and 

programs. Grant recipients must contribute additional resources to support the project. 
As your organization considers applying for an AmeriCorps grant and begins 

designing your program, there are many important factors to consider.

Being successful is more than just having a good idea for a program; if you become 

an AmeriCorps grantee, your organization will have many responsibilities.

Does your organization have the capability and experience to manage federal funds?

Do you have the capacity to manage and oversee the grant and all of its components? 

Do you have the ability to ensure all the AmeriCorps members are well trained and 

supervised?

Most programs actively engage other organizations as community partners to function 

as host sites for AmeriCorps members. Do you have strong partners in the community 

and in your focus area or can you develop them?
An AmeriCorps grantee must fulfill some core roles and responsibilities for the 

program and meet the requirements of the grant.

So while you determine the best management structure for your program, keep in 

mind your overall responsibilities. You must:

• employ strong fiscal and program management systems; 

• monitor financial management, program performance and member activities at 

operating sites and service locations; 

• train and provide technical assistance to staff at parent organization and at sites; 

• ensure the recruitment, orientation and training of members; 

• track and ensure the accuracy of member hours and activities, and track progress 

toward meeting approved performance measures; and

• act as liaison between CNCS or the Commission and other components of your 

program
As we described the grantee responsibilities, you may have heard the terms operating 

site and service location. It is important to understand the difference between the Parent 

Organization, Operating Sites and Service Locations and how they fit into the program 

management structure. The Key Terms webinar explained these already, but we will 

review briefly here, too.

The Parent Organization is the grantee, which has the ultimate legal responsibility for 

the grant. 

An operating site is the organizational entity that administers the AmeriCorps program 

in that state. For multi-state grantees, there will be at least one operating site in each 

state where they are placing members. Operating Sites can be affiliates, chapters or 

unaffiliated organizations. 

A service location is the organization where a member provides most of his/her service 

in the community. Typical service locations are schools, food banks, health clinics, 

community parks, etc. Service locations can be operating sites if the member actually 

serves at the operating site most of the time. 
AmeriCorps members can be placed at service locations individually or in teams; they 

can be based out of one organization or be distributed across the community. 

As you are thinking about your organization, your partners and the role service can 

play in addressing needs in your community, keep the following questions in mind: 

Where will the service activities take place? In one community, in one state or in

multiple communities across many states? 

Will services be based out of a partner organization or in scattered sites?

Where will your organization acquire match funds? Do you partner with other 

organizations who can provide the living allowance or other benefits (like housing, 

meals, or work study) to members during their term of service?

What is the capacity of your partner organizations to provide programmatic or 

financial support for the AmeriCorps program?

Your answer to these questions will help define your program design. 
There are 3 basic management structures used by AmeriCorps programs:

In the centralized model, the grantee takes care of all the administrative functions and 

assigns members to operating sites and/or service locations. For example, a grantee 

might have operating sites that are small community-based organizations with limited 

capacity or they might be state offices of the grantee. The grantee chooses to centrally 

manage the grant. Operating sites and/or service locations may be involved in 

recruiting and selecting members, but the grantee handles the eligibility screening and 

the member files. The grantee provides a high level orientation and training for the 

AmeriCorps members, although the operating sites are generally expected to provide a 

local orientation. The grantee manages member stipend payments and other 

administrative functions and provides members to the sites, but no funds go to the 

operating sites. 

In a decentralized model, the grantee sub-grants the funds, and the sub-grantee is 

responsible for member training, payroll and other administrative functions. For 

example, if you have operating sites with a history of successfully managing federal 

grants and they have the capacity to manage the AmeriCorps program, the grantee 

might choose to sub-grant the funds to each of their operating sites. Each site provides 

its own orientation and training for the AmeriCorps members. Each site manages 

member stipend payments and other administrative functions. 
You can also have a combination of these structures with more shared responsibilities. 

Remember, regardless of the management structure employed, the grantee organization

is still ultimately responsible to the Corporation for all funds and activities, so you will 

need to put into place a process for oversight and monitoring of any operating sites and 

service locations to ensure their compliance. 
Now that you have learned a little about what your organization should have in place 

to manage an AmeriCorps program, we want to share the starting point for developing 

a program. A program design starts with your theory of change. A theory of change 

defines a cause and effect relationship between a specific intervention, or service 

activity, and an intended outcome. 

It is essential to the program design that you be able to show how the problem you 

plan to address, the service activities (or intervention) the program will provide, and 

the anticipated outcomes relate to one another. Your theory of change is a method of 

explaining what needs to change, how you plan to create that change, why you think 

these particular activities will create the desired change, and the specific change you 

expect to see as a result.
It is extremely important to use data and evidence to support your program design. 

Data should be used to document the need in the community or to describe the 

problem your program will address. 

Data should be used identity the scope of the problem: Who is affected by the 

problem? How many are directly affected? How severe is the problem? It is 

important that the need is documented at the local level where members will serve, if 

at all possible.

In addition, data should identify the relevance of the problem, in other words, what 

makes this a compelling problem? Is it likely to become worse?

You also need to identify the causes of the problem so you can tackle it as close to the 

root cause as possible. Ask yourself repeatedly, ”why does the problem exist?” How 

is the problem perpetuated?
Evidence should be used to support the basis for the proposed intervention. As a grant 

applicant, you need to design activities for AmeriCorps members that demonstrate an 

evidence-based or evidence-informed approach to strengthening communities and 

solving community problems. 

The evidence basis for the intervention should demonstrate that the proposed 

intervention is likely to solve the identified problem and should support a particular 

design, frequency, intensity and duration of the intervention that is optimal to achieve 

the desired outcomes.
The evidence basis for an intervention, or member service activities, may come from 

one or more of the following:

 The results of impact evaluation(s) of the proposed program or of similar 

programs;

 Experimental or quasi-experimental research studies that document the 

effectiveness of this or similar programs;

 Past performance measurement data showing the outcomes of the program
Data that supports the need and evidence for your intervention should be:

• Relevant

• Compelling

• Up-to-date, and

• From reliable and objective sources
Not only do you need to define the problem you want to address and 

identify the intervention to be carried out by the AmeriCorps members, 

you also need to identify your outcomes. 

Your outcome is the change in attitude, knowledge, behavior, or condition 

that results from the intervention. Outcomes may reflect changes in 

individuals, organizations, communities, or the environment.

Whatever outcomes you select, they must be measurable and must align 

with the problem and intervention you identified.
You have just learned how to connect the components together that 

address the theory of change for a program, however, having an identified 

problem, an intervention to address that problem, and measurable 

outcomes that result from the intervention, does not complete your 

AmeriCorps program design.

You will need to further develop components that will give your program its 

AmeriCorps identity, allow members to have a powerful service experience, 

and engage community volunteers to expand your impact.
The AmeriCorps Notice of Funding Opportunity and the Application 

Instructions will outline the specific criteria that you should address (and 

program components you should develop) as you complete your AmeriCorps 

application.

You can find much more information about how to describe and document:

Why AmeriCorps Members are a highly effective means to solving your 

identified community problem,

How you plan to recruit, train and supervise your AmeriCorps members,

How your program will provide a powerful service experience for members,

How community volunteers will be engaged in your service activities, 

And your organization’s commitment to identify itself as an AmeriCorps 

program and its members as AmeriCorps members.

You will need to review the Notice and the application instructions 

together to fully address all of the application selection criteria and the 

required narrative, budget, and performance measurement information.
This concludes the AmeriCorps Program Management and Design 

presentation. This is the final webinar to assist grant applicants in 

understanding how to apply for AmeriCorps funding. In addition to these 

webinars, please review the Notice of Funding Opportunity and other 

materials posted on our website to help you prepare to apply for an 

AmeriCorps grant.

In addition to the various online resources, the AmeriCorps Outreach 

team will host calls in the fall to assist applicants as you complete the 

application process. You can also sign up for periodic email updates by 

clicking on the “Get Email Updates” link at the top right-hand corner of 

the CNCS website.

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Thank you for your participation, please complete the session evaluation. 

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If you have any questions, please contact CNCS via internet or phone at 

AmeriCorpsGrants@cns.gov or 202.606.7508

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