FGP 

Operations 

Handbook Version: 2020.2 (April 2020) 

Title: FGP Operational Handbook

Date issued: April 2020

Date posted: April 1, 2020

Unique identifier: SC 002 

Topic: Effective practices for FGP grants 

management.

Summary: This document provides ideas and 

suggestions for effective practices in operating 

and managing many aspects of FGP grants.
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Foster Grandparent 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 D.4 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. 

3 This change is not 

related to a specific 

chapter.

On April 1, 2020 the stipend increase went in to effect, making the

stipend for Senior Companion volunteers $3.00/hour. References to

the former stipend amount were updated to reflect this increase.

4 This change is not 

related to a specific 

chapter.

The cost per VSY threshold in National Performance Measure

Outcomes increased from $6,000/VSY to $6,500/VSY. References to

the former stipend were updated to reflect this increase.
Foster Grandparent 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

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

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

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

RESOURCES OF CNCS .................................................................................................................................................5

2 PROJECT OPERATIONS ......................................................................................................................................... 13

ELIGIBILITY, AWARDS, AND SPONSORSHIP..............................................................................................................13

SPONSOR RESPONSIBILITIES....................................................................................................................................13

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

EFFECTIVE PRACTICES IN PROJECT OPERATIONS..................................................................................................................20

3 PERFORMANCE MEASUREMENT AND EVIDENCE-BASED PROGRAMMING........................................................... 21

CNCS PERFORMANCE MEASUREMENT INITIATIVE..................................................................................................21

EVIDENCE BASED PROGRAMMING..........................................................................................................................24

4 COMMUNITY PARTICIPATION.............................................................................................................................. 27

LOCAL OWNERSHIP .................................................................................................................................................27

FGP ADVISORY COUNCIL..........................................................................................................................................27

5 PROJECT STAFF .................................................................................................................................................... 30

GENERAL PROVISIONS.............................................................................................................................................30

STRUCTURE .............................................................................................................................................................30

PERSONNEL POLICIES FOR PROJECT STAFF..............................................................................................................31

PROJECT STAFF ROLES .............................................................................................................................................32

EFFECTIVE PRACTICES FOR BUILDING PROJECT STAFF...........................................................................................................35

6 VOLUNTEER STATIONS......................................................................................................................................... 36

INTRODUCTION.......................................................................................................................................................36

VOLUNTEER STATION ROLES AND RESPONSIBILITIES..............................................................................................38

PREPARATION OF THE MEMORANDUM OF UNDERSTANDING ...............................................................................40

EFFECTIVE PRACTICES FOR MANAGING VOLUNTEER STATIONS..............................................................................................42

7 FGP VOLUNTEER ASSIGNMENTS .......................................................................................................................... 44

CRITERIA FOR VOLUNTEER ASSIGNMENTS ..............................................................................................................44

SELECTION OF ASSIGNMENTS..........................................................................................................................................45

CHILDREN SERVED BY FOSTER GRANDPARENTS......................................................................................................46

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

EFFECTIVE PRACTICES IN FGP VOLUNTEER ASSIGNMENTS ....................................................................................................49
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8 FGP VOLUNTEERS ................................................................................................................................................ 51

ELIGIBILITY TO BE ENROLLED...................................................................................................................................51

RECRUITMENT OF FOSTER GRANDPARENT VOLUNTEERS .......................................................................................52

SELECTION OF FOSTER GRANDPARENT VOLUNTEERS .............................................................................................55

SELECTION OF FGP VOLUNTEERS.............................................................................................................................59

ENROLLMENT OF FOSTER GRANDPARENTS.............................................................................................................60

ORIENTATION AND TRAINING OF FOSTER GRANDPARENT VOLUNTEERS ...............................................................61

SERVICE REQUIREMENTS.........................................................................................................................................68

EFFECTIVE PRACTICES IN MANAGING FOSTER GRANDPARENT VOLUNTEERS .............................................................................70

9 FGP VOLUNTEER COST REIMBURSEMENTS .......................................................................................................... 72

ADMINISTRATION OF COST REIMBURSEMENTS......................................................................................................72

VOLUNTEER COST REIMBURSEMENTS DETAILED....................................................................................................73

LEGAL REPRESENTATION.........................................................................................................................................78

10 GRANTS MANAGEMENT ...................................................................................................................................... 80

INTRODUCTION TO GRANTS MANAGEMENT ..........................................................................................................80

ROLE OF THE CNCS GRANT OFFICIAL .......................................................................................................................83

BUDGET MANAGEMENT..........................................................................................................................................84

GRANT AMENDMENTS AND REBUDGETING............................................................................................................93

ACCESSING GRANT FUNDS AND MANAGING ADVANCES........................................................................................93

SUSPENSION, TERMINATION, AND DENIAL OF REFUNDING....................................................................................95

AUDIT REQUIREMENTS............................................................................................................................................95

CONCLUSION...........................................................................................................................................................96

EFFECTIVE PRACTICES FOR SECURING NON-CNCS FINANCIAL AND IN-KIND SUPPORT ...............................................................97

11 REPORTS AND RECORDKEEPING .......................................................................................................................... 99

REPORTS..................................................................................................................................................................99

RECORDKEEPING...................................................................................................................................................101

PROJECT COMPLIANCE MONITORING SITE VISIT...................................................................................................108

EFFECTIVE PRACTICES IN REPORTS AND RECORDKEEPING...................................................................................................109

12 COMMUNITY PARTNERSHIPS AND COLLABORATION......................................................................................... 110

COORDINATION WITH OTHER CNCS PROGRAMS AND COMMUNITY ORGANIZATIONS........................................110

PUBLIC AWARENESS ..............................................................................................................................................111

EFFECTIVE PRACTICES IN COMMUNITY RELATIONS ............................................................................................................113

13 FGP HANDBOOK CROSS REFERENCE INDEX........................................................................................................ 114

14 DESCRIPTION AND LIST OF APPENDICES ............................................................................................................ 120

SECTION A: ALL PROGRAMS ................................................................................................................................................120

SECTION C: FOSTER GRANDPARENT AND SENIOR COMPANION PROGRAMS ..................................................................................121

SECTION D: FOSTER GRANDPARENT PROGRAMS ONLY .............................................................................................................121
Foster Grandparent 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 Foster Grandparent Program Operations Handbook (Handbook) provides ideas and suggestions 

for effective practices in operating and managing many aspects of local FGP 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 FGP, but the Handbook does not address all issues covered in the 

regulations. Sponsors and project directors are required to follow the FGP Federal Regulations, 

published in Title 45, Chapter XXV, Part 2552, 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 manager.

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.
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1 INTRODUCTION AND OVERVIEW 

PURPOSE OF HANDBOOK 

This Handbook has been developed for the use of sponsors of FGP (Foster Grandparent Program) 

projects, including executive directors or their designees, FGP project directors and other project staff, 

FGP 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 FGP Program Regulations, the Terms and Conditions of the 

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

HANDBOOK DESIGN 

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

project staff with ideas and suggestions for operating their FGP 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 FGP in 

the FGP 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. 

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.7for 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 FGP: Purpose and Goals 

 Purpose

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

agencies and organizations for to engage persons 55 and older in volunteer service by serving 

children and youth in their communities. 

 Goals

Foster Grandparents are role models, mentors, and friends to children with special and 

exceptional needs, or who are in circumstances that limit their academic, social or emotional 

development. Achievement of FGP's purpose is facilitated by the coordination of the resources of 

CNCS, the FGP sponsor, and the community to fulfill the following goals of FGP:

1) Develop opportunities for older people willing to share their experience, abilities, and skills 

for the betterment of their community and themselves to serve children and youth in their 

communities. 

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 FGP 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 FGP 

The 1960 White House Conference on Aging highlighted the need for all older people to stay active 

which could be done through service to their country. The conference led to the passage of the Older 

Americans Act of 1965 under which several pilot demonstration programs were initiated, including 

the Foster Grandparent Program, financed by the Office of Economic Opportunity (OEO) and 

administered by the Administration on Aging (AoA).

In August of 1965, under AoA, the program was launched nationally with 21 projects located 

throughout the United States whose goals were to engage people over age 60 who have some income 

limitation, with opportunities to provide one-to-one love and attention to children in institutional 

group settings while providing the older person with a sense of contribution, purpose, and a small 

stipend to their poverty-level income, enabling them to participate without cost to themselves. 

The program quickly demonstrated that these older Americans were not only willing to share their 

time but had a deep desire to help others and could make a lasting, positive impact on their 

community. Over the years, the Foster Grandparent Program evolved to include supporting children 

in public schools and other settings.

In 1971 President Nixon created the ACTION agency to provide coordination of all government 

sponsored volunteer programs and in 1993, the Corporation for National and Community Service 

(CNCS) was established, merging the work and staffs of two agencies: ACTION; and the Commission 

on National and Community Service. The CNCS mission was to connect Americans of all ages and 

backgrounds with opportunities to give back to their communities and their nation.

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. It also lowered the age eligibility from 60 to 55 and increased income 

eligibility to 200% of the poverty level. The Act also authorized FGP volunteers to expand service to

children “having special or exceptional needs or with conditions or circumstances identified as limiting 

their academic, social, or economic development.”

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 the Senior Companion Program, most 

notably, the regulations changed the volunteer service hour requirement to at least five (5) hours 

weekly or 260 hours annually and reduced the minimum requirement of ongoing in-service training 

annually from 40 hours to 24 hours. 

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 
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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. 

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.

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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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 

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

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 required National Service Criminal History Checks? 

National Service Criminal History Checks

 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 
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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 

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
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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

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 
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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. 

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 FGP 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 FGP 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:
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 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.

 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.
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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 

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 2552.21). 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 FGP are in Chapter XXV, Part 2552, 

which is typically cited as “45 CFR 2552.”

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 

ELIGIBILITY, AWARDS, AND SPONSORSHIP 

2.1.1 Sponsor Eligibility 

The CNCS awards federal FGP 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 FGP projects.

2.1.2 Solicitation of Proposals 

When federal FGP 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 FGP grant. 

Notices are posted at CNCS Funding Opportunities & Resources 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. 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.

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 2552 Subpart B of the FGP regulations. A 

few key responsibilities are listed here: 

1) Focus Foster Grandparent resources on critical problems that affect children with special or 

exceptional needs, or children in circumstances that limit their academic, social, or emotional 

development within the project service area and in compliance with CNCS performance measure 

requirements.

2) Ensure that National Service Criminal History Checks are conducted according to CNCS’srequirements 

and the sponsor’s written policy for every Foster Grandparent and covered staff (see National Criminal 

Checks Resources webpage and Chapter 8 for further details).

3) Assess, in collaboration with other community organizations or through utilization of an existing 

assessment, the needs of the client population in the community and develop strategies to respond 

to those needs using Foster Grandparent resources.

4) Develop and manage one or more volunteer stations to provide 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. Proprietary health care 

organizations are for-profit health care organizations that serves one or more vulnerable 

populations (45 CFR 2552.12). 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 FGP volunteers is governed by a Memorandum of 

Understanding (MOU) between the sponsor and each volunteer station. (See Preparation 

of the Memorandum of Understanding in Chapter 6, for more information.)

c) Complying with and ensuring that all volunteer stations comply with all applicable civil 

rights laws and regulations, including non-discrimination based on disability and providing 

reasonable accommodation where appropriate. (See Appendix A.2, Primer on Civil Rights 

Compliance.)

d) Developing service opportunities to support locally-identified needs of eligible children in 

a way that considers the skills and experiences of Foster Grandparents and meets the 

performance outputs and outcomes approved in the grant application. 

5) Make special efforts to recruit and place into FGP 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. The sponsor should stress the recruitment 

and enrollment of persons not already volunteering.
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6) Provide FGP volunteers with: 

a) Assignments that show direct and demonstrable benefits to the children, the community 

served, the Foster Grandparents, and the volunteer station; 

b) Required cost reimbursements specified in 45 CFR 2552.46, including insurance, 

transportation, and recognition of their service, and the elective cost reimbursements of 

meals, uniforms, and physical exams.

c) A minimum of 20 hours of pre-service orientation and at least 24 hours annually of inservice training (45 CFR 2552.23(f)).

7) Secure community participation in local project operation by establishing an advisory council. (See 

Chapter 4, Community Participation, for additional information.)

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

carry out its project management responsibilities.

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 

project staff for Senior Corps program(s) within its control (45 CFR 2552.25(c)). (See 

Chapter 5, Project Staff, for more information).

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.

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

requirements in 45 CFR 2540.200–207.

d) Consider all project staff as sponsor employees subject to its personnel policies and 

procedures (45 CFR 2552.25(d)).

e) Compensate project staff at a level that is comparable with similar staff positions in the 

sponsor organization and/or project service area, as is practicable (45 CFR 2552.25(e)).

f) Establish risk management policies and procedures covering project and Foster 

Grandparent activities. This includes but is not limited to policies and procedures on 

criminal history checks of staff and volunteers, and the provision of appropriate insurance 

coverage for Foster Grandparents, vehicles, and other properties used in the project.

g) Establish written service policies for Foster Grandparent volunteers that include but are 

not limited to annual and sick leave, holidays, service schedules, termination, appeal 

procedures, meal and transportation reimbursements and document that volunteers 

have received program policies. 

h) Conduct an annual appraisal of volunteers' performance and annual review of their 

income eligibility. 
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i) Ensure that appropriate liability insurance is maintained for owned, non-owned, or hired 

vehicles used in the project.

j) Assume full responsibility for securing maximum and continuing community financial and 

in-kind support to operate the project successfully.

9) 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.

10) Encourage the most efficient and effective use of Foster Grandparents by coordinating project 

services and activities with related national, state and local programs, including other CNCS programs.

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 FGP grants. 

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

Conditions of your grant award. 

All FGP 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 FGP 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 program officer/portfolio manager will set-up a meeting with the 

sponsor and grants officer to review the status of the grant funds for close-out. The project will be 

responsible to complete final project and financial reports. 

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.
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SPECIAL LIMITATIONS INCLUDING PROHIBITED ACTIVITIES 

The following are special limitations, including prohibited activities, to which FGP 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 2552.121(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 FGP 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 FGP 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 

FGP 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:

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
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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 2552.121(g)] 

1) FGP 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 FGP.

2.3.4 Non-Discrimination [45 CFR 2552.121(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 FGP volunteer, or with respect 

to any activity or 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.

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.

2.3.5 Labor and Anti-Labor Activity [45 CFR 2552.121(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 

2552.121(b) and 45 CFR 1216] 

An FGP 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.
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2.3.7 Prohibition on Fee-for-Service [45 CFR 2552.121(c)] 

Under no circumstances may an FGP 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 FGP 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 2552.121(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 2552.45] 

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

Government.

2.3.10 Fair Labor Standards [45 CFR 2552.121(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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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 FGP 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 

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 FGP 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 applicants for 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.

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 

LOCAL OWNERSHIP 

FGP 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.

FGP 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 2552.24] 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 FGP program regulations (see 45 CFR Part 2552), it is permissible for 

some or all of the members of that board to also serve on the FGP 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 FGP 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.

FGP 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 2552.24]:

• 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 2552.24(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 Program officer/portfolio 

manager or Grants Officer to ensure that it meets these conditions. 
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5 PROJECT STAFF 

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 2552.22 and 45 CFR 

2552.25]

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.

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 2552.25 (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 FGP volunteer assignments

e) Types of Foster Grandparent placements and assignments (more project staff time is sometimes 

needed to administer and monitor Foster Grandparents with in home assignments) 

f) Specific needs of the children served 

g) Availability of funds

h) Meeting Performance Measure requirements which involves collecting, storing, and aggregating 

data

i) 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

j) Availability of supplemental state or federally subsidized full- or part-time staff, and FGP or nonFGP volunteer staff
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• 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;

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 FGP projects.

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

operational functions. 

PERSONNEL POLICIES FOR PROJECT STAFF 

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

policies [45 CFR 2552.25(d)]. 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 shall compensate project staff at a level that is comparable with similar positions in 

the sponsor organization and/or the project service area, as is practicable [45 CFR 2552.25(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 Criminal History Check 

Resources 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 of 

2009, 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, 
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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 

required annual NSCHC e-course, an FAQ document, and links to technical assistance resources 

can be found on the Criminal History Check Resources 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 

Grantees that 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. 

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, FGP

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 
Foster Grandparent Program Operations Handbook Chapter 5: Project Staff

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quality of project operations. The project director may participate in activities to coordinate program 

resources with those of related local agencies, boards, or organizations. [45 CFR 2552.25(c)]

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 

for temporarily continuing operations without a project director should also be submitted to the CNCS 

State Office 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 FGP volunteers. 

d) Providing coordinated pre-service orientation, in-service instruction, and overall supervision 

of Foster Grandparents with volunteer station professional staff. 

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

volunteer placement, and project assessment.

f) Maintaining appropriate fiscal and program records 

and preparing reports. 

g) Developing and maintaining close coordination with 

volunteer stations.

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

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

i) Keeping FGP advisory council members informed and soliciting their advice on matters 

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

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

staff to obtain resources for the project. 

k) Providing information and support to FGP volunteers.

l) Appraising Foster Grandparent performance.

m) Assessing appropriateness and performance of volunteer stations.

n) Attending training conferences conducted or authorized by CNCS.

o) Preparing and submitting applications and requests for amendments in the electronic grants 

system.

See Appendix C.4 for a sample 

position description for an FGP 

Project Director
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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 project activities including recruitment, in-service training, 

supervisory arrangements, and other activities in cooperation with the project director and 

appropriate volunteer station staff.

2) Coordinating Foster Grandparent assignments including assisting volunteer station staff to 

develop volunteer assignment plans and volunteer activities and monitoring progress toward 

achieving the expected outcomes and impact specified in assignment plans.

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 FGP volunteers.

5) Assessing appropriateness and performance of volunteer stations.

6) Attending training conferences conducted or authorized by CNCS as funding allows.

5.4.3 VOLUNTEER SUPERVISION 

5.4.3.1 Staff Responsibility 

1) The project staff's general responsibility regarding the supervision of Foster Grandparents is to:

a) Ensure that volunteer stations designate a staff member to provide day-to-day supervision of 

Foster Grandparents while on assignment and that supervision is effective.

b) Concur with the volunteer station staff's selection of children for assignment to each Foster 

Grandparent. 

c) Ensure maintenance of person-to-person relationships between Foster Grandparents and 

children to whom they are assigned. 

d) Provide orientation and regular in-service training to explain policies, enhance skills related 

to assignments, provide information concerning community services available to low-income 

older persons, and arrange for group discussion to share experiences and address issues. 

2) Specific supervisory practices vary from project to project and derive from project oversight

obligations identified in the Memorandum of Understanding and in individual volunteer 

assignment plans.

Examples are:

a) Clarifying with volunteer stations the arrangements for days and hours of service and the 

agreed-upon activities defined in the Memorandum of Understanding. 

b) Making periodic site visits to volunteer stations and in-home sites to monitor the satisfaction 

of the Foster Grandparents with their assignments and the progress of children in reaching 

established objectives; determining, in coordination with the volunteer station, whether or 

not the services of the Foster Grandparents are appropriate to the child's needs or whether 

the volunteer should be reassigned.
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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, Foster 

Grandparent Program, 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 

INTRODUCTION 

FGP volunteers are recruited and enrolled by the FGP project and placed with or through volunteer 

stations. Volunteer stations are encouraged to support FGP 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 FGP

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 2552.12).

A. Proprietary health care organizations are private, for-profit 

health care organizations that serve one or more vulnerable 

populations (45 CFR 2552.12). 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.

B. 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. 

C. 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] 

D. 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). 

E. 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.
Foster Grandparent Program Operations Handbook Chapter 6: Volunteer Stations

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6.1.2 Types of Volunteer Stations 

Potential volunteer stations include but are not limited to the following types of agencies or organizations, 

if they serve eligible children as defined in the FGP regulations( 45 CFR 2552.12):

Examples of Volunteer Stations

Before/After School Programs Head Start Centers 

Development Disability Centers Juvenile Corrections Centers

Foster Care Agencies Charter Schools

Elementary Schools Secondary Schools

6.1.3 FGP Project or Sponsor as Volunteer Station 

The FGP 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 2552.61].

6.1.4 Volunteer Station Cash or In-Kind Support of Volunteers 

1) In accordance with 45 CFR 2552.121(c) an FGP volunteer station may contribute to the financial 

support of the FGP project. However, this support shall not be a required precondition for a 

potential station to obtain FGP 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.

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. 
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VOLUNTEER STATION ROLES AND RESPONSIBILITIES 

6.2.1 Responsibilities of FGP Volunteer Stations 

Individual volunteer assignment plans are required for all Foster Grandparents [45 CFR 2552.72]. 

Assignment plans are developed by the station in collaboration with the FGP project staff. The assignment 

plan must be must be approved and signed by the project staff on behalf of the sponsor, station 

representative, and the volunteer. If verification of the child’s need is included in the assignment plan, the 

plan must be signed by the appropriate professional. (See Appendix D.1 for a sample Volunteer 

Assignment Plan.) 

1) Development of Volunteer Assignment Plans 

The following steps are recommended to develop volunteer assignment plans: 

a) Identify prospective children to be served;

b) Document the specific need(s) of the child as verified by an appropriate professional;

c) Describe the activities the Foster Grandparent will perform, the schedule for their 

performance, and the supervisory relationship between the volunteer and the volunteer 

station;

d) Describe the expected results of the Foster Grandparent's activities;

e) Describe the expected impact on the child of attaining the expected results; and

f) Format the assignment plan, to show, by their respective signatures, the acceptance of the 

plan by the Foster Grandparent and approval by project and station staff. 

2) Management of Assignment Plans 

a) Volunteer assignment plans should be reviewed periodically to ensure that they remain 

current and appropriate for the Foster Grandparents and their clients.

b) Annually, a review of each Foster Grandparent's impact should be performed, which 

examines:

c) The child’s needs;

d) The service activities performed, adjustments made, and potential areas for improvement;

e) Adherence to planned schedule and adjustments made;

f) Results or accomplishments achieved; and

g) Impact on the child.

6.2.2 Letters of Agreement for In-Home Assignments 

Under 45 CFR 2552.62(d) volunteer stations that manage assignments in private homes must obtain a 

Letter of Agreement describing and authorizing the FGP volunteer activities in each home See Chapter 7: 

FGP Volunteer Assignments for more information on Letters of Agreement for In-Home Assignments. 
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6.2.3 Volunteer Station Participation in Training Events 

1) During the initial orientation of volunteers, project staff are encouraged to involve volunteer 

station staff in the program overview and explanation of services and volunteer activities. This 

may be accomplished through group presentations in formal classroom exercises and station site 

visits. 

2) Project staff are also encouraged to utilize volunteer station staff and other community resource 

professionals to cooperatively plan and implement monthly in-service training events.

3) Foster Grandparent assignments at some volunteer stations may necessitate training over and 

above the 20 hours of pre-service orientation and at least 24 hours annually of in-service training

(45 CFR 2552.23(f).

6.2.4 Volunteer Station Supervision of Foster Grandparents 

Volunteer stations are responsible for the daily supervision of Foster Grandparents on assignment. 

The quality of supervision or support is the most critical factor, after the assignment itself, in 

contributing to the success of the Foster Grandparent experience. Supervision should be on going and 

constructive. The volunteer station supervisor may be a different staff member than the station 

representative who signs the MOU. Supervision includes:

1) Development of individual volunteer assignment plans in collaboration with project staff.

2) Providing regular and on site supervision of Foster Grandparent performance on assignments. 

3) Monitoring of volunteer activities regularly to ensure that Foster Grandparents and children 

are satisfied with the assignment and, with project staff, determine the continued 

appropriateness of the assignment. 

4) Annually completing written volunteer performance appraisals

5) Referring Foster Grandparents to project staff for possible reassignment, transfer, or 

termination.

6) Carrying out other responsibilities identified in Memorandum of Understanding, Letters of 

Agreement, and individual plans.

6.2.5 Volunteer Station Responsibilities Concerning Transportation 

Volunteer stations are responsible for arranging Foster Grandparent travel between different 

assignments with the same station and for associated costs, unless otherwise provided in the 

Memorandum of Understanding.

6.2.6 Other Volunteer Station Responsibilities 

1) Assisting in the provision of appropriate volunteer recognition activities. 

2) Providing for volunteer safety. 

3) Keeping records and preparing reports required by the sponsor, including:

a) Volunteer timesheets.

b) Updates and accomplishments relating to the written volunteer assignment plans.

c) Data and information to document and report accomplishments and impacts for the 

children and other data needed for FGP Progress Reports.

d) Volunteer performance reports. 

e) Testimonials and examples of how Foster Grandparents meet the needs and improve 

the lives of children served as well as of impact on the capabilities of the volunteer 
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station and its staff to carry out the station’s mission and/or achieve its goals, 

objectives, responsibilities to clients, etc.

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 2552.23(c) 

(2). (See Appendix C.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 

Memorandum of Understanding may be amended at any time by mutual agreement. The effective date 

of a new Memorandum of Understanding must be on or after the date the Memorandum of 

Understanding is signed. 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 FGP 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 in 45 CFR 2552.23(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 FGP 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 

C.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 FGP volunteers and a description of supervisory arrangements.
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3) Volunteer station and sponsor contributions to support FGP volunteers (meals, insurance, 

transportation, physical examinations (if applicable), uniforms, 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) An agreement that the volunteer station shall provide specific written individual volunteer 

assignment plans for each volunteer prior to assignment.

8) An agreement that the volunteer station shall verify that Foster Grandparents serve only children 

and youth with special and exceptional needs, or in circumstances that limit their academic, social, 

or emotional development, who are less than 21 years of age.

9) Provision for a Letter of Agreement for in-home assignments. (See Appendix C.10 for more 

information.)

10) Provision for ensuring that the National Service Criminal History Check meets all CNCS 

requirements is prior to Foster Grandparents beginning their service.

11) Provision for the safety of the FGP volunteers while on assignment.

12) An 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.

13) An agreement that the volunteer station shall provide required reports.

You may also want to include: 

1) An estimate of the number of Foster Grandparent volunteer assignments projected to be available 

with or through the volunteer station.

2) A brief description of the Foster Grandparent assignment(s).

3) 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.

4) An estimate of the number of children to be assisted by FGP volunteers.

5) The average number of persons the volunteer station serves annually.

6.3.4 MANAGEMENT OF VOLUNTEER STATIONS 

1) Foster Grandparents may be placed with more than one volunteer station, depending on the need 

for service and individual Foster Grandparents' capabilities.

2) The sponsor should appraise all volunteer stations regularly to determine continued viability. 

Assessments should include types of clients served, supervision and training provided Foster 

Grandparents, compliance with program regulations, data collection requirements, and other 

support.
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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, FGP, and the project prior to 

the placement of volunteers.

B. Communicating to the volunteer stations its policies on the terms and conditions of FGP 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 FGP 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, FGP 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 FGP 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 FGP VOLUNTEER ASSIGNMENTS 

CRITERIA FOR VOLUNTEER ASSIGNMENTS 

7.1.1 General Criteria 

FGP projects will develop volunteer assignments in alignment with FGP performance measure work plans 

and outcomes and will do so prior to the recruitment of FGP 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 the critical needs of children and youth served. 

7.1.2 Foster Grandparent Assignments 

Volunteer station professional staff select the children to be served and prepare a volunteer assignment 

plan, approved by the FGP project director, for the Foster Grandparents to use as a guide in serving their 

assigned children. Confidentiality concerning the identity and needs of the specific children served must 

be respected. For example, the sample assignment plan included as Appendix D.1 suggests that for 

reasons of confidentiality a pseudonym may be used to identify individual children. All assignments must 

meet the following criteria:

1) Assignments will provide support and/or facilitate access to services and resources that 

contribute to improved academic, social, or emotional development outcomes for children

served. 

2) Assignments and activities must involve person-to-person supportive relationships with the 

population served. Each Foster Grandparent must be assigned to individual children in order to 

develop a personal relationship with each child.

3) Assignments should include activities that lead to measurable outcome-based results as noted in 

the Grant Application Guidelines. 

4) Assignments may not include administrative support service to the volunteer station. 

5) Individuals served by Foster Grandparents must be children with special or exceptional needs or 

children in circumstances that limit their academic, social, or emotional development. 

6) A Foster Grandparent must serve a minimum of 260 hours annually, or a minimum of 5 hours per 

week, not to exceed a total of 2,080 hours per year (45 CFR 2552.51). 

7) Assignments and activities should serve the dual purpose of providing a high-quality experience 

that will enrich the lives of the volunteers and meet critical community needs that are aligned 

with national performance measures and provide specific outcomes for the children served.

8) Foster Grandparents may assist small groups when, by doing so, they can continue to directly 

serve the needs of their assigned children. Such as when the assigned child is a part of a small 

group or when socialization is an outcome objective for the child.

9) Volunteer stations provide a written outline of duties or description of individual assignments [45 

CFR 2552.12(y) and 2552.62]. These should be maintained on file in the FGP 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 D.1 for a sample FGP volunteer assignment description.)
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Appropriate Assignments Inappropriate Assignments 

Encouraging the social and emotional 

development of disadvantaged young children Answering telephones in the front office

Reading to a child in a Head Start program Preparing classroom materials or performing other 

teacher’s-aide activities

Teaching English to a child for whom it is a second 

language

Being solely responsible for watching children while 

a teacher or instructor is otherwise engaged

Tutoring disadvantaged youth towards GED 

completion

Any role that would otherwise be performed by an 

employed worker

SELECTION OF ASSIGNMENTS 

1) Assignments and terms of service, including the service schedule, should reflect individual Foster 

Grandparent preferences and skill set along with the needs of children. Project and volunteer 

station staff should ensure that a range of service opportunities are available to provide a choice 

of assignments for Foster Grandparents.

2) Because Foster Grandparents are a limited resource, assignments should be carefully selected, 

taking into account outcomes objectives for children with special and exceptional needs, or in 

circumstances that limit their academic, social, or emotional development,such as their potential 

to achieve significant improvements in their lives.

7.2.1 In-Home Assignments 

7.2.1.1 Careful Planning with Volunteer Stations 

In home assignments of Foster Grandparents require planning by the sponsor and by volunteer station 

professional staff in cooperation with child and parent. Where a Foster Grandparent serves a child in 

home and within the context of the child's family, volunteer activities must primarily and directly benefit 

the child. 

7.2.1.2 Letters of Agreement for In-Home Assignments 

1) According to 45 CFR 2552.62(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 a 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 
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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) 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 D.1 and a template letter of agreement for in-home 

assignment is included in Appendix C.10. A sponsor may combine these templates to address this 

situation, if appropriate. 

7.2.2 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 

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. 

CHILDREN SERVED BY FOSTER GRANDPARENTS 

7.3.1 Age of Children 

1) Children assigned to Foster Grandparents must be under 21 years of age.

2) When a Foster Grandparent is assigned to a child with a disability, the assignment may continue 

beyond the child's 21st birthday, provided the following conditions specified in 45 CFR 2552.82

are met: 

a) The Foster Grandparent was assigned to the child before the child reached 21 years 

of age.
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b) The volunteer station professional staff responsible for the child's care certifies that 

continued assignment is in the best interest of both the Foster Grandparent and the 

child.

c) The Foster Grandparent, sponsor, volunteer station professional staff, and the child's 

parent or person legally responsible for the child, agree to the continued assignment. 

3) In cases where the assigned Foster Grandparent becomes unavailable to serve a particular 

individual with a disability, the sponsor may select another Foster Grandparent to continue the 

service.

7.3.2 Selection of Children to be Served 

Volunteer station professional staff are responsible for, and project staff must concur in, the selection 

of individual children to be served by each Foster Grandparent in accordance with the criteria and 

definitions in the FGP regulations for children with special needs, children having exceptional needs, 

or children in circumstances that limit their academic, social, or emotional development(45 CFR 

2552.12 and 45 CFR 2552.23). In an educational setting, the professional may be an educator, 

counselor, or other appropriate professional. In a health setting, the professional may be a physician, 

psychiatrist, psychologist, registered nurse or licensed practical nurse, physical therapist, or similar 

professional. In these and other settings, the primary requirement is that the person evaluating the 

child's need has had professional training in a field directly related to the child's need. 

7.3.2.1 Children having exceptional needs defined

In FGP regulation 45 CFR 2552.12, Children having Exceptional Needs are defined as:

Children who have a developmental disability, such as those who have autism, intellectual 

disability, cerebral palsy or epilepsy, a visual impairment, speech impairment, hearing 

impairment, or orthopedic impairment, an emotional or behavioral disorder, a language disorder, 

a specific learning disability, multiple disabilities, other significant health impairments, or have 

literacy, math or other educational assistance needs. Before a Foster Grandparent is assigned to 

the child, existence of a child's exceptional need shall be verified by an appropriate professional, 

such as a physician, psychiatrist, psychologist, including school psychologists, registered nurse or 

licensed practical nurse, speech therapist, licensed clinical social worker, or educator.

7.3.2.2 Children with special needs defined

In FGP regulation 45 CFR 2552.12, Children with special needs are defined as:

Children who are abused or neglected; in need of foster care; adjudicated youth; homeless 

youths; teen-age parents; and children in need of protective intervention in their homes. 

Existence of a child’s special need shall be verified by an appropriate professional before a Foster 

Grandparent is assigned to the child.
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TERMINATION OF ASSIGNMENTS 

1) When possible, plans should be made to phase out the Foster Grandparent to child relationship 

gradually to avoid a sudden disruption. Under the following conditions, discontinuance of a 

relationship should be arranged with the guidance of volunteer station professional staff when a:

a) Child's need for individual attention through a person-to-person relationship 

diminishes. 

b) Relationship is no longer satisfying for the Foster Grandparent.

c) Child becomes unmanageable in terms of size, strength, or behavior. 

d) Child reaches age 21 (see above for exception). 

e) Conflict between the Foster Grandparent and the child's parent is apparent.

2) Regardless of the cause of termination of an assignment, the decision must be made jointly by 

project and volunteer station staff, with input of the Foster Grandparent, if appropriate.

3) 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 FGP staff or the 

project.
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EFFECTIVE PRACTICES IN FGP 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 children they serve and/or their community.

E. For outcome-based assignments, ensures that the assignment supports the projects performance 

measure outcomes. 

II. Effective Practices for Ensuring the Safety of FGP Volunteers 

The project:

A. Addresses all relevant safety issues, including service conditions at volunteer stations, prior to 

permitting FGP 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 FGP volunteers are provided with pre-service 

and ongoing training on safety issues;

D. Works jointly with volunteer stations to assess, on a regular basis, safety issues related to FGP

service; and

E. Promptly and effectively responds to FGP volunteers’ emergencies and complaints and designates 

a staff person to respond to such concerns. 

III. Effective Practices for Communicating with FGP Volunteers 

The project clearly communicates with FGP 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 FGP volunteers in delivering the needed services (See Appendix 

D.1 for an example of an FGP 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;
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C. Ensuring that FGP volunteers know their key contacts and sources of assistance or help during 

their service, and how to contact them.

D. Routinely addressing roles and responsibilities of Foster Grandparents during in-service training.

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 FGP VOLUNTEERS 

ELIGIBILITY TO BE ENROLLED 

8.1.1 Requirements 

Foster Grandparents must be 55 years of age or older and be capable of serving children with exceptional 

or special needs, or children who are in circumstances that limit their academic, social, or emotional 

development. Foster Grandparents must be able to provide such service without detriment to either 

themselves or the children served, and be willing to abide by the FGP program requirements. [Section 

211(a) of the Domestic Volunteer Service Act of 1973, as amended; 45 CFR 2552.23]

8.1.2 Non-Discrimination 

Eligibility to be an FGP 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 2552.41(b)].

8.1.3 Income Eligibility Requirement 

To be enrolled and receive a stipend, a Foster Grandparent cannot have an annual income, from all 

sources, deducting allowable medical expenses, that exceeds the income eligibility guideline for the state 

in which he or she resides [45 CFR 2552.43]. Current income eligibility levels – including high costs areas 

– are posted on the Managing Senior Corps Grants website at, Managing Senior Corps Grants; or are 

available by contacting the appropriate CNCS program officer/portfolio manager.

8.1.4 Non-Stipended Foster Grandparents 

Persons aged 55 or older with incomes that exceed eligibility guidelines may be enrolled in FGP projects 

as non-stipended volunteers (45 CFR 2552.101). Non-stipended volunteers may serve alongside 

stipended volunteers and all FGP volunteers must be treated consistently and equitably. In other words, 

non-stipended FGP volunteers should be able to serve in FGP projects without barriers. Further, CNCS 

encourages FGP projects to engage non-stipended volunteers in service when opportunities are available 

and when the regulatory conditions detailed below are met.

The following conditions apply to the service of non-stipended Foster Grandparents (45 CFR 2552.102):

• Non-stipended Foster Grandparents must not displace or prevent eligible low-income 

individuals from becoming Foster Grandparents.

• No special privilege or status is granted or created among Foster Grandparents, whether 

stipended or non-stipended, and equal treatment is required.

• Training, supervision, and other support services and cost reimbursements, other than the 

stipend, are made available equally to all Foster Grandparents.

• All regulations and requirements applicable to the program apply to all Foster Grandparents.

• Non-stipended Foster Grandparents may contribute the costs they incur in connection with their 

participation in the program. However, an FGP project may not count such contributions as part 

of the required non-CNCS support (match) for the grant.*

• For information on cost reimbursements for non-stipended volunteers, see Chapter 9.
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* If non-stipended FGP volunteers choose not to accept cost reimbursements from the sponsor e.g. 

transportation and/or meal reimbursements, they may do so. This forfeiture of cost reimbursements 

may indirectly contribute to costs to the program. However, it is important to note that any forfeited 

volunteer cost reimbursements cannot directly be used as required program match. 

Sponsors are not required to enroll non-stipended Foster Grandparents in their program. Further, 

engaging non-stipended Foster Grandparents is not a condition for a sponsor to receive a new or 

continuation grant (45 CFR 2552.103). Additionally, National Service Criminal History Checks (NSCHC) are 

not required for non-stipended Foster Grandparents (45 CFR 2540.201). However, projects may opt to 

conduct checks on non-stipended volunteers for consistency and safety. For more information on the 

CNCS NSCHC requirements, you may go to https://www.nationalservice.gov/resources/criminal-historycheck or contact your CNCS program officer/portfolio manager.

8.1.4.1 Role of Non-Stipened Foster Grandparents 

Non-stipended volunteers serving in the Foster Grandparent Program must serve in the same roles as 

stipended volunteers. Non-stipended Foster Grandparent assignments must provide support and/or 

facilitate access to services and resources that contribute to improved academic, social, or emotional 

development outcomes for children served. The assignments and activities must involve person-toperson supportive relationships with the children served. Each non-stipended Foster Grandparent must 

be assigned to individual children and should include activities that lead to measurable outcomes. 

RECRUITMENT OF FOSTER GRANDPARENT VOLUNTEERS 

8.2.1 Preparation 

1) Before FGP volunteers are placed at a 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 FGP volunteer. (See Appendix D.1 for a sample 

Foster Grandparent assignment description.)

2) Recruitment and enrollment of eligible FGP volunteers are project responsibilities and should not 

be delegated to volunteer stations. However, recruitment assistance for new FGP volunteers to 

the sponsor, in the form of referrals, may come from the FGP advisory council, volunteer stations, 

and other FGP volunteers.

3) The sponsor should develop a volunteer recruitment plan that takes 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, employers 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 FGP volunteer and places of 

assignment. 

d. Modes and estimated costs of available public or private transportation. 
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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. Traditionally more women than men have been involved as Foster 

Grandparents in the FGP program. Projects are encouraged to be creative in finding ways to 

attract men to become Foster Grandparents.

5) FGP stresses recruitment and enrollment of eligible persons not already volunteering.

6) Recruitment or selection of a Foster Grandparent may not be based on any requirement of 

employment experience or formal education. [45 CFR 2552.41] 

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 most 

feasible method may 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 FGP volunteers. 

3) 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. 

4) Contacting religious and civic groups and other community agencies. 

5) Contacting other CNCS volunteer programs. (4) Contacting other CNCS-supported programs in 

your area: http://www.nationalservice.gov/impact-our-nation/state-profiles;

6) Recruiting persons on waiting lists for the Senior Community Service Employment Program (Title 

V of the Older Americans Act); 

7) Making presentations or providing materials for distribution at the types of agencies or 

organizations mentioned above.

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.

9) Contacting older persons individually 
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8.2.4 Targeting Recruitment 

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 FGP 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.

- 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. 
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- 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.

SELECTION OF FOSTER GRANDPARENT VOLUNTEERS 

8.3.1 Interviewing Potential Foster Grandparents 

After expressing an interest in volunteering, potential Foster Grandparent volunteers should be scheduled 

for interviews with FGP 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 FGP 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 FGP volunteer. 

b) Interview techniques should relate to project goals and to the background, hobbies, and special 

interests of applicants.

Suggested interview topics include: 

• Roles, assignments, and types of activities. 

• Interests of the applicant and motivation to serve.

• Background information on the potential volunteer including work and volunteer history.
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• Volunteer cost reimbursements and related responsibilities.

• Income eligibility requirements.

• National Service Criminal History Check requirements (See NSCHC section in this chapter).

• Description of volunteer stations and specific types of assignments currently available. 

• Special needs of children to be served. 

• Volunteer benefits and responsibilities. 

• Availability of support from professional supervisors 

• Availability of transportation arrangements. 

• Follow-up support, recognition activities, and newsletter offered by FGP.

• Whether the applicant is confident that he or she is able to perform available assignments with, 

or without, reasonable accommodations.

8.3.2 Determining Income Eligibility 

1) During or after the interview the prospective Foster Grandparent's income is reviewed for the 

purpose of establishing eligibility (see Appendix C.6 for a sample income review form). In this 

review, the project director must ascertain and document the applicant's income from all sources. 

According to 45 CFR 2552.44, “income” refers to total cash receipts before taxes from all sources, 

including:

a) Money, wages and salaries before any deduction; 

b) Receipts from self-employment or from a farm or business after deductions for 

business or farm expenses; 

c) Regular payments for public assistance, Social Security, Unemployment or Workers 

Compensation, strike benefits, training stipends, alimony, child support, and military 

family allotments, or other regular support from an absent family member or 

someone not living in the household; 

d) Government employee pensions, private pensions, regular insurance or annuity 

payments, and 401(k) or other retirement savings plans; and 

e) Income from dividends, interest, net rents, royalties, or income from estates and 

trusts.

2) For eligibility purposes, income does not refer to the following money receipts: 

a) Any assets drawn down as withdrawals from a bank, sale of property, house or car, 

tax refunds, gifts, one-time insurance payments or compensation for injury; 

b) Non-cash income, such as the bonus value of food and fuel produced and consumed 

on farms and the imputed value of rent from owner-occupied farm or non-farm 

housing;

c) Regular payments for public assistance including the Supplemental Nutrition 

Assistance Program (SNAP);

d) Social Security Disability or any type of disability payment; and
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e) Food or rent received in lieu of wages.

3) Maintain a volunteer’s initial income eligibility documentation as a grant record. This means it 

must be maintained until at least three years from the date you submit the final FFR for the project 

period when the volunteer exits service or three years past the last audit, whichever is later. 

Chapter 11 on Reports and Recordkeeping for more information.

8.3.3 Income Eligibility Guideline: 

1) The income eligibility guideline for each state is 200 percent of the poverty line, as set forth 

in 42 U.S.C. 9902 (2).

2) Each year, Senior Corps publishes the income eligibility guidelines on the Managing Senior 

Corps Grants page for easy access. Use the prior year’s guideline if the current year is not yet 

published. 

3) For new applicants to become stipended Foster Grandparents, annual income must be 

projected for the following 12 months, based on income at the time of application. 

4) For Foster Grandparents already serving, annual income is counted for the past 12 months.

5) Annual income includes the applicant or enrollee’s income and that of his or her spouse, if 

the spouse lives in the same residence. Sponsors must count the value of shelter, food, and 

clothing, if provided at no cost to the applicant, enrollee, or spouse.

6) Allowable medical expenses are to be deducted from annual income in determining income 

eligibility. “Allowable medical expenses” are annual out-of-pocket medical expenses for 

health insurance premiums, health care services, and medications (prescription or over-thecounter) provided to the applicant, enrollee, or spouse which were not and will not be paid 

by Medicare, Medicaid, other insurance, or other third party, and which do not exceed 50 

percent of the applicable CNCS income guideline (45 CFR 2552.43(c)). 

a) Long term care insurance premiums are considered to be an allowable medical expense.

7) Once enrolled, a Foster Grandparent remains eligible to serve and to receive a stipend so long 

as his or her income does not exceed the prescribed income eligibility guideline by 20 percent. 

The sponsor must review income eligibility annually [45 CFR 2552.43(e)]. (See Appendix C.6

for sample income review form.) To calculate the income eligibility threshold for a currently 

serving volunteer:

a) Lookup the current year’s income eligibility guidelines on the Managing Senior Corps 

Grants page.
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b) Multiply the guideline for your state by 20%

c) Add the resulting figure to the guideline to 

determine the maximum income for stipend 

eligibility. See the box to the right for an example. 

8) When more than one eligible member of a household 

serves as a Foster Grandparent or Senior Companion, 

both members are entitled to receive a stipend. 

9) See 45 CFR 2552.43-44 for further details 

8.3.4 National Service Criminal History Checks 

It is critical that Senior Corps sponsors make National Service 

Criminal History Checks (NSCHC) a priority when hiring project staff 

and enrolling FGP and SCP volunteers. 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. 

8.3.5 NSCHC Overview: 

Under the National and Community Service Act of 1990, as 

amended by the Serve America Act of 2009, 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. This includes FGP and SCP 

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

noncompliant grantee may be subject to cost disallowance. Certain parts of the process must occur prior 

to charging any staff or volunteer 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 required 

annual NSCHC e-course, an FAQ document, and links to technical assistance resources can be found on 

the NSCHC webpage. 

These NSCHC 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. 

Example: Income Eligibility for 

a Serving Volunteer

1. Visit the Managing Senior 

Corps Grants page for this 

year’s income eligibility 

guidelines. Find the right 

guideline for an individual 

based on his or her state 

and family size.

2. In 2019, the guideline for 

all states except Alaska and 

Hawaii for a family unit of 

one was $24,980.

3. Multiply that by 20%. 20% 

of $24,980 is $4,996.

4. Add that to the original 

guideline. $24,980 + 

$4,996 is $29,976.
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8.3.6 NSCHC Enforcement: 

Grantees that 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 selfreport 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. 

8.3.7 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. 

Additional information on National Service Criminal History Checks, including the Final Rule, an FAQ 

document, and links to technical assistance resources, is posted at 

https://www.nationalservice.gov/CHCRelatedResources. Among the available technical assistance 

resources is the Staff Screening Tool Kit (Third Edition) developed by the Nonprofit Risk Management 

Center, which is available for download at 

https://www.nationalservice.gov/sites/default/files/resource/r3300-staff-screening-tool-kit.pdf.

SELECTION OF FGP VOLUNTEERS 

8.4.1 Selection Criteria 

A full complement of Foster Grandparents should include a variety of personal skills and strengths. 

Since the project will be expected to plan a variety of assignments at volunteer stations, emphasis will 

be on matching a potential Foster Grandparent with an already planned, suitable, and available assignment. 

1) Selection criteria should give priority to eligible older persons who are highly motivated and 

have the greatest need to serve. Other criteria to consider when selecting Foster 

Grandparents include:

2) Interest in and ability to develop a supportive person-to-person relationship with children 

with exceptional or special needs on a regular basis; 

a) Ability to serve 5 to 40 hours a week; 

b) Willingness to accept professional supervision; and

c) Flexibility in accepting assignments, including private homes, wherever most needed.

3) Ownership of or access to a private automobile should not be a project-wide requirement but 

may influence selection in sparsely populated areas or for particular assignments. 

8.4.2 Selection Documentation 

Grantees must document in writing that (1) the applicant’s identity was verified by examining the 

applicant’s government-issued photo identification card and (2) that the required criminal history 
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checks were conducted. Grantees must maintain the results of the criminal history check in a secure 

location and document in writing that the grantee considered the results in selecting the applicant.

8.4.3 Individuals Ineligible to Serve 

1) CNCS requirements specify that individuals are ineligible to serve as Foster Grandparents if they 

are: 

a) Listed, or required to be listed, on a sex offender registry. 

b) Convicted of murder as defined and described in 18 U.S.C. § 1111. 3. 

c) Unwilling to consent to the NSCHC. 

d) Found to have made a false statement in connection with a program’s inquiry 

concerning the individual’s criminal history.

2) Grantees may adopt written project policies that include other disqualifying offenses. 

ENROLLMENT OF FOSTER GRANDPARENTS 

8.5.1 Enrollment Records 

1) Once the selection process is completed, the project staff formally enrolls the FGP applicant into 

the program through the completion of an enrollment form. (See Appendix C.2 for a sample 

volunteer enrollment form.) Potential Foster Grandparents must sign and date the form. The form

should include designation of beneficiaries for insurance purposes and indication of personal 

automobile liability coverage, if applicable. 

2) Projects must keep documentation for the NSCHC process for each volunteer. NSOPW must be 

completed and documented prior to individual beginning service as a Foster Grandparent; 

documentation showing that the state and FBI checks were initiated prior to individual beginning 

service; and requirement for accompaniment for individuals with access to vulnerable 

populations until the project receives state or FBI project results. Please read the NSCHC webpage 

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

the requirement.

3) Volunteer records should be updated as necessary and at least annually to ensure information is 

current. (See Appendix C.5 for a sample volunteer information update form. See Appendix C.2

for a sample enrollment checklist.)

4) Maintain enrollment records, including original and annual income eligibility reviews until at least 

three years from the date you submit the final FFR for the project period when the volunteer exits 

service or three years past the last audit, whichever is later. These records are critical grant 

records. See Chapter 11 on Reports and Recordkeeping for more information.

5) At the time of enrollment, Foster Grandparents may be provided a physical examination or 

assistance with the cost of a physical examination. See Chapter 9, Volunteer Cost Reimbursements 

Detailed.
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8.5.2 Persons Not Selected to Be Foster Grandparents and Reserve Foster Grandparents 

1) Eligible persons not selected to serve as Foster Grandparents should be counseled and referred 

to other community agencies which provide opportunities for older persons, including the Senior 

Community Service Employment Program, other CNCS programs, and other volunteer 

organizations.

2) Many projects maintain waiting lists or generalized contact lists to stay in touch with individuals

who express interest in serving but are either not selected or not able to volunteer at a given time. 

These lists may be used to socialize new opportunities.

3) Sponsors may want to plan for more Foster Grandparents volunteers than the number of 

volunteer service hours to allow for absences, variation in the number of hours served, and 

attrition. Local experience will provide a sponsor with a more accurate basis for determining 

reserves. (See Appendix C.8 for a VSY Calculator).

ORIENTATION AND TRAINING OF FOSTER GRANDPARENT VOLUNTEERS 

8.6.1 Minimum Requirement 

The sponsor must provide a minimum of 20 hours of pre-service orientation to Foster Grandparents and 

at least 24 hours annually of in-service training (45 CFR 2552.23(f)).

8.6.2 Examples and Explanation

8.6.2.1 New Volunteers 

For each volunteer’s first year of service, the sponsor must provide:

• A minimum of 20 hours of pre-service orientation

• A minimum of 24 hours of in-service training annually. 

This requirement must be met within a year of the volunteer’s enrollment, not necessarily in the program 

year in which the volunteer enrolled in the program. See below for an example.

Note that both the 20 hours of pre-service orientation and the 24 hours of in-service training are 

minimums. Sponsors may provide orientation and training that exceeds the minimum requirement to 

enhance performance of assignments. Stipends may be accrued for all training and orientation activity 

and cost reimbursements may be provided. For suggestions on content, see Section 8.6.4 on orientation 

format and content below. Sponsors may also include hours of orientation and training provided by the 

volunteer station(s) at which the FGP volunteer will serve in this requirement.

Meeting the Requirement for New Volunteers: Example

Hometown FGP provides two or four hours of in-service training every month, except for in June and July. 

Their project year runs from January through December, in line with the calendar year. Lily joins the 

program in October and receives the required 20 hours of pre-service orientation before starting service. 

She then attends two two-hour in-service trainings before the end of the project year.

The next project year begins, and Lily continues to attend monthly in-service trainings and, by the end of 

October, the sponsor has fulfilled its minimum requirement of at least 24 hours annually of in-service 
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training. It has provided the required 20 hours of pre-service orientation and 24 hours of in-service 

training in her first year as a Foster Grandparent volunteer, even though this extends across multiple 

program years. Though the sponsor has met the requirement at this point, she continues to attend inservice trainings regularly. (See table below.)

New Volunteer Example: Lily

Month and Hours of Orientation/Training

Program 

Years Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec

TOTAL

InService

Year 1 0 0 0 0 0 0 0 0 0 20* 2 2 4

Year 2 4 2 2 2 2 0 0 4 2 2** 2*** 2*** 24

*Lily attends 20 hours of pre-service orientation.

**At this point (October), the sponsor has provided the minimum amount of training and orientation. They have 

provided 20 hours of pre-service training, plus 24 hours of in-service training between November and October.

***In November and December, Lily attends in-service training regularly as any other volunteer, however she 

does not need to attend every session offered.

8.6.2.2 Existing Volunteers 

After the volunteer’s first year of service, and for each successive year, the sponsor must provide a 

minimum of 24 hours of in-service training annually to its volunteers. 

As with the orientation requirement, this is a minimum requirement, and sponsors may exceed it. Due to 

absences, leave or other issues, individual volunteers may not be able to attend all trainings. In fact, it is 

a good practice to plan to exceed this requirement, so that unexpected cancellations or changes do not 

result in a sponsor falling short of its minimum requirement. The sponsor should have reasonable policies 

and procedures in place that describe what constitutes a sufficient training plan for FGP volunteers each 

year.

This training may be structured in many different ways. You will need to adapt your schedule to match 

the service activities available to your volunteers and other community factors. See the examples below, 

which are intended to demonstrate the range of different options available to you, for more information.

Examples 

• Hometown FGP values a predictable schedule and finds that attendance is at its largest when the 

schedule is the same throughout the year. For this reason, it hosts a two-hour in-service training 

on the same day each month.

• Neighborhood FGP has a partnership with a school that requires volunteers to receive certain 

information at the beginning of each school year. They also like to recognize outstanding 

volunteers at an in-service event at the end of each school year. Consequently, they schedule a 

four-hour in-service training in September and a four-hour in-service training in June. They do not 

hold a training in December and January, when they find many volunteers are unavailable due to 

holidays. They hold a two-hour in-service training all other months. 
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• Township FGP operates in a rural area with harsh winters that complicates transportation. They 

also work extensively with schools, and so, find that service opportunities are fewer in the 

summer months. As a result, they focus their training and in-service in summer months, offering 

four-hour in-service trainings each month over the summer. They do not schedule any for months 

in winter when transportation is most difficult.

• Hamlet FGP values a regular schedule, like Hometown FGP, but also faces some of the 

transportation challenges as Township FGP. They concentrate all their training between April and 

September, with a four-hour training each month. They also include a four-hour training in March 

and October to ramp up and phase out these training activities. Note that this means they provide 

more than the minimum requirement, as they may choose to do at their discretion.

In-Service Example: Four Models

Month and Hours of In-Service Training

Program Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec TOTAL

Hometown 

FGP

2 2 2 2 2 2 2 2 2 2 2 2 24

Neighborhood FGP0 2 2 2 2 4 2 2 4 2 2 0 24

Township 

FGP

0 0 2 2 2 4 4 4 2 2 2 0 24

Hamlet FGP 0 0 4 4 4 4 4 4 4 4 0 0 32

8.6.3 Documenting Orientations and Trainings 

Best practices related to documenting orientations and in-service trainings to show adherence to the 

requirement include maintaining the following types of information:

• A calendar of orientation and training events

• An agenda or schedule

• Sign-in sheets

• Receipts for any supplies purchased

• Invoices or in-kind donation forms for any services used, such as if a professional trainer or 

subject matter expert is used

8.6.4 Orientations: Format and Content 

As explained above, sponsors must provide least 20 hours of pre-service orientation to new volunteers 

prior to service. Sponsors should adapt the format and content of orientations to meet the needs of their 

community and their program model. There is no one ideal orientation. Effective orientations also include 

content provided directly by the volunteer station(s) at which the FGP volunteer will serve. The 

information below offers suggestions and ideas that may be helpful for many different programs. 

8.6.4.1 Objectives 

An effective orientation:
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• Welcomes volunteers to the national service community, helping them understand their 

connection to CNCS, Senior Corps, other Foster Grandparents and the American people who 

support their work.

• Provides critical logistical and compliance information about your program to Foster 

Grandparents and conveys information on project policies, including annual and sick leave, 

holidays, service schedules, termination, appeal procedures, and cost reimbursements like meals 

and transportation. Project procedures related to timesheets, insurance, and other administrative 

details should also be clearly explained.

• Introduces Foster Grandparents to each other and the people and organizations who will support 

them, including sponsor staff, station staff and others.

• Prepares Foster Grandparents to fill their role, including understanding their potential activities 

and the special and exceptional needs of the young people they will work with.

• Shares information about available community services that will help Foster Grandparents help 

themselves and ultimately serve their clients better. 

8.6.4.2 Topics and Structure 

Develop your orientation with help from sponsor and volunteer station staff, as well as child development

and other relevant professionals. Daily group training over a one- to two-week period provides efficient 

use of community resources and promotes team building among volunteers. Projects have found that a 

combination of formal orientation and hands-on experience with volunteer stations works well. This gives 

greater meaning to the orientation and aids new volunteers’ adjustment to their assignments. Consider 

including current Foster Grandparents in the design, execution, and continuous improvement of your 

orientation. 

The specific information you will cover may vary based on your community and project’s needs, but most 

projects tend to cover some combination of the topics listed below in the pre-service component of their 

orientation. Review the section below on adult learning principles for some ideas on how to make the 

experience engaging and effective for your learners.

• Introductions: Introduce your new volunteers to each other and to important individuals in your 

program, such as sponsor and station staff. This can be done in a dedicated session or spaced out 

through various activities throughout the orientation.

• Welcome to the National Service Community: Help Foster Grandparents recognize their role as 

part of the nationwide national service community. Consider using some of the videos or other 

materials on CNCS and Senior Corps available on the CNCS website. 

• The Role of the Foster Grandparent: What will the Foster Grandparents do? What are some 

concrete examples? What activities are appropriate and inappropriate? Consider having current 

Foster Grandparents share their experience. 

• Team-Building Exercises: Have your Foster Grandparents work together to solve problems and 

build trust, helping create a cohesive, supportive community of volunteers.
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• Strategies and Tactics for Working with Young People: You could spend a significant amount of 

time on this topic and the most relevant activities will depend on the structure of your specific 

program. This is also a great opportunity to involve teachers or other specialists. Possible items 

to address include: how to tutor, how to mentor, managing challenging behavior, assertiveness, 

working with teachers, working in schools and accepting supervision. You could also consider 

spending time acquainting Foster Grandparents with the specific special needs they might 

encounter among the children they serve.

• Policies and Procedures: Be sure to address your FGP program’s major rules and logistical 

systems, such as assignment plans, service policies and appeal procedures, timesheets, 

reimbursement for meals and transportation, and insurance. Consider spacing out this 

information out throughout the orientation period and provide opportunities for questions and 

for volunteers to practice key activities, like completing timesheets. Be sure to include information 

about prohibited activities. (See Chapter 2 of this Handbook.)

• Code of Conduct, Mandatory Reporting and Child Advocacy: Explain what you expect of your 

volunteers when they interact with children. See the chapter on “Guidelines on Interactions 

between Individuals” in the Center for Disease Control’s Preventing Child Sexual Abuse within 

Youth-Serving Organizations for information on what to consider including. Depending on your 

state, Foster Grandparents may also have specific responsibilities for reporting known or 

suspected child abuse. At a minimum, you should prepare them to be able to discuss a child’s 

physical and mental health with supervisors.

• Support for Foster Grandparents: Introduce your new volunteers to services or information that 

you can provide them to help with their own needs. Your volunteers will want to feel supported, 

and this, in turn, will help them remain committed to your program. Remember that orientation 

is part of the recruitment process – you want to be sure they understand why it’s a good idea to 

stick with your program.

• Graduation: Recognize your new volunteers for completing the process. This is another great 

opportunity to involve current Foster Grandparents to help welcome them into the group. 

Consider presenting them with a certificate or branded gear from your program.

Most programs continue new volunteers’ orientation by pairing them with experienced Foster 

Grandparents (often called “shadowing”) for a period of time before giving new volunteers their own

assignments. This is strongly recommended when possible. This allows new volunteers to see the practical 

aspects of a program; meet station staff, teachers, and children with a supportive volunteer next to them; 

and ask additional questions of existing Foster Grandparents. 

Consider checking in with the group again after they have some in-service experience to address new 

questions and hear about their early experiences. Finally, ask for your volunteers’ feedback following the 

orientation process so you can keep improving.

8.6.5 In-Service Trainings: Format and Content

As with orientations, sponsors should adapt the format and content of in-service trainings to meet the 

needs of their community and their program model. There is no one ideal set of content for in-service 
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trainings. The information below offers suggestions and ideas that may be helpful for many different 

programs. 

8.6.5.1 Objectives

An effective in-service program:

• Provides Foster Grandparents opportunities to build knowledge and skills that help them 

effectively serve young people

• Reinforces key project policies, procedures and systems to help Foster Grandparents contribute 

to an efficient, compliant, responsible program

• Keeps Foster Grandparents engaged and connected to the program

• Gives Foster Grandparents access to information and services that allow them to stay healthy 

and active

• Recognizes Foster Grandparents for their service

• Meets the needs of Foster Grandparents, as identified by the Foster Grandparents themselves

8.6.5.2 Potential Topics and Structure

For an overview of different ways to allocate and schedule in-service time, see the beginning of this 

section, which explains the minimum requirement.

Once you have determined your in-service schedule, you can combine multiple topics and approaches for 

diverse, enriching sessions. Try to include a mix of different types of activities in each. You might, for 

example, start with 30 minutes of reflection and small group conversations, followed by a more formal 

hour-long training on a specific topic, followed by a period of activities to practice. You could then close 

with recognition and reminders. Varying the format and structure of your in-services will incentivize 

participation and make them more effective.

Some potential topics you could include are:

• Strategies and Tactics for Working with Young People: This could take many different forms 

depending on your program. If your program tutors, consider training them on tutoring ideas 

and tactics. If it focuses on mentorship, focus there. Use your stations and other community 

partners to help provide and contribute content.

• Coaching and Problem-Solving: Have volunteers share success stories or challenges and discuss 

them with the group. How can your volunteers help each other?

• Resources for Volunteers: Engage community partners who can share resources with your 

Foster Grandparents to help them with their own needs. This, in turn, will help them be more 

effective in your program.

• Program Rules and Procedures: It never hurts to remind your volunteers about the details that 

make your program run. Consider refreshers on key policies or setting time aside to help them 

with key tasks, like updating important forms.
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• Recognition: Build a sense of community and partnership among your FGP volunteers, while 

also allowing volunteers to model exemplary behavior. Recognize volunteers for 

accomplishments and milestones and giving them opportunities to recognize each other. 

8.6.6 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

• 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 Foster Grandparents to shape your orientation.

• 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 Foster Grandparents 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 Foster 

Grandparents or a particular topic, chances are that they have some experience with something 

similar – working with children informally, perhaps working in teams with other older adults, or 

maybe just relevant 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. 
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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 

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. 

SERVICE REQUIREMENTS 

The FGP program regulations on service requirements (called “terms of service” in the regulations) are 

found in 45 CFR 2552.51 through 2552.53.

8.7.1 Weekly Hours Requirement 

Foster Grandparents serve a minimum of 260 hours annually, or a minimum of 5 hours per week. A Foster 

Grandparent may serve a maximum of 2080 hours annually, or a maximum of 40 hours per week. Within 

these limitations, a sponsor may set service policies consistent with local needs[45 CFR 2552.51].

The sponsor should develop a variety of volunteer stations that afford opportunities for year round 

placements, nine-month placements, summer placements, and various weekly scheduling requirements.

See the box below for suggestions on managing service during the summer, when there may be fewer 

service opportunities available.

In addition, 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.

8.7.2 Travel Time, Meal Time, Training, Official Meetings, Recognition 

Travel time between the Foster Grandparent’s home and place of assignment may not be considered part 

of the service schedule and is not stipended. Travel time between individual assignments is part of the 

service schedule. Meal time may be part of the service schedule and is stipended. Additionally, attendance 
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at pre-service orientation, in-service training, FGP advisory council meetings, physicals (if applicable), and 

recognition events are also considered official project activities or events. Hours served in support of these 

activities or events count toward the minimum and maximum service requirements and volunteers should 

receive stipends for them, consistent with sponsor policies and procedures.

8.7.3 Sponsor Service Policies 

Service policies must be provided in writing to Foster Grandparents. These policies should include, but are 

not limited to, probationary periods, criminal history checks, resignations, annual and sick leave, holidays, 

service schedules, prohibited activity, meal and travel reimbursements, and appeal procedures. The 

policies should also cover the volunteer's annual performance appraisal and annual income review.

Sponsors should set policies that define leave in accordance with all 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.

8.7.4 Volunteer Separation 

A sponsor may separate a volunteer for cause, including but not limited to, extensive or unauthorized 

absences, misconduct, inability to perform assignments, or having income in excess of the eligibility level. 

Separation should not occur until the Foster Grandparent is given an opportunity to file a grievance and/or 

appeal the action in accordance with the sponsor's service policy(45 CFR 2552.53).

FGP Volunteers Serving over the Summer

The term of service requirement stating that volunteers shall serve a minimum of 260 hours 

annually, or a minimum of 5 hours per week, is defined in regulation at 45 CFR 2552.51. Sponsors 

that partner extensively with schools that observe a traditional 9 to 10 month school year may find 

this requirement challenging during the summer when school is not in session. For volunteers who 

wish to continue service during the summer, sponsors may use a combination of activities to meet 

this requirement, such as:

• Placements at summer enrichment activities, such as remedial academic programs or day 

camps

• In-service training: Sponsors may choose to increase hours dedicated to in-service training 

when opportunities for placement are limited. See Section 8.6 for more information.

• Stipended leave, in line with reasonable sponsor policies and procedures

• Leaves of absence or unpaid leave, again guided by reasonable sponsor policies and 

procedures. Effective policies and procedures take into account CNCS’s requirements 

regarding breaks of service as they relate to criminal history checks. (See National Service 

Criminal History Check Resources).
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EFFECTIVE PRACTICES IN MANAGING FOSTER GRANDPARENT VOLUNTEERS 

I. Effective Practices to Ensure Satisfaction among FGP Volunteers in Their Service to the Community

The project builds a spirit of commitment among the volunteers by:

A. Ensuring that FGP 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 FGP volunteers in the operation and appraisal of assignments and project operations;

C. Soliciting comments and/or recommendations from the Foster Grandparents related to their 

experiences in serving children, and incorporating relevant information into the project as 

applicable;

D. Adopting specific strategies to retain a diverse group of FGP volunteers; and

E. Identifying and promptly addressing any issues or problems that impact the retention of FGP

volunteers from a broad range of backgrounds.

II. Effective Practices to Help FGP 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 FGP volunteers opportunities to serve in leadership roles and develop leadership skills 

that enhance their personal lives and the project, such as serving on the Community Advisory 

Group;

C. Provides opportunities for FGP volunteers to facilitate training with other FGP volunteers using a 

standard training format with learning objectives as ways to measure progress;

D. Involves FGP volunteers in promoting the project to the community, such as through media 

appearances; and

E. Acknowledges and values the strengths and skills of FGP volunteers through ensuring that 

assignments are challenging and match the FGP volunteers’ interests and abilities.

III. Effective Practices for Acknowledging the Contributions of FGP Volunteers

The sponsor and project director:

A. Plan and implement individual and group recognition activities;

B. Ensure that volunteer stations regularly recognize FGP volunteers as contributors to the stations’ 

ability to deliver services;

C. Provide at least one annual recognition event for FGP volunteers which has significant community 

support and involvement; 

D. Recognize, document, and publicize outstanding FGP volunteer achievement;
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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 FGP VOLUNTEER COST REIMBURSEMENTS 

FGP volunteers are provided with cost reimbursements and other benefits. Within the limits of a project’s 

approved budget, and in accordance with 45 CFR 2552.43 and any written Senior Corps policy guidance 

to projects, volunteers are provided transportation, meals, accident and liability insurance, physical exam

(if applicable), uniforms when appropriate, and recognition activities. Cost reimbursements are budgeted 

as “Volunteer Expenses,” and the two terms may be used interchangeably. 

ADMINISTRATION OF COST REIMBURSEMENTS 

Sponsors should establish written cost reimbursement policies and procedures and provide these to each 

volunteer. Orientations and in-service trainings are ideal times to provide these to volunteers and discuss 

them. The amount of reimbursement for non-stipend cost reimbursements made to FGP volunteers is 

determined by the availability of funds and project’s written policy regarding reimbursement of volunteer 

expenses. 

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 

2552.46] Otherwise, such expenses are the responsibility of the volunteer station.

9.1.2 Income Disregard Memo 

Cost reimbursements are not subject to any tax or charge. Cost reimbursements may not be treated as 

wages or compensation for the purposes of unemployment insurance, temporary disability, retirement, 

public assistance, workers' compensation, or similar benefit payments or minimum wage laws. [45 CFR 

2552.47] See Guidance from the Office of General Counsel - Income Disregard for a memo discussing the 

provision of the Domestic Volunteer Service Act that requires, in most cases, government agencies to 

disregard payments to FGP volunteers when determining their eligibility for assistance and benefits.

Please note that this memo need not be updated annually and that, once signed, it is effective unless 

revoked or superseded. This document was most recently updated in 2018.

9.1.3 Reimbursement Policies 

The amount of reimbursement made to FGP 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.

9.1.4 Non-Reimbursed Volunteer Expenses 

Volunteer Expense items, including transportation to and from their assignments, meals taken during 

assignments, recognition activities, and recognition items, which are purchased at the volunteers’ own 

expense and not reimbursed by the project to the volunteer, are not allowable as contributions to the 

non-Federal share of the budget.
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9.1.5 Non-CNCS Funded Foster Grandparents 

Foster Grandparents whose stipends are funded with non-CNCS resources are entitled to all benefits to 

which CNCS-funded Foster Grandparents are entitled. [45 CFR 2552.102]

9.1.6 Non-Stipended Foster Grandparents 

Sponsors must provide non-stipended Foster Grandparents with all of the cost reimbursements, except 

for the stipend, that stipended Foster Grandparents receive, as they should be treated equally (45 CFR 

2552.102(c)). However, statute prevents federal funding or non-federal match from being used to support 

non-stipended volunteer cost reimbursements such as meals, transportation, and physical examinations 

(if applicable) (42 U.S.C. 5011(4)). Sponsors should budget locally generated contributions that exceed 

the required non-federal match in their budget’s excess column to pay for non-stipended volunteers’ cost 

reimbursements (42 U.S.C. 5011(4)). If sponsors need more guidance on budgeting for non-stipended 

volunteers, they should contact their CNCS program officer/portfolio manager. 

VOLUNTEER COST REIMBURSEMENTS DETAILED 

9.2.1 Stipend 

Foster Grandparents serve from 5 to 40 hours a week. The stipend is a payment to Foster Grandparents 

to enable them to serve without cost to themselves. [45 CFR 2552.12(v)]

The stipend is paid for the hourly service schedule that Foster Grandparents spend with assigned children, 

for earned leave if applicable, and for attendance at official project events, such as, orientation, in-service 

training, Advisory Council meetings (as members or official observers), physicals (if applicable), 

recognition events, and travel time between individual assignments. Travel time between the volunteer's 

home and place of assignment may not be considered as part of the service schedule and is not stipended. 

However, travel time between assignments is a part of the service schedule. Meal time may be part of the 

service schedule and is stipended. [See 45 CFR 2552.45(a) and 45 CFR 2552.52.]

9.2.2 Transportation 

9.2.2.1 General Principles and Practices 

1) FGP volunteers may receive assistance with the cost of transportation to and from volunteer 

assignments and official project activities, including orientation, training, physicals, and 

recognition events. [45 CFR 2552.46] 

2) 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.

3) 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.
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4) 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 FGP volunteers live.

5) It is important to consider both costs and convenience, as well as volunteer service schedules, in 

developing a cost-effective travel solution.

6) Transportation provided by volunteers that has not been reimbursed to the volunteer cannot be 

used as a local contribution to the project budget. 

7) Parking fees for volunteers having to park at a volunteer station or at an official FGP function may 

be budgeted. Parking costs are allowable as a local in-kind contribution only if they are normally 

charged.

8) FGP 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.

9) 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 FGP staff. (See 

Appendix C.3 for a sample Volunteer Timesheet and Mileage Request form.)

9.2.2.2 Reimbursement for Volunteers’ Transportation 

Volunteer Drivers

1) Reimbursement of FGP 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 

C.3 for a sample Volunteer Timesheet and Mileage Request form.)

2) Mileage reimbursement directly to an FGP 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 FGP project. Project files should include verification of this contribution for review 

for compliance monitoring and CNCS audit purposes. 

3) Mileage reimbursement to FGP volunteers from volunteer stations for providing transportation 

while on volunteer assignments cannot be used as local support of the FGP project. FGP 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.

Car Pool Drivers

Drivers of car pools receive reimbursement for actual mileage based on a cost-per-mile rate. 

Passengers do not receive reimbursement.

Public Transportation Users
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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.

Certification and Documentation

Foster Grandparents 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. 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 FGP staff. Vouchers are subject to audit. (See Appendix C.3 for 

a sample timesheet that incorporates hours of service, mileage, and meal expenses.

Other Transportation Reimbursement Considerations

1) 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.

2) Project vehicle costs, vehicle driver's salary and fringe benefits, and vehicle insurance are 

budgeted as travel costs under volunteer expenses in the FGP project grant application.

3) Contracted transportation, if it is the most flexible and economical mode, may be budgeted 

for volunteers.

4) 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.

9.2.3 Meals 

Within the limits of available resources and project written policy, FGP volunteers receive assistance with 

the cost of meals taken during their service schedule. [45 CFR 2552.46(e)] Project staff arrange for or assist 

with the cost of meals for FGP 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 FGP volunteers. In general, these meals may be used as local support in the budget, provided 

there is sufficient documentation. 

In-Home Meal Options

Meal arrangements 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 Foster Grandparents 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. 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. FGP volunteers over 60 are eligible for meals at congregate 

meal sites funded under this program. See Paragraph (5) (b) in Section 10.3.2 of this Handbook for more 
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information on when programs funded by a federal agency other than CNCS may be included in a grant’s 

non-federal share. 

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 FGP 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. FGP 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 FGP staff and they are subject to review for 

compliance monitoring and CNCS audit purposes. (See Appendix C.3 for sample forms for volunteers to 

use to request reimbursement for meals.)

9.2.4 Insurance 

The program regulations require FGP volunteers be provided with accident insurance, personal liability

insurance, and excess automobile liability insurance [45 CFR 2552.25(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 CNCS-required 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 FGP 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 FGP advisory council 

meetings.

Protection shall be provided against claims in excess of any benefits 

or services for medical care or treatment available to the Foster 

Grandparent from 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. Such protection 

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 

FGP Volunteers and Workers 

Compensation

FGP volunteers are not 

employees and are not

covered by Federal or state 

workers compensation 

insurance.

45 CFR 2552.45
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amount of 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 Liability Insurance

To avoid a gap in coverage between that provided by the FGP volunteer's personal vehicle insurance and 

liability claims in excess of that coverage, the sponsor must provide Excess Automobile Liability 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. FGP volunteers who use their personal vehicles to 

drive in connection with project-related activities must 

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. 

9.2.5 Physical Examination 

Foster Grandparents may be provided a physical examination or assistance with the cost of a physical 

examination prior to assignment and periodically thereafter if sponsors elect to provide this benefit. 

While a physical examination is not required and may not be determinative of a volunteer’s ability to 

serve, it is an allowable grant expense (45 CFR 2552.46(f)) (See Appendix C.12 for sample physical form.)

1) If physical examinations are provided as a benefit for volunteers, documentation of the exams

must also be retained by the sponsor. The documentation must be maintained until at least three 

years from the date a sponsor submits the final FFR for the project period when the volunteer 

exits service or three years past the last audit, whichever is later. See Chapter 11 on Reports and 

Recordkeeping for more information.

2) Project staff may negotiate with volunteer stations, local health units, public health 

departments, or private physicians to provide physical examinations to Foster Grandparents 

as non-Federal, in-kind project support. It may be explained that CNCS allows such annual 

examinations as a benefit to the Foster Grandparents. 

9.2.6 Uniforms or Smocks 

When volunteer stations require FGP 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 

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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other requirements identified in the Notice of Grant Award are met. Otherwise, volunteer stations are 

responsible for such costs.

9.2.7 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.

9.2.8 Recognition 

Appropriate recognition for service is to be provided for FGP volunteers. [45 CFR 2552.46] 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 sponsor plans and arranges for recognition of 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. 

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 FGP 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 FGP 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.

LEGAL REPRESENTATION 

Legal counsel may be retained, and counsel fees, court costs, bail, and other expenses incidental to the 

defense of an FGP volunteer may be paid, in a criminal, civil, or administrative proceeding when such a 

proceeding arises directly out of performance of the FGP volunteer's activities. 45 CFR Part 1220 sets forth 
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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 

INTRODUCTION TO GRANTS MANAGEMENT 

10.1.1 Basic Requirements 

Sponsors must manage grants awarded to 

them in accordance with all applicable FGP

Program Regulations (45 CFR 2552), the 

Notice of Grant Award (NGA) as well as the 

Terms and Conditions for CNCS grants. 

Contact the appropriate CNCS program 

officer/portfolio manager or grant official at 

CNCS’s Field Financial Management Center for 

additional technical assistance on fiscal 

management of an FGP grant.

In accordance with Uniform Administrative Requirements, 2 CFR 200.302, Non-Federal Entities (NFE) that 

receive FGP 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 FGP grant must be furnished at the lowest possible cost consistent 

with the project's effective operation of the project as described in the FGP Program Regulations. (45 CFR 

2552.93(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 FGP Program Regulations (45 CFR 2552.93), 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, and 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 FGP 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 2552.46(f)].

b) The following insurance costs are not allowable: 

1. Public liability insurance for sponsors (except for space that the FGP 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) The costs of National Service Criminal History Checks on Senior Corps volunteers or prospective 

Senior Corps volunteers are allowable. However, wherever possible, these costs should 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.

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)

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 
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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.

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 

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. 
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• 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/portfolio manager 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. 

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.

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. 
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a) Section I. Volunteer Support Expenses: This section includes all allowable costs that are needed 

to administer (support) the volunteer project including the following line items:

A. Project Personnel Expenses

B. Personal Fringe Benefits 

C. Project Staff Travel

D. Equipment 

E. Supplies

F. Contractual and Consultant Services

I. Other Volunteer Support Costs

a) Criminal History Background Checks

J. Indirect Costs

b) Section II. Volunteer Expenses: This section is a limited category which includes allowable 

expenses that directly benefit the volunteers:

A. Stipends

B. Other Volunteer Costs

• Volunteer Travel

• Meals

• Insurance

• Physical examinations

• Recognition Items and Activities

• Uniforms 

10.3.2 Budget Criteria 

1) The FGP 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 FGP Program Regulations 45 CFR 2552.92(e).

Terminology Note

In the context of Senior Corps project 

budgeting, the term “Volunteer Expenses

is sometimes referred to as “cost 

reimbursements” or” “Volunteer 

Benefits.”
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2) A CNCS grant may be awarded for up to 90 percent of the cost of development and operation 

of a Foster Grandparent Program project. The 

sponsor is required to contribute at least 10 

percent of the total project cost.

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.

c. CNCS may allow exceptions to the nonFederal share requirement (at least 10 

percent of the total project cost) in 

cases of demonstrated need such as:

i. Initial difficulties in the 

development of local funding 

sources during the first three 

years of operations;

ii. An economic downturn, the occurrence of a natural disaster, or similar events in 

the service area that severely restrict or reduce sources of local funding support; 

or

iii. The unexpected discontinuation of local support from one or more sources that 

a project has relied on for a period of years. 

3) 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 Portfolio Manager or Program Officer. 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). 

4) 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. Non-Federal support already committed to meet non-Federal share requirements of any 

other Federally-assisted project or program may not be budgeted as part of the nonFederal support for FGP. [2 CFR Chapter II, Subpart D, Section 200.306]

b. 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, 

Calculating the Required Non-Federal 

Share

The required non-federal share for the 

Foster Grandparent Program is 10% of the 

total project cost, excluding costs budgeted 

in the excess column. 

Use this formula to determine the required 

non-federal share for your award:

Required Non-Federal Share = 

(Federal Share / 0.9) – Federal Share

For example, a sponsor that receives a 

federal share of $180,000 would calculate 

their required non-federal share like this:

Required Non-Federal Share = 

($180,000 / 0.9) - $180,000 = $20,000
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except those funds specifically authorized by law. [2 CFR Chapter II, Subpart D, Section 

200.306]

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 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. 

c. 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 FGP program 

goals and objectives. 

d. 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. 

e. The number of individuals serving as Foster Grandparents may vary from time to time to 

accomplish the number of budgeted volunteer service years. 

f. Direct benefit items which are purchased at the volunteer’s own expense and not 

reimbursed, are not allowable as contributions to the non-federal share of the budget. 

10.3.3 Budget Non-Compliance 

10.3.3.1 Required Non-Federal Share 

If a sponsor has failed to meet the statutorily required 10 percent 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 Portfolio Manager or Program 

Officer. 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.
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10.3.3.2 Excess Resources 

Sponsors are not penalized for failure to achieve the budgeted amount of excess support unless it 

affects the volunteer cost reimbursements ratio or volunteer service years(VSYs). Failure to meet the 

total budget, including the excess amount, will be examined in light of the overall effect on the 

project's accomplishment of its goals and objectives. 

10.3.4 Management of Volunteer Service Years (VSYs) 

A Foster Grandparent must serve a minimum of 260 hours annually, or a minimum of 5 hours per 

week, and may serve a maximum of 2080 hours annually, or a maximum of 40 hours per week. This 

requirement gives project directors considerable flexibility in establishing service schedules that meet 

volunteer and volunteer station needs. At the same time, it highlights the importance of carefully 

managing volunteers to meet the project’s budgeted VSYs.

10.3.4.1 Counting Foster Grandparents 

There are three distinct ways of grouping volunteers for purposes of counting and tracking them for 

budgetary purposes:

A. Enrolled Volunteers

This is the combined total of Foster Grandparents on both active and inactive volunteer status. 

The total includes all the federally funded volunteers and non-federally funded volunteer needed 

to meet the budgeted VSYs. The enrolled total is the figure best used to estimate the number of 

recognitions that must be budgeted annually. 

B. Active Volunteers

This is the total of Foster Grandparents actually serving or who served within the pay period when 

the count is made. It includes volunteers normally on active service but temporarily on paid leave. 

The annual average active total, less the average number of persons on leave, is the figure used 

to estimate the number of volunteer meals, transportation costs, and insurance costs to be 

budgeted annually

C. Stipended Volunteers

This is the total of active Foster Grandparents who will receive a stipend for services rendered 

during the pay period when the count is made. Volunteers who are normally active and stipended 

but who are temporarily on leave are counted as stipended. An annual average stipended total is 

used to estimate the amount of stipend funds to be budgeted annually.

10.3.4.2 Volunteer Service Year 

1) CNCS budget procedures use the following standards to express one full volunteer service 

year or VSY: 

a) l,044 hours annually 

b) 261 days annually (at 4 hours per day) 

c) 52.2 weeks annually (at 20 hours per week) 
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2) The standardized stipend cost per VSY is calculated by multiplying the number of hours 

served by the current cost per hour for the stipend (1,044 hours x $3.00 per hour). Each VSY uses 

$3,132 in stipend funds each year.

3) When managing VSYs related to budgetary projections and expenditures, one VSY does 

not equal one volunteer unless each volunteer serves 1,044 hour per year. You will need to adjust 

the number of volunteers required to equal a VSY, depending on the number of hours, between 

the minimum of 5 and maximum of 40, served weekly.

4) Volunteer hours should be reported on a cumulative basis in the Federal Financial Report 

(FFR) over the one-year budget year not the three-year project period. For example, Year 1 may 

yield 21,028 volunteer hours during the first FFR period, from January until June. From July until 

December, the second FFR period, 18,972 volunteer hours may be the total. The cumulative total 

over the Year 1 budget period would be 40,000 hours and that cumulative total is to be reported 

on the FFR. The beginning balances for Years 2 and 3 should be zero. 

5) All of an individual's service time plus all stipended leave (as provided for in the sponsor's 

policies governing earned leave) cannot exceed, in the aggregate, 2088 hours annually. An 

individual Foster Grandparent may serve up to 2088 hours, or two VSYs, in 12 months. Please 

review the Senior Corps Guidance on Accrued Unused Leave for FGP & SCP Volunteers to ensure 

your policies reflect appropriate regulations. 

10.3.4.3 Management of Stipend Funds 

A sponsor agrees to generate a specific level of volunteer activity when a grant is awarded. This level 

of volunteer activity is calculated in terms of VSYs as described above and translated onto the budget 

to fund volunteer stipends. 

Full expenditure of stipend funds available should be the goal of budget management. Sponsors 

submit an application with a plan to mobilize a targeted number of volunteers and reach a targeted 

number of beneficiaries. To achieve project goals, careful management of stipend expenditures, 

including leave, is key.

Sponsors should plan to recruit a sufficient number of volunteers to fully expend their budgeted 

stipends. Sponsors should not expect CNCS to cover an over-expenditure of stipend funds. The VSY 

calculator provided in Appendix C.8 may help you manage VSYs and stipend expenditures throughout 

the year.

A. Factors Influencing Expenditure of Stipend Funds

Sponsors should strive to maintain a stable and consistent volunteer base. However, 

fluctuations in volunteer and recruitment numbers do occur. Sponsors should account and 

plan for the following in projecting their VSYs: 

1) Volunteer attrition rates. 

2) Extended leaves-of-absence. 

3) Delays in orientation scheduling due to weather and resulting in placement delays.

4) Less than full time volunteer opportunities in educational settings. 

5) Difficulties in recruiting eligible volunteers.
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B. Suggestions for Management of Stipend Funds through Management of Stipended 

Hours. 

Successful management of stipended hours and funds requires the development of quarterly 

or monthly projections that take into account sites that do not offer placements year-round, 

unstipended absences and attrition rates. (See Appendix C.8 for a VSY Calculator.)

1) Estimate Stipended and Unstipended Absences 

Sponsors should estimate the effect volunteer absences will have on the actual total of 

hours stipended.

i.Stipended Absences 

The sponsor's FGP project policies relating to volunteer leave will be a guide for 

accurately estimating stipended absences. Reviewing volunteer service schedules 

and interviewing individual volunteers will support accurate estimates as to when 

Foster Grandparents will take stipended leave. Please review the Senior Corps 

Guidance on Accrued Unused Leave for FGP & SCP Volunteers to ensure your 

policies reflect appropriate regulations.

ii.Unstipended Absences

Predictable unpaid absences may occur for individual Foster Grandparents when, 

for example: 

a) There are school vacations for which the sponsor's leave policy allows no 

stipend for the Foster Grandparent’s time off; or

b) An individual Foster Grandparent serves an assignment at a less than 12 

months per year facility (a variety of institutional and school assignments may 

fit this pattern).

c) Unpredictable unstipended absences may result, for example, from a 

volunteer's exceptionally lengthy illness or personal matters which require 

emergency attention, which exceed the allowances in the sponsor’s leave 

policy.

2) Compare Planned Hours with Actual Hours 

Stipend expenditures may be managed through careful monitoring of hours of 

service as follows: 

Step #l

Determine the total number of hours of Foster Grandparent service planned and 

budgeted. For example: 

For a 60-VSY project, the stipend funds must be at most 60 multiplied by the current 

annual amount of the stipend, or $166,020.

Find the number of hours funded by multiplying 60 VSYs times 1,044 (hours) for a 

total of 62,640 hours.
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Step #2

Determine the number of hours budgeted per pay period: 

Divide the total hours by the number of stipend pay periods annually. The total pay 

periods will be either 26.1 or 52.2 annually.

If there are 52.2 pay periods, then the total hours (62,640 in this example) divided 

by 52.2 equals 1,200 hours for which funding is provided each week.

Step #3

Monitor the actual running total of service time plus stipended leave. 

Whenever the weekly total of service time plus stipended leave is below the 1,200 

weekly allotment of hours, the sponsor has an excess in hours available for paying 

stipends. Whenever the running total is above the weekly allotment, the sponsor 

creates a deficit in hours. Reviews conducted each pay period will enable 

projections to be made asto the rate of expenditure, and cumulative expenditures, 

in terms of hours. 

3) Estimate Annual Reserve of Stipendable Hours 

With estimates in hand for hours of stipended and unstipended leave, the sponsor 

will be able to estimate from the beginning of the budget year whether there will 

be a net excess in hours funded over actual hours to be stipended based on 

projections of volunteer service. A net excess may be considered a reserve which 

the sponsor should plan to draw upon immediately. Adjustments in enrollment to 

fully utilize the estimated reserve should be made as early as possible in the budget 

period because these adjustments become increasingly impractical as the budget 

period progresses.

It is possible, allowable, and encouraged to have more individuals actually serving 

and stipended at a given time than there are VSYs budgeted, so long as there is an 

estimated reserve of volunteer service hours available within budget.

10.3.5 Underachievement of Budgeted VSYs 

Sometimes a sponsor may find that it is unable to deliver the budgeted level of VSYs approved as part 

of the grant award. Whatever the cause of the shortfall, the community served by the FGP project is 

potentially deprived of services that could be provided by FGP volunteers. Underachievement of VSYs 

also potentially deprives prospective volunteers of opportunities to serve. Further, the sponsor may 

be ineffectively executing its budget, and the resources dedicated to its grant may be more effectively 

utilized elsewhere.

10.3.5.1 Budgetary options to remedy underachievement of VSYs 

Some options to remedy VSY underachievement are listed below. These options reflect budgetary 

actions that a sponsor or CNCS may take to address VSY underachievement. The options do not detail 

programmatic strategies that may be exercised in concert with modifications to the budget. Sponsors 
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should work with their program officer/portfolio manager to develop and implement a full plan to 

address VSY under-expenditures as soon as a problem is identified. 

If a sponsor wishes to take any of the budgetary actions presented below, the sponsor must send a 

request to their Program officer/portfolio manager that explains:

 The cause of the shortfall

 Your efforts to address the shortfall

 Your plan to rebudget

 Your plan to meet or modify the number of volunteers the project expects to mobilize and 

the number of beneficiaries the project will serve.

For every $6,500 in annual base federal funding they receive, grantees must continue to program at 

least one VSY in work plans that result in either National Performance Measure outcomes, or outputs 

related to the inclusion of individuals with disabilities (if they have historically supported such 

programming). This maximum cost per VSY is established in the Notice of Intent to Apply used when 

the grantee most recently renewed its three-year performance period. The sponsor must also comply

with all other grant rules and regulations, match requirements, and performance measure 

requirements.

The budgetary options available include:

A. Temporary or Permanent Request to Rebudget 

A sponsor may request to rebudget the grant award so funding can be reallocated to other expenses 

that can reasonably be expected to reduce or eliminate the VSY shortfall. In some cases, the request 

may include funding allocated to VSYs in the stipend line item. Typically, rebudget requests involve 

increased recruitment and recognition efforts.

If a sponsor wishes to reduce the agreed-upon level of VSYs, it must request and receive written CNCS 

approval to do so, in accordance with federal regulations at 45 CFR 2552.93(f). These regulations 

control anticipated expenditures of and place limitations on the movement of stipend funding. A 

sponsor may request to temporarily or permanently reduce the grant’s VSY level.

B. Temporary or Permanent Request to Return Grant Funding

A sponsor may request to temporarily or permanently return funding from the grant.

A temporary return of grant funding is appropriate when, due to temporary and correctable 

circumstances, a sponsor anticipates falling short of its budgeted VSY level. A temporary return of 

grant funding allows a sponsor to request a reduction in funding for the current 12-month budget 

period. Assuming the cause of the shortfall is remedied, the budget will revert to the grantee's base 

funding level in the next budget year.

A permanent return of grant funding is appropriate when a sponsor has determined that the 

maximum number of VSYs it can support will require the grant size to be reduced. This reduction may 

not result in a grantee programming less than one VSY in work plans that result in either National 

Performance Measure outcomes, or outputs related to the inclusion of individuals with disabilities (if 

they have historically supported such programming) for every $6,500 in annual base federal funding 

they receive.

C. CNCS-Initiated Reduction of Funding
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CNCS monitors the VSY levels associated with each grant award using the FFR. When a sponsor does 

not achieve the minimum VSY level allowed on the grant, CNCS staff must notify a sponsor of its 

underachievement and engage the sponsor in taking prompt corrective action. When a sponsor 

continues to underachieve VSY levels, CNCS staff must take action that may ultimately result in a 

permanent reduction of funding on the grant.

The minimum VSY achievement level for most grants is: 

• 37% of the annually budgeted VSYs at the semi-annual reporting period. 

• 97% of the annually budgeted VSYs at the annual reporting period.

Grants with 24 or fewer VSYs and grants in their first three-year performance period are not subject 

to these specific minimums. Grantees at risk of VSY underperformance in these circumstances should 

contact their CNCS program officer/portfolio manager to develop a case-specific plan. These plans 

may utilize the same budgetary and non-budgetary remedies described here. 

CNCS will send the sponsor a notification of VSY underproduction letter that states what the problem 

is and offer choices for resolution according to the length of time the grant has not achieved the 

minimum VSY level. The CNCS program officer/portfolio manager will also work with the sponsor on 

developing or updating a corrective action plan. 

If a sponsor continues to be unable to produce the number of agreed upon VSYs, CNCS may take 

action that results in a reduction in VSY level. CNCS may also take action that involves a reduction in 

the federal grant award. 

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.

 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.

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, 
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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 Portfolio Manager or Program 

and Grant Officers. The Grant Official or Portfolio Manager will send 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 or Portfolio Managers 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; 

• 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.
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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.

SUSPENSION, TERMINATION, AND DENIAL OF REFUNDING 

The rules on grant suspension, termination, and denial of refunding procedures are addressed in the FGP

Program Regulations (45 CFR § 2552.34).

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 
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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 directed by CNCS to 

conduct an audit must provide copies of any audit report 

partially or wholly charged to the grant to the CNCS 

program officer/portfolio manager and the grant official. 

Grantees need to follow applicable federal, state and local 

requirements for financial reporting and audits for their 

type of organization.

CONCLUSION 

Familiarize all staff with FGP 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 Portfolio Manager or Program and Grants Officers.

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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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 FGP 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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11 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 11 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 2552.23(2)).

2. Maintain documentation on file, updated annually, that shows that all enrolled volunteers 

meet the eligibility requirements (Age, Income, NSCHC, etc.) (45 CFR 2552.41 and 45 CFR 

2552.42).

3. Ensure there are written assignment descriptions on file for all volunteers (45 CFR 2552.72).

4. Document the eligibility of beneficiaries of volunteer services, preferably in the assignment 

plan, and maintain these in the volunteer files (45 CFR 2552.81).

5. Retain supporting source documentation for all volunteer local travel reimbursements (45 

CFR 2552.46(c)).

6. Ensure all grant funded staff have complete national service criminal history check 

documentation (45 CFR 2552(j)) 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.

7. Ensure your organization’s written policies and your implementation procedures for 

National Service Criminal History Checks are in compliance with the requirement (45 CFR 

2552(j)). See Chapter 5 and the Criminal History Check Resources webpage carefully to be 

sure your written policies and your implementation procedures are in compliance. Ensure 

that there is clear documentation of how volunteer service hours (45 CFR 2552.51) and 

other cost reimbursements were tracked (45 CFR 2552.46) and these records are on file.

8. Document receipt and valuation of all in-kind contributions counted toward the required nonFederal share of the grant.

9. Submit all required reports, such as the Federal Financial Reports, Project Progress Reports 

and make sure they are on time.

10. 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.

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, program officers, and 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

- FGP Federal Regulations [45 CFR 2552]

- 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. (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 FGP 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 

reporting period. (See the Managing Senior Corps Grants for the Progress Report Instruction and 

Appendix A.4 for Progress Report Tips.)
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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 FGP 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. 

RECORDKEEPING 

As required by 45 CFR 2552.25(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 FGP volunteers placed at the volunteer station.
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Maintaining Complete Volunteer Files

Maintaining complete volunteer files for the length of time required by law is critical for a sponsor to 

remain in compliance with federal recordkeeping requirements. See Appendix C.9 for a checklist of 

everything that you need to maintain in a volunteer file. Among the most important components are 

the ones that you must complete annually to establish and maintain volunteer eligibility such as

documenting income eligibility. You must maintain copies of these key documents for each year a 

volunteer serves. For example, if a volunteer has served for the past eight years, you should have 

eight income eligibility reviews in their file. 

When can you dispose of these records? With some exceptions, federal recordkeeping requirements 

require grantees to retain all documents associated with a grant – including volunteer files – for three 

(3) years from the date you submit the final FFR for the relevant project period (2 CFR 200.333). For 

volunteers, this means that you should maintain files for at least three years after the FFR associated 

with the three-year project period when the volunteer leaves service. 

For example, suppose Tania begins volunteering with your program in 2010 and continues 

volunteering until 2016, when she exits your program. Your grant performance period runs from July 

1, 2015, through June 30, 2018. You submit your final FFR for that performance period 90 days after 

the end date of June 30, 2018, which is September 30, 2018. You can dispose of Tania’s files three 

years after that – September 30, 2021, or after. This means that as late as September 29, 2021, you 

should still be able to access all of Tania’s files – including her first income eligibility review.

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

Tania begins service

Tania ends 

service

Three-year project 

period when Tania 

ends service

Records can be 

disposed three 

years after the final 

FFR for the period 

she ends service.

Final FFR for 

project period 

submitted 90 days 

after end.

Records retained
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11.2.2 Sponsor Records on Individual Foster Grandparent 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.

2. A signed Designation of Beneficiary (for insurance purposes).

3. The name of the volunteer station(s) where the FGP 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. 

5. The Foster Grandparent's service schedule and verification of actual hours served.

6. A copy of the current written volunteer assignment plan.

7. Documentation of a physical examination if applicable to your project.

8. An income eligibility review for each year a volunteer participates as a Foster Grandparent, 

including the volunteer’s initial income eligibility review from their enrollment, an income 

eligibility review that has been completed within the past 12 months, and all such annual reviews 

in between as applicable.

9. The Foster Grandparent’s annual performance appraisal.

10. Sponsor are required to have documentation verifying that the required National Service Criminal 

History checks (NSCHC) were conducted, the results were evaluated, and the sponsor’s 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 have 

documentation to show compliance with the NSCHC requirements may be subject to cost 

disallowance. Please read the Criminal History Check Resources webpage carefully to be sure your 

policies and your implementation procedures are in compliance with the requirement. 

See the box on the prior page on maintaining complete volunteer files for more information.

(See Appendix C.9 for a sample volunteer files check list.)

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.
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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, 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 from the date the grantee 

submits the final FFR for the three-year grant cycle in which the volunteer exited service or three 

years past the last audit, whichever is later. This is also discussed in more depth in the box on 

page 92.

4) Volunteer Timesheets: Sponsors are required to ensure that timesheets or electronic time and 

attendance records are maintained that display the actual hours served by each volunteer. To

create a system of internal controls, the timesheets or electronic time and attendance records 

should be signed or validated by the individual volunteer and the responsible volunteer station 

supervisor. The project supervisor or director may also sign or validate the timesheets or 

electronic time and attendance records.

5) 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. 
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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.

6) 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 FGP, the requirements 

apply to anyone receiving any part of their salary from the FGP grant funds (federal or non-federal 

share) and all FGP volunteers. Sponsors 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.) 

7) 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 

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.

8) 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:
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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.

9) 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 FGP staff. (See Appendix C.3 for a sample timesheet that incorporates hours of 

service, and mileage expenses.)

10) Using FGP Volunteers for Data Collection/Recordkeeping: FGP volunteers can be assigned by 

project directors to various tasks that involve data collection and recordkeeping (For more 

information regarding FGP sponsors as volunteer station see Chapter 6)

11.2.7 Counting and Reporting FGP Volunteers, Performance Measures, and Other Metrics 

FGP 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 FGP 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 FGP Volunteer Service Tracking System

1. The system is documented in written sponsor policies as the standard used by the FGP 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 FGP 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 FGP/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. FGP Project Director) is capable of storing and 

retrieving the e-mails reporting FGP volunteer hours.
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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.

The CNCS program officer/portfolio manager 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 or portfolio 

Manager. A signed copy of the project Compliance Monitoring Guide is retained in the project file.
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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 

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 brief 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 FGP advisory 

council.

4. Collaborate with other Senior Corps projects to generate statewide, citywide, 

countywide, and multi-county support.

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 FGP advisory council enhances community interest in project activities. Some 

FGP 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 FGP volunteers before organizations in which they are active. 

5) FGP 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 FGP 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 FGP 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 FGP volunteers or project staff. They are especially receptive to human interest 

stories.
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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, FGP 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 FGP volunteers as active seniors who meet critical community needs.

II. Effective Practices for Coordinating FGP 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 FGP HANDBOOK CROSS REFERENCE INDEX 

URL Links and Appendices Documents by Chapter

This index lists the links and appendices documents that are included in the FGP 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 FGP Program Regulations: All of the Handbook chapters have links to the Electronic Code of 

Federal Regulations. The regulations governing FGP are in Chapter XXV, Part 2552, of the Code of 

Federal Regulations which is typically cited as “45 CFR 2552.” Use the reference numbers in the link 

to find the specific regulation you need. For example: 45 CFR 2552.22 refers to the Responsibilities 

of FGP Sponsor.

URL for 45 CFR 2552: 

http://www.ecfr.gov/cgi-bin/textidx?c=ecfr&sid=362a61ebba884e03918c67c3e4e0e356&rgn=div5&view=text&node=45:4.1.9.11.34

&idno=45%20-%20se45.4.2552_1121#se45.4.2552_125

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 

https://www.nationalservice.gov/sites/default/files/documents/1990_

serviceact_as%20amended%20through%20pl%20111-13.pdf

National & Community Service 

Trust Act of 1993

https://www.nationalservice.gov/sites/default/files/documents/cncs_s

tatute_1993.pdf

National Service Criminal History 

Checks 

https://www.nationalservice.gov/resources/criminal-history-check

National Service in Your State https://www.nationalservice.gov/impact-our-nation/state-profiles

National Service Timeline https://nationalservice.gov/about/who-we-are/national-servicetimeline

National Service website www.nationalservice.gov 

Ordering CNCS Publications https://pubs.nationalservice.gov/

Outreach Resources https://www.nationalservice.gov/newsroom

Senior Corps Branding Guidelines http://www.nationalservice.gov/sites/default/files/page/Senior_Corps

_Branding_Guidelines.pdf

FGP Program Regulations http://www.ecfr.gov/cgi-bin/textidx?c=ecfr&rgn=div5&view=text&node=45:4.1.9.11.35&idno=45

FGP webpage http://www.nationalservice.gov/programs/senior-corps/FGP

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://www.nationalservice.gov/serve/via

U.S. Government Manual http://www.usgovernmentmanual.gov/?AspxAutoDetectCookieSuppor

t=1

Chapter 2 

Funding Opportunities http://www.nationalservice.gov/build-your-capacity/grants/fundingopportunities
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Grants.gov http://www.grants.gov/

Appendix A.12 Guidance on Prohibition on Fee-for-Service

National Service http://www.nationalservice.gov/

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 and 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/knowledge-network

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

https://www.nationalservice.gov/programs/senior-corps/managesenior-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 Prohibition on Fee-for-Service

Managing Senior Corps Grants 

webpage for Station Roster 

Instructions

http://www.nationalservice.gov/programs/senior-corps/managingsenior-corps-grants
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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

Appendix C.10 Letters of Agreement for In-Home Assignments

Appendix C.1 Memorandum of Understanding

Chapter 7

The Knowledge Network http://www.nationalservice.gov/resources/senior-corps

Appendix D.1 FGP Sample Volunteer Assignment Description

Appendix C.10 Letters of Agreement for In-Home Assignments

Chapter 8 

All for Good https://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

Centers for Disease Control and 

Prevention (CDC) – Preventing 

Child Sexual Abuse within Youthserving Organizations: Getting 

Started on Policies and 

Procedures

https://www.cdc.gov/violenceprevention/pdf/preventingchildse

xualabuse-a.pdf

Adult Learning Toolkit http://www.nwcphp.org/training/effective-adult-learning-atoolkit-for-teaching-adults

Facilitating Adult Learning http://www.canr.msu.edu/od/uploads/files/PD/Facilitating_Adu

lt_Learning.pdf

Appendix C.2 Sample Volunteer Enrollment Form

Appendix C.5 Sample Volunteer Information Update Form

Chapter 9

Appendix A.10 Senior Corps Minimum Insurance Coverage Requirements

Appendix A.1 Guidance for Recognition Costs

Appendix C.3 Sample FGP Timesheet and Mileage Request

Chapter 10 

Chapter 10 References to 2 CFR:

Link to the 2 CFR which is also called the Uniform Guidance.

http://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
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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

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

FGP 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

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 C.3 Sample FGP 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. 
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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 Foster Grandparent Programs, this includes Sections A, C and D. 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 Prohibition on Fee-for-Service Activities

A.13. Sample Data Sharing Agreement

A.14. Sample In-Kind Contribution Form

A.15. Final Rule Overview

A.16. Final Rule FAQs
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SECTION C: FOSTER GRANDPARENT AND SENIOR COMPANION PROGRAMS 

C.1. Sample FGP-SCP Memorandum of Understanding

C.2. Sample FGP-SCP Volunteer Enrollment Form

C.3. Sample FGP-SCP Timesheet and Mileage Form

C.4. Sample FGP-SCP Project Director Job Description

C.5. Sample FGP-SCP Volunteer Information Update Form

C.6. Sample FGP-SCP Income Review Form

C.7. Sample FGP-SCP Enrollment Checklist

C.8. Sample VSY Worksheet

C.9. Sample FGP-SCP Volunteer File Checklist

C.10. Sample FGP-SCP Letters of Agreement for In-Home Assignments

C.11. Sample FGP-SCP TB Test Form

C.12. Sample FGP-SCP Physical Form

SECTION D: FOSTER GRANDPARENT PROGRAMS ONLY 

D.1. Sample FGP Volunteer Assignment Plan

D.2. Sample Foster Grandparent Position Descriptions

D.3. Senior Corps and the Foster Grandparent Program in Times of Disaster

D.4. Previous Change Logs
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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.
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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

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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

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 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

Version 2020.2 Pg. 1 of 4 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

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

Version 2020.2 Pg. 2 of 4 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

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.
Appendix A.4 - Senior Corps Progress Report (PPR) Tips

Version 2020.2 Pg. 3 of 4 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

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, 
Appendix A.4 - Senior Corps Progress Report (PPR) Tips

Version 2020.2 Pg. 4 of 4 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

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

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 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

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 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

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 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

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 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
Version 2020.2 Pg. 1 of 2 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

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 

For all appendices, including editable versions of samples and templates, visit 

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

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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

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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

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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

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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 

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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 

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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 

For all appendices, including editable versions of samples and templates, visit 

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

Version 2020.2 Pg. 2 of 2 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

• 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

Version 2020.2 Pg. 4 of 6 

For all appendices, including editable versions of samples and templates, visit 

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

Version 2020.2 Pg. 5 of 6 

For all appendices, including editable versions of samples and templates, visit 

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

Version 2020.2 Pg. 6 of 6 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

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 C.1 - Sample FGP-SCP 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 C.1 – Sample FGP/SCP Memorandum of Understanding

 

Memorandum of Understanding

ABC County Foster Grandparent/Senior Companion Program

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 FGP/SCP, 

sponsored by ABC SPONSOR AGENCY and the following agency and/or entity (the “Station”):

Station Name: EIN:________________ 

Station Site Address: City: State: 

Zip: 

Station email: Phone: 

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. Recruit, interview, select, and enroll volunteers in the program. The volunteers will meet the 

criteria in the Foster Grandparent Program (FGP) or the Senior Companion Program (SCP) 

Federal Regulations for enrollment in the program.

2. Unless otherwise specified herein, conduct and document a criminal history check for all 

FGP/SCP volunteers in accordance with the requirements established for a National Service 

Criminal History Check by the Corporation for National and Community Service.

3. Refer FGP/SCP volunteers to the Station. Permit and encourage the Volunteer Station to screen 

FGP/SCP volunteers pursuant to established criteria of Volunteer Station.

4. (If Applicable) Arrange for pre-service physical examinations for new FGP/SCP volunteers 

assigned to the Volunteer Station.

5. Conduct pre-service orientation and ongoing in-service instruction for volunteers.

6. Instruct FGP/SCP volunteers in proper use of volunteer timesheets, reimbursement guidance, 

and the FGP/SCP procedures.

7. Provide an FGP/SCP volunteers orientation to the Station staff prior to placement of volunteers 

and at other times as needed.

8. Initiate publicity regarding FGP/SCP.
Appendix C.1 - Sample FGP-SCP 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. 

9. Furnish accident, liability, and excess automobile liability insurance for enrolled volunteers as 

required by FGP/SCP regulation. The insurance provided by the sponsor is secondary coverage 

and is not primary insurance.

10. Staff an Advisory Council to FGP/SCP. Along with the advisory council, arrange for appeals 

procedure to address problems arising between the volunteer, the Station and/or FGP/SCP. 

11. Arrange for appropriate FGP/SCP recognition.

12. Coordinate with other volunteer and aging programs in the area to foster effective 

communication and avoid duplication. 

13. Reimburse FGP/SCP volunteers for transportation costs between their home and volunteer 

station in accordance with FGP/SCP policies and availability of funds.

14. Arrange with the Station for meals and/or snacks, whenever possible, for volunteers on 

assignment. 

15. (if applicable) Provide photo identification for volunteers if not provided by the station. 

The Station’s Responsibilities 

1. (FGP only) In partnership with the project staff, the station staff will develop an assignment plan 

for each Foster Grandparent and for each child served. The sponsor's representative, and the 

volunteer must sign the written assignment plan that: identifies the children to be served; the 

role and activities of the volunteer; the expected outcomes for each child; and addresses the 

period of time each child should receive such services. Volunteer station staff, FGP project staff, 

and the volunteer will review the Foster Grandparent's assignment as well as the impact of the 

assignment on the child's development.

2. (FGP only)Assign children with designated special or exceptional needs to each volunteer.

3. (FGP only)Exclude Foster Grandparents as supervising adults when calculating state-mandated 

adult-to-child ratios. 

4. (FGP only)Supervise Foster Grandparents at all times while they are performing as volunteers 

and not leave the Foster Grandparent alone with children. (Supervisor name and contact 

information on next page.)

5. (SCP only) In partnership with the project staff, the station staff will develop an assignment plan 

for each Senior Companion and for each client served. The sponsor's representative, and the 

volunteer must sign the written assignment plan that: identifies the clients to be served; the role 

and activities of the volunteer; the expected outcomes for each client; and addresses the period 

of time each client should receive such services. Volunteer station staff, SCP project staff, and 

the volunteer will review the Senior Companion’s assignment as well as the impact on the 

client’s ability to continue to live independent in their home, or the impact of respite for 

caregiver. 

6. (SCP only) Assign adults with special needs to each volunteer.

7. Provide site specific and special training (i.e. confidentiality training) to the volunteers as 

needed.

8. Furnish volunteers with materials required for assignment. These materials may include station 

uniform and photo I.D.

9. Assure adequate health and safety provisions for volunteers.

10. Investigate and report any accidents and injuries involving FGP/SCP volunteers immediately to 

ABC County. All reports shall be submitted in writing.

11. Specify, either by written information or verbally, that FGP/SCP volunteers are participants in 

the Station’s programming in publicity featuring such volunteers. Display an FGP/SCP placard 

where it may be viewed by the public.
Appendix C.1 - Sample FGP-SCP 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. 

12. 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 

FGP/SCP documenting the impacts of services provided by volunteers. 

• Volunteer Performance Evaluations: For each assigned volunteer, stations are required to 

complete an annual performance evaluation using the template provided by the sponsor.

• In-Kind Documentation: Provide documentation of in-kind contribution(s) (meals, uniforms, 

mileage reimbursement, training expenses, physical exams) and verification to help FGP/SCP 

meet its local match of 10%. 

11. (if applicable) Arrange for annual physical examinations for up to FGP/SCP volunteers 

(including a 20% turnover rate) at $ per examination. Donor verifies funds are not from 

other federal sources unless authorized under law. For these volunteers, the Volunteer Station 

will obtain, and provide the sponsor with a certificate signed by the examining medical 

professional confirming that the volunteer is capable, with or without reasonable 

accommodation, to either himself/herself or the children/clients served. 

12. (if applicable) Provide meals for up to # volunteers each day and provide a regular 

accounting to the FGP/SCP of the value of meals provided. Since the value of these meals will 

be counted as part of the non-federal contribution to the CNCS grant, the Volunteer Station will 

ensure that the meals provided and reported to the FGP/SCP are not funded with other federal 

resources, unless those federal resources are authorized by federal law or regulation to be 

applied as part of the non-federal share of a federal grant. 

13. (if applicable) Provide transportation for up to # volunteers each day and provide a regular 

accounting to the FGP/SCP of the value of the transportation provided. Since the value of this 

transportation will be counted as part of the non-federal contribution to the CNCS grant, the 

Volunteer Station will ensure that the transportation provided and reported to the FGP/SCP is 

not funded with other federal resources, unless those federal resources are authorized by 

federal law or regulation to be applied as part of the non-federal share of a federal grant. 

Other Provisions

1. Separation from Volunteer Service: The Station may request the removal of an FGP/SCP volunteer 

at any time. An FGP/SCP volunteer may withdraw from service at the Station or from the FGP/SCP 

at any time. The FGP/SCP 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. FGP 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 FGP liaison authorizing the assignment of a Foster Grandparent in the child’s 

home, defining the Foster Grandparent’s activities, and specifying supervisory arrangements. 

3. SCP Letters of Agreement: For in-home assignments, the Volunteer Station will obtain a Letter of 

Agreement signed by the client, or persons legally responsible for the client served, the Volunteer 

Station liaison, and the SCP liaison authorizing the assignment of a Senior Companion in the client’s 

home, defining the Senior Companion’s activities, and specifying supervisory arrangements. 

4. Religious/Political Activities: The Station will not request or assign FGP/SCP volunteers to conduct 

or engage in religious, sectarian, or political activities.
Appendix C.1 - Sample FGP-SCP 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. 

5. Displacement of Employees: Ensure that FGP/SCP volunteers serve in a volunteer capacity.

FGP/SCP volunteers will not displace nor replace paid or contracted employees, relieve staff of their

routine duties or infringe upon the site supervisor's supervisory role with the children (or SCP client).

6. Compensation: Neither the station nor FGP/SCP will request or receive compensation from the

beneficiaries of FGP/SCP volunteers. FGP/SCP volunteers will not receive a fee for service from

beneficiaries.

7. Accessibility and Reasonable Accommodation: The Station will maintain the programs and activities

to which FGP/SCP 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.

8. Prohibition of Discrimination: The Station will not discriminate against FGP/SCP volunteers, service

beneficiaries, or in the operation of its program on the basis of race, color, national origin including

individuals with limited English proficiency, gender, age, religion, sexual orientation, disability,

gender identity or expression, political affiliation, marital or parental status, or military service.

9. 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.

10. Signatures. By signing this MOU, the Station, through its authorized representative, self-certifies

that it meets the requirements necessary to become an FGP/SCP Station.

For All Stations

Volunteer Supervisor [Station Staff]

Name: Title: 

Phone: Email: 

Volunteer Station Primary Type: To qualify as an FGP/SCP Station, an agency/office/department must 

self-certify that it is one of the following:

Public Non-Profit Private Non-Profit Proprietary Health Care Agency Governmental 

Agency 

Authorized Signatures

_____________________________________________________________________________________

Authorized Station Representative Date

_____________________________________________________________________________________

FGP/SCP Project Director [or other sponsor designated representative] Date
Appendix C.2 - Sample FGP-SCP Volunteer Enrollment Form

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/operationshandbook-appendices.

Appendix C.2 – Sample FGP-SCP Enrollment Form

ABC COUNTY FGP/SCP ENROLLMENT FORM

Please print and complete all sections. Forms with original signatures are 

required for enrollment.

Name________________________________________________ Birth Date____________________

Age_________

Mailing Address_________________________________________City________________________

Zip____________

Phone _________________Cell Phone ___________________Email __________________________

Have you ever been convicted of a criminal offense or misdemeanor? Yes___ No___ 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. 

As a FGP/SCP volunteer, you will be covered by accident and personal liability 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 FGP/SCP. Please provide the following information.

Emergency

Contact___________________________________________Phone________________________

FOR OFFICE USE ONLY

Station(s) __________________________________

Assignment(s) ______________________________ 

Date Assigned: ____/____/____

Computer Entry: ____/____/____

By:________________________________________

Driver’s License #______________________________ State_________ Expiration Date_________________

SCP/FGP 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__
Appendix C.2 - Sample FGP-SCP Volunteer Enrollment Form

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/operationshandbook-appendices.

Beneficiary for FGP/SCP Supplemental Accident Insurance: 

Name______________________________________Relationship______________________________

Address____________________________________Phone___________________________________

The following information will help FGP/SCP match you with a volunteer opportunity: 

Employment

Experience__________________________________________________________________________

Special 

Skills/Interests/Languages______________________________________________________________

Volunteer Experience (Current, Past, Preferred) 

___________________________________________________________________________________

Days/Hours Available: Mon___ Tues___ Wed___ Thu___ Fri___

Mornings___ Afternoons___

Do you require any special accommodations or have physical or medical considerations that may 

impact a volunteer assignment?

___________________________________________________________________

Please indicate if FGP/SCP may have permission to use your likeness? 

[ ] I hereby grant ABC County FGP/SCP 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 FGP/SCP of ABC County in perpetuity. I will make no monetary or other claim against 

FGP/SCP 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 FGP/SCP. 

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 Foster Grandparent/Senior Companion Program. I understand that I am not an

employee of the FGP/SCP Project, the sponsor, ABC County, the volunteer station or the

Federal Government.

• I understand that in my capacity as an FGP/SCP 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 _____. I will also keep in effect a valid [State] Driver's license.
Appendix C.2 - Sample FGP-SCP Volunteer Enrollment Form

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/operationshandbook-appendices.

_________________________________________ _________________________________________

FGP/SCP Volunteer Signature Date FGP/SCP Staff Signature Date

Equal Employment Agency - ABC County FGP/SCP is an equal opportunity Agency. Enrollment is done 

without regard to race, color, national origin, gender, sexual orientation, religion, age, disability, 

political affiliation, marital or parental status, or military service. FGP/SCP 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 FGP/SCP at (555) 555-1234. 

Return completed registration to: ABC County FGP/SCP For Questions contact:

[Original Signatures PO Box 123 Jane Doe (555) 555-1234

Required on the Form] Our Town, USA 12345 FGP/SCP.PD@abccounty.gov
Appendix C.2 - Sample FGP-SCP Volunteer Enrollment Form

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/operationshandbook-appendices.

The following information is optional and will not affect your enrollment with ABC County FGP/SCP. 

1. Occasionally ABC FGP/SCP will purchase volunteer recognition gifts to FGP/SCP members. Please

share the size you would use on each item blow.

Item Size Item Size Item Size

Jacket Vest Hoodie 

Sweatshirt Hat Shoe size (for 

snow cleats) 

2. Which show of appreciation would mean the most to you? (Check all that apply)

Specially arranged meals Gifts Certificates 

ABC FGP/SCP logo wear Being chosen as the volunteer 

of the month 

Being highlighted in the 

newsletter 

Other (Make suggestion) 

3. FGP/SCP 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 the information you have provided. Your information is never sold, shared, or used 

outside of FGP/SCP, ABC County government or the Corporation for National and Community Service.
Appendix C.3 - Sample FGP-SCP Timesheet and Mileage Reimbursement Form

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-handbookappendices.

Appendix C.3 – FGP-SCP Timesheet and Mileage Reimbursement Request

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 FGP/SCP 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 

while serving, BB if

you brought a brown 

bag meal or the 

actual expense if you 

paid for a meal and 

request 

reimbursement. 

Leave blank if no 

meal is received. 

Meals will be 

reimbursed 

consistent with

sponsor policy.

^Enter actual start 

and stop odometer 

readings for each 

trip.

IMPORTANT!

Please obtain your 

volunteer station 

supervisor’s original 

signature before 

submitting! 

For Office Use 

Only:

Mileage 

Reimbursement

_______ miles X

______ per mile =

Total Reimbursement:

$

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

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.

X _________________________________ X __________________________________ X_______________________________

FGP/SCP Volunteer Signature Date Station Supervisor Signature Date FGP/SCP Staff 

Signature Version 2020.2

Date
Appendix C.4 - Sample FGP-SCP 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 C.4 – Sample FGP-SCP Project Director Job Description

ABC Non-Profit

Foster Grandparent/Senior Companion Program

FGP/SCP Project Director Job Description

JOB TITLE: FGP/SCP 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 FGP/SCP Project

Director has full-time responsibility for the development and operation of the Foster 

Grandparent/Senior Companion Program; in coordination with the ABC Non-Profit and Senior 

Corps Program Advisory Council. 

PROJECT DIRECTOR’S ROLE: 

The FGP/SCP Project Director is responsible for the daily management of the Foster 

Grandparent/Senior Companion Program. The Project Director functions as a working project 

manager, actively involved with community organizations, volunteers, and volunteer stations. 

The Project Director serves as the representative of the sponsor in signing and approving official 

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

agreement for in-home assignments. The Project Director will abide by ABC Non-Profit’s 

established procedures for internal review and its standard policies and procedures. 

The Project Director serves full time or part-time, as negotiated with the CNCS. The Project 

Director may participate in activities to coordinate program resources with those of related local 

agencies, boards, or organizations. 

RESPONSIBILITIES: 

Under direction of the ABC Non-Profit Executive Director, the Project Director’s duties include, 

but are not limited to: 

a) Plan and develop all phases of FGP/SCP operations; 

b) Ensure national service National Service Criminal History Check are completed for all 

covered staff and volunteers in accordance with CNCS requirements and agency policy; 

c) Assist with hiring, training, and supervising adequate staff to efficiently carry out, maintain 

and develop operations of the Foster Grandparent/Senior Companion Program; 

d) Adhere to and administer personnel policies and procedures for staff consistent with those of 

ABC Non-Profit; 

e) Provide support, information and materials for coordinators and appraise staff performance 

according to ABC Non-Profit personnel policies and procedures; 

f) Recruit, select, orient and place volunteers with volunteer stations; 
Appendix C.4 - Sample FGP-SCP 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. 

g) Develop and maintain appropriate fiscal, personnel, program and volunteer records and 

reports; 

h) Enhance the total efforts of FGP/SCP through active involvement with community 

organizations, other national service programs, where appropriate; 

i) Implement agreed upon performance measure and other FGP/SCP grant requirements; 

j) Keep Senior Corps Advisory Council members informed and solicit their participation and 

advice on matters affecting program operations; 

k) Work in cooperation with ABC Non-Profit staff, Advisory Council members and volunteer 

station staff to obtain resources for programs; 

l) Plan, develop, and implement ongoing public relations opportunities, including social media, 

in cooperation with ABC Non-Profit; 

m) Arrange for formal and regular recognition of volunteers, organizations and individuals who 

have contributed to the support of FGP/SCP; 

n) Assure volunteer orientation, in conjunction with volunteer work stations and staff; 

o) In conjunction with FGP/SCP staff, develop and maintain close coordination and relationships 

with volunteer stations, including development of volunteer assignment plans; 

p) Provide ongoing support to volunteers; 

q) In conjunction with FGP/SCP staff, appraise volunteer performance; 

r) Assess appropriateness and/or performance of volunteer stations; 

s) 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.

 

 

 _____________________________________________________ 

 FGP/SCP Project Director Date

_____________________________________________________ 

 Executive Director Date
Appendix C.5 - Sample FGP-SCP 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 C.5 – Sample FGP-SCP Volunteer Information Update

ABC COUNTY FGP/SCP

 [Enter new or changed information and attach to volunteer registration] 

ABC FGP/SCP Program

Volunteer Information Update 

1. Name:__________________________________________________________________ 

Address: ________________________________________________________________ 

City: _______________________Zip: _______________Telephone: ________________ 

Email: _________________________________________Cell Phone: _______________ 

2. Name of Beneficiary: ______________________________________________________ 

Relationship: ________________________ Telephone: __________________________ 

Address: ________________________________________________________________ 

City: ____________________________ State: _______________ Zip Code: _________ 

3. Change in station assignment or volunteer assignment: ___________________________ 

4. Other changes:

Current Information: ______________________________________________________ 

Changes to: ______________________________________________________________ 

______________________________________________________________________________

Volunteer Signature: ___________________________________ Date: ______________ 

Staff Notes: 

___________________________________________________________________________ 

Dates of: 

• Annual Income Eligibility: _________________________________ 

• Annual Volunteer Performance Appraisal: _____________________________________ 

______________________________________________________________________________

______________________________________________________________________________ 

FGP/SCP Staff Initials: ______________________________ Date: ______________ 
Appendix C.6 - Sample FGP-SCP Income Review Form 

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-handbookappendices. 

Appendix C.6 – Sample FGP-SCP Income Review Form 

In order to receive a stipend, a Foster Grandparent or Senior Companion must be at least 55 years of age and cannot 

have an annual income from all sources, after deducting allowable medical expenses, which exceeds the program’s 

income eligibility guideline for the state in which he or she resides. Annual income is required to be counted for the past 

12 months for volunteers currently serving and estimated for the upcoming 12 months for new volunteers. 

Name: ____________________________ Phone: (______) _____- _______ email: _____________

New volunteer Current volunteer

Marital Status: Married Widow(er) Single Divorced Legally Separated

In all categories below list all sources of income for the volunteer applicant and spouse, if living in same residence.

Current Income from all 

sources of Applicant and 

Spouse, if living in same 

residence

A.

Volunteer’s 

Monthly 

Income

B.

Spouse’s

Monthly 

Income

C.

Total Monthly 

Income

(A+B)

D.

Total Annual 

Income

(C x 12)

Social Security $ $ $ x 12 mo. $ 

Pension / Retirement 

Savings Plan

$ $ $ x 12 mo. $ 

Interest / Dividends $ $ $ x 12 mo. $ 

Other: see back for list of 

other countable income $ $ $ x 12 mo. $ 

COLUMN TOTALS $ $ $ x 12 mo. $ 

Allowable deductions for medical expenses, if any. Please note up to 50% of the maximized qualifying amount 

can be deducted. See reverse side for examples of allowable medical deductions.

 Health Insurance Premiums $________ per month or $ __________ per year

 Prescription Drugs $________ per month or $ __________ per year

 Doctor visits/medical bills $________ per month or $ __________ per year

 Other allowable medical costs $________ per month or $ __________ per year

 (See back) $________ Total per month $ ___________Total per year 

FOR OFFICE USE ONLY: 

Total Household Annual Income: $ ______________

Minus total allowable medical expense deduction: – ______________

Equals Total Annual Qualifying Income: $ ______________

I certify that the information furnished above is correct and understand that falsification of information may 

result in my being deemed ineligible to receive a stipend as a Foster Grandparent/Senior Companion. I 

understand that a knowing and willful false statement on this form can be punished by a fine or imprisonment 

or both under Section 1001 of Title 18, U.S.C.

_________________________ ______ _______________________________ _____ 

VOLUNTEER SIGNATURE DATE REVIEWED BY SPONSOR STAFF DATE
Appendix C.6 - Sample FGP-SCP Income Review Form 

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-handbookappendices. 

What is considered income for determining volunteer eligibility?

According to Section 2552.44 of the FGP Regulations and 2551.44 of the SCP Regulations: 

(a) For determining eligibility, “income” refers to total cash or in-kind receipts before taxes from all sources 

including: 

(1) Money, wages, and salaries before any deduction;

(2) Receipts from self-employment or from a farm or business after deductions for business or farm 

expenses; 

(3) Social Security, Unemployment or Workers Compensation, strike benefits, training stipends, 

alimony, and military family allotments, or other regular support from an absent family member or 

someone not living in the household; 

(4) Government employee pensions, private pensions, regular insurance or annuity payments, and 

401(k) or other retirement savings plans; and

(5) Income from dividends, interest, net rents, royalties, or income from estates and trusts.

(b) For eligibility purposes, income does not refer to the following money receipts:

(1) Any assets drawn down as withdrawals from a bank, sale of property, house or car, tax refunds, 

gifts, one-time insurance payments or compensation from injury; 

(2) Non-cash income, such as the bonus value of food and fuel produced and consumed on farms and 

the imputed value of rent from owner-occupied farm or non-farm housing; 

(3) Regular payments for public assistance including the Supplemental Nutrition Assistance Program 

(SNAP)

(4) Social Security Disability or any type of disability payment; and

(5) Food or rent received in lieu of wages. 

What are allowable medical expenses that may be deducted from income? 

According to the FGP Regulations, 2552.43(c) and SCP Regulations, 2551.43(c):

Allowable medical expenses are annual out-of-pocket medical expenses for health insurance premiums, health 

care services, and medications provided to the applicant, enrollee, or spouse which were not and will not be 

paid by Medicare, Medicaid, other insurance, or other third party pay or, and which do not exceed 50 percent 

of the applicable income guideline. 

Examples of allowable out-of-pocket medical expenses include but are not limited to:

Health Insurance Costs: 

Private insurance, Medicare/Medicaid premiums, co-payments and deductibles, long term care insurance 

Prescription Drugs: 

Pharmacy program co-payments and deductibles

Medical Bills for Dr. Visits: 

 Included, but not limited to: medical care, dental care, vision care not covered by health insurance

Other out-of-pocket Medical expenses:

One-time medical expense: equipment, supplies for dentures, hearing aids, eyeglasses, wheelchairs, canes, 

etc... Over the counter drugs and supplies not covered by health insurance: pain relievers, antacids, hearing 

aid batteries, vitamins, non-prescription eye glasses

When and where are the current income eligibility guidelines published?

CNCS publishes the annual income eligibility guidelines shortly after the issuance of the HHS Poverty Guidelines, 

u Senior Corps 

Resources

sually in February or early March. When issued the income eligibility guidelines are posted at 

under “Manage Senior Corps Grants.” The guidelines clarify that for eligibility purposes, income does 

not include the value of food stamps provided under the Food Stamp Act of 1977, as amended.

If you have questions or need further clarification on determining income eligibility, please contact your CNCS State 

Office. 
Appendix C.7 - Sample FGP-SCP Enrollment 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/operationshandbook-appendices. 

Appendix C.7 – Sample FGP-SCP Enrollment Checklist

ABC Agency Foster Grandparent/Senior Companion Program 

Foster Grandparent/Senior Companion Enrollment Checklist

Name: Phone:

Address:

City: State Zip:

Date of First Call: Date Phone Interview:

Appointment 

Date:

Appointment Time:

How did you hear about Program?

Comments:

ID Verification:

(Photocopy)

Income Review

Date:

Auto Insurance 

Expiration: 

Auto Insurance

Carrier

NSOPW

Date Checked: 

NSOPW

Result: 

No Hits, Approved to serve

Hits resolved _____________

Not eligible ___________

FBI Fingerprint

Check Initiated:

FBI Check Results 

Date:

No Hits Approved

Approved w/ Dir CS _____________

Not approved w/Dir CS ___________

State Check 

Initiated:

State Check Result 

Date: 

No Hits Approved

Approved w/ Dir CS _____________

Not approved w/Dir CS ___________

Application Date Enrollment Date Vol Number

Note: Staff should sign and date CHC section check boxes. Steps for completing NSCHC must be in project’s written 

policy. 

Training: (Volunteers in training must be accompanied prior to CHC approval.)

Location Date Time Trainer/ Accompaniment 

I have considered the results of the National Service Criminal History check in selecting this individual to serve. 

Staff Signature: ___________________________________________Date:___________________
Appendix C.8 - Sample VSY Calculator Worksheet

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 C.8 – Sample VSY Worksheet

This sample VSY Worksheet is a visual representation of a VSY Calculator that is functional in Excel. See 

the full list of Handbook Appendices on the Managing Senior Corps Grants page for the Excel version. 

Cumulative Cumulative Monthly Monthly Monthly Monthly Annual

Month Hours Hours VSY VSY Hours Volunteers VSY

Actual Goal Actual Goal Actual Active Goal

July

August 0

September 0

October 0

November 0

December 0

January 0

February 0

March 0

April 0

May 0

June 0

TOTAL 0.00 0.00 0

Total VSYs 

Achieved VSY 

Shortfall= 0.00

INSTRUCTIONS FOR USE:

1. Only enter data into the yellow boxes.

2. Don't enter data in the white, green or the red boxes. They will automatically change as you enter data in the yellow

boxes.

3. Use this VSY tracking sheet each month when you tally up the hours of volunteers.

4. This VSY tracking sheet can be adapted if your VSY goals change. Just replace the number of annual VSYs in column

H to a new VSY goal number.

5. The graph below will change as you enter data into the yellow boxes.

6. The password for the white, green or red password protected cells is vsy.

7. When password protection is off, be careful not to change the formulas embedded in the white cells.

8. If you turn password protection off, always remember to turn it back on when you are finished entering data.

9. Again: Never enter anything in the white, red or green cells in the spreadsheet below. If you do this, it will erase the

embedded formulas

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

Volunteer Hours

Month

VSY Actual to Target (Cumulative)

Actual VSYs

achieved

Target VSYs
Appendix C.9 - Sample FGP-SCP Volunteer File Checklist

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 C.9 - Foster Grandparent/Senior Companion Volunteer File 

Checklist

Volunteer Name: 

___________________________________________________________________________ 

** Indicate with date that annual review has been completed

Date when 

completed for 

enrollment 

2015 2016 2017 2018 2019 2020

Section 1

Volunteer Document Checklist

Section 2

Volunteer Application Form

Annual Review/Update Form

** Income Eligibility

Applicant Statement 

Background

Address Certification Form

Beneficiary Form

Emergency Contact Form

Volunteer Enrollment & Ins 

Form

Volunteer Release Form/Media

Section 3

NSCHC Documentation 

Checklist

NSCHC Component 

Assessment

Fingerprints Taken

Fingerprints Results

Driver’s License/Ins Card

NSOPR

State check (s)

NSCHC Consent Form

Murder Disclosure

Section 4

Confidentiality Agreement

Appropriate/Inappropriate 

Activities

** Performance Reviews

Handbook Received Signature 

Pre-Service Orientation Sign-In

Grievance Procedure Signature
Appendix C.10 - Sample FGP-SCP Letter of Agreement for In-Home Assignments

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 C.10 – Sample FGP/SCP Letter of Agreement for In-Home 

Assignments

Letter of Agreement for In-Home Assignment

The ABC Foster Grandparent Program/Senior Companion Program has been asked by 

______________________________________________________________ 

(Volunteer Station)

to place

 

____________________________________________________________ 

(Name of FGP/SCP volunteer)

in the home of 

________________________________________________________________________. 

(Name) (Address)

The following services are approved by the volunteer station and SCP staff and will be 

performed by the FGP/SCP 

volunteer:_____________________________________________________________________ 

______________________________________________________________________________ 

The volunteer may not be paid for their services. They may not do custodial work or work 

normally performed by a paid worker. 

The Volunteer Station Supervisor for this assignment is: ________________________________ 

The FGP/SCP volunteer is requested to serve

(Day(s) 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 C.11 - Sample FGP-SCP TB Test Form 

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 C.11 – Sample TB Test Form

ABC Foster Grandparent/Senior Companion Program

Address 

Phone: 

Email address (or fax number):

[Note: TB Tests are not required by Senior Corps but are required by some sponsoring agencies 

and volunteer stations.]

TB Test Form 

Name_____________________________________________ Date of Birth________________ 

Address____________________________________________ Phone #___________________ 

 _____________________________________________ 

A TB test is required to participate in the ABC Foster Grandparent/Senior Companion Program. 

If the volunteer has had a positive TB test in the past, please skip this test and complete the next 

page.

 

PPD Test Date: ______________________ Date Read: _____________________________ 

# of mm induration: Results/Interpretation: ____________________ 

PROVIDER INFORMATION REQUIRED:

_________________________________________ 

 Health Professional Signature 

_________________________________________ 

 Hospital/Clinic/Organization Name

_________________________________________ 

 Date

IF PREVIOUS POSITIVE RESULTS SKIP TEST AND GO TO THE NEXT PAGE
Appendix C.11 - Sample FGP-SCP TB Test Form 

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. 

ABC Foster Grandparent/Senior Companion Program

Address 

Phone: 

Email address (or fax number):

Positive Tuberculosis (TB) Test Screening Form

Please fill out only if the volunteer has had a POSITIVE TB test in the past. 

Date of Positive Test Results: ___________________ 

Was a chest X-ray done at that time: Yes No

If yes, was it normal? Yes No

Did volunteer receive anti-TB medication? Yes No

How long did they take it? ________________ 

Date of last chest X-ray:______________ What was the result? __________________________ 

If POSITIVE within the last year has volunteer been treated for: 

Unusual/persistent cough? Yes No

Coughing up blood? Yes No 

Shortness of breath? Yes No

Persistent fever/chills? Yes No

Night sweats? Yes No

Unexplained weight loss? Yes No

Chronic fatigue? Yes No

Known TB exposure? Yes No 

Comments and/or follow-up:

______________________________________________________________________________ 

Health Professional Signature: ___________________________________Date:_____________ 

Hospital/Clinic/Organization Name: _______________________________________________
Appendix C.12 - Sample FGP-SCP Physical Exam 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 C.12 – Sample FGP-SCP Physical Exam Form

Foster Grandparent/Senior Companion Program

[Address]

[Phone/Cell Number]

[Fax/Email]

Physical Exam Form 

Name_____________________________________________ Date of Birth________________

Address_______________________________________________________________________

______________________________________________________________________________

Phone #:_______________________________ Email: _________________________________

This form verifies that a volunteer with a Foster Grandparent Program or Senior Companion Program 

has been given a physical examination.

______________________________________________________________________________

Health Professional Signature Date

______________________________________________________________________________ 

Hospital/Clinic/Organization Name Date

 
Appendix D.1 - Sample FGP Assignment Plan

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 D.1 – Sample FGP Volunteer Assignment Plan

Assignment Plan

Foster Grandparent

Child’s Name Grade Age Special or Exceptional Need

Choose from the list below and include all that apply.

Example: 1. Anna Smith N/A 3 SI, HI

: _____________________________ Station/Site: _______________________ 

Service Schedule: _________________________________________________________________ 

Supervisor’s Name: __________________________________Email:_________________________ 

Period this plan covers: _____________________________________________________________ 

A. List Child’s Name, Age, and Grade (if applicable) and Exceptional or Special Need:

Identify the child the volunteer will be working with during the period indicated above.

If, for reasons of confidentiality, you are unable to provide the full name of the child, please use the first name or a pseudonym. 

Keep in mind that the Supervisor and Foster Grandparent will need to be able to identify the child.

Special or Exceptional Needs:

AN: Abused/Neglected

AY: Adjudicated youth

DD: Development Delayed/Disabled 

ES: Emotional/Social

FC: In Need of Foster Care 

HI: Health Impairment

HI: Hearing Impaired

HY: Homeless youth

L: Literacy Needs

LC: Language/ Communication 

LD: Learning Disabled

PC: Physically Challenged

PI: In Need of Protective 

Intervention

SI: Speech Impaired

TP: Teen Parent

VI: Visually Impaired 

Other: ______________

Special Initiatives [E.G.]: 

CI: Child of Incarcerated Parent(s)

CF: Child in Foster Care

Instructions: It is a federal requirement that all Foster Grandparents have an assignment plan for the children with whom 

they are assigned to work. The children they are assigned to must have documented exceptional or special needs, 

verified by an appropriate professional. Your organization should retain on file documentation of the verifying 

professional’s qualifications to assess the children’s needs. The Foster Grandparent is assigned to your organization to 

provide one-on-one assistance and perform activities based on needs of selected children. 

Please complete all sections, documenting the child’s needs, the activities you want the volunteer to perform, 

and the desired results of those activities. The completed assignment plan becomes the volunteer’s “job 

description.” Please review it with the volunteer to ensure that the required activities and the desired outcomes 

are understood. Obtain all signatures indicated on page 2 and send to the FGP project office for approval. 

This Assignment Plan should also be used to review the volunteer’s performance as well as the impact of the 

assignment on the children’s development. 

The Foster Grandparent Program recognizes and respects the confidentiality of all of the children involved in 

the program. Please be assured that all of the information that you provide will only be used in aggregate and 

no specific child will be identified.
Appendix D.1 - Sample FGP Assignment Plan

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.

B. Activities planned with assigned child. What will the Foster Grandparent work on with the child? Mark 

those activities that apply with an X or the child’s name or number from Section A. 

Daily

Example: Comfort/Communicate X

Example: Help with schoolwork X

Assist with cognitive activities

Comfort/Communicate

Model appropriate social skills

Play games/puzzles

Read or tell stories

Assist with mobility

Positive encouragement/redirection

Share meals/help feed

Help with emergency drills

Help with schoolwork

Other:_________________

Weekly 2-3 Times a Week

 

_____________________________________ ____________________

C. Expected Outcomes for the child. How do you expect that the identified child will benefit? Mark 

those that apply with an X or child’s name or number from Section A. 

Degree of improvement: Maintain Moderate Improvement High Improvement

Example: Cognitive X

Example: Social X

Cognitive -learning, thinking, etc

Language –speech, ESL, etc

Social –friendship, respect, teamwork, etc

Emotional –self-esteem, control, etc.

Reading –includes ESL

Numeracy/Math

Fine Motor –cutting, drawing, buttoning,

Gross Motor –walking, throwing balls, etc.

Self-help

Conflict Resolution

Health

Other:_________________

I accept this assignment plan:

Signature: Foster Grandparent Date

I certify that I am qualified to attest to the needs described above or have consulted with or reviewed documentation 

prepared by an appropriate professional who verified the needs, such as, but not limited to, a physician, psychiatrist, 

psychologist, registered nurse or licensed practical nurse, speech therapist, educator, or a member of the professional or 

executive staff of the volunteer station. I understand that a knowing and willful false statement on this form can be 

punished by a fine or imprisonment or both under Section 1001 of Title 18, U.S.C.

__________________________________ ___________________

Signature: Volunteer Station Representative

I approve this assignment plan:

Date

______________________________________ ____________________

Signature: FGP Director 
Appendix D.2 - Foster Grandparent Volunteer Position Descriptions

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 D.2 – Foster Grandparent Volunteer Position Descriptions

Foster Grandparent Volunteer Position Descriptions

Foster Grandparents serve children with special or exceptional needs. Foster Grandparent volunteers 

serve 5 – 40 hours per week, tutoring or mentoring children to improve their intellectual thinking, 

social/emotional, motor and/or language development skills.

Children with special or exceptional needs may face the following challenges:

Abuse/neglect Limited English proficiency

Developmental challenges Learning Challenges

Emotional/social challenges Low income

Homelessness Adjudication/system involvement

Medical challenges Visual and hearing impairments

Speech challenges Physical challenges

Substance abuse Teen pregnancy/teen parenting

Volunteers may engage (but are not limited to) in assisting children with activities to build skills such as:

Intellectual Thinking:

Volunteers helping children with intellectual thinking skills may assist with problem solving, thinking, 

learning, perceiving, memory, understanding, math, word definition, comprehension, parenting, life 

skills, etc.

Social/Emotional Skills:

Volunteers helping children with social/emotional skills may assist with friendship, fairness, loyalty, 

respect for authority, rules/regulations, self-esteem, depression, coping skills, controlling emotions, etc.

Motor Skills:

Volunteers helping children with motor skills may assist with cutting, drawing, tracing, coloring, writing, 

tying shoes, buttoning, crawling, balancing, walking, running, jumping, etc. 

Language Development Skills:

Volunteers helping children with language development may assist with speech and oral language, 

phonetics, reading, vocabulary, spelling, English language acquisition, etc. 
Appendix D.3 - Senior Corps and FGP in Times of Disaster

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 D.3 – Senior Corps and FGP 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 or 

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. 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 Corp program and 
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. 

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 FGP

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) Due to the impact of the disaster, we cannot deliver the required in-service 

training for our Foster Grandparents for at least the next month or two. May we 

defer this training and deliver it at a later time?

Yes. This must be documented and approved by the Program Officer/Portfolio 

Manager. The approval will be for a specific period of time that can be extended after 

approval by the Program Officer/Portfolio Manager. 

3) 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 
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agreement is reached, amend your eGrants application. 

4) As a result of the redirection of volunteer effort to support emergency 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.

5) 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. 

Foster Grandparents in the Affected Area and Their Stipends

1) How can we appropriately involve Foster Grandparents in relief efforts when 

their assigned children and adult clients are temporarily not accessible and some 

of the volunteer stations to which they are assigned may not be operating 

normally, if at all? 

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. 

2) Our project has some Foster Grandparents who have no remaining leave time and 

who are temporarily completely unable to serve due to circumstances caused by 

disaster. May we use project funds to assist them with a temporary allowance? 

Yes. In exceptional circumstances, where a Foster Grandparent is unable to serve and 

has exhausted all available leave, the Corporation authorizes the payment of a 

temporary allowance for Foster Grandparents. The primary reason for authorizing such 

an allowance is that these volunteers are trained and experienced service providers. 

Rather than risking the eventual loss of valuable Senior Corps volunteers because of 

their inability to serve during this brief period, it is more advantageous to the respective 

Senior Corps programs, as well as to the individual program sponsors and volunteer 

stations, to provide this temporary allowance. In addition, the provision of this 

allowance should also help ensure the continuity of operations for these programs. 
Version 2020.2 Pg. 4 of 6 

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https://www.nationalservice.gov/operations-handbook-appendices. 

3) Our project has Foster Grandparents who were not scheduled to serve at this 

time. May they receive a temporary allowance? 

No. The temporary allowance may be paid only to Foster Grandparents who are not 

able to serve because of the declared disaster. 

4) What is the amount of the temporary allowance and how long may it be paid? 

The amount of such a temporary allowance may not exceed $60.00 per week 

(calculated at $3.00 times an average service week of 20 hours). The temporary 

allowance may be paid at this flat rate for up to 10 weeks beginning as approved by the 

Program Officer/Portfolio Manager (See Question 6 in this section for the approval 

process). 

5) How is the temporary allowance funded?

The temporary allowance may be funded by rebudgeting Volunteer Expense funds in 

the grant budget. Stipend funds may be rebudgeted for this purpose, with a 

corresponding temporary reduction in the grantee’s VSY level. Such a reduction will 

not reduce the base level of grant funding. 

6) What are the steps in obtaining Program Officer/Portfolio Manager approval for 

and implementing a temporary disaster allowance to Foster Grandparents who 

are unable to serve due to the declared disaster?

Step 1: Write your Program Officer/Portfolio Manager providing the following 

information: 

 The date your project began to be affected by the disaster;

 A general description of how the disaster affected your service area;

 The number of volunteers for whom you are seeking approval to pay a 

temporary disaster allowance and the specific reasons they are unable to 

serve; and

 For each volunteer, the proposed start and end dates for payment of the 

temporary allowance.

Step 2: Your Program Officer/Portfolio Manager will provide a written response 

approving or disapproving your request. If the request is not approved, you will 

receive an explanation of the reason and may provide additional information if 

the request is based on an initially incomplete request. 

Step 3: When you receive your Program Officer/Portfolio Manager’s approval to pay a 

temporary disaster allowance, you may begin paying it as of the approved date. 

Be sure your records document that these payments correspond to the temporary 

allowance and are not stipend payments. Stipends may only be paid to serving 

volunteers and must be documented by time sheets. Temporary disaster 

allowance payments do not require time sheets.
Version 2020.2 Pg. 5 of 6 

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Step 4: Immediately initiate a budget amendment in eGrants. At the budget screen, 

create a new Volunteer Expense line item labeled “Temporary Disaster 

Allowance.” Off line, for each volunteer, calculate the number of weeks for 

which the allowance has been approved, find the total number of weeks for all 

volunteers receiving the allowance, and multiply the total number of weeks by 

$60.00 to get the total of the approved allowances to be paid. Then reduce the 

stipend line item by this amount and add this amount to the new Temporary 

Disaster Allowance line item.

Step 5: Submit your proposed amendment. 

Note: If you do not have access to eGrants, the Program Officer/Portfolio Manager may 

initiate the amendment on your behalf. The FFMC will make the amendment award in 

e-Grants.

 

7) Some of our Foster Grandparents are evacuees in another location outside our 

service area (or even in another state) where there is another FGP project. May 

they temporarily serve with the local project where they are located and receive a 

stipend?

Yes, provided the local project where the volunteers have relocated is able to accept 

them. The local project should, if possible, obtain copies of the original volunteer 

application records documenting eligibility kept at the local project where the 

individual was serving, or re-qualify the volunteer as age and income eligible. The 

receiving project must have sufficient volunteer expense funds available and be able to 

find an assignment appropriate for the particular volunteer. 

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 
Version 2020.2 Pg. 6 of 6 

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https://www.nationalservice.gov/operations-handbook-appendices. 

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 D.4 - Previous Change Logs 

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For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Appendix D.4 – 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.

7 Chapter 1: Introduction 

and Overview (pg. 1)

Minor edits for grammar and style were made to the CNCS Overview 

section.
Appendix D.4 - Previous Change Logs 

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https://www.nationalservice.gov/operations-handbook-appendices. 

Edits Made in Version 2017.1 

(January 2017)

Change 

Number

Chapter and Page 

Number

Change

8 Chapter 1: Introduction 

and Overview (pg. 1)

A link to the Foster Grandparent Regulations was updated. 

9 Chapter 1: Introduction 

and Overview (pg. 9)

Information has been added about Litmos, CNCS’ learning 

management system. Links have also been updated.

10 Chapter 2: Project 

Operations (pg. 18)

A link has been added to the Davis-Bacon Act 

11 Chapter 6: Volunteer 

Stations (pg. 38)

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 7: FGP 

Volunteer Assignments 

(pg. 44)

The maximum term of service for a Foster Grandparent has been 

corrected from 2,080 to 2,088.

13 Chapter 7: FGP 

Volunteer Assignments 

(pg. 45)

A typo has been corrected. 

14 Chapter 9: Volunteer 

Cost Reimbursements 

(pg. 62)

A link to the Office of General Counsel’s Income Disregard Memo 

has been updated.

15 Chapter 9: Volunteer 

Cost Reimbursements 

(pg. 65)

Minor changes were made to Section 9.2.3 on Meal 

Reimbursements for clarity. These changes do not change the 

substantive meaning of this section.

16 Chapter 9: Volunteer 

Cost Reimbursements 

(pg. 66)

The text of Section 9.2.4 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.

17 Chapter 10: Grants 

Management (pgs. 73)

The original version of this handbook contained an incorrect 

statement of the matching requirements for the Foster Grandparent 

Program. This was first corrected in a second edition of the 

handbook published shortly after its original 2017 publication date 

with a short note after the Table of Contents. This version includes 

the corrected text. It is noted here for clarity and completeness.
Appendix D.4 - Previous Change Logs 

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Edits Made in Version 2017.1 

(January 2017)

Change 

Number

Chapter and Page 

Number

Change

18 Chapter 10: Grants 

Management (pgs. 76-

8)

References to the Senior Companion Program were updated to 

correctly refer to the Foster Grandparent Program

19 Chapter 11: Reports and 

Record Keeping (pg. 90)

Information has been added to clarify the application of record 

retention requirements to volunteer files. 

20 Chapter 13: FGP 

Handbook Cross 

Reference Index (pg. 

103)

A link to information on Indirect Cost Rates has been updated.

21 Appendix A.3 (formerly 

Appendix 3): 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.

22 Appendix A.5: Closing 

Out Your Grant 

(Formerly Appendix 4)

A reference to a grant ending on April 30 has been changed to 

March 31.

23 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.

24 Appendix A.12: NSCHC 

Supplement (Formerly 

Chapter 14)

The original version of this handbook contained an incorrect 

statement regarding the applicability of the National Service 

Criminal History Checks to Foster Grandparent volunteers. This was 

first corrected in a second edition of the handbook published shortly 

after its original 2017 publication date with a short note after the 

Table of Contents. This version includes the corrected text. It is 

noted here for clarity and completeness. 

25 Appendix C.3: Sample 

Timesheet and Mileage 

Reimbursement Form

Sample text concerning meals has been updated to align with the 

guidance in Section 9.2.3.

26 Appendix C.8: Sample 

VSY Worksheet 

Formulas in the Excel version of this tool have been corrected.
Appendix D.4 - Previous Change Logs 

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Edits Made in Version 2017.1 

(January 2017)

Change 

Number

Chapter and Page 

Number

Change

27 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 

D.3 and Chapter 14: 

Description and List of 

Appendices (pg. 106)

The Change Log from the previous version of this Handbook (2017.1) 

has been moved to a new Appendix, Appendix D.3. 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 of the Handbook. We have updated 

Chapter 14: Description and List of Appendices to reflect this 

change.

2 Chapter 2: Project 

Operations (pg. 16) and 

FGP 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. 106)

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 EvidenceBased Programming. We have updated Chapter 14: Description and 

List of Appendices to reflect this change.

4 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.)

5 Chapter 7: FGP 

Volunteer Assignments 

(pg. 44) and Appendix 

C.10: Letters of 

Information on Letters of Agreement for In-Home Assignments 

located in Chapter 7: FGP Volunteer Assignments, Chapter 6: 

Volunteer Stations, and Appendix C.10 has been consolidated into 

this Chapter. We have also added information indicating that 
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Edits Made in Version 2017.2 

(April 2017)

Change 

Number

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Number

Change

Agreement for In-Home 

Assignments 

assignment plans and letters of agreement may be combined in 

appropriate situations. Appendix C.10 has been simplified so that it 

only contains an editable sample letter of agreement.

6 Chapter 7: FGP 

Volunteer Assignments 

(pg. 45)

Guidance on an appropriate teleservice policy has been added.

7 Chapter 9: FGP 

Volunteer Cost 

Reimbursements (pg. 

62)

Text has been added to clarify that the income disregard memo 

need not be updated every year and that the memo dating from 

2010 is the effective version of this memo.

8 Chapter 9: FGP 

Volunteer Cost 

Reimbursements (pg. 

68)

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 11: Reports and 

Record Keeping (pg. 95)

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. 

10 Appendix A.7: Quick 

Reference Guide for 

Senior Corps Reports

Information on the PRS (formerly known as the PPVA) has been 

updated. 

Edits Made in Version 2017.3 

(July 2017)

Change 

Number

Chapter and Page 

Number

Change

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 

Appendix A.16, a sample data sharing agreement has been added. A 

reference to this document has been added to Chapter 3 and 
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Edits Made in Version 2017.3 

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Change 

Number

Chapter and Page 

Number

Change

Evidence-Based 

Programming (pg. 23), 

Chapter 6: Volunteer 

Stations (pg. 40) 

Chapter 14: Description 

and List of Appendices 

(pg. 109), Appendix 

A.16

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: FGP 

Volunteers (pg. 57-58), 

Chapter 9: FGP 

Volunteer Cost 

Reimbursements (pg. 

68), Chapter 11: Reports 

and Recordkeeping (pg. 

91-4)

In each of these locations, we have revised language to emphasize:

• A certification of physical fitness and income eligibility 

review are annual, not one time requirements.

• These documents are critical grant records and must be 

maintained in accordance with federal recordkeeping 

requirements.

• These requirements specify that grant records such as these 

must be maintained until at least three years from the date 

a sponsor submits the final FFR for the project period when 

the volunteer exits service or three years past the last audit, 

whichever is later.

An in-depth explanation of this requirement has been added to 

Chapter 11, with an example and chart. 

6 Chapter 8: FCP 

Volunteers (pg. 60)

An erroneous reference to a guidance document not relevant to this 

chapter has been removed.

7 Chapter 11: Reports and 

Recordkeeping (pg. 93)

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.

8 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” 
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Edits Made in Version 2017.3 

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Change 

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has been clarified to indicate that special volunteer recognition may 

include milestones in service or other special achievements.

9 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.

Edits Made in Version 2017.4 

(October 2017)

Change 

Number

Chapter and Page 

Number

Change

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: FGP 

Volunteers (pg. 51)

A sentence that previously indicated that MOUs had to be signed 

before volunteer recruitment has been corrected to indicate that 

MOUs must be in place prior to volunteer placement at a given 

station. 

3 Chapter 8: FGP 

Volunteers (pg. 55)

Per capita payments from certain tribal trust settlements have been 

added to the list of money receipts that should not be included in 

income for eligibility purposes.

4 Chapter 8: FGP 

Volunteers (pg. 55-56)

More explicit instructions on how to calculate income eligibility for 

volunteers have been added to clarify the recommended process. 

An example has also been added. 

5 Chapter 8: FGP 

Volunteers (pg. 59-66)

Section 8.6 on Training and Orientation has been substantially 

revised. It now includes in-depth information on the minimum 

requirements for orientation and training, including specific 

examples of how to apply those requirements in practice. It also 

contains an expanded description of potential content for 

orientations and trainings and an overview of basic adult learning 

principles. 

6 Chapter 8: FGP 

Volunteers (pg. 66)

Section 8.7, previously named “Terms of Service” has been renamed 

“Service Requirements.”
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7 Chapter 8: FGP 

Volunteers (pgs. 67)

Text has been added to clarify that time spent in physical 

examinations to determine eligibility to serve count toward the 

minimum and maximum service requirements and volunteers 

should receive stipends for them, consistent with sponsor policies 

and procedures. 

8 Chapter 8: FGP 

Volunteers (pgs. 67)

Guidance on meeting service requirements at times when service 

opportunities may be less available, such as the summer, has been 

added.

9 Chapter 9: FGP 

Volunteer Cost 

Reimbursements (pg. 

70)

Repetitive text recommending that in-services and orientations may 

be used to advise volunteers of cost reimbursement policies has 

been removed.

10 Chapter 9: FGP 

Volunteer Cost 

Reimbursements (pg. 

70)

Text clarifying that the meaning of the terms “Direct Benefit Ratio” 

and “80/20 rule” have been added.

11 Chapter 9: FGP 

Volunteer Cost 

Reimbursements (pg. 

70)

Text has been added to explain the situations when a waiver may be 

required from the Direct Benefit Ratio, as established in 45 CFR 

2552.92(e)(2).

12 Chapter 9: FGP 

Volunteer Cost 

Reimbursements (pg. 

72)

Text has been added to clarify that transportation costs for physical 

examinations to determine eligibility may be reimbursed by 

sponsors, consistent with sponsor policies and procedures. 

13 Appendix C.6 An erroneous, duplicative reference to the Senior Companion 

Program has been edited to correctly refer to the Foster 

Grandparent Program.

14 Appendix A.17 A sample in-kind contribution form has been added as Appendix 

A.17.
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28 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.

29 Chapter 8: FGP 

Volunteers (pg. 59)

A reference to “reserve” Foster Grandparent volunteers has been 

amended to instead refer to a waiting or contact list that can be 

used to fill new opportunities. 

30 Chapter 11: Reports and 

Recordkeeping (pg. 98)

Further guidance on electronic records, including electronic 

“signatures,” has been added.

31 Appendix A.18, 

Appendix D.3, and 

Appendix D.4

Guidance on Senior Corps and the Foster Grandparent Program in

times of disaster has been updated and expanded. This information, 

formerly in Appendix A.18, has been moved to Appendix D.3. The 

Previous Change Log, which was formerly Appendix D.3, is now 

Appendix. D.4. References within this document to any of these 

appendices have also been updated.

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1 Chapter 1: Introduction 

and Overview (pg. 5) 

and FGP 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. 10) 

and FGP 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.

4 Chapter 2: Project 

Operations (pg. 18)

A typo has been corrected to remove duplicative references to the 

FGP program.
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https://www.nationalservice.gov/operations-handbook-appendices. 

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5 Chapter 5: Project Staff 

(29)

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.

6 Chapter 5: Project Staff 

(pg. 30)

Information on engaging volunteers in staff activities has been 

edited to focus on non-FGP volunteers. 

7 Chapter 6: Volunteer 

Stations (pg. 36)

A link to CNCS’s Superintendent’s/Principal’s Toolkit has been 

added.

8 Chapter 9: FGP Cost 

Reimbursements (pg.

70)

CNCS’ Office of General Counsel has issued a new income disregard 

memo. This is now reflected in the handbook.

9 Chapter 10: Grants 

Management (pg. 81-

82)

Information on the required non-federal share for FGP 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. 

10 Chapter 10: Grants 

Management (pgs. 86, 

88-90)

Information on managing VSYs has been updated to:

• Emphasize that the goal of any program is full expenditure 

of VSYs

• Take into account the requirement that all FGP grantees 

program at least one VSY in work plans that result in either 

National Performance Measure outcomes or outputs related 

to the inclusion of individuals with disabilities for every 

$6,000 in federal funding they receive

• Update the minimum thresholds of VSY performance that 

prompt specific actions on the part of CNCS State Offices.

11 Appendix A.4 and A.11 Minor typos in these two appendices have been corrected.
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https://www.nationalservice.gov/operations-handbook-appendices. 

Edits Made in Version 2018.3 

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1 Chapter 1: Introduction 

and Overview (pg. 9)

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 8: FGP Volunteers 

(pg. 51)

A typo in the introductory paragraph has been corrected.

3 Chapter 9: FGP Volunteer 

Cost Reimbursements (pg. 

75)

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.

4 Chapter 10: Grants 

Management (pg. 85)

A link has been added to the portion of the Uniform 

Guidance that identifies 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.

Edits made in Version 2018.4

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Change 

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 

Evidence-Based Programs and Registries, previously named “Appendix 

A.14” has been renamed “Appendix A.13.”
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Change 

Programs and 

Registries

(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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Version 2020.2 Pg. 13 of 19

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

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 were 

removed.

Minimum requirement of ongoing in-service training was reduced.

Guidance surrounding project staff compensation was updated.

Chapter 5: Project Staff Guidance surrounding project staff compensation was updated.
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Version 2020.2 Pg. 14 of 19

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Edits made in Version 2019.1

(January 2019)

Chapter 6: Volunteer Stations A new definition of “Proprietary Health Care Organization” was added.

Minimum requirement of ongoing in-service training was reduced.

Regulation references were updated.

Chapter 7: FGP Volunteer 

Assignments

Guidance surrounding project staff compensation was updated.

Minimum requirement of volunteer service hours was reduced.

New definitions of “Children having exceptional needs” and “Children 

with special needs” were added.

Regulation references were updated.

Chapter 8: FGP Volunteers References to the physical examination requirement were removed.

Minimum requirement of volunteer service hours was reduced.

Minimum requirement of in-service training was reduced.

Additional guidance was added on sponsor service policies.

Non-stipend volunteer service requirements were revised to mirror 

stipended volunteer service requirements.

Regulation references were updated.

Chapter 9: FGP Volunteer Cost 

Reimbursements

References to the Direct Benefit Ratio or “80/20 rule” were removed. 

Removed requirement of using physical examinations to determine 

eligibility.

Physical examinations were added to the list of detailed volunteer cost 

reimbursements.

Regulation references were updated.
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Version 2020.2 Pg. 15 of 19

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Edits made in Version 2019.1

(January 2019)

Chapter 10: Grant Management References to the Direct Benefit Ratio or “80/20 rule” were removed.

Requirement to separate any administrative cost related to non-stipend 

volunteers was removed.

Minimum requirement of volunteer service hours was reduced.

Text was added to clarify that sponsors may still provide the annual 

physical, though it is no longer required by CNCS.

Chapter 11: Records and 

Recordkeeping

References to the physical exam requirement were removed. 

Clarification surrounding physical examination documentation 

retention was added. 

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 C Physical exam requirement was removed (C.1, C.5, C.7, C.9 and C.12).

Criteria for determining income eligibility was updated (C.6).

Minimum requirement of volunteer service hours was reduced (C.8).

Annual Project Assessment was removed (C.9).

Appendix D Minimum requirement of volunteer service hours was reduced (D.2).

B. All Other Changes

Change 

Number

Chapter and Page 

Number

Change 

1 Chapter 2.2.1 (pg. 14), 

Chapter 6.3.3 (pg. 41), 

and Chapter 8.1.2 (pg. 

53)

Non-discrimination language was updated to align with CNCS’ nondiscrimination policy

2 Chapter 10: Grants 

Management (pg. 92)

Text has been added to specify the current Simplified Acquisition 

Threshold amount and its role in budget amendments that require prior 

approval from CNCS. 

3 Chapter 11: Reports 

and Recordkeeping (pg. 

103)

Volunteer Timesheet and Salary and Wage documentation guidance 

has been updated to reflect new Uniform Guidance.
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Version 2020.2 Pg. 16 of 19

For all appendices, including editable versions of samples and templates, visit 

https://www.nationalservice.gov/operations-handbook-appendices. 

Edits made in Version 2019.1

(January 2019)

4 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. 

5 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.

6 Appendix A.11-

Evidence- Based 

Programs and 

Registries

Examples have been updated to reflect new Performance Measures.

7 Appendix A.13 Sample 

Data Sharing 

Agreement

Examples have been updated to reflect new Performance Measures.

Edits made in Version 2019.2 

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1 This change is not 

related to a specific 

chapter

Broken hyperlinks were updated throughout the document.

2 This change is not 

related to a specific 

chapter

All references to an “annual” physical exam were removed.

3 Chapter 1- Introduction 

and Overview (pg. 10)

Litmos Technical Support contact information was added. 

4 Chapter 8- FGP 

Volunteers (pg. 57)

The income eligibility examples, were updated with 2019 poverty 

guidelines. 

5 Chapter 8- FGP 

Volunteers (pg. 67)

References to the Senior Companion Program were removed. 

6 Chapter 9- FGP 

Volunteer Cost 

Certain sections on physical exams were removed to eliminate 

redundancies.
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Version 2020.2 Pg. 17 of 19

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https://www.nationalservice.gov/operations-handbook-appendices. 

Edits made in Version 2019.2 

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Reimbursements (pg. 72 

& 84)

7 Chapter 10- Grants 

Management (pg. 86)

Text has been added to clarify non-federal share. 

8 Chapter 10- Grants 

Management (pg. 87)

Text that required physical exams to be budgeted annually, was 

removed.

9 Chapter 10- Grants 

Management (pg. 92)

Text has been added to specify the current Simplified Acquisition 

Threshold amount. 

10 Chapter 11-

Recordkeeping (pg. 102) 

Text has been added to clarify record retention of physical exam 

documentation. 

11 Appendix C.6 In line with the final rule, SSDI was removed from the list of income 

sources. 

12 Appendix C.12 Sample Physical Exam was updated to reflect a cost reimbursement 

rather than an eligibility form.

Edits made in Version 2019.3 

(July 2019)

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1. Chapter 1: Introduction 

and Overview (pg. 4)

Information on the Final Rule was added to the ‘History of FGP’ 

section. 

2. Chapter 2: Project 

Operations (pg. 14)

The definitions of vulnerable populations and proprietary healthcare 

organizations were added to section 2.2 Sponsor Responsibilities. 

3. Chapter 2: Project 

Operations (pg. 15)

Specificity on required cost reimbursements was added. 

4. Chapter 6: Volunteer 

Stations (pg. 36)

The definition of proprietary health care organizations including tips 

on where to find a state’s regulatory agencies and licensing 

requirements was added.

5. Chapter 8: FGP 

Volunteers (pg. 51)

Additional guidance on Non-Stipended Foster Grandparents was 

added, including information on conditions, eligibility, and 

reimbursements. 

6. Chapter 8: FGP 

Volunteers (pg. 68)

Text clarifying that sponsors may choose to abide by either hourly or 

annual service hour minimums was added. 
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Version 2020.2 Pg. 18 of 19

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https://www.nationalservice.gov/operations-handbook-appendices. 

Edits made in Version 2019.3 

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Change 

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Change

7. Chapter 9: FGP Cost 

Reimbursements (pg. 

73)

Text was added to clarify cost reimbursements for Non-Stipended 

volunteers. 

8. Chapter 10: Grants 

Management (pg. 82)

Text was added to clarify cost allowability with respect to 

association and other board membership. 

9. Chapter 10: Grants 

Management (pg. 83)

Guidance on establishing an Indirect Cost Rate and definitions of 

Direct and Indirect Costs were updated. 

10. Appendix C.13: 

Guidance on Social 

Security Disability

With Final Rule changes, an appendix on Social Security Disability 

has been added

11. This change is not 

related to a specific 

chapter.

Broken hyperlinks were fixed throughout.

12. This change is not 

related to a specific 

chapter.

References to the Social Innovation Fund were removed.

13. This change is not 

related to a specific 

chapter.

References to ‘CNCS State Office’ were changed to ‘CNCS Program 

Officer’.

14. This change is not 

related to a specific 

chapter.

Hyperlinks to and citations for regulations were added throughout 

the handbook. 

Edits made in Version 2019.4

(October 2019) 

Change 

Number

Chapter and Page 

Number

Change

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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Version 2020.2 Pg. 19 of 19

For all appendices, including editable versions of samples and templates, visit 

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Edits made in Version 2019.4

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Change

2. Chapter 8 : FGP 

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 

Number

Change

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.