1. education
2. alumni and reunions

AmeriCorps
Connecticut
Program
Director
Manual
2013-2014
Executive Director’s Message
Greetings Friends in Service:
The Corporation for National and Community Service is a federal agency created under the National and
Community Service Trust Act of 1993. Under this same legislation, states were required to establish
community service commissions to provide a coordinated response to national service programming in the
state. As a result, the Connecticut Commission on Community Service, headquartered in Hartford,
was established by an Executive Order of the Governor in 1993. The Commission is responsible for funding
AmeriCorps*State programs and for overseeing the implementation and operation of these programs. The
Commission’s philosophy and integrated approach has proven to meet the needs of its volunteer-based
constituents successfully. As a result, the AmeriCorps portfolio is considered one of the strongest in the
nation. Over the past ten years, Connecticut’s volunteer rate (32.2%) has been greater than the national
average (26.5%). In addition, Connecticut continues to provide teenagers varied opportunities to serve.
Connecticut is ranked 10 in the top ten states where teenagers volunteer. Lastly, the support of Connecticut’s
General Assembly has never wavered, even during difficult financial times both on the State and Federal levels.
On this foundation, Connecticut consistently employs a strategic plan for accountability, an integrated
approach to overall community service and volunteerism, and measurable values and outcomes.
For nearly two decades AmeriCorps in Connecticut has mobilized a new generation of engaged citizens.
Since 1994, more than 9,700 Connecticut residents have served more than 12 million hours and have
qualified for Segal AmeriCorps Education Awards totaling more than $26,700,000. This year more than
575 individuals of all ages and backgrounds will serve through an AmeriCorps program in the State. They
will help hundreds of community nonprofit organizations, faith based groups, schools and local agencies
meet local needs in education, the environment, public safety, disaster preparedness, and other critical
areas.
With President Obama’s recent call to service, now more than ever it is important to exponentially infuse this
great state with volunteer opportunities created to meet the needs of the state and we cannot do this without
convening great service partners like you. Thank you for joining the call to serve.
Yours in Service,
Jacqueline M. Johnson, Executive Director
Connecticut Commission on Community Service
8.2013
TABLE OF CONTENTS
Executive Director’s Message ................................................................................................................................................... i
AMERICORPS*CONNECTICUT ............................................................................................................................................. 1
THE CONNECTICUT COMMISSION ON COMMUNITY SERVICE (CCCS) ................................................................ 2
CCCS Program Staff Functions ........................................................................................................................................... 2
Point of Contact ....................................................................................................................................................................... 3
AmeriCorps In Connecticut 2013-2014 ............................................................................................................................... 4
AmeriCorps*State Programs ............................................................................................................................................... 4
AmeriCorps*National Direct Programs ........................................................................................................................ 10
PROGRAM MANAGEMENT................................................................................................................................................ 11
GRANT AGREEMENT ................................................................................................................................................................ 12
Understanding Your Grant Agreement ........................................................................................................................ 12
Program Amendments .................................................................................................................................................. 12
PROGRAM ENVIRONMENT ................................................................................................................................................... 14
Establishing the Program Environment ....................................................................................................................... 14
Work Plan ................................................................................................................................................................................ 14
AmeriCorps Longevity ........................................................................................................................................................ 15
PUBLIC RELATIONS................................................................................................................................................................... 16
Creating Your Program Image ........................................................................................................................................ 16
AmeriCorps Program Identity .......................................................................................................................................... 16
Member Gear .................................................................................................................................................................... 17
Member Lingo ................................................................................................................................................................... 17
AmeriCorps Connecticut Logo Use ............................................................................................................................... 17
AmeriCorps Program Web Page .................................................................................................................................... 17
Getting Connected Through Media .............................................................................................................................. 18
Legal Considerations ........................................................................................................................................................... 19
PROGRAM MONITORING AND EVALUATION .............................................................................................................. 20
8.2013
CCCS Program Monitoring ............................................................................................................................................... 20
Components of Program Monitoring .......................................................................................................................... 20
Systems ................................................................................................................................................................................ 20
Days of Service Tools ..................................................................................................................................................... 20
Site Visits ............................................................................................................................................................................. 21
My AmeriCorps Monitoring ......................................................................................................................................... 22
Performance Measures .................................................................................................................................................. 23
Progress Reports .............................................................................................................................................................. 23
Compliance Citations ..................................................................................................................................................... 24
Program Evaluation ......................................................................................................................................................... 24
TRAINING AND TECHNICAL SUPPORT ............................................................................................................................ 26
Program Staff Training and Support............................................................................................................................. 26
COMMUNITY DEVELOPMENT.............................................................................................................................................. 27
Strengthening Communities ............................................................................................................................................ 27
AmeriCorps Events ............................................................................................................................................................... 27
Volunteer Considerations .................................................................................................................................................. 29
DISABILITY INCLUSION ........................................................................................................................................................... 31
Disability Compliance ......................................................................................................................................................... 31
Defining Disability ................................................................................................................................................................ 31
Reasonable Accommodation ........................................................................................................................................... 31
Connecticut Commission on Community Service (CCCS) Reasonable Accommodation Funds ........... 32
CCCS Inclusion Disability Reporting ............................................................................................................................. 33
MEMBER MANAGEMENT ................................................................................................................................................... 35
RECRUITMENT ............................................................................................................................................................................ 36
Preparing for Member Recruitment .............................................................................................................................. 36
Service Position Description Development ................................................................................................................ 36
Recruitment Plan Development ...................................................................................................................................... 38
My AmeriCorps – A Recruitment Resource ................................................................................................................ 39
The Selection Process ......................................................................................................................................................... 39
Interviewing........................................................................................................................................................................ 40
Reasonable Accommodation Considerations ...................................................................................................... 42
8.2013
Selecting Members ......................................................................................................................................................... 43
Conducting Criminal History Checks ....................................................................................................................... 43
ENROLLMENT ............................................................................................................................................................................. 46
Establishing Member Files ................................................................................................................................................ 46
AmeriCorps Application ................................................................................................................................................ 46
Member Contract/ Service Agreement ................................................................................................................... 46
CNCS Enrollment and Exit Forms .............................................................................................................................. 47
Proof of Education ........................................................................................................................................................... 48
Tutoring Program Requirements ............................................................................................................................... 48
Proof of Citizenship and Age ...................................................................................................................................... 48
Criminal History Check Documentation ................................................................................................................. 48
Media Release Form ....................................................................................................................................................... 48
Member Evaluations ....................................................................................................................................................... 49
Health and Child Care Enrollment or Waiver ........................................................................................................ 49
My AmeriCorps...................................................................................................................................................................... 49
Member Status ................................................................................................................................................................. 50
MEMBER SUPERVISION .......................................................................................................................................................... 53
Supervising Members ......................................................................................................................................................... 53
Management Plan ................................................................................................................................................................ 53
Evaluating Members ............................................................................................................................................................ 54
Effective Communications ................................................................................................................................................ 55
Supporting Your Team ....................................................................................................................................................... 56
MEMBER TRAINING & DEVELOPMENT ............................................................................................................................ 57
Developing Your AmeriCorps Members ..................................................................................................................... 57
Member Training Design ................................................................................................................................................... 57
Required Trainings ............................................................................................................................................................... 58
Member Orientation ........................................................................................................................................................... 59
Retention for Members ...................................................................................................................................................... 61
MEMBER BENEFITS ................................................................................................................................................................... 62
Living Allowance ................................................................................................................................................................... 62
Federal Benefit Eligibility............................................................................................................................................... 63
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Health Care ............................................................................................................................................................................. 63
Medicaid and Medicare ................................................................................................................................................. 63
Childcare .................................................................................................................................................................................. 64
Eli Segal Education Award................................................................................................................................................. 64
Education Award Transfer ................................................................................................................................................. 65
Loan Forbearance and Interest Accrual ....................................................................................................................... 65
FINANCIAL MANAGEMENT............................................................................................................................................... 67
EFFECTIVE FINANCIAL MANAGEMENT ............................................................................................................................ 68
Understanding Financial Management........................................................................................................................ 68
Sustainability .......................................................................................................................................................................... 68
BUDGET/ COST........................................................................................................................................................................... 70
Knowing Your Program Budget ...................................................................................................................................... 70
Budget Modification ....................................................................................................................................................... 70
Administrative (Indirect) Costs ................................................................................................................................... 72
Program (Direct) Costs .................................................................................................................................................. 72
Match Requirement ............................................................................................................................................................. 73
Program Fundraising ........................................................................................................................................................... 74
Program Income ................................................................................................................................................................... 74
FINANCIAL MONITORING & REPORTING....................................................................................................................... 75
CCCS Financial Monitoring ............................................................................................................................................... 75
Periodic Expense Reports (PERs) and Cash Requests ........................................................................................ 75
Quarterly Financial Reporting ..................................................................................................................................... 75
Record Retention and Auditing ................................................................................................................................. 76
Close Outs........................................................................................................................................................................... 76
RESOURCES ................................................................................................................................................................................ 77
Program Management Resources ................................................................................................................................. 77
Member Management Resources .................................................................................................................................. 77
Financial Management Resources ................................................................................................................................. 79
Disability Inclusion Resources ......................................................................................................................................... 80
KEY TERMS ................................................................................................................................................................................. 81
CCCS POLICIES .......................................................................................................................................................................... 83
8.2013
REPORT SUBMISSION POLICY ............................................................................................................................................. 84
ENROLLMENT AND RETENTION POLICIES ..................................................................................................................... 85
PUBLICATIONS and media POLICY .................................................................................................................................... 87
GRADUATION POLICY ............................................................................................................................................................. 88
APPENDIX ................................................................................................................................................................................... 89
Appendix A-Performance Measure Amendment Request Sample ............................................. 90
Appendix B-Program/Budget Amendment Request Form ............................................................. 91
Appendix C-Application for Reasonable Accommodation Funds................................................ 92
Appendix D-Questions to Consider When Planning a Recruitment Strategy ......................... 93
Appendix E-Acceptable and Unacceptable Language in a Service Environment .................. 95
Appendix F-Interview Questions: Dos and Don’ts .............................................................................. 97
Appendix G-Member File Checklist .......................................................................................................... 99
Appendix H-7 Deadly Sins of Supervisors ........................................................................................... 101
Appendix I-Health Care Verification Form .......................................................................................... 102
8.2013
Connecticut Commission on Community Service
AmeriCorps*State Program Director Manual
2013-2014
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AmeriCorps*Connecticut
Connecticut Commission on Community Service
AmeriCorps*State Program Director Manual
2013-2014
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THE CONNECTICUT COMMISSION ON
COMMUNITY SERVICE (CCCS)
The Connecticut Commission on Community Service (CCCS) was established as a State Service
Commission under the National and Community Service Trust Act of 1993. The CCCS is a partnership
between the Corporation for National and Community Service (CNCS) and The State of Connecticut’s
Office of Higher Education. Headquartered in Hartford, it is the mission of the CCCS to foster a
vibrant culture of service through volunteerism.
CCCS PROGRAM STAFF FUNCTIONS
Executive Director
The Executive Director provides oversight of the day-to-day operations of the Commission’s
AmeriCorps programs. With more than fifteen years of program management and program policy
experience, her leadership is guided by two principles: targeting resources that leverage social and
fiscal capital to address community challenges and building the capacity of organizations to use social
innovation as a strategy to community problem-solving. As staff to a board of commission members
(Connecticut Commission on Community Service), she is responsible for the management of more
than $5 million in federal, state and local grants that engage volunteer activities under the National
and Community Service Trust Act of 1993.
Grants Officer
The Grants Officer monitors the financial compliance of AmeriCorps*State programs. Other Grant
Officer duties include processing program requests for reimbursement, reviewing expenditure reports
from programs, preparing grant agreements for the AmeriCorps State programs, and preparing
financial reports for the Corporation for National and Community Service.
Publications Officer
The Publications Officer monitors AmeriCorps*State programs and works with the programs to
promote the AmeriCorps brand. The Publications Officer is responsible for reviewing program web
sites/pages, media and logo use to help programs meet their grant guidelines.
Program Officer
The Program Officer monitors the overall compliance of AmeriCorps*State programs and works with
them to resolve program related issues. The Program Officer is responsible for disseminating
information and updates to grantees regarding grant requirements, policies and procedures,
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planning, coordinating and implementing program evaluation, tracking and analyzing program
performance data, and providing day-to-day program support.
POINT OF CONTACT
Questions or concerns regarding the AmeriCorps grant should be directed to Shayla Williams,
AmeriCorps*State Senior Program Officer. Questions and issues will be addressed in consultation
with other CCCS staff members as needed.
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AMERICORPS IN CONNECTICUT 2013-2014
AMERICORPS*STATE PROGRAMS
Most AmeriCorps grant funding goes to the Governor-appointed Connecticut Commission on Community Service,
which in turn awards grants to nonprofits to respond to critical local needs. ServeCT, the Connecticut Commission
on Community Service is charged with managing, monitoring and evaluating AmeriCorps*State programs.
AmeriCorps Collegiate Development Program
Hispanic Center of Danbury
Danbury
Twenty-four AmeriCorps (450-hr) members will work with high school students in programs focused
on college mentoring, after school college preparation and skill development, and youth leadership
development/service learning, in the Danbury area high schools, the Hispanic Center of Danbury, and
at volunteer project sites. At the end of the one-year period, 48 students will have started the
program with the goal of at least 40 to have completed the program with 38 enrolled in college. This
project will focus on the CNCS focus area of Education. The CNCS investment of
$79,594 will be matched with $33,329.
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Experience Corps
Agency on Aging of South Central Connecticut
Hamden, New Haven
In the Experience Corps program, 56 AmeriCorps members, age 55 or older, will provide literacy
tutoring in elementary schools in Hamden and New Haven with students in Kindergarten through
grade 3. In addition, members will participate in community events with literacy-promoting activities
including a bookmark craft and giving away or swapping used children's books. At the end of the
program year, students who were tutored are expected to improve their literacy assessment scores by
at least 4 points, members will have promoted literacy outside of the school setting, and members will
have improved personal development as a result of their participation in Experience Corps. This
project centers on CNCS' Education focus area. The CNCS investment of $160,398 will be matched
with $97,968.
Food Corps
Food Corps, Inc.
Bridgeport, New Britain, New Haven, Norwich, Storrs, Windham
Twelve (12) AmeriCorps members will leverage an additional 120 event and leadership volunteers to
increase vulnerable children's knowledge of, engagement with, and access to healthy food, at 10-12
local partner organizations in five counties in Connecticut. At the end of the 2013-2014 program year,
after delivering food and nutrition education, cultivating school gardens, and sourcing and promoting
local food for K-12 students in communities of need, beneficiaries will measurably improve their
attitudes toward fruits and vegetables, setting them on an enduring path toward maintaining a
healthy diet and lifestyle. This project will focus on the CNCS focus area of Healthy Futures. The CNCS
investment of $142,500 will be matched with $217,500 for a total program budget of $360,000.
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Green Crew
Knox Parks Foundation
Hartford
The Green Crew AmeriCorps program (GCAP) will use this grant to ensure 12 disadvantaged and
unemployed AmeriCorps members will receive job skills, life skills and GED training between
September 1, 2013 and August 31, 2014. As part of their development and service to the community,
members will perform environmental stewardship service projects as a corps and empower 1,200
community volunteers from 30 local organizations in Hartford to improve public lands and city
streetscapes. At the end of their one-year term of service, members will have the skills they need to
become self-sufficient, socially-responsible members of the Hartford community. Nine members will
obtain jobs within one year of program end, and six members will receive their GEDs. This project’s
primary focus is the CNCS focus area of Economic Opportunity with a secondary focus area of
capacity building. The CNCS investment of $118,624 will be matched with $401,272.
MYO AmeriCorps
Regional Youth/Adult Substance Abuse Project
Bridgeport
The MYO AmeriCorps Program will recruit 96 Members: three 675-hr Members, 45 450-hr Members,
and 48 300-hr Members to foster healthy social and emotional development among Bridgeport area
youth. Healthy social emotional development is critical for children to achieve positive youth
development and academic success. MYO AmeriCorps will implement the MYO (Mine. Yours. Ours.)
model of personal growth, healthy relationships, and citizenship via curriculum delivery, small youth
groups, special events, after school programs, media campaigns, and online engagement to
Bridgeport middle and high school students.
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Elements of the MYO initiative include in-school programming at area schools (MYO
discussion/leadership groups), the delivery of the Feeling Words Curriculum through the RULER
approach, developed by the Yale Center for Emotional Intelligence, and events to educate area teens,
recruit parent & caregiver support, and a full-scale social media campaign to create a dialogue with
popular culture. MYO AmeriCorps Members are trained to be excellent youth workers, providing high
quality programming to Bridgeport area youth. MYO is based on the belief that growing up should be
healthy, safe, and fun and recognizes the power of youth to make positive change in their lives, the
lives of their peers, and in the world.
Public Allies
Public Allies, Inc.
Bridgeport, Hartford, New Haven
Forty diverse Public Allies Connecticut AmeriCorps Members will leverage an additional 6,000
volunteers to help increase the capacity of local nonprofit organizations in the cities of Bridgeport,
New Haven, and Hartford, Connecticut. Public Allies will identify and train 40 untapped leaders, most
of whom will be "Opportunity Youth," young adults disconnected from their communities, either
unemployed or not in school. At the end of the 10- month period, our Members will strengthen the
ability of our nonprofit partners to deliver sustainable solutions to community issues by completing
projects that increase the efficacy, efficiency and scale of our partners' efforts--50% of partners will
experience an increase in the ability to reach new target populations, 25% will experience an increase
in organizational efficacy, and 25% will report an increase in organizational effectiveness. We will
enhance organizational capacity by developing the individual competency of our AmeriCorps
Members, 50% of whom will be non-degreed or unemployed prior to joining our program. 65% of
our graduates that do not have degrees at program start will complete a college-level course within
one year of completing Public Allies. The support Public Allies provides to our Members will ensure
our graduates are on track to pursue higher education or a sustainable career. This project will impact
the CNCS focus areas of Capacity Building and Economic Opportunity. The CNCS investment of
$494,000 for this fixed-amount grant will be matched with $872,000.
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Teach For America – Connecticut
Teach For America AmeriCorps
Hartford, Bridgeport, New Haven, Stamford and Windham
Teach For America-Connecticut provides a critical source of well-trained teachers who are helping
break the local cycle of educational inequity. Corps members teach for two years in low-income
schools in Bridgeport, Stamford, Hartford, New Haven, and Windham, going above and beyond
traditional expectations to help their students achieve at high levels. At the end of the 2013-2014
school year, 211 AmeriCorps members will have significantly improved educational outcomes for
nearly 12,300 students and set in motion their own individual careers that will have a long-term
impact on expanding educational opportunity for low-income students. The CNCS investment of
$168,800 will be matched with $53,305.
Waterbury AmeriCorps
Naugatuck Valley Community College
Waterbury
Waterbury AmeriCorps is a mentoring program where members work directly with middle school
students in the Waterbury Public Schools on academic assistance and building positive relationships.
The members will mentor students in in-school and after-school programs by providing assistance
with homework and enhancing educational support services in the local middle schools. Members will
also create and oversee various community service projects to promote volunteerism in Waterbury.
This project will focus on the CNCS focus areas of Education. The CNCS investment of $152,266 will be
matched with $70,534.
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Youth Health Service Corps
Northwestern Connecticut AHEC
Bridgeport, Danbury, Hartford, New Britain, Waterbury and Willimantic
Eighteen (18) AmeriCorps members will leverage 275 economically disadvantaged student volunteers
who will implement service learning projects that address pressing community health issues across
the state of Connecticut. Building on our past AmeriCorps experience the CT AHEC network will
continue to engage middle and high school students in the Youth Health Service Corps (YHSC)
program and will pilot the engagement of college students in the Collegiate Health Service Corps
(CHSC) program. YHSC and CHSC members will engage 200 community volunteers to participate in
community based service learning projects. At the end of the three year period, 825 YHSC and CHSC
members will engage an additional 600 community volunteers to address pressing community health
issues. The four regional centers that make up the CT AHEC Network will develop the infrastructure
and expertise to leverage volunteers to solve pressing community challenges. This project will focus
on the CNCS focus areas of Education. The CNCS investment of $234,000 will be matched with
$188,136.
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AMERICORPS*NATIONAL DIRECT PROGRAMS
Most of the remainder of the grant funding is distributed by the Corporation for National and Community Service
directly to multi-state and national organizations though a competitive grants process.
Campus Compact
CCSU, ECSC, Fairfield U, MCC, U of Bridgeport, U of New Haven,
Equal Justice Works
Bridgeport
Food Corps
Bridgeport, New Britain, New Haven, Norwich, Willimantic
Habitat for Humanity International
New Haven, Hartford
Jumpstart for Young Children
UConn – Storrs, Willimantic, Vernon; SCSU – New Haven
National Association of Community Health Centers
Bridgeport, Danbury, Hartford, Meriden, Middletown, New Britain, New Haven, Norwalk, Norwich,
Waterbury
Notre Dame Mission Volunteers Program
Hartford, New Haven
Public Allies
Bridgeport, Fairfield, Hartford, New Haven, Stamford, Storrs, Waterbury
Student Conservation Association
Hartford, Stamford
Teach for America
Bridgeport, New Haven
The Corps Network
Storrs
Up2US
Storrs/Mansfield
(as of August, 2013)
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PROGRAM MANAGEMENT
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GRANT AGREEMENT
UNDERSTANDING YOUR GRANT AGREEMENT
The grant agreement (or memorandum of agreement) is a legally binding contract that establishes
your program’s relationship with the Connecticut Commission on Community Service. A new grant
agreement is signed each year, after your program has been approved for new or continued CNCS
funding. It is the most essential document for your AmeriCorps program. It includes the approved
budget, total MSYs and outlines rules, regulations, and key requirements (deliverables) for the
program year. Program Directors and key staff persons should become familiar with the full grant
agreement.
The deliverables contained within your grant agreement lists the major reporting requirements for the
current program year. The list provides a brief description of each item and includes which
Commission staff role the report is to be submitted. CCCS staff will provide further details and
guidance during Program Director trainings or through e-mail and phone conversations. However, the
deliverables are not intended to be an exhaustive list of all CCCS and CNCS requirements. As stated
in the grant agreement, there may be additional requirements set forth by the CCCS or CNCS at any
time during the program year. Program Directors are responsible for meeting all requirements. Should
you have questions about the grant agreement please contact your CCCS Grants or Program Officers.
Program Amendments
Program amendments are defined as mid-year program changes (direct or indirect) that alter the
scope or objective of the program, impact your program’s performance measures, involve a turnover
or extended absence or time reduction (45 CFR§2543.25) in a management/supervisory staff position,
as outlined in your grant agreement. These changes must be reported to the CCCS Executive Director
and Program Officer in writing according to the reporting requirements listed in T ABLE 1 P ROGRAM
A MENDMENT R EPORTING .
Requests for changes to the scope or objective of the program must be received by October 31, 2013.
No other requests for changes to the scope of the program will be honored. Any program
considering making changes that will impact their grant approved performance measures should
consult with their CCCS Program Officer well in advance. A PPENDIX A-P ERFORMANCE M EASURE
A MENDMENT R EQUEST S AMPLE should be used as a template to request a program performance
measure amendment. The letter or email must be sent to the Program Officer before the end of the
second quarter of the program year.
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Note: Any changes to the program scope, objective or performance measures must be
approved. Programs should not consider any request granted until written notification is
provided.
TABLE 1 PROGRAM AMENDMENT REPORTING
PROGRAM AMENDMENT
PERFORMANCE MEASURES
REPORTING REQUIREMENT
FORMAL REQUEST LETTER /FORMAL E-MAIL
(A PPENDIX A-P ERFORMANCE M EASURE
A MENDMENT R EQUEST S AMPLE ) TO CCCS
PROGRAM OFFICER BEFORE FEBRUARY 28, 2013.
CHANGE IN SCOPE /OBJECTIVE OF THE PROGRAM
REQUEST FOR CONTRACT REVISION FORM (A PPENDIX
B-P ROGRAM /B UDGET A MENDMENT R EQUEST
F ORM ) TO CCCS PROGRAM OFFICER BEFORE OCTOBER
31, 2013. (MUST FILL IN THE” JUSTIFICATION FOR
CONTRACT REVISION” SECTION)
STAFF TURNOVER/ABSENCE/REDUCTION
LETTER/E-MAIL TO CCCS EXECUTIVE DIRECTOR AND
PROGRAM OFFICER WITHIN 10 DAYS OF THE EXPECTED
CHANGE
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PROGRAM ENVIRONMENT
ESTABLISHING THE PROGRAM ENVIRONMENT
The approach to create a positive program environment is to combine your unique AmeriCorps
program style with a gratifying service experience. The Program Director’s office should be
professional, confidential and a safe place for individuals to communicate openly. Your office as well
as any common space utilized by members should reflect the AmeriCorps brand. Training spaces and
all meetings should also be a safe place for attendees and it is imperative that the environment be
unattached to religious, political and other practices.
As communication is key for the success of your program, e-mail responses must be timely and
respectful. All communication to the Commission should be treated in a professional manner. For best
practices on e-mail etiquette please review http://www.101emailetiquettetips.com/.
When the Program Director is out of the office to attend a conference or away for a number of days,
it is important to have an out-off-office (auto reply) e-mail and voice mail message. The message
should reflect contact information of the staff covering your program duties and a time when you will
return to the office. There may be situations when the Commission needs to contact staff for
information; providing coverage information is always helpful.
WORK PLAN
Your members should know your program’s vision, mission statement, and elevator speech. Each is an
element of your program’s work plan. The elevator speech is a brief description of the Who, What,
Where, When and How of your program. Additionally, the work plan should include a statement of
quantitative and qualitative reasons why this program is essential for the community. Researching,
organizing, and evaluating service/host site locations as well as creating strong program objectives
are all part of your program’s work plan. The work plan would also include a well thought out annual
calendar which includes CCCS deadlines, trainings, and events for the 12-month grant period. All
programs should have an established plan for how the calendar is maintained, updated and
distributed.
The work plan should also include staff roles and development goals. The work plan is a strategy for
ensuring that your program has adequate, trained and passionate staff members.
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AMERICORPS LONGEVITY
As economic trends differ yearly, each grant funding cycle becomes more competitive. Being able to
demonstrate a strong plan for sustainability reassures funders of their investment.
The more support from members, volunteers, funding sources, staff, board members and the
community that your program receives, the easier your program’s sustainability becomes. Both a
community needs assessment and organizational chart are useful aids that can be used to create
support and program buy-in. A community needs assessment is a functional tool that will allow you,
your organization, and critical board members to realize the impact that your AmeriCorps program
can have on your community. An organizational chart can be helpful in demonstrating the program
design. Please view the P ROGRAM M ANAGEMENT R ESOURCES for templates on these tools.
The Corporation’s Sustainability and Capacity Building Toolkit will help you develop a program that is
sustainable, builds organizational and local capacity, engages community volunteers, and produces
outcomes beyond those accomplished by AmeriCorps members alone. It will offer a variety of
methods, approaches and strategies that can be implemented for your program’s sustainability and
capacity building plans.
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PUBLIC RELATIONS
CREATING YOUR PROGRAM IMAGE
Establishing a strong program identity is extremely important to the sustainability and growth of your
program. Public relations is building and promoting your program’s image. Through media attention
and the growth of social networking you can increase awareness of and generate support for your
program within the community.
AMERICORPS PROGRAM IDENTITY
Promoting your program creates awareness of your involvement in the community. As an AmeriCorps
program you belong to a national network which is an essential piece of your program’s public
relations plan. The Corporation for National and Community Service provides constantly growing
resources for program promotion. See P ROGRAM M ANAGEMENT R ESOURCES .
Program promotion must follow the guidelines documented in the grant agreement. Through your
program’s grant, CCCS provides support for promotion and connectivity. Program promotion
requires:
 Program Directors (and other AmeriCorps program management staff) to have business cards
with the AmeriCorps Connecticut logo;
 Program Directors (and other AmeriCorps program management staff) to have a professional
e-mail address from the program’s legal applicant’s domain. (@gmail.com, @hotmail.com or
other free e-mails are prohibited);
 Program Directors (and other AmeriCorps program management staff) must use an e-mail
signature indicating that they are the Program Director of (Program Name) an AmeriCorps
program.
 A program’s web page must link to the AmeriCorps website for recruitment and advertising.
 All promotions and publications must use the AmeriCorps Connecticut logo and contain
information as outlined in the grant agreement. Refer to A MERI C ORPS C ONNECTICUT L OGO
U SE for details.
Your CCCS Publications Officer will monitor systems for:
 Website Creation and Updating (See A MERI C ORPS W EB P AGE )
 AmeriCorps Logo Use (See A MERI C ORPS C ONNECTICUT L OGO U SE section)
 Program promotion through publications and the media
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Member Gear
The Commission provides support for various member items known as gear. Programs can purchase
AmeriCorps specific gear for members from the Corporation sponsored venders. Although these
items only have the “generic” AmeriCorps logo, programs may also produce their own gear with their
program name and the AmeriCorps Connecticut logo on these items. (See P ROGRAM M ANAGEMENT
R ESOURCES )
Member Lingo
Training must be provided during member orientation about the use of the AmeriCorps identity
during their term of service. The training must include how participants are referred to as members,
that they serve (not work) at “X” location and that they are a part of the AmeriCorps network.
AMERICORPS CONNECTICUT LOGO USE
Program web pages must use the AmeriCorps Connecticut logo and the ServeCT Commission logo.
The AmeriCorps Connecticut logo must link to AmeriCorps.gov and the Serve CT logo must link
http://www.ctohe.org/cccs, the CT Commission’s homepage. Program web pages should also contain
a Corporation for National and Community Service logo and a link to their homepage,
http://www.nationalservice.gov. The CCCS Publications Officer will provide your program with the
AmeriCorps Connecticut logo in various formats for web, printers and designers.
Program Directors may email the Corporation at [email protected] and they will produce an
AmeriCorps logo with your program name that can be used for gear, publications, web sites, etc. (See
publication, “Graphic Standards: A Users Guide” at
http://www.nationalservice.gov/pdf/graphic_standards.pdf).
AMERICORPS PROGRAM WEB PAGE
Your legal applicant’s web site must have a page specific to your AmeriCorps*State program. The tab
or link to your program’s web page must have the AmeriCorps Connecticut logo next to your
program link, or include a statement that identifies it as an AmeriCorps*State program.
Your AmeriCorps program web page must contain information on your program's mission and
current information about the program and recruitment status. It should also have as much
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information as you can think of to promote your program, including links to social media if you have
Facebook, Twitter, etc.
It is also helpful to think about key words for search engine optimization. For example, if someone is
interested in AmeriCorps programs in Hartford, a web search using key words should display your
program at the top of the search list.
GETTING CONNECTED THROUGH MEDIA
Writing, speaking and word of mouth are important ways of marketing your program. The story that a
member tells is vital to the program’s reputation. When speaking or writing, you should always use
the phrases, “an AmeriCorps program” or a member of “the AmeriCorps National Service Network”.
Media attention and social networking are other important tools to increase understanding and build
support for your program within the community. Although you cannot control what the media prints,
you can stress that you are “an AmeriCorps Program”. If you would like to add icon links on your web
page and social media pages to promote National days of service and AmeriCorps Week, widgets are
a free service offered by AmeriCorps and the Corporation for National and Community Service. For
more information and to download widgets go to:
http://www.nationalservice.gov/newsroom/marketing.
Social networking is a growing area for connecting to the community and getting your message out
to a larger audience. Social media is increasingly being used by government and non-profits to
recruit, train, fundraise (see P ROGRAM M ANAGEMENT R ESOURCES section), inform and create
awareness of programs and services. Through online newsletters and blogs programs can document
and tell their success stories, allowing members and the community to feel connected to the program.
While the Commission fully supports the use of Facebook and other networks to promote your
program, we do not mandate the use of such tools.
The Corporation for National and Community Service has created a helpful Media Guide for
programs. The tool provides information for promoting through most mediums, including:
newspapers, magazines, television, radio, internet/websites and newsletters.
One of the most important elements of public relations is promoting your program events.
AmeriCorps Week is a good example of when your program should capitalize on the AmeriCorps
brand. For publication material including public service announcements, fact sheets, flyers, and
visuals, see https://pubs.nationalservice.gov/.
Press releases are an effective way to inform the community and potential funders of your program’s
achievements and how you are making a difference in the community, highlight your program’s
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awards/recognitions, and announce events. For press release writing tips see the P ROGRAM
M ANAGEMENT R ESOURCES section.
TIP: To be in compliance with your grant, all publications press and media must identify your
program as an AmeriCorps program or a member of the AmeriCorps National Service Network.
LEGAL CONSIDERATIONS
AmeriCorps members must abide by the conditions outlined in the Provisions regarding media
interviews. At the beginning of the program year, each child, member, or volunteer should have a
signed media release form granting your program the right to use the individual’s name and image in
media and publications.
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PROGRAM MONITORING AND EVALUATION
CCCS PROGRAM MONITORING
The Connecticut Commission on Community Service is responsible for ensuring that its programs and
affiliated host sites are in compliance with the obligations set forth in their grant agreements, state
and federal regulations. All National Service programs face challenges as they administer their
AmeriCorps programs. The Connecticut Commission is committed to assessing those challenges and
working with grantees to find adequate technical assistance to meet their needs. To that end, the
Commission has developed a monitoring strategy that enhances opportunities for guidance and
intervention.
COMPONENTS OF PROGRAM MONITORING
Systems
Establishing clearly defined procedures is key to effectively managing a Program Director’s many
administrative duties. In anticipation of this need, the CCCS requires that its AmeriCorps*State
programs submit systems for such duties and policies as:
 Member recruitment
 Member development
 Member documentation collection
 Member disciplinary action
 Member Training
 Host (service) site relations
 Member supervision
 Program promotion
 Processing member timesheets
 Website creation and update
 Monitoring member hours and exiting
 Inclusion
The required systems above must meet the standards illustrated in the Systems Review Tool.
Additional systems may be created and maintained by the program, as they see fit, but are not
required for review by CCCS Program Officer.
Days of Service Tools
Programs must submit two AmeriCorps Day of Service Monitoring Tools during the program year.
Please consult your program grant agreement for deadlines. One set of forms must detail service
projects/ events for MLK Jr. Day. The other must include details for all events/ service projects held
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during AmeriCorps Week. Descriptions of these and other service days are available in the
A MERI C ORPS E VENTS section.
Site Visits
Site Visits are conducted to assist with program development, implementation and to ensure
compliance with CNCS and CCCS rules and regulations. For the 2013-2014 program year, your CCCS
Program, Officer will visit programs once per year. Components of the site visit are divided into five
parts: 1) systems review (see S YSTEMS section), 2) program compliance, 3) member discussion, 4)
AmeriCorps program staff discussion, 5) host (service) site visit and site supervisor discussion.
Programs in their first year of a grant cycle (including recompete programs) will complete all parts of
the visit. Programs in the second or third year of their grant cycle will be exempt from Parts 2-4,
unless any of the following circumstances are present:
 Prior monitoring visits identifies insufficient documentation and/or systems
 Program has newly hired primary staff member
 Program demonstrates a need for additional support
 Program requests additional support
 Programs maintained less than 70% recruitment and/or retention
 Program has significantly increased their grant
 Program has significantly changed its performance measures
 Program fell significantly short in reaching their performance measures
 Program demonstrated findings in Part 3 (member discussion) of a previous site visit (this,
alone, will only require part 3 to be repeated)
 Program demonstrates concerns regarding prohibited activities
 Program has repeatedly failed to comply with reporting deadlines
Site visits will be scheduled by your CCCS Program Officer. Should the date determined present a
conflict, please contact your Program Officer, well in advance.
Preparing for a Site Visit
To prepare for a site visit, program staff should:
1.
Review the Site Visit Monitoring Tool provided by your CCCS Program Officer.
2.
Ensure that all systems (ABOVE ) have been updated as requested prior to your scheduled
site visit date.
3.
Prepare all related documentation for components of Site Visit Monitoring Tool for the
scheduled visit date.
4.
Ensure that all required parties (members, appropriate program staff, member
supervisors/ host site supervisors) will be available for the scheduled visit date. Note: This
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should typically be verified with your Program Officer at least one to two weeks
prior to the visit.
5.
Verify that member timesheets are properly completed, signed and up to date.
6.
Ensure that there is a private meeting space available for CCCS staff to meet with
program staff, host site staff and members. A table with chairs should also be available in
the space.
7.
Ensure that CCCS staff will have access to all necessary files (see Site Visit Monitoring
Tool).
8.
Provide any additional information requested by CCCS Staff.
After the Visit
After the visit, the AmeriCorps Program Director will receive feedback in a site visit report. Your CCCS
Program Officer will provide this to the AmeriCorps Program Director and the designated Executive
Director of the program’s legal applicant. Note: It is important to ensure that your program keeps
all requested program/legal applicant contact information up-to-date with the Commission.
Program Directors must submit any contact information to the CCCS Program Officer in writing
(e-mail is acceptable).
Program Directors must respond to any findings indicated in the site visit report with a corrective
action plan and provide requested documentation by the date specified in the report. If it is
determined that your program has significant compliance issues or requests additional assistance,
your Program Officer may schedule additional site visits.
My AmeriCorps1 Monitoring
While site visits can provide a first-hand view of program operations, desk-based monitoring is an
indirect, yet invaluable view of your program’s management. The My AmeriCorps Portal will be used as
the Commission’s desk-based monitoring tool. In My AmeriCorps it is possible to: review each
program and service site’s progress on member recruitment and retention; conduct member status
inquiries (i.e. enrollment, exit, suspension); etc. Findings that are not in compliance with AmeriCorps
Regulations and Provisions or CCCS policies and requirements will be documented in a Compliance
Citation (see C OMPLIANCE C ITATIONS ).
1
Also see M Y A MERI C ORPS – A R ECRUITMENT R ESOURCE and M Y A MERI C ORPS sections for details
about accessing and additional uses for the My AmeriCorps Portal.
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TIP: Set a reminder in your calendar to review member status in My AmeriCorps on a monthly basis.
Performance Measures
Performance measurement is the systematic, ongoing tracking of your program’s outputs and
outcomes. Performance measures are used to gauge your program’s progress on addressing its
defined community need. Program staff must have detailed and accurate procedures for tracking
performance measures. Program Directors, key staff and, where appropriate, AmeriCorps members
should be informed about the program’s performance measures and how that data is assessed and
maintained. Performance Measures will be monitored by your CCCS Program Officer on a quarterly
basis (see BELOW ).
In 2012, the Corporation began to require that all AmeriCorps programs have at least one National
Performance Measure. The Corporation has developed a comprehensive resource center that
describes all National measures, in detail, by priority area. You may review these measures by visiting
the website: http://www.nationalserviceresources.org/npm/home.
If you are considering adjusting your program performance measures, mid-year, please consult with
your Program Officer as early as possible. All requests for Performance Measure amendments must be
received by February 28, 2013 (see T ABLE 1 P ROGRAM A MENDMENT R EPORTING ).
Progress Reports
Beginning in the 2013-2014 program year, the Connecticut Commission will collect program progress
reports on a quarterly basis only via electronic database. All reports are to be submitted electronically
at http://www.ctohe.org/americorps/. As detailed in your program grant agreement, reports are due
on or before the 15th day of the month following the end of the quarter: October 15, January 15, April
15, and July 15. They will be due at the same time as your program’s Quarterly Financial Reports (see
Q UARTERLY F INANCIAL R EPORTING ). It is expected that all reports will be received by the due date.
Program directors should coordinate with the fiscal staff to their programs to ensure that both
deadlines are met. Late submissions may lead to delayed or withheld reimbursement.
Quarterly Progress Report (QPR) includes:
 Demographic Information
 Recruitment and Retention Data
 Performance Measures
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 Disability and Inclusion Requests
 Member Timekeeping Reports
 Great stories- member and program success stories
Note: During the July-September quarter, there may be two overlapping program years.
Programs must submit two sets of quarterly reports, one for each program year, during this
period. Additionally, Quarterly Financial Reports and Quarterly Progress Reports (QPRs) are
due at the same time (T ABLE 7 2013-2014 Q UARTERLY R EPORTING ).
Compliance Citations
Compliance Citations will be issued to programs that are found out of compliance with CNCS or CCCS
requirements at any point in the program year. Compliance citations will be issued by the CCCS
Program Officer and maintained in the program’s file. Program Directors are responsible for
disseminating information contained within a Compliance Citation to the appropriate program staff.
They are also responsible for ensuring that any required corrective action is completed as requested.
An accumulation of compliance citations may lead to withheld, delayed, or suspended grant payment
requests. These citations will also be considered during evaluation of continuation and recompete
funding requests.
Program Evaluation
All AmeriCorps programs are required to conduct a program evaluation. The AmeriCorps regulations
require AmeriCorps*State and National grantees receiving more than $500,000 of CNCS grant funds
to conduct an independent evaluation (45 CFR§2522.700-740). Independent evaluations must use an
external evaluator with no formal or personal relationship to the organization. AmeriCorps*State
formula and competitive programs in Connecticut, receiving less than $500,000 of CNCS grant funds
can submit an internal evaluation (see T ABLE 2 E VALUATION T YPE ). Recompeting and continuation
programs must submit a summary of their evaluation efforts/plans to date or a copy of their
evaluation results with their annual application for funding. T ABLE 3 E VALUATION T IMING , below,
summarizes when certain evaluation requirements apply.
TABLE 2 EVALUATION TYPE
IF YOU ARE A …
THE FOLLOWING EVALUATION REQUIREMENTS APPLY:
STATE COMPETITIVE OR FORMULA GRANTEE
INTERNAL OR INDEPENDENT EVALUATION
WITH AN AVERAGE ANNUAL CNCS GRANT
UNDER $500,000
STATE COMPETITIVE OR FORMULA GRANTEE
INDEPENDENT IMPACT EVALUATION
WITH AN AVERAGE ANNUAL CNCS GRANT
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OF $500,000 OR MORE
TABLE 3 EVALUATION TIMING
IF YOU ARE APPLYING FOR…
THE FOLLOWING EVALUATION REQUIREMENTS APPLY:
YOU ARE NOT REQUIRED TO SUBMIT AN EVALUATION PLAN WITH
YOUR FIRST THREE-YEAR AMERICORPS
GRANT
YOUR APPLICATION OR CONDUCT AN EVALUATION DURING THE
THREE-YEAR PERIOD. HOWEVER, IF YOU ARE PLANNING TO
RECOMPETE FOR FUNDING, IT IS HIGHLY RECOMMENDED THAT YOU
BEGIN THE EVALUATION PLANNING PROCESS DURING THE FIRST
THREE-YEAR GRANT PERIOD.
YOUR SECOND THREE-YEAR AMERICORPS
YOU MUST SUBMIT AN EVALUATION PLAN WITH YOUR APPLICATION
GRANT
AND ARE REQUIRED TO COMPLETE THE EVALUATION DURING THE
SECOND THREE-YEAR GRANT PERIOD.
YOUR THIRD THREE-YEAR AMERICORPS
YOU ARE REQUIRED TO SUBMIT A REPORT DETAILING THE RESULTS OF
GRANT
THE EVALUATION CONDUCTED DURING THE SECOND GRANT PERIOD
WITH YOUR APPLICATION. YOU SHOULD ALSO SUBMIT AN
EVALUATION PLAN FOR THE THIRD THREE-YEAR GRANT PERIOD THAT
WILL BUILD ON THE RESULTS OF THE EVALUATION FROM THE
SECOND THREE-YEAR GRANT PERIOD.
AN AMERICORPS GRANT BEYOND YOUR
YOU MUST CONTINUE TO SUBMIT AN EVALUATION PLAN FOR EACH
THIRD THREE-YEAR GRANT AWARD
SUCCESSIVE THREE-YEAR GRANT PERIOD AND A REPORT WITH
FINDINGS FROM EVALUATIONS CONDUCTED IN PREVIOUS GRANT
PERIODS WITH YOUR APPLICATION.
Organizations can use the evaluation as tool to help make improvements that may enhance future
funding application. There are different types of evaluation designs that can be used, depending upon
what you wish to assess about your program. For more detailed information about evaluation designs
and planning, please see https://www.nationalserviceresources.org/npm/ac-star#evaluation.
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TRAINING AND TECHNICAL SUPPORT
PROGRAM STAFF TRAINING AND SUPPORT
The Corporation and CCCS are dedicated to the professional development of our Program Directors
and Program Staff. Training and technical assistance priorities for the Corporation continues to
include improving the programmatic quality of national service programs, enhancing programs’
capacity to successfully administer Corporation grants, advancing programs’ ability to measure
results, and providing outreach and support to rural and underserved communities.
For 2013-2014, the Commission will pay keen attention to the following priorities and deliver training
and technical assistance to increase program performance in these areas:
 Program compliance with grant regulations,
 Program and program staff effectiveness, and
 Program capacity to conduct substantive evaluation.
In order to ensure that you have the tools for success, the Commission provides required events,
trainings, conference calls, and/or workshops. CCCS Program Staff trainings are a chance to connect
with AmeriCorps State Program Staff and others from the National Service network. By applying
these shared best practices, Program Directors can more effectively guide members throughout their
AmeriCorps experience.
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COMMUNITY DEVELOPMENT
STRENGTHENING COMMUNITIES
AmeriCorps*State’s ability to get service done in Connecticut for over 15 years is a testament to state
programs’ commitment to addressing the needs of local communities. One of AmeriCorps’ primary
goals is to strengthen and develop communities by engaging Connecticut residents in service. In
these economic times, AmeriCorps*State programs, now, more than ever before, must seek additional
avenues to sustain their efforts. Volunteer participation, outreach at AmeriCorps events, and the
resulting collaborations and partnerships can advance a program’s impact on target community
needs.
AMERICORPS EVENTS
Annually, there are many events celebrated both locally and nationally across the National Service
Network. Each occasion is an opportunity to spotlight your program’s impact while fulfilling
programmatic needs. Some examples of what can be achieved during these events are raising
member moral, inspiring Connecticut residents, recruiting new individuals, and expanding your
program’s reach in communities. A few CNCS-sponsored events are described below.
2
National Day of Remembrance (September 11, 2013)
National Day of Remembrance provides a positive and forward-looking way for Americans and
others to forever honor and remember the 9/11 victims, survivors, and the many that rose in service in
response to the 9/11 tragedy, including first responders, recovery workers, volunteers, public safety
officers and members of our military. For more information, visit http://www.911day.org.
2
Also see your program’s grant agreement for a list of events that AmeriCorps*State programs are
required to participate in. Note: Programs are required to submit the AmeriCorps Day of Service
Monitoring Tools for two events (one must be MLK Jr. Day) within 14 days of each event. See
D AYS OF S ERVICE T OOLS .
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Make a Difference Day (October 26, 2013)
Make A Difference Day was created by USA WEEKEND Magazine and is the most encompassing
national day of helping others. Held annually on the fourth Saturday of October, millions of Americans
are rallied into a single day of action to help change the world. http://makeadifferenceday.com/
Martin Luther King Jr. Day: A Day On, Not a Day Off! (January 20, 2013)
The purpose of the Martin Luther King Jr. Day of Service (MLK, Jr. Day) is to mobilize Americans to
observe this holiday as time to gather people to serve others and encourage participants to make a
long-term commitment to service. The Corporation for National and Community Service is
responsible for promoting this day as a day of service to honor the life and teachings of Martin Luther
King, Jr. http://mlkday.gov/
Global Youth Service Day (April 11 – 13, 2014)
GYSD is an annual global event that highlights and celebrates the contributions of youth to their
communities through volunteer service. During Global Youth Service Day, youth around the world
organize community service projects to address the needs of their local communities through service,
to be recognized for their contributions, and to be a part of a global youth service movement.
http://gysd.org
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AmeriCorps Week (Spring 2013/TBA)
AmeriCorps Week is as an observance of AmeriCorps commitment to community strengthening. In
late spring, this custom is celebrated through service projects and special activities implemented by
AmeriCorps grantees. AmeriCorps week is an ideal event to demonstrate your programs impact to
members, organizations, volunteers, partners, funders, donors, community individuals and others.
This scheduled occasion can be an opportune time during the program year to recognize members
and volunteers as well as thank all parties responsible for community betterment.
http://americorpsweek.gov/index.asp.
The National Conference on Volunteering and Service Atlanta, GA (June 2014/TBA)
The National Conference on Volunteering and Service, typically held in the summer, is a wonderful
way for Program Directors to gain knowledge, inspiration, best practices and opportunities to network
with other states regarding AmeriCorps and volunteerism. Convened by the CNCS and the Points of
Light Institute, this annual event provides attendees with a wide range of exciting informational
plenary sessions, workshops, special events, service projects, exhibits, specialized corporate tracks and
more. Commissioners, CCCS staff and Program Directors normally attend to remain up-to-date on
community service trends across the country. http://www.volunteeringandservice.org. Tools, blogs,
and other valuable resources are available at http://serve.gov/.
VOLUNTEER CONSIDERATIONS
Volunteers are a key component to building a stronger community. At times, the expectations of
AmeriCorps program volunteers are unclear. It is up to the Program Director or other key staff to
utilize volunteers efficiently and maximize community impact. Volunteers in AmeriCorps programs are
viewed as individuals who can expand the reach of your service opportunity’s ability to address
identified community needs. For example, volunteers can promote your program to increase
networking opportunities, sponsorships and partnerships. Volunteers add to your program’s pool of
skills, expertise and talents.
“[Volunteer] retention begins when you have accurately described the volunteer position and
assessed whether the potential volunteer is right for the job. Hence, retention begins in the
interview process. Tune in to the volunteer’s main reason for volunteering and honor this
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throughout his/her time with you. Retention refers to the volunteer's adherence to the initial
contract agreement. If a volunteer is asked to commit 4 hours a week for a six month period,
and the volunteer leaves after 6 months, it can be said that the retention was successful.”
Retention Tip Sheet from Serve.Nebraska.Gov
Program Directors oversee the recruitment of volunteers. Regardless of how your program structures
volunteer recruitment, Program Directors are responsible for integrating volunteers into a service
environment where everyone is supported. During the member recruitment process you may find
candidates who are not the right fit for your program’s membership. However, these individuals may
be good candidates for volunteering with your service program.
Depending on the nature of your program, members (under the supervision of their Program
Director) may have volunteer management responsibilities. If so, outlining the duties of volunteers,
training volunteers to understand their role, and instructing members on how to direct volunteers are
necessary measures to ensure effective member driven volunteer management. Volunteers are not
members who are bound by the guidelines of a member contract and should not be treated as
members. There may be instances where a specific task, function, responsibility, directive and/or
expectation are the same for a member and a volunteer. Hence, it is important to establish clear
distinctions between their roles.
Program Directors should not lower expectations or become lenient with volunteers. A Program
Director’s supervision style for volunteers should remain consistent for all volunteers. A great way to
connect volunteers is to make each individual feel like they are an integral part of the team. A service
environment with a team atmosphere creates a positive, fun, and united volunteer experience for
everyone.
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DISABILITY INCLUSION
DISABILITY COMPLIANCE
The Connecticut Commission on Community Service (CCCS) encourages individuals of all abilities and
backgrounds to participate in Connecticut’s National Service programs. The CCCS receives funds from
the Corporation for National and Community Service (CNCS) to ensure people with disabilities have
the opportunity to become participants in service and are provided reasonable accommodations
when necessary.
Any program receiving federal funds is required to comply with the Americans with Disabilities Act
(ADA) and Section 504 of the Rehabilitation Act. To be in compliance with federal law, all AmeriCorps
programs must prohibit any form of discrimination against persons with disabilities in recruitment and
service. A qualified individual with a disability must not, solely due to his/her disability, be excluded
from, denied benefits of, or subjected to discrimination by the services, programming, or activities of
a CNCS program.
DEFINING DISABILITY
The Americans with Disabilities Act (ADA) and Section 504 of the Rehabilitation Act, defines a person
with a disability as an individual who has a physical or mental impairment that substantially limits one
of more major life activities. Major life activities; refer to anything an average person can do with little
or no difficulty. Major life activities include, but are not limited to: caring for oneself, performing
manual tasks, walking, seeing, hearing, speaking, breathing, learning, working, sitting, standing, lifting,
reaching, sleeping and mental/emotional processes such as thinking, concentrating and interacting
with others. The Americans with Disabilities Act Amendments Act (ADAAA) has added the operation
of major bodily functions such as the immune system, normal cell growth and the endocrine system
as major life activities that are subject to impairment and legally covered under the definition of
disability.
REASONABLE ACCOMMODATION
A reasonable accommodation is any adjustment or modification in a service position that enables a
qualified person with a disability to receive an equitable service opportunity and/or experience. Any
program receiving federal funding has a legal obligation to provide reasonable accommodations.
Reasonable Accommodations include, but are not limited to:
 Modifying an application process, an interview, or a test.
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 Modifying a service site to making existing facilities accessible to and usable by an
individual with a disability (e.g. distraction reduction or clutter removal).
 Modifying a policy or procedure.
 Modifying training materials or supervisory methods.
 Restructuring a position, including:
 Adjusting how or when an essential function is completed.
 Dividing, exchanging, reassigning, or eliminating marginal functions.
 Allowing a fellow member or volunteer to assist an individual.
 Reassigning an individual to a vacant service position.
 Providing flexible work schedules or leave policies.
 Providing or modifying equipment, assistive technology, or auxiliary aids and services.
 Ensuring all program activities are held in accessible locations.
CONNECTICUT COMMISSION ON COMMUNITY
SERVICE (CCCS) REASONABLE ACCOMMODATION
FUNDS
Reasonable accommodation funding from the CCCS is available only for National Service members
who require a reasonable accommodation to fulfill the essential functions of their service position. A
CNCS program can apply for reasonable accommodation funding after:
1.
Identifying the reasonable accommodation necessary in cooperation with the member.
2.
Determining that its budget cannot afford the accommodation.
3.
Attempting to work with an outside agency to obtain the funds necessary to cover the
expense of the reasonable accommodation. Verification of this must be obtained in writing
and filed in accordance to your program’s system(s).
After completing the procedures above, program staff can submit an Application for Reasonable
Accommodation Funds (A PPENDIX C-A PPLICATION FOR R EASONABLE A CCOMMODATION F UNDS ) to the
CCCS Program Officer. Please e-mail the completed Application for Reasonable Accommodation Funds
form and any other materials that would assist in the funding review process. These documents
should be submitted as either Microsoft Word documents or Adobe Portable Documents (pdf).
Funding decisions are communicated to Program Directors within ten business days. Additional
copies of the Application for Accommodation Funds form can be obtained by e-mailing the CCCS
Program Officer.
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CCCS INCLUSION DISABILITY REPORTING
All AmeriCorps*State programs are required to report the number of reasonable accommodations
that were requested, the number of reasonable accommodations provided, and the number of
disability disclosures each program quarter. This information should be recorded on the Program
Quarterly Report (see P ROGRESS R EPORTS section). In addition, documentation to substantiate this
disability-related data should be securely filed and available for review at any time.
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MEMBER MANAGEMENT
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RECRUITMENT
PREPARING FOR MEMBER RECRUITMENT
An AmeriCorps*State program is responsible for proactively recruiting qualified individuals who are
interested in contributing their knowledge, experience, skills and service to your program’s target
community. Knowing and determining who is eligible for AmeriCorps service is essential to recruiting
the right applicants. The 2013 AmeriCorps Provisions (Part IV, A. 5) defines a member as an individual:
a) Who has been selected by a grantee or subgrantee to serve in an approved national
service position;
b) Who is a U.S. citizen, U.S. national, or lawful permanent resident alien of the United
States;
c)
Who is at least 17 years of age at the commencement of service unless the member is out
of school and enrolled in a full-time, year-round youth corps or full-time summer
program as defined in the Act (42 U.S.C. § 12572 (a)(3)(B)(x)), in which case he or she must
be between the ages of 16 and 25, inclusive, and
d) Who has a high school diploma or an equivalency certificate (or agrees to obtain a high
school diploma or its equivalent before using an education award) and who has not
dropped out of elementary or secondary school in order to begin a term of service as an
AmeriCorps member (unless enrolled in an institution of higher education on an ability to
benefit basis and is considered eligible for funds under section 484 of the Higher
Education Act of 1965, 20 U.S.C. § 1091), or who has been determined through an
independent assessment conducted by the grantee to be incapable of obtaining a high
school diploma or its equivalent.
Please see ENROLLMENT AND RETENTION POLICIES for more information.*
SERVICE POSITION DESCRIPTION DEVELOPMENT
Creating a written service position description sets the foundation for the recruitment process by
outlining specific member functions and activities. Also, this description can help identify individuals
that may be a good match (fit) for your program’s service opportunity based on:
 education,
 life experience,
 attitude,
 temperament,
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 potential,
 motivation,
 Do not include phrases such as “other duties as assigned” and “etc.” when creating a
service position description personal characteristics,
TIP: Do not include phrases such as “other duties as assigned” and “etc.” when creating a service
position description.
The way service position descriptions are presented can strongly impact how your program is
perceived – especially by those who have no prior knowledge of your organization or AmeriCorps.
The recruitment process from an applicant’s perspective generally begins when one views a service
position description in an advertisement. A prospective applicant should be able to get a clear sense
of your program’s expectations and be able to assess if the role suits their goals and interests. Once a
service position description is composed, it can be easily added to flyers, brochures, newsletters,
group/mass e-mails, posters, websites and a wide variety of other places where your target applicants
are likely to take note of this information.
Program staff must ensure that service position descriptions do not included any prohibited activities
and all other standards of the 2013 AmeriCorps Provisions are upheld. In addition, all AmeriCorps
Member Service Position Descriptions should include the following:
 An accurate service position title.
 A description your organization’s mission and work.
 A brief summary of the service opportunity and what your program is looking for in a
member.
 A list of duties and/or responsibilities that clearly distinguish between the essential
functions and marginal functions. (Descending order from most to least important is
recommended.)
 A list of required and preferred skills.
 A list of required and preferred qualifications.
 A description of the benefits of serving as an AmeriCorps member.
 A description of the unique benefits and opportunities your program (and/or service site)
provides.
 Equal Employment Opportunity Council language. For example: At Program X we do not
discriminate against members on the basis of race, color, religion, ancestry, union
affiliation, etc.
 The amount of hours and the time length of service terms available.
 Contact information that interested individuals can use to learn more.
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 Text stating that reasonable accommodations for the selection process and during service
are available upon request. Also, this text should express that individuals can make an
accommodation request by calling/e-mailing the name of contact person X at his/her
phone number/e-mail address, by a specific deadline.
Note: If your program’s recruitment interests and/or service position description becomes a
part of an advertisement, your CCCS Publications Officer can be contacted with concerns and
questions about publicizing information.
RECRUITMENT PLAN DEVELOPMENT
Since each AmeriCorps State program is different, an individualized recruitment plan is necessary to
gain members who are avid about service and ensure member retention. Your program may find
creating a timeline of budgeted recruitment activities a useful recruitment strategy. Regardless of the
chosen strategy, your program’s process should include planning, revision when necessary, and
commitment to the intended recruitment goals. The CCCS strongly encourages AmeriCorps*State
programs to commit their final recruitment plans in writing. Creating a typed document allows your
recruitment plan to serve as a reference point that can be easily accessed, shared, and modified if
necessary. See
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A PPENDIX D-Q UESTIONS TO C ONSIDER W HEN P LANNING A R ECRUITMENT Strategy for a list of
questions designed to aid in the developing a recruitment plan.
MY AMERICORPS – A RECRUITMENT RESOURCE
The My AmeriCorps Portal is an online member management system supported by the Corporation
for National and Community Service. Among many functions, this resource gives AmeriCorps
programs the opportunity to recruit nationally, free of charge. The Connecticut Commission on
Community Service highly encourages the use of the My AmeriCorps system as a part of a program’s
recruitment strategy. Since My AmeriCorps is a component of eGrants, all new AmeriCorps programs
are required to first register with eGrants (https://egrants.cns.gov/espan/main/newaccount.jsp) to
gain access to the member management portal. My AmeriCorps’ recruitment features include the
ability to:
 create, post and edit a service opportunity.
 search for applicants based on specific needs.
 view applications.
 approve or reject an application.
 select applicants.
 contact applicants.
The Corporation for National and Community Service provides a step-by-step instructional video, My
AmeriCorps-AmeriCorps State Programs Member Recruitment, on how to use the features mentioned
above at (http://www.nationalserviceresources.org/member-recruitment-state). For addition
information on using My AmeriCorps for recruitment purposes please refer to
http://www.americorps.gov/for_organizations/members/index.asp. If technical assistance concerning
My AmeriCorps Member Recruitment is necessary you can contact a Corporation Technical Assistance
provider at 1-800-942-2677 or http://www.nationalservice.gov/questions/app/ask. For general
concerns or questions, you may contact your CCCS Program Officer.
THE SELECTION PROCESS
Once you have implemented your recruitment plan, you should have a wealth of completed
applications. The application review marks the start of the selection process. It is important to explain
what AmeriCorps is, define the goals of your specific AmeriCorps program and your selection criteria.
For example, Program X, a third-grade literacy program, has two criterions for member selection: an
interview and a multiple choice test. In this example, Program X could expand their description to say
that the multiple choice test is a ten minute test designed to assess a prospective member’s ability to
read, comprehend, and answer questions on a third grade reading level. This additional information
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provides a prospective member with a specific time length expectation and general idea of content,
which can allow one to estimate the level of mental exertion necessary.
If the applicant is still interested, he/she can determine if a reasonable accommodation for the test is
needed and then decide whether or not he/she should like to request one. In addition, Program
Directors must ensure that each applicant understands that if selected he/she will:
 Be a member of your service project, who is a participant that has committed to a specific
term of service.
 Not be an employee of your organization who receives payment for hours worked
 Receive certain benefits as outlined in their
 M EMBER C ONTRACT / S ERVICE Agreement, over the course of the program year and/or
upon successful completion of their service term.
Note: Some member benefits vary from program to program. Consult your
program’s grant agreement and/or your CCCS Program Officer for clarification. For
general information on all AmeriCorps*State benefits see the M EMBER B ENEFITS
section.
An opportune time to present an applicant with information concerning your program’s selection
process is during the call (or contact) to schedule an interview.
TIP: When recruiting, remember to think outside of the box, visiting your local university or college
disability resource center and/or work study program may broaden your selection pool.
Interviewing
The principal thoughts a Program Director should be cognizant of throughout the selection process,
but especially when interviewing are:
 Anything that is asked, requested, required, or done for one applicant must be asked,
requested, required, or done for all applicants.
 An interview should uphold the right for all individuals to be evaluated based on merit and
potential.
When interviewing, a Program Director should:
 Interview in facilities that are accessible to everyone,
 Interview in private confidential spaces,
 Use the service position description as a guide that can be referred to when necessary,
 Use the same list of interview questions for all interviewees,
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 Ask each interviewee the same questions and record responses; Note: This can help to
make impartial comparisons between applicants when deciding selections for
membership.
 Ask about education, experience, skills, licenses and/or certificates that are relevant to the
service position,
 Be clear about the essential functions and expectations of a service opportunity,
 Be willing to consider alternative ways an essential function, marginal function or task can
be performed,
 Focus on what an interviewee can contribute to the needs of your service program and
target community,
 Focus on what an interviewee can gain from participating in your program’s service
opportunity;
 Adhere to interview etiquette such as,
 Being respectful and courteous to all interviewees,
 Greeting all interviewees with a handshake, even if they may have short arms, use
a prosthetic, are blind, etc. If a handshake is not possible or seems inappropriate
please exercise personal judgment to provide a suitable gesture/expression that
can be perceived and interpreted by your interviewee as an equitable greeting,
 Facing the person being interviewed,
 Providing an interviewee your undivided attention,
 Maintaining eye contact with the interviewee, even if he/she is blind, using an
interpreter, etc.
 Use appropriate language (e.g. use “disability” instead of “handicap”). If you are ever in
doubt of the proper term or language—ask the interviewee and/or refer to the
interviewee by his/her name. For more information please refer to A PPENDIX EA CCEPTABLE AND U NACCEPTABLE L ANGUAGE IN A S ERVICE E NVIRONMENT .
 Use first person language; people are human beings first and foremost (e.g. a “person
with a disability” instead of a “disabled person”).
A Program Director must not:
 Make assumptions about an interviewee’s abilities,
 Make assumptions about the type of accommodations an interviewee may need,
 Make medical inquiries, even if it was disclosed by the interviewee, Note:
Medical inquiries and/or requests for medical documentation must occur
after an applicant is officially offered a service opportunity,
 Allow the disclosure of a disability during an interview to be used as a factor in
the consideration of your selection decision,
 Ask direct or indirect questions related to the existence, nature, severity, or cause
of an illness or disability. This includes questions concerning past attendance and
leave from work related to illness or disability,
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 Ask personal questions related to an interviewee’s martial, family and financial
status,
 Inquire about an interviewee’s non-professional affiliations (i.e. clubs, social
organizations, union membership, etc.),
 Ask race-related questions, or
 Make biological sex and gender related assumptions about an interviewee’s
abilities.
When an interviewee reveals information that is illegal for an interviewer to ask, inappropriate, and/or
information you would rather not be aware of a Program Director should always change the course of
the conversation back to an appropriate topic. Note: Information of this nature should not be
noted nor serve as a factor in your selection decision.
TIP: Not everyone interviewed will be a good fit for your program, but they may be a great fit for
another program. Keep collaboration with other programs in mind when interviewing.
Reasonable Accommodation Considerations
A Program Director should communicate reasonable accommodation rights to all current staff (and
the larger agency if applicable) prior to start of the recruitment process. Throughout the recruitment
process all applicants should be informed about their reasonable accommodation rights, including
their right to request a reasonable accommodation at any time during the selection process for any
portion of the selection process.
If an applicant discusses, discloses, and/or requests a reasonable accommodation unrelated to the
selection process a Program Director should not discuss, inquire, nor use this information when
selecting members. To address this potential situation a Program Director can redirect the
conversation. For example, one could say, “Thank you. I appreciate the fact that you felt comfortable
enough to express X information, here at Y service project we encourage the participation of every
individual with the skills and abilities to execute the responsibilities of this service opportunity and we
will provide the accommodations necessary to ensure inclusive participation.” Also, a Program
Director can briefly explain their program’s accommodation process. Prohibiting disability, illness, and
medical information questions (or discussions) prior to the official offer of a position helps to prevent
an interviewer from being perceived as someone who offered or denied a service position to an
applicant based on the applicant’s disability/illness/medical history. Once selection decisions have
been made, and if the member is offered a service opportunity, then a confidential conversation can
occur concerning the best way to accommodate the member. For examples of interview questions an
interviewer can and cannot ask please refer to A PPENDIX F-I NTERVIEW Q UESTIONS : D OS AND D ON ’ TS .
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Selecting Members
The member’s chosen should have interests that relate closely to the goals and activities of your
service position. Establishing and fostering a connection between the needs/wants/desires of
members to their service opportunity, allows members to gain satisfaction and personal/professional
development from their service. Although fulfillment is relative to each member, addressing the
motivations that influence member fulfillment (recognition, ability to make a difference, learning,
growth, to be a part of something greater than one’s self, etc.), programs can enhance member
retention.
Conducting Criminal History Checks
Criminal history checks help programs minimize their risk by protecting the public, employees,
members and beneficiaries, preventing unflattering media exposure, and demonstrating program
compliance with CNCS regulations. To further ensure that selected candidates are qualified for
AmeriCorps service, all AmeriCorps*State programs are required to conduct criminal history checks on
covered individuals. An individual is a “covered individual” if they, or their position or role, is listed as
an estimated direct cost on the approved grant budget (federal or grantee—matching—share), as
receiving salary, stipend, living allowance, national education award or similar, in return for providing
service to the program; OR the costs associated with the person (for salary, stipend, living allowance,
etc.) will be included within amounts reported as expenditure of either federal or matching share on
the program’s financial reports.
Regulations have been in effect since November 2007 requiring checks on individuals in recurring
contact with a vulnerable population. Under the Serve America Act (SAA), and expanded requirements
went into effect on October 1, 2009, establishing coverage of all employees and participants,
including those without contact with a vulnerable population. Since that time, all grantees must
conduct at least a two-part National Service Criminal History check on all CNCS covered individuals. A
two-part check includes:
1.
A National Sex Offender Public Registry check (NSOPR, also known as the NSOPW);
2.
A statewide criminal history repository check of the state of residency/origin and the
state where the individual will work/serve
On April 21, 2011, the two-part National Service Criminal History check became a three-part check
requirement for individuals serving in, or working for, a program or project that allows for recurring
access to a vulnerable population. Now, those with recurring access to vulnerable populations must
undergo:
1.
A National Sex Offender Public Registry check (NSOPR, also known as the NSOPW);
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2.
A statewide criminal history repository check of the state of residency/origin and the
state where the individual will work/serve (FBI checks will no longer substitute for
state checks); and,
3.
A fingerprint-based FBI criminal history repository check.
Statewide criminal history checks must be obtained by CNCS approved vendors. A list of all approved
vendors by state can be accessed at http://www.nationalserviceresources.org/criminal-history by
clicking the List of Required State Criminal History Check Information Repositories and Alternatives link.
In Connecticut, FBI criminal history checks may be obtained through the CNCS approved vendor, the
Department of Public Safety. For guidance on additional methods of obtaining FBI checks, please see
Guidance on Obtaining FBI Criminal History Checks at
http://www.nationalserviceresources.org/criminal-history.
All programs must comply with the criminal history check processes described above, unless they
have already received a Corporation-approved alternate search protocol
3
(http://www.nationalserviceresources.org/criminal-history). Additionally, NSPOR checks for all covered
individuals must be completed prior to the start of service. Because of the lengthy turnaround time
for many statewide and FBI criminal history checks, the Corporation has stated that it is acceptable if
covered individuals have checks that are pending at the time that they begin service/work. However,
these checks must be initiated before that time. Thus, checks for members should be initiated before
the member signs their contract. Any member with pending checks must be accompanied by an
authorized supervisor until all checks are cleared.
Tutorials for criminal history check requirements are available at
http://www.nationalserviceresources.org/criminal-history . There are also more details about criminal
history checks please see M EMBER M ANAGEMENT R ESOURCES .
3
AmeriCorps*State programs must submit requests for alternate search protocols (ASP) to their prime
grantee (state commission). Contact your CCCS Program Officer for details.
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Criminal History Check Tips
Use the address at the time of application as the member’s state of residency/orgin
NSOPR checks—always do the general search. DO NOT do an advanced search.
NSOPR checks—all states must be available for the check to be complete. If one or more
states are not available on the database, be sure to print your initial inquiry, then return a
few days later, until the missing state(s) are included and print the new search. Both
searches should be maintained in the member’s file.
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ENROLLMENT
ESTABLISHING MEMBER FILES
After you have selected a corps of individuals to serve in your community, the enrollment process
begins by establishing member files. The organization and maintenance of member files is perhaps
the most essential administrative function performed by a Program Director. The documents
maintained in these files ensure that members are eligible for their positions at the time of
enrollment, and eligible to receive member benefits throughout and after their term of service. All
required member documentation must be retained as required by 45 CFR§2541.420. It is also
imperative that these documents are kept in a safe and secure location, with limited access granted
only to essential program staff persons. If a member submits a written request to view the contents of
their file, they must be permitted to do so.
A Member File Checklist of all required documentation can be found in A PPENDIX G-M EMBER F ILE
C HECKLIST . The documents referenced there are described below. Questions or clarifications about
these documents should be directed to your CCCS Program Officer.
TIP: Before a major enrollment/exit period, it may be helpful to do a refresher course on using the
eGrants/MyAmeriCorps Portal. Tutorials are available at: http://www.nationalserviceresources.org/actraining-support-state.
AmeriCorps Application
The application submitted by a member to apply for the AmeriCorps position must be included in the
member’s file. This application should be signed and dated at the time of application. For guidance
about electronic signatures, please contact your CCCS Program Officer.
TIP: A typed name is not considered a signature. Please be sure that all staff and members physically
sign or have an official electronic signature.
Member Contract/ Service Agreement
A member’s term of service should begin with the signing of their member contract or service
agreement. The member contract serves as a legally enforceable agreement between your
organization and the person with whom you’ve offered the AmeriCorps service position. However, at
minimum, the Corporation requires that all programs include:
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 Member position description;
 The minimum number of service hours (as required by statute) and other requirements
(as developed by the program) necessary to successfully complete the term of service and
to be eligible for the education award;
 The amount of the education award the individual may receive upon successful
completion of the terms of services;
 Standards of conduct, as developed by the program;
 The list of prohibited activities, including those specified in the regulations at 45 § CFR
2520.65;
 Requirements under the Drug-Free Workplace Act (41 U.S.C. 701 et seq.);
 Civil rights requirements, complaint procedures, and rights of beneficiaries (see Section
V.F of 2013 AmeriCorps Grant Provisions)
 Suspension and termination rules;
 The specific circumstances under which a member may be released for cause;
 Grievance procedures; and
 Other requirements as established by the grantee.
Your organization is responsible for finalizing the contents of this contract and obtaining the
necessary signatures prior to the start of service. Sample member contracts are available through the
Resource Center (www.nationalserviceresources.org). Keep in mind that you must tailor your contract
to suit the specific needs of your program, while ensuring that applicable Provision requirements are
met (See S ERVICE P OSITION D ESCRIPTION D EVELOPMENT ).
TIP: Duties outlined in a service position description should be specific. Do not use phrases such as
“other duties as assigned.
CNCS Enrollment and Exit Forms
The CNCS Enrollment and Exit Forms are no longer required by the Corporation. However, if programs
wish to continue utilizing these forms, they may continue to do so under the following guidelines:
The CNCS Enrollment Form should be completed and signed by members at the start of
service. The enrollment date listed on this form should be the same as the one outlined in
each member’s contract.
The CNCS Exit Form should be completed and signed within 30 days of the member’s end
date, whether or not the member completes their full term of service. The information
provided on both forms will be used to complete the enrollment and exit process in the My
AmeriCorps Portal.
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Proof of Education
In order to utilize the Education Award, a member must have a high school diploma or GED (45
CFR§2522.200). Members who have not yet obtained a GED or diploma, at the time of enrollment, can
complete GED classes during their term of service or agree to complete GED classes or obtain a
diploma prior to using the award. These members need to complete a GED/Diploma Agreement
Letter that states that they will obtain a GED/diploma by the end of their service and dictates the
estimated date of completion.
It is strongly encouraged that programs obtain a copy of the member’s diploma, GED or official high
school or college transcript as documented proof of education. However, if a program is unable to
obtain said documentation after unsuccessful attempts, the member’s own certification in the M Y
A MERI C ORPS Portal is sufficient. In this instance, a copy of the completed CNCS Enrollment Form or
printout of the My AmeriCorps screen should be maintained in the file.
Tutoring Program Requirements
All programs that engage members as tutors must comply with 45 CFR§2522.900- 950. Applicable
documentation should be included in the member file.
Proof of Citizenship and Age
Members must provide documentation to show that they are of membership age and are U.S.
citizens, U.S. nationals, or lawful permanent resident aliens as articulated in the 2013 AmeriCorps
Provisions Part IV, A. 5. A list of acceptable documentation is included in A PPENDIX G-M EMBER F ILE
C HECKLIST . Any member under 18 must also have a Parental Consent form on file.
Criminal History Check Documentation
Confirmation documentation must be retained for all three parts (statewide search, NSOPR and FBI
search) of the completed criminal history check—unless your program has a CNCS approved
Alternate Search Protocol (ASP). The documentation must detail the results of the three-part criminal
history search and the program must verify the name(s) of the record searched. Refer to C ONDUCTING
C RIMINAL H ISTORY C HECKS for details on criminal history check requirements.
Media Release Form
Programs must obtain the prior written consent from all members before using their names,
photographs, videos and other identifying information for publicity, promotional or other purposes
(2013 AmeriCorps Provisions, IV. H. 3).
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Member Evaluations
Performance evaluations are required for all AmeriCorps members. Part-time members must receive
at least one end-of-term evaluation. Full-time members must receive both a mid-term and end-ofterm evaluation. The format of the evaluation is determined by each individual program, but the
evaluation must be reviewed and signed by the AmeriCorps member as well as their assigned site
supervisor. (Please see the S UPERVISING M EMBERS for further information.)
Health and Child Care Enrollment or Waiver
This requirement applies to Full-time members only. All Full-time members must have either proof of
enrollment or a signed waiver for both health care and childcare benefits. For proof of enrollment,
programs may retain the member’s signed and approved application form. For members who elect to
decline either or both services, they must certify in writing that they have sufficient health coverage
elsewhere and/or do not wish to or qualify for childcare services. For details on specific health care
and childcare benefits, refer to H EALTH C ARE and C HILDCARE sections.
MY AMERICORPS
Previously, we referenced how the My AmeriCorps Portal can be used as a member recruitment tool.
However, the Portal primarily functions as a member management tool used throughout each
member’s term of service. All members must be enrolled and assigned to a service location or
operating site in My AmeriCorps within 30 days of signing their member agreement. This time period
gives your program the flexibility to ensure that the members you have selected are appropriate for
their positions and allows for better tracking and more transparency between the CNCS and its
grantees and subgrantees. You will find further details and instructional tutorials on how to use the
Portal at http://www.nationalserviceresources.org/ac-training-support-state.
The CCCS recommends providing members with the information necessary to create their individual
My AmeriCorps account, even if your organization will not be utilizing the Portal for the recruitment
process. A My AmeriCorps account will provide members with online access to a variety of features
and several frequently requested documents. Also, this can alleviate some of the administrative
burden from the program staff and provide members with a sense of ownership over their service
experience.
Note: All information entered into the My AmeriCorps Portal should match that contained
within the member file. If updates or changes are made, they should be documented in both
locations.
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Member Status
Throughout the program year there may be cause to change the status of a member’s term of service.
Program Directors are responsible for notifying the Corporation’s National Service Trust (through My
AmeriCorps) within 30 days of a member’s selection for, completion of, suspension from, or release
from, a term of service (2013 AmeriCorps Provisions IV. C.1). Here some service status jargon that
Program Directors should become familiar with:
In-Service
After enrollment is complete in My AmeriCorps, a member’s status is listed as in-service. This indicates
that the member is actively completing their service hours as required. Members will remain in-service
until an authorized party makes a change through that system.
Member Leave
Members are not employees and thus are not entitled to the traditional sense of what most would
consider vacation, holiday or sick time. However, all programs should plan accordingly and leave
room for occasions where members must be absent from service. The number of days of leave
permitted will vary with each program. Members must adhere to the policies of their specific service
site. Program Directors should establish a clear system for members to make such a request and
explain those procedures to members as early as possible. Members should not record zero hours
during any pay period. Unless the member is suspended (see below), the member must still receive
their normal living allowance.
Suspension
Suspension is defined as any extended period during which the member is not serving, accumulating
service hours or receiving AmeriCorps benefits (2013 AmeriCorps Provisions IV. C.1).
Suspension can be used as both a disciplinary action against a member who has violated the terms of
their member agreement (as outlined in the grievance procedure and member contract) and a means
to address extenuating circumstances in the life of member who has otherwise performed
satisfactorily.
Under personal and compelling circumstances (as determined by the Program Director and/or Site
Supervisor), a member may be suspended for up to two (2) years from the date of suspension. It is
advised that Program Directors document the rationale behind a member suspension, and retain it
within the member’s secured file.
Exit
AmeriCorps members can be exited for two reasons: (1) they successfully completed their term of
service and (2) they did/could not satisfy program requirements and were released from service.
Programs must provide members with sufficient opportunity to complete their terms of service. They
must also notify the National Service Trust (through My AmeriCorps) within 30 days of a member’s
end of term.
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TIP: Time is of the essence! Programs should develop a policy/system that outlines how they will
manage changes in member status to ensure that all changes are made within the 30 day time frame in
eGrants/MyAmeriCorps.
Refill Slots
If a member is exited, without an education award, prior to completing 30% of their term, their slot is
eligible to be refilled. Slots where a member was exited for personal and compelling circumstances
may not be refilled. Also, programs may not refill the same slot more than once.
To ensure that Corporation resources are available in the National Service Trust, the CCCS will not
permit refilling if either:
 total program enrollment reaches 97% of the awarded slots; or
 the number of refills reaches 5% of the awarded slots.
Slots can be refilled through My AmeriCorps Portal. Please use the tutorials available at
http://www.nationalserviceresources.org/ac-training-support-state for instructions.
For further guidance on member status and refilling slots, programs should consult their CCCS
Program Officer.
Slot Conversion
Circumstances may arise within a program that necessitates changing the term of service of a
currently enrolled member. Note that once a member is exited with a partial education award, the
remaining portion of that education award is not available for use. All slot conversations must be
completed in eGrants. Below you will find CNCS guidance on the topic. For further information, please
contact your Program Officer.
Full-time members. State Commissions and Parent Organizations may authorize or approve
occasional changes of currently enrolled full-time members to less than full-time members.
Impact on program quality should be factored into approval of requests. The Corporation will
not cover health care or childcare costs for less than full-time members. It is not allowable to
transfer currently enrolled full-time members to a less than full-time status simply to provide
a less than full-time education award.
Less than Full-time Members. Changing less than full-time members to full-time is
discouraged because it is very difficult to manage, unless done very early in the member’s
term of service. State Commissions and Parent Organizations may authorize or approve such
changes so long as their current budget can accommodate such changes. Keep in mind that a
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member’s minimum 1700 hours must be completed within 12 months of the member’s
original start date.
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MEMBER SUPERVISION
SUPERVISING MEMBERS
The duties of AmeriCorps members are restricted to activities specified in your program’s approved
grant application. The method used to supervise members must be unique since members are not
volunteers or paid staff. AmeriCorps supervisors should focus on the tasks of the service and
developing members in their charge. Setting the tone and explaining your expectations as a
supervisor is key to member success. A better management style for supervising AmeriCorps
members combines coaching, directing, supporting and delegating rather than creating a dictatorial
atmosphere. Program Directors should ask the following questions in order to create a positive
supervising experience;
 How do I help members understand what is supposed to be done and how to do it?
 What additional training might the members need that I cannot provide?
 How do I consider the needs of members not just at the beginning, but in month six
when their enthusiasm dips, and at the end when they leave?
 What can I do to inspire in members to commit to a life of service?
Remaining consistent is a great way to provide members guidance and become an effective
supervisor/role model.
TIP: Make sure all of your members are updated on AmeriCorps prohibited activities as well as
standards of conduct for your organization.
MANAGEMENT PLAN
Paperwork is a necessary, but at times an overwhelming part of a supervisor's job. All paperwork
must be kept in a safe and secure location to maintain confidentially. Every supervisor has their own
unique style and organization techniques such as checklists. Samples of tools used for organization
are available on the M EMBER M ANAGEMENT R ESOURCES page.
Keeping track of the hours a member spends on direct service, training and fundraising activities is a
huge component of member supervision. In order to be eligible to receive member benefits (living
allowance, education award, health care, childcare, etc.), members must have documented and properly
signed timesheets. Both paper and electronic timesheets are acceptable; however, the Corporation has
guidelines that programs must follow (See CNCS FAQ and 2013 AmeriCorps Provisions). Additional
guidance and resources are available at
http://encorps.nationalserviceresources.org/resources/nuts_and_bolts/timesheets_and_time_away.php/.
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All meetings, correspondence and disciplinary actions must be documented for legal creditability.
Remember that your program is funded under a Federal grant—policy and procedures are subject to
review.
EVALUATING MEMBERS
Evaluating members can improve performance, clarify duties and provide constructive feedback.
Evaluations are formal documents necessary for the retention, re-enrollment and/or termination
process of members. In addition to the benefits for members, evaluations are a tool that will allow
your program to select dates for reporting and future planning. Supervisors should complete your
program’s member evaluation form and give it to members so they have the opportunity to review
the document. When providing members with their evaluations it is best to schedule a mutually
convenient time for an evaluation meeting. Supervisors should tell members to bring the completed
evaluation form and come prepared to discuss any issues during the evaluation meeting. At the
evaluation meeting, redo the ratings together while discussing each element. Document the ratings
on a joint form. Work with the member to create a document of the member’s strengths and
weaknesses. For any areas that are deemed unsatisfactory, jointly develop an action plan to improve
performance. All parties must sign the document. Make two complete copies of all the forms: the
member receives a copy, the site keeps the second copy, and the original form should be given to the
service office. This may be the first time that the member has ever received constructive criticism in a
professional setting; therefore how you communicate this information is important.
"Supervision can be handled as check-in meetings, ongoing informal discussions, or
written reports. It is important to set up "checkpoints" along the way."
Serve Nebraska .Gov
The following tools may help you as you look to assess member performance:
 Quarterly Report. It can be helpful to create member reporting so that the Program
Director Quarterly Report information is readily available. Examples of how programs
structure reviews, member quarterly reports and other samples are sited in M EMBER
M ANAGEMENT R ESOURCES .
 Midterm Evaluation. The Midterm Evaluation allows members to get a sense of where
they need to improve. It is also a great opportunity for supervisors to provide feedback
on the positive attributes of the member. Both parties can fine-tune goals and
expectations for the last half of the service year.
 End of the Term Evaluation. The Program Director should plan the year with the end in
mind. The End of the Term Evaluation provides feedback to the member and the
supervisor with a year culmination.
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EFFECTIVE COMMUNICATIONS
The communication approach of a Program Director should alter depending on your member and
volunteer audience. Use age appropriate techniques when addressing individuals. Respectful
communications and respecting individuals are important in beneficial supervision. Practicing cultural
understanding can create respectful supervisor to member, member to member, and member to
volunteer relationships. Communication can take many forms: face-to-face meetings, service logs,
informal e-mails, reports, conference calls or individual phone conversations. While Facebook, instant
messenger, text messaging and other communication mediums maybe quick or easy, they are not the
most professional means of communication. When a member communicates important information
such as absence from service, it is vital that you set the standards for proper communication. Ground
rules and standards must be communicated to all include meeting best practices (e.g. turning off cell
phones). When dealing with communication challenges, remember not all conflict is negative and
confrontation can be positive. Conflict mediation can be a difficult but required aspect of supervising.
On the resource page, Rick Lynch from VMSystems provides the 7 Deadly Sins of Supervisors. This
document provides helpful supervising best practices. According to Michael Morrow, effective
practices for working with "difficult" situations include:
 Catch it early: If you let it slide the first time, the person will expect you to continue to let
it slide.
 Do it privately: Embarrassing people in front of others is relationship suicide. Avoid it.
 Make sure the person understands what they did, or did not do, and is clear about their
responsibility. To do that, you ask before you tell: "Do you understand what time you're
supposed to arrive?" "Do you know why it is important to be here at that time?"
 Get them to commit: "Can you be on time in the future?"
 Ask how you can assist: "What can I do to help you be on time?"
 Make sure they know the consequences of not being able to keep their word.
 Document everything! You might even consider a written contract, which the employee
(member) signs, that goes into his or her file.
 Have a very clearly defined process, stated in your handbook, for dealing with issues like
this.
 Don't take it personally: This one is tough for many supervisors because we're "people
oriented" and don't like "disciplining" people. But it is your job.
 Most important: When the staffer (member) does it right, notice it!
 Notice and reward each step, no matter how small. This is vital, because whether it is kids
or adults, we tend to spend far more time trying to change negative behavior than we do
reinforcing positive behavior. Turn that around. It is much more effective to emphasize
the positive in order to minimize the negative.
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 Additionally, celebrate with your team. Thank them often and in a variety of ways. (e.g.
recognize birthdays, surprise them with a card "just because”, bring a pizza to a group
meeting). The more members and volunteers like, trust, and respect you, the easier it is to
address challenges.
SUPPORTING YOUR TEAM
The CT Commission on Community Service does not mitigate internal conflicts with members,
volunteers or program staff. We do not hire nor discipline members or program staff. However, we
may provide assistance through resources and options. The Commission can provide staff supervisory
training, when appropriate, upon request. In addition, we highly recommend AmeriCorps*State
Programs bond with each other and share best practices. The process of supervising a wide range of
personalities can be stressful and having the ability to express concerns to fellow Program Directors
can be beneficial. Please be aware that as the funder, it is not proper for the Commission to become
involved with conversations between programs.
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MEMBER TRAINING & DEVELOPMENT
DEVELOPING YOUR AMERICORPS MEMBERS
The Corporation's 80/20 rule specifies that up to 20 percent of AmeriCorps members' time should be
spent preparing for service and enriching their personal and professional development. A majority of
the member’s development can be provided through trainings. Training is a time when a Program
Director can educate on a variety of topics and provide members with the tools necessary to be
successful during their service. It is also a time when you can connect to members on more
professional and personal levels.
“Training is a process, not an event. It begins long before participants show up and
continues until we see results in the workplace. Just because I’ve said it doesn’t mean
you’ve learned it. In 451 B.C., Confucius said, “What I hear, I forget; what I see, I
remember; but what I do, I understand.” The more we involve people in the learning
process rather than lecture them, the better the results will be.”
Bob Pike, Bob Pike Group.
Well-trained individuals provide high quality, high impact service and increase the value of the
AmeriCorps program. Training helps members develop skills in areas that they might not be
introduced to prior to AmeriCorps (e.g. effective communication, conflict resolution, diversity and
inclusion, leadership, CPR/first aid, outdoor education, volunteer development, resource mobilization,
and partnership development). In trainings, members can learn more about the community they are
serving and what National Service entails. Training can also broaden attitudes and perspectives and
increase their sense of empowerment, civic values and a service ethic. Lastly, trainings can promote
retention and a lifelong engagement in service.
MEMBER TRAINING DESIGN
Training for Adult Learners is different from children so be aware of your program’s training needs.
Be mindful with every design component for trainings. Every part of the training should connect to
the development of members, volunteers and/or staff. The space you use for training, the learning
environment, the trainer/facilitator selected, the training goal take-aways, the learning styles of your
audience and training tone will leave an impact on everyone. All trainings must be inclusive and the
Commission Inclusion Officer is available as a resource. Preparing a training should start with
analyzing the budget.
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It is mandatory that each program maintain a Member Development system (see S YSTEMS ). Please
refer to the 2013-2014 Riske-Based Monitoring Tool for specifics.
The more organized the Program Director is, the more organized the trainings will be. Each member
training should be planned well in advance. In the planning process, you must determine Who (who
will facilitate/conduct the training?; who will be in the audience?), What (what are the training goals,
outcomes and/or learning objectives?; What materials/tools will be necessary to conduct the
training?), Where (where will the training take place?), When (when will the training take place?), and
How (How will the training be evaluated?).
When hiring an outside speaker/trainer to educate the members, it is vital that each trainer
understand the AmeriCorps program and have the credentials to support their area of expertise. This
may require a number of preparatory meetings with your trainer to ensure that you are hiring the best
person for the training. Great trainers can be expensive so consider hosting the training with another
program to split costs.
All trainings must include:
 Sign-In sheet and attendance
 An agenda
 Opener (activity to create buy in)
 Learning objective
 Skills area (learning material)
 Game/ice breaker
 Energizer (refresher of material)
 Reflection activity
 Closer (activity to end training)
 Evaluation
REQUIRED TRAININGS
The following trainings are mandatory during the program year:
 Orientation
 Conflict Resolution
 Diversity and Cultural Awareness
 Sexual Harassment and Ethics
 Civic Engagement
 Teamwork and Leadership
The trainings below are highly recommended:
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 Wellness and Stress Management to prepare individuals for the stressors that can result
from service.
 Life Skills/Money Management. Some members will be challenged by living on a limited
stipend and will need tips for budgeting.
 Career Builder. Creating a portfolio including resume, cover letter writing and
interviewing.
 Basic first aid and CPR training. The American Red Cross can help provide a local trainer
to prepare members for emergencies.
MEMBER ORIENTATION
Beginning in 2013, all CCCS AmeriCorps programs must conduct a minimum one-week member
orientation. Orientation is the first training that educates your members on a variety of topics and
provides them with the necessary tools to be successful during their service. Orientation is when you
can be creative and build teamwork through a wide range of activities and strategies. As a manager
and mentor, orientation is an opportunity to express your expectations to members and volunteers in
a professional, yet fun way.
Orientation must cover the following:
 AmeriCorps program goals
 Your organization’s/legal applicant’s background including history, culture, mission, etc.
 An overview of CNCS programs including Vista, Senior Corps and other cross streams of
service
 Members’ rights and responsibilities
 Program’s code of conduct
 Requirements under the Drug-Free Workplace Act (41 U.S.C. 701 et seq.)
 Progressive disciplinary procedures
 Suspension and termination policies
 Grievance procedures
 Sexual harassment and other non-discrimination issues
 Member Benefits
 A tour of the agency and program host sites
 Inspiration—service is inspiring, and understanding the role that inspiration plays can
help make the year a success. Refer to the M EMBER M ANAGEMENT R ESOURCES page for
examples
 A reflection on each member's reasons for choosing service.
 Member Self-Assessment—allows you to understand the skills sets and challenges of
each member and also allows members to set goals for their development
 Assurances from CNCS
 Placement site orientation
 Orientation to community. Refer to the M EMBER M ANAGEMENT R ESOURCES page for
suggestions.
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 Performance measures.
 All prohibited activities listed in the 2013 AmeriCorps Provisions (Part IV. D,3):
o Attempting to influence legislation;
o Organizing or engaging in protests, petitions, boycotts, or strikes;
o Assisting, promoting, or deterring union organizing;
o Impairing existing contracts for services or collective bargaining agreements;
o Engaging in partisan political activities, or other activities designed to influence
the outcome of an election to any public office;
o Participating in, or endorsing, events or activities that are likely to include
advocacy for or against political parties, political platforms, political candidates,
proposed legislation, or elected officials;
o Engaging in religious instruction, conducting worship services, providing
instruction as part of a program that includes mandatory religious instruction or
worship, constructing or operating facilities devoted to religious instruction or
worship, maintaining facilities primarily or inherently devoted to religious
instruction or worship, or engaging in any form of religious proselytization;
o Providing a direct benefit to—
 A business organized for profit;
 A labor union;
 A partisan political organization;
 A nonprofit organization that fails to comply with the restrictions
contained in section 501(c)(3) of the Internal Revenue Code of 1986
related to engaging in political activities or substantial amount of
lobbying except that nothing in these provisions shall be construed to
prevent participants from engaging in advocacy activities undertaken at
their own initiative; and
 An organization engaged in the religious activities described in
paragraph 3.g. above, unless CNCS assistance is not used to support
those religious activities;
o Conducting a voter registration drive or using CNCS funds to conduct a voter
registration drive;
o Providing abortion services or referrals for receipt of such services; and
o Such other activities as CNCS may prohibit.
AmeriCorps members may not engage in the above activities directly or indirectly by
recruiting, training, or managing others for the primary purpose of engaging in one of the
activities listed above. Individuals may exercise their rights as private citizens and may
participate in the activities listed above on their initiative, on non-AmeriCorps time, and using
non- CNCS funds. Individuals should not wear the AmeriCorps logo while doing so.
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Incorporating former program members in the orientation is a great tool utilized to create member
buy in. Ask other staff, colleagues with other organizations and other experts to share knowledge and
best practices, also.
TIP: Refer to the M EMBER M ANAGEMENT R ESOURCES page for a link to a video about a "Wall of
History" activity. This activity is used at the beginning, middle, and end of service as a reflection and
team building vehicle.
RETENTION FOR MEMBERS
Retention begins in the interview process, when you have accurately described the member role and
assessed whether the potential member is correct fit for your program. Program Directors should be
honest and up front about the commitment needs of their AmeriCorps program. Otherwise, retention
for your program is challenging and both the member and program staff may feel mislead.
There are several key components in an AmeriCorps program that enhance retention such as
placement, orientation, training, supervision, evaluation and recognition. At the start of service, ask
what the member’s motivations for service are and honor their time in your program. When
members feel valued, they are likely to share positive experiences with others and possibly continue
serving.
“Members stay because the corps is fun, because they are valued, and because they
look forward to showing up every day. Members leave when it is no longer fun, they are
not valued, and they dread coming each day. It really is that simple,”
(http://www.nationalserviceresources.org/practices/17146).
Data collection through assessments and evaluations are essential to provide information about your
program’s retention patterns. Conducting surveys and collecting written stories from members, during
and after their service, will provide insight about member experiences that will help you to keep
member retention rates high.
For more information regarding retention best practices refer to:
http://www.nationalserviceresources.org/practices/17146
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MEMBER BENEFITS
LIVING ALLOWANCE
All Full-time AmeriCorps members must be provided with a living allowance (member stipend).
Though not required, programs have the option to provide an allowance to Part-time members. All
living allowances must be provided within the confines of the minimums and maximums provided in
the table below.
TABLE 4. MINIMUM AND MAXIMUM LIVING ALLOWANCE
SERVICE TERM
MINIMUM
MINIMUM LIVING
MAXIMUM TOTAL LIVING
ALLOWANCE
ALLOWANCE
#
OF HOURS
FULL-TIME
1700
$12,100
$24,200
ONE-YEAR HALF-TIME
900
N/A
$12,800
TWO-YEAR HALF-TIME
900
N/A
$12,800
REDUCED HALF-TIME
675
N/A
$9,600
QUARTER-TIME
450
N/A
$6,400
MINIMUM-TIME
300
N/A
$4,300
AmeriCorps members are not employees and a living allowance is not a wage. Thus, living allowances
are not distributed based upon the number of hours served during each pay period. Living allowances
must be dispersed to members in equal amounts throughout their term of service. Deductions
should be made for federal and state income taxes, where applicable, and FICA (Social Security and
4
Medicare taxes) . The pay periods for living allowances are determined by each program. So long as a
member is enrolled and has in-service status (see M EMBER S TATUS ), they must receive their living
allowance, listed in their member contract, in equal increments throughout the program year. If a
4
Contact your CCCS Grants Officer with questions.
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member is released early for any circumstance (including a personal and compelling circumstance)
they may not receive a lump sum of the remaining balance of their living allowance.
To document and verify that members are completing their service hours, accurate timesheets that
are properly signed and approved must be processed for each pay period (see M ANAGEMENT P LAN
section for details). Timesheets are to be maintained in a safe and secure location (physical or
electronic) in accordance with applicable AmeriCorps Regulations.
Federal Benefit Eligibility
The National and Community Service Act of 1990 provides that allowances, earnings, and payments to
participants in AmeriCorps State and National programs “shall not be considered income for the
purposes of determining eligibility for and the amount of income transfer and in-kind aid furnished
under any federal or federally-assisted program based on need, other than as provided under the
Social Security Act (SSA).” Additionally, under the Heroes Earnings and Relief Tax (HEART) Act of
2008, the Social Security Administration will ignore an individual’s receipt of AmeriCorps benefits for
purposes of SSI eligibility. The Heart Act excludes “any benefit (whether cash or in-kind)” and so
covers the living allowance, health insurance, child care and the education award (and related interest
payments). Note: If your members will be provided a living allowance while receiving/applying for
Temporary Assistance for Needy Families (TANF), federal work-study, or SSI benefits, they may be
impacted by the above statements. Program Directors should consult the AmeriCorps*State and
National FAQs (http://www.americorps.gov/for_organizations/manage/index.asp) and/or contact their
CCCS Program Officer.
HEALTH CARE
Full-time AmeriCorps members must be covered under a health insurance plan that meets CNCS
minimum standards (A PPENDIX I-H EALTH Care). They are eligible to receive health care benefits,
provided by their AmeriCorps program, unless they are adequately covered through another source. If
members have sufficient health coverage and elect not to accept coverage provided by the program,
they must sign a waiver (see A PPENDIX I-H EALTH Care). The program must also provide health care
benefits, if a Full-time member loses alternative coverage during their term of service, through action
outside of his/her control. Proof of health insurance coverage should be maintained in each member’s
file, regardless of whether or not they waived the program’s insurance.
Medicaid and Medicare
Health care coverage must also be provided to Full-time members who are eligible for Medicaid or
Medicare. Medicaid and Medicare are considered wrap around coverage, which means that they will
pick up any costs that the health insurance policy provided by the member’s AmeriCorps program
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does not cover. The U.S. Department of Health and Human Services (HHS) has taken the position that
members receiving Medicaid must have coverage available to them through AmeriCorps.
CHILDCARE
Childcare must be made available to AmeriCorps members who meet all of the following criteria:
 Must be an active Full-time (or Full-time capacity) member of AmeriCorps.
 Member must need child care services in order to participate in the AmeriCorps program.
 Member’s household income must not exceed the maximum amount under the Child
Care & Development Fund (CCDF) Block Grant rules established by the state or territory
in which the child care services are provided.
 The member must be a custodial parent or legal guardian of a child under the age of 13
 The child must be living with the member.
 Once the Member is approved and accepts the AmeriCorps CCBP benefits, the member
must not be receiving a child care benefit for the same child from any other source.
These requirements and the Child Care application are available at
http://www.americorpschildcare.com/. Programs should maintain a copy of the member’s completed
Child Care application in the member’s file. It is the Program Director’s responsibility to inform the
AmeriCorps Childcare Provider (currently, GAP Solutions Inc.) of a member’s eligibility for childcare
services. In addition, Program Directors must inform the Childcare Provider in writing if:
 A member becomes eligible for childcare,
 There is a change in a member’s eligibility status,
 A member wishes to change childcare providers, or
 A member receiving childcare is absent for 5 or more days in a one month period.
If programs fail to immediately notify the AmeriCorps Childcare Provider, costs incurred may be
charged to the program.
ELI SEGAL EDUCATION AWARD
Upon successful completion of their term of service, members are eligible to receive an Eli Segal
Education Award. The amount of the Award received is aligned with the member’s minimum service
hours (Table 5). Members have up to seven years after the completion of service to make use of the
Award. The Award is considered taxable income in the year that it is used.
Note: Program Directors should see http://edaward.org for topics that should be covered while
speaking with or training members about the Education Award.
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TABLE 5. 2013-2014 EDUCATION AWARD AMOUNTS
TERM OF SERVICE
MINIMUM # OF HOURS
EDUCATION AWARD
FULL-TIME
1700
$5,550
ONE-YEAR HALF-TIME
900
$2,775
TWO-YEAR HALF-TIME
900
$2,775
REDUCED HALF-TIME
675
$2,114
QUARTER-TIME
450
$1,468
MINIMUM-TIME
300
$1,175
EDUCATION AWARD TRANSFER
Members age 55 and over, have the option to transfer the education award to a child, grandchild, or
foster child. For a tutorial to share with members, visit: http://edaward.org/.
LOAN FORBEARANCE AND INTEREST ACCRUAL
Enrolled AmeriCorps members are also eligible for forbearance and interest accrual payment for most
federally-guaranteed student loans. Applying for forbearance gives members the opportunity to
postpone repayment for qualified student loans. While in forbearance, interest will continue to accrue.
However, if the member successfully completes their term of service, the National Service Trust will
pay all or a portion of the accrued interest. The interest accrual payment is considered taxable income
in the year that it is provided to the member. To gain access to the necessary forms, members must
create their own My AmeriCorps account. Further details are available at:
http://www.nationalservice.gov/programs/americorps/segal-americorps-education-award/using-yoursegal-education-award/postponing.
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FINANCIAL MANAGEMENT
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EFFECTIVE FINANCIAL MANAGEMENT
UNDERSTANDING FINANCIAL MANAGEMENT
Program Directors are ultimately responsible for the overall administration of the program. Effective
financial management is essential to your AmeriCorps program. Ineffective financial management will
have a negative impact on the success of your program, such as, bad publicity, or major audit findings
leading to funding being delayed, withheld or having to be repaid. Program Directors need to take
an active role in understanding and monitoring the financial systems.
SUSTAINABILITY
Having accurate information, supporting documentation, an efficient accounting system, internal
controls, cash management and budgetary controls, and following policies and procedures will help
as you work to establish and maintain a high quality AmeriCorps program.
Program Directors and Financial Managers should be familiar with the financial components of their
program’s grant agreement. This agreement outlines the approved budget and budget narrative, as
well as key financial and programmatic reporting requirements. The parameters set forth there will
provide much of the information needed to establish systems and policies at the program level. The
CCCS should be notified of any potential financial problems. Please contact your CCCS Grants Officer
if any financial concerns arise during the program year.
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Having Good Internal Controls means:






Documented policies and
procedures
Adequate review process for
financial reports and budgets
Adequate cash management
procedures (e.g. monthly bank
reconciliations)
Physical safeguarding of assets
System to track members’ &
employees’ activities
System to follow-up on problems
identified to ensure resolution
Documented Policies and Procedures
include:





Master calendar of all grant
reporting deadlines
System to communicate effectively
between staff
Tickler for grant file outlining
programmatic requirements
Tickler for financial components of
grant to ensure compliance
Cross training notes for daily,
monthly, quarterly, semi-annual and
annual duties in case of turnover
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BUDGET/ COST
KNOWING YOUR PROGRAM BUDGET
Your AmeriCorps program budget (as approved in your grant agreement) is the blueprint that will
help your organization meet its goals and objectives and ensure that match requirements are met. It
is the responsibility of the program to review and compare the budget to actual expenses, assure that
any necessary budget changes are properly approved and verify that any movements between line
items fall within provision guidelines. It is crucial to have a reliable and accurate accounting system
that will enable you to keep track of the program’s financial progress.
An organizations accounting system must be capable of:
 Distinguishing grant vs. non-grant related expenditures
 Identifying costs by program year
 Identifying costs by budget category
 Differentiating between direct (program costs) and indirect costs (administrative costs)
 Accounting for each award/grant separately
 Maintaining Federal/non-Federal matching funds separately from grant funds
 Recording in-kind contributions as both revenue and expense
 Allowing management to easily obtain financial reports at both the summary and detailed
levels
 Correlating to financial reports submitted to Commission or CNCS
Budget Modification
Budget modifications occur when there is a:
 Shift of funds from one budget category to another,
 Shift of funds from one section to another , or
 Reduction of the Grantee Share (match).
If your program encounters unexpected decreased or increased expenses in various line items, a
budget modification may be necessary. The Corporation acknowledges that budget revisions are
sometimes unavoidable and sometimes are required more than once in a program year. Thus,
programs may move funds between line items without Commission or CNCS approval if the
cumulative amount moved is less than 10% of the total grant amount, as long as the transfer is in
compliance with all applicable standards and requirements articulated in the grant agreement and/or
AmeriCorps Regulations (45 CFR§2543.25).
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Example:
A program that receives a $100,000 grant may move a cumulative total of up to $9,999.99
between line items without approval as long as the transfer is in compliance with all other
applicable.
Programs that wish to transfer funds totaling 10% or more of the total grant award, wish to reallocate
funds for training and member support, or purchase equipment over $5,000 must submit a Contract
Budget Revision Request Form (A PPENDIX B-P ROGRAM /B UDGET A MENDMENT R EQUEST F ORM ) and
receive prior approval from the Connecticut Commission and the Corporation. Programs should
explain and include fill in the revised budget in their request form. If additional space is necessary,
ensure that any attachments are provided to CCCS staff at the time of request. Programs should not
consider budget modification requests approved until written notice is received from the Connecticut
Commission and/or the Corporation. Questions about budget modifications should be directed
towards your CCCS Grants Officer.
Any move of funds between line items,
totaling less than 10% (cumulative) of the
approved total budget



Changes to budget line items
that is 10% or more of the total
approved budget.
Changes to increase or
reallocate funds for member
support
Purchase of equipment over
$5,000
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Administrative (Indirect) Costs
Administrative (indirect) costs are general or centralized expenses incurred for the overall
administration of an organization receiving Corporation funds. These costs may include general
expenses related to overall administration for the legal applicant or costs incurred for the
common/joint objectives within the organization that cannot be readily identifiable with a
particular project or cost objective. However, administrative costs do not include costs specific to
the AmeriCorps program. All programs select one of two options for calculating their
administrative cost rate at the time of grant application or continuation request. For organizations
that have an established indirect cost rate for federal awards (IDC), administrative costs refer to
those costs that are included in the organization’s indirect cost rate agreement. Such costs are
generally identified with the organization’s overall operation and are further described in Office of
Management and Budget Circulars A-21, A-87, and A-122. If your organization is using an
established IDC, there is also a 5% cap on the total federal share that can be applied to
administrative costs.
For organizations that used the Corporation’s Fixed Percentage method, the program may charge
(for administrative costs) a fixed 5% of the total of the Corporation funds expended. Under this
method, the grantee share of administrative costs can be no more than 10% of the total direct
costs for the program. The limitations for use of Corporation funds on administrative costs are
described in 45 CFR § 2540.110.
Here is a list of examples of typical indirect costs:
 Accounting, financial, contracting or general legal services
 General liability insurance that protects the organization (not solely related to a program)
 Directors and officers insurance
 Audits
 General & Administrative salaries & wages
Program (Direct) Costs
Program (direct) costs are those expenses directly related to a program or project, including their
operations and objectives. Program costs include, but are not limited to:
 Costs attributable to members, including: living allowances, insurance payments, and
expenses for training and travel.
 Costs (including salary, benefits, training, travel) attributable to staff who recruit, train,
place, support, coordinate, or supervise members.
 Costs (including salary, benefits, training, travel) attributable to staff who develop
materials used in member recruitment, training, placement, support, or supervision.
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 Costs for independent evaluations and internal evaluations to the extent that the
evaluations cover only the funded program or project.
 Costs, excluding those already covered in an organization's indirect cost rate, attributable
to staff that work in a direct program or project support, operational, or oversight
capacity, including, but not limited to: support staff whose functions directly support
program or project activities; staff who coordinate and facilitate single or multi-site
program and project activities.
 Space, facility, and communications costs for program or project operations and other
costs that primarily support program or project operations, excluding those costs that are
already covered by an organization's indirect cost rate.
 Other allowable costs, excluding those costs that are already covered by an organization's
indirect cost rate, specifically approved by the Corporation as directly attributable to a
program or project.
MATCH REQUIREMENT
Programs must provide and account for the matching funds approved in their application to the
Connecticut Commission. This includes budgets that exceed the minimum grantee match
requirement. By the end of each grant year, the grantee must have contributed either the
proposed matching resources or the minimum overall share match (see below), whichever is
greater. Programs that do not meet the match proposed in the grant application may be subject
to suspension of funds, grant termination or recovery of funds by the CCCS.
TABLE 6. MINIMUM MATCH REQUIREMENTS PER PROGRAM YEAR
MINIMUM
OVERALL
SHARE
YEAR
1
YEAR
2
YEAR
3
YEAR
4
YEAR
5
YEAR
6
YEAR
7
YEAR
8
YEAR
9
YEAR
10
24%
24%
24%
26%
30%
34%
38%
42%
46%
50%
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PROGRAM FUNDRAISING
According to the OMB Circulars, programs cannot charge the cost of “organized fundraising” or expenses
incurred “solely to raise capital or obtain contributions” to the AmeriCorps grant. Any staff person
supported by the AmeriCorps program are also covered under the OMB Circulars and thus may not
participate in these activities while charging time to the AmeriCorps grant. All staff should have clear time
records that detail and distinguish the time they spend on these and other activities. AmeriCorps
members are not, typically, permitted to support their organizations with major fundraising efforts. They
can, however, do some fundraising activities, as long as they do not spend more than 10% of their total
hour commitment on such activities. This must also be reflected and clearly distinguished from other
activities in the member time records. Acceptable fundraising activities are outlined in 45 CFR§2520.40.
PROGRAM INCOME
Some programs will have activities that generate income. Program income includes income from fees for
services performed, from the use or rental of real or personal property acquired with grant funds, from the
sale of commodities or items fabricated under a grant agreement, and from payments of principal and
interest on loans made with grant funds. Program Income should be used as matching funds (grantee
share). For details on the use of program income, please refer to 45 CFR§2541.250.
Budgeting Tips
Check to ensure that required match is met
Be aware of budget changes that require amendments
Identify In-kind donations prior to creating the budget
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FINANCIAL MONITORING & REPORTING
CCCS FINANCIAL MONITORING
All Financial Reports should be: Timely, Accurate, and Complete. Program staff should ensure that all
deadlines are met, data is reviewed and reconciled for accuracy prior to submission, and all pertinent
information for the reporting period is included. In addition, the accounting system should be designed to
meet all reporting requirements. Reports should reflect information that comes directly from the
accounting system, and proper supporting documentation should be maintained in files that support each
submitted report. Late reports will be addressed according to the
Periodic Expense Reports (PERs) and Cash Requests
Program staff must submit Periodic Expense Reports (PERs) and cash requests on a monthly basis to your
th
CCCS Grants Officer. PERs are due by the 15 of each month of your grant period. All are to be submitted
via electronic database at http://www.ctohe.org/americorps/. Additional back-up documentation may be
required as determined by your CCCS Grants Officer. The PER submitted will be reviewed along with cash
requests.
The following will be reviewed for all PERs:





Program expenditures are proportional to planned program activities
Cash request is reasonable
Budgeted grantee match is being met
Reporting dates correspond to the correct one month period
Section III Administrative/Indirect Costs are in line with CCCS policies
Quarterly Financial Reporting
Quarterly Financial Reports are used to collect data, on your program’s federal expenditures. Reports are
to be submitted to the CCCS Grants Officer 15 days after the end of each fiscal quarter. All grantees will
submit a total of five (5) quarterly financial reports in a given program year.
TABLE 7 2013-2014 QUARTERLY REPORTING
REPORTING PERIOD COVERED
DUE DATE
JULY 1, 2013 - SEPT. 30, 2013
OCTOBER 15, 2013

During the July-September quarter, there are two overlapping program years. Programs must submit
two sets of quarterly reports, one for each program year, during this period.
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OCT. 1, 2013 - DEC. 31, 2013
JANUARY 15, 2014
JAN. 1, 2014 - MAR. 31, 2014
APRIL 15, 2014
APR. 1, 2014 - JUNE 30, 2014
JULY15, 2014
JULY 1, 2014 - SEPT. 30, 2014
OCTOBER 15, 2014
Note: Beginning 2013-2014, Quarterly Financial Reports and Quarterly Progress Reports (QPRs) are
due at the same time (T ABLE 7 2013-2014 Q UARTERLY R EPORTING ). See also P ROGRESS R EPORTS .
Record Retention and Auditing
All financial records, supporting documents, member files and other records pertaining to the
AmeriCorps*State grant award must be maintained for at least three (3) years from the date of submission
of the CCCS’s final financial report. This means that all records should be maintained for a minimum of
seven (7) years from the start of initial the grant award period. For further details and information on
exceptions to this rule, please see 45 CFR §2543.53.
Review of financial and program records may be performed during a program audit in accordance with
OMB Circular A-133. Programs may be audited by CCCS, the Corporation or an independent agency. It is
the responsibility of the program to follow up on and correct any findings and identified weaknesses
within the time period determined by the auditors.
Consult your CCCS Grants Officer for clarification on auditing and record retention.
Close Outs
All grant close outs must be received within 45 days of the close of the grant cycle and include the
following:
 A hardcopy of Final Federal Financial Report for the consecutive years covered by the AmeriCorps
grant, certified by the chief financial officer.
 A hardcopy of subgrantee certification that all subgrants (if any) are closed.
 A list of remaining supplies and equipment purchased under the grant with a current market
value of $5,000 or more.
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RESOURCES
PROGRAM MANAGEMENT RESOURCES
Manage Current Grants:
http://www.americorps.gov/for_organizations/manage/index.asp
For Program Environment resources see the following web pages:
http://www.nationalserviceresources.org/filemanager/download/online/sustainability_toolkit.pdf
http://www.americorpsconnect.org/content/toolkit-program-sustainability-capacity-building-andvolunteer-recruitmentmanagement
http://www.nationalserviceresources.org/files/GI_CommunityNeedsAssessmentIdeas_2010_HON.pdf
http://www.orgchart.net/wiki/Main_Page
For Publication Relations resources see the following web pages:
http://www.nationalservice.gov/pdf/Media_Guide.pdf
http://nationalserviceresources.org/writing-press-releases
http://www.americorps.gov/about/newsroom/widgets.asp
https://pubs.nationalservice.gov/
For sample program forms:
http://www.nationalserviceresources.org/samples-from-the-field
MEMBER MANAGEMENT RESOURCES
Criminal History Checks
http://www.nationalservice.gov/for_organizations/manage/history_checks.asp
http://www.gpo.gov/fdsys/pkg/FR-2011-07-06/pdf/2011-16509.pdf
http://www.nationalserviceresources.org/criminal-history
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My AmeriCorps Portal Tutorials
http://www.nationalserviceresources.org/ac-training-support-state
Member Orientation
http://www.americorpsconnect.org/content/americorps101
Life After AmeriCorps Training
http://encorps.nationalserviceresources.org/laa_laatraining.php
Conducting Exit Interviews
http://encorps.nationalserviceresources.org/laa_conduct.php
Providing Coping Strategies to Members
http://encorps.nationalserviceresources.org/laa_coping.php
Recognizing Contributions and the End of Service
http://encorps.nationalserviceresources.org/laa_eos.php
Passing Along Wisdom
http://encorps.nationalserviceresources.org/laa_wisdom.php
Helping Members Stay Connected
http://encorps.nationalserviceresources.org/laa_connect.php
Agendas
http://encorps.nationalserviceresources.org/orientation_osot_agendas.php
Overview of CNCS programs
http://www.cns.gov/about/programs/index.asp
http://encorps.nationalserviceresources.org/tools_to_help_members_explain.php
Ice breakers, warm-ups and team building
http://encorps.nationalserviceresources.org/warmup_activities_ice_breakers.php
Motivational Exercise
http://encorps.nationalserviceresources.org/resources/optional_topics/motivational_toolbox.php
View video
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http://encorps.nationalserviceresources.org/wall_of_history.php
Make sure your members get to know the local community,
http://encorps.nationalserviceresources.org/community_orientation_1.php
See an example program's risk management guidelines
http://encorps.nationalserviceresources.org/resources/member_wellness/risk_management_plan.php
Incorporate the wisdom of former members.
http://encorps.nationalserviceresources.org/letter_from_a_former_member.php
Conflict Resolution
http://encorps.nationalserviceresources.org/mt_conflict.php
Organizing a closing ceremony
http://encorps.nationalserviceresources.org/laa_eos.php
Sample of a quarterly member review approach
http://encorps.nationalserviceresources.org/rating_members_on_a_regular_ba.php
http://encorps.nationalserviceresources.org/90day_review.php
Sample midterm member review forms
http://encorps.nationalserviceresources.org/sixmonth_review.php
Sample end-of-term forms
http://encorps.nationalserviceresources.org/endofterm_reviews.php
FINANCIAL MANAGEMENT RESOURCES
For general financial management resources see:
Financial Management
http://www.nationalserviceresources.org/program-financial-and-grant-management/financialmanagement
OMB Circulars
http://www.access.gpo.gov/nara/cfr/waisidx_07/2cfrv1_07.html#215
AmeriCorps Regulations
http://www.americorps.gov/for_organizations/manage/index.asp
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For financial reporting tips and tools see:
www.nationalserviceresources.org/courses-desc
http://nationalserviceresources.org/resources/tta/walker_and_company_llp.php
DISABILITY INCLUSION RESOURCES
www.serviceandinclusion.org
www.michigan.gov/mcsc
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KEY TERMS
Approved vendors—are official criminal history information repositories, designated by CNCS, for each
state or territory. Programs must use approved vendors to obtain criminal history check information,
unless CNCS approves an Alternate Search Protocol (ASP).
Authorized supervisor – a person (program or service site staff) who has a completed two- or three-part
criminal history check.
Auxiliary Aids - are devices that enable effective communication for people with disabilities.
Calculation- shows the steps taken to arrive at a particular line item in equation format; should identify
the number of persons/units involved and the cost person/unit.
Continuation request- the AmeriCorps grant application completed by organizations that seek to continue
funding for Year 2 or Year 3 of a grant cycle.
Covered individual- a person whose position or role, is listed as an estimated direct cost on the approved
grant budget (federal or grantee—matching—share), as receiving salary, stipend, living allowance,
national education award or similar, in return for providing service to the program; OR a person whose
costs associated with their salary, stipend, living allowance, etc. that will be included within amounts
reported as expenditure of either federal or matching share on the program’s financial reports.
Disability- is a physical or mental impairment that substantially limits one of more major life activities.
Essential Functions—are tasks or service duties that are critical to the service position. If one or more are
not performed, then the nature of the position is fundamentally changed. The person in the position
must provide these tasks or service duties.
Grant cycle- the three-year term that AmeriCorps grants are issued. This term is contingent upon positive
compliance record and strong program performance.
Grant year- the year in which the program operates.
Line item- a budget item within a section and category in an approved budget.
Major life activities—are any tasks or functions an average person can do with little to no difficulty
Marginal Functions—are tasks or service duties that are not critical to the service position. These service
tasks and duties can be easily reassigned, divided among a number or individuals, or traded between
individuals. At times, marginal functions are tasks completed on an as-needed basis.
Operating site- an organization that places AmeriCorps State and National members into service
locations. State programs are operating sites.
Program year- the year in which your program is in full operation.
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Qualified Individual- is a person of any ability who satisfies the skill, experience, education, and other
related requirements of a service opportunity and is able to perform its essential functions with or without
reasonable accommodations.
Recompete programs- are those that have completed a 3-year grant cycle and have applied to begin
another three-year grant cycle
Retention rate- the percentage of AmeriCorps members who exit the AmeriCorps Program with either a
full or pro-rated Education Award.
Service site/service location/host site- the organization where a member provides most of their service in
the community. Typical service locations are schools, food bans, health clinics, community parks, etc.
Service locations are not typically operating sites, unless the member actually serves at the operating site
most of the time.
Test- a set of questions or problems designed to assess knowledge, skills, or intelligence.
Vulnerable populations- are persons who are age 17 or younger, age 60 or older, or individuals with
disabilities.
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CCCS POLICIES
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REPORT SUBMISSION POLICY
Connecticut Commission on Community Service
Report Submission Policy
1.
The dates for submission of reports to the State Commission office and the Corporation for National
and Community Service are included in the grant agreement. By signing the grant agreement,
subgrantees acknowledge receipt of the due dates for all required reports. The timeline for
submitting reports to the State Commission office provides enough time for resubmission in the
event there is an error in report.
2.
The Grants Officer and Program Officer will monitor the submission of all subgrantee reports
compliance with their due dates. The subgrantee’s reports will be date stamped by CCCS upon
receipt.
3.
All reports will be reviewed for accuracy and content. Appropriate feedback will be provided in
writing. Responses will be required if necessary.
4.
For programs submitting reports after the submission date without prior approval:
First Offense:
CCCS will notify the Program Director in writing and make arrangements for immediate
submission of the report. The offense will be officially documented in the program file.
Second Offense:
The CCCS will notify in writing the legal entity for the subgrantee and/or the supervisor in charge
of the program director, with copy to the program director. The program file will be documented
and a copy of the letter placed in the file. The letter will also include consequences such as
suspension/reduction of grant funding, as determined by Commission staff.
Third Offense:
A third offense will be considered with great severity. A corrective action plan will be required
from the program in order to receive continued funding. The correction action plan will be
shared with all Commission members and Commission staff, the legal applicant’s board of
directors and program staff. Non-adherence to the corrective action plan will result in
termination of the program.
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ENROLLMENT AND RETENTION POLICIES
Connecticut Commission on Community Service
Enrollment and Retention Policies
Enrollment
Member enrollment refers to the number of slots filled divided by the number of slots awarded. The
Commission understands that programs may encounter some difficulty in having an enrollment rate
of 100%. As such, the Commission has created a policy for all AmeriCorps*State programs to meet
minimum standards. The following is an overview of the policy.
Year 1
Programs that are beginning
their first year of operating an
AmeriCorps grant must meet a
90% enrollment rate.
Year 2
Programs that are operating in
the second year of their
AmeriCorps grant must meet a
95% enrollment rate.
Year 3+
Programs that are operating in
the third year or more of their
AmeriCorps grant must meet a
100% enrollment rate.
Failure to meet the above guidelines will adversely affect the program’s risk level and may reduce the
amount of grant allocation in future years. The Connecticut Commission on Community Service
reserves the right to recommend a smaller amount of AmeriCorps members in a sub-grantee’s second
or third year of funding based on their enrollment, retention, and graduation rates. The Commission
will work closely with sub-grantees to ensure that goals are met by identifying training and technical
assistance if necessary.
Retention
The Commission understands that programs may find it difficult to retain members over the course of
the program year. Retention refers to the number of AmeriCorps members that exit the program
successfully with either a full education award or a partial/prorated education award. The Connecticut
Commission on Community Service wants to ensure that its programs improve gradually to meet the
overall goal of a 100% retention rate. As such, the Commission has adopted the following retention
policy.
Year 1
Programs that are beginning
their first year of operating an
AmeriCorps grant must meet a
80% retention rate.
Year 2
Programs that are operating in
the second year of their
AmeriCorps grant must meet a
90% retention rate.
Year 3+
Programs that are operating in
the third year or more of their
AmeriCorps grant must meet a
100% retention rate.
Programs that recruit members from underserved communities and at-risk youth are strongly
encouraged to outline their retention difficulties in their application (and subsequent continuation
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applications). The Commission will take any written and documented retention difficulties into
consideration when reviewing an application and monitoring a program. Recruitment and retention
percentages may be used to determine a program’s risk designation and may be taken into
consideration when determining funding decisions that could result in the loss of funding. Retention
percentages will be monitored monthly.
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PUBLICATIONS AND MEDIA POLICY
Connecticut Commission on Community Service
Publications and Media Policy
Part VI. Special Terms and Conditions of Grant Agreement:
M. The Grantee shall identify the program as an AmeriCorps program and members as
AmeriCorps members. All partnership agreements, MOU/MOA, Host Site Agreements, etc.
related to the AmeriCorps program must explicitly state that the program is “an AmeriCorps
program” and AmeriCorps members are the resource being provided.
N. AmeriCorps is a registered service mark of CNCS. CNCS provides a camera-ready logo. All
Grantee websites shall clearly state that they are an AmeriCorps grantee and shall prominently
display the AmeriCorps logo. Grantees shall use the AmeriCorps name and logo on service gear
and public materials such as stationery, application forms, recruitment brochures, on-line
position postings or other recruitment materials, orientation materials, member curriculum
materials, signs, banners, press releases and publications related to their AmeriCorps program
in accordance with CNCS requirements.
In an effort to reinforce the branding of the AmeriCorps network and all its applications, special
attention is being paid to ensuring all sub-grantees consistently identify as AmeriCorps programs.
The Commission employs a search-engine alert system to monitor sub-grantee press, media,
recruitment and publications for identification with the AmeriCorps brand.
If a communication piece does not include “AmeriCorps” and/or the AmeriCorps logo, a penalty
of $1,000 will be levied against the AmeriCorps grant. The program director and legal applicant
will be notified of each occurrence within seven (7) days of the aberrant publication or media article.
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GRADUATION POLICY
Connecticut Commission on Community Service
Requested Attendance at AmeriCorps Program Year-end Events Policy
As a result of the numerous requests to attend end-of-year events hosted by our programs, the
Commission has decided to institute a new policy to ensure efficiency and appropriate coverage for
all AmeriCorps*State graduation/culmination events.
Objective: To ensure efficiency and appropriate coverage at all AmeriCorps*State
graduation/culmination events.
Frequency: Annual
Mode: Please send one (1) invitation to the Commission office for the event. It should be addressed
to the Executive Director. Invitations must be received as early as possible, but no less than 30 days
prior to the date of the event. It must also include level of expected participation (e.g. attendance
only, provide remarks, participate on the dais, etc.).
Address to:
Jacqueline M. Johnson, Executive Director
Connecticut Commission on Community Service
Connecticut Office of Higher Education
61 Woodland Street
Hartford, Connecticut 06105
Distribution: One (1) invitation/request to the commission office. Do not send individual invitations
to commission staff. Invitations to commission members should be mailed individually. Please
contact commission office for current list and contact information for commission members.
Staff Responsibilities: The Executive Director will RSVP to the request and indicate who will
represent the Commission at the event.
Logistics: Updates, additional information, etc. should be sent to the attention of the person who will
represent the Commission at the event.
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APPENDIX
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Appendix A-Performance Measure Amendment Request Sample
Date
Dear (Your Program Officer),
I am writing to request the modification of the 2013-2014 performance measure for [insert Measure Title].
[Insert same Measure Title as above] Performance Measure:
Original Output: Youth participants will recruit and train 200 additional youth in diabetes awareness by
conducting 25 neighborhood training sessions. Outcome measures will demonstrate that 90% of youth
trained will increase their knowledge of diabetes by 50% based on pre and posttests.
New Output:
Youth participants will recruit and train 50 additional youth in diabetes awareness by conducting 12
neighborhood-training sessions. Outcome measure will demonstrate that 80% of youth trained will
increase their knowledge by 25% on pre and posttest.
Reason for Change:
Our request for a change in the number of youth and number of training sessions is based on a more
realistic number, after receiving additional input from our community partners and staff. Fewer youth are
available during the after-school hours due to competing programs being offered by another
organization.
Sincerely,
(Name, title and program name)
Connecticut Commission on Community Service
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Appendix B-Program/Budget Amendment Request Form
*Please use the electronic version of this form, available by request from your CCCS Program Officer.
PROGRAM/BUDGET AMENDMENT REQUEST
From:
Program Name:
Program Address:
TO:
Connecticut Commission on Community Service
61 Woodland Street
Hartford, CT 06105
Contract Number:
Date:
Federal Tax Id #:
Contact Person:
Phone Number:
Current Program Budget Totals
Please insert current approved Program Budget
Budget Modifications Requested
Budget Modifications Approved
Please insert Proposed Budget Changes and detail
For Commission use only
SECTION I. Program
Operating Costs
SECTION I. Program
Operating Costs
SECTION I. Program Operating
Costs
A. Personnel Expenses
B. Personnel Fringe Benefits
C. Travel
Staff Travel
A. Personnel Expenses
B. Personnel Fringe Benefits
C. Travel
Staff Travel
A. Personnel Expenses
B. Personnel Fringe Benefits
C. Travel
Staff Travel
Member Travel
Member Travel
Member Travel
C. Travel Subtotal: $
-
$
-
D. Equipment
E. Supplies
F. Contractual and Consultant Services$
-
F. Contractual and Consultant Services$
D. Equipment
E. Supplies
C. Travel Subtotal: $
G. Training
Staff Training
G. Training
Staff Training
Member Training
Member Training
G. Training Subtotal: $
H. Evaluation
I. Other Program Operating Costs
Travel to CNCS Sponsored Meetings
$
-
SECTION I. TOTAL
I. Other Subtotal: $
-
SECTION II. Member Costs
A. Living Allowance
Full-Time (1700 hours)
Half-Time (900 hours)
Reduced Half-Time (675 hours)
Quarter-time (450 hours)
Minimum time (300 hours)
2nd Year of 2 Year Part-Time
A. Living Allowance Subtotal: $
$
-
B. Member Support Costs
FICA for Members
Workers Compensation
Health Care
B. Member support
SECTION II. TOTAL
$
-
SECTION II. TOTAL
Commission Fixed Amount (N/A)
B. Federally Approved Indirect
Cost Rate
SECTION I. TOTAL
-
-
$
-
B. Member Support Costs
FICA for Members
Workers Compensation
Health Care
B. Member support
$
-
$
-
SECTION II. TOTAL
$
-
SECTION III. Adm inistrative Costs
A. Corporation Fixed Percentage
Corporation Fixed Amount
N/A
Commission Fixed Amount (N/A)
$
$
-
B. Federally Approved Indirect
Cost Rate
#VALUE!
SECTION II. Member Costs
A. Living Allowance
Full-Time (1700 hours)
Half-Time (900 hours)
Reduced Half-Time (675 hours)
Quarter-time (450 hours)
Minimum time (300 hours)
2nd Year of 2 Year Part-Time
A. Living Allowance Subtotal: $
A. Corporation Fixed Percentage
Corporation Fixed Amount
I. Other Subtotal: $
#VALUE!
SECTION III. Adm inistrative Costs
A. Corporation Fixed Percentage
-
H. Evaluation
I. Other Program Operating Costs
Travel to CNCS Sponsored Meetings
-
B. Member Support Costs
FICA for Members
Workers Compensation
Health Care
B. Member support
G. Training Subtotal: $
-
H. Evaluation
I. Other Program Operating Costs
Travel to CNCS Sponsored Meetings
-
SECTION III. Adm inistrative Costs
F. Contractual and Consultant Services
Member Training
$
SECTION II. Member Costs
A. Living Allowance
Full-Time (1700 hours)
Half-Time (900 hours)
Reduced Half-Time (675 hours)
Quarter-time (450 hours)
Minimum time (300 hours)
2nd Year of 2 Year Part-Time
A. Living Allowance Subtotal: $
-
G. Training
Staff Training
I. Other Subtotal: $
SECTION I. TOTAL
-
D. Equipment
E. Supplies
G. Training Subtotal: $
-
C. Travel Subtotal: $
-
Corporation Fixed Amount
N/A
Commission Fixed Amount (N/A)
$
$
-
B. Federally Approved Indirect
Cost Rate
N/A
$
-
SECTION III. TOTAL
#VALUE!
SECTION III. TOTAL
#VALUE!
SECTION III. TOTAL
#VALUE!
Budget Totals
#VALUE!
Budget Totals
#VALUE!
Budget Totals
#VALUE!
Number of Members
Average Cost per Member
#VALUE!
Number of Members
Average Cost per Member
#VALUE!
Number of Members
Average Cost per Member
#VALUE!
Justification For Contract Revision (must complete this section)
Please detail reasons for revision here. (Include reason for revision and adverse consequences if revision is denied. Note: Funds in category A are restricted. Use
AUTHORIZED SIGNATURE
PRINTED NAME AND TITLE
DATE
COMMISSION USE ONLY
CCCS APPROVAL:
DATE:
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Appendix C-Application for Reasonable Accommodation Funds
APPLICATION FOR REASONABLE ACCOMMODATION FUNDS
Legal Applicant Program Name: ____________________________________ Date: ___________ (mm/dd/yr)
Street Address: ______________________________ City: _____________ State: ___ Zip Code: ________
Phone: __________________ Fax: ___________________ E-mail: ________________________________
Program Director: ________________________ National Service Program: __________________________
Accommodation Requested: _______________________________________________________________
Accommodation Alternatives (if applicable): ____________________________________________________
Date Accommodation is Needed By: _____________________ Cost of Accommodation: ________________
Amount of CT Commission on Community Service (CCCS) funds requested: ___________________________
How will the requested accommodation provide the member with the opportunity to perform essential functions
and/or participate in program activities?
Program Director Signature: ___________________________________________Date:_________________
Please Note: This completed document must be treated as confidential information and remain on file. If more space is necessary to
respond, please expand the section or attach additional typed pages to end of this document.
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Appendix D-Questions to Consider When Planning a Recruitment Strategy
Individuals of Interest
What functions will members have to execute during the service term?
What are the skills necessary, preferred or desired for members?
What are the qualifications necessary, preferred or desired for members?
What are your program’s expectations for members?
What additional applicant characteristics will be considered during the selection process (e.g. education,
life experience, attitude, temperament, potential, motivation, etc.)
What are the best recruitment strategies that can be used to attract individuals with the qualities your
program seeks?
Means to Reach AmeriCorps Applicants
Where is your program likely to find concentrations of potential applicants you are interested in
recruiting?
What events can your program partake in that already exists (e.g. career fairs, expositions, conferences,
festivals, community days and local occasions)? What are the costs to register, attend and/or recruit at
these events?
What community partners can your program work with to improve recruitment?
What are the anticipated travel costs?
What is the estimated amount for incidental costs?
Are there social media or online outlets that should be utilized to reach your program’s target applicants
(Facebook, You Tube, your organization’s website, My AmeriCorps, etc)? Your CCCS Publications Officer
can be a useful resource to discover ways to incorporate social media and online outlets.
Materials
What materials are needed (i.e. informational pamphlets, flyers, position description handouts)? If there is
a cost involved, what is it and does it fall within your approved budget?
Who will create your program’s materials? How much will the services rendered by external
individuals/agencies cost?
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Are alternative formats are needed? If so, how much will they cost?
Note: The Corporation for National and Community Service provides free publications (brochures,
posters, impact kits, etc.) about AmeriCorps and AmeriCorps State that may be useful in
recruitment. These documents can be viewed and ordered at https://pubs.nationalservice.gov/.
Individuals Responsible for Effective Outreach
Who is the point person for member recruitment in your organization? What are his/her roles and
responsibilities?
Who will provide a supportive role in recruitment and to what extent?
How much staff time and funds will be dedicated to recruitment?
Timeframes
What date do members need to start the program year?
How much time will the recruitment campaign take? When will your program be ready to start recruiting?
When will the campaign start and end?
How much time will interviews take to complete?
When will orientation sessions begin?
How much time does it take for a member to start service after being selected?
TIP: Keep track of time length and cost expectations for recruitment activities to help ensure your
program’s recruitment plan is within budget and timeframe allotment.
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Appendix E-Acceptable and Unacceptable Language in a Service Environment
OUTDATED OR OFFENSIVE
REASON(S)
CURRENTLY ACCEPTED
"The" anything:
An individual is a person first
People with disabilities
before he/she is a person with a
The blind
disability
The disabled
Views people in terms of their
The autistic
People who are blind
People who are visually impaired
disability
People with autism
Groups people into one
Exceptions: "deaf people" and
undifferentiated category
Condescending
"deaf community". These two
terms are acceptable.
Does not reflect the individuality,
equality or dignity of people with
disabilities
Handicapped
Outdated
People with disabilities
Connotes that people with
disabilities need charity
Disabilities do not handicap:
Attitudes and architecture
handicap
Admits he/she has a disability
Disability is not something people
He/she has a disability
"admit" to or need to admit to
Normal, healthy, whole
People with disabilities may also
(when speaking about people
be normal, healthy and whole
without disabilities as
compared to people with
disabilities)
Courageous
Non-disabled
Person without a disability
Implies that the person with a
disability is not normal
Implies person has courage
because one has a disability
Has overcome his/her disability
Successful
Productive
Slurred speech
Stigmatizing
Person/people with a
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Unintelligible speech
communication disability
Person/people with slow speech
Cripple
From Old English, meaning "to
Crippled
creep"
Has a disability
Physical disability
Also used to mean "inferior"
Dehumanizing
Deformed
Connotes repulsiveness and/or
Freak
oddness
Vegetable
Multiple disabilities
Severe disabilities
Dehumanizing
Crazy
Insane
Psycho
Maniac
Nut Case
Stigmatizing
Behavioral disability
Considered offensive
Emotional disability
Reinforces negative stereotypes
Person with mental illness
Person with a psychiatric disability
Retarded
Retardate
Stigmatizing
Developmentally delayed
Implies that a person cannot learn
Developmental disability (the
term "mental retardation" is no
longer acceptable)
Stricken/Afflicted by x
Negative connotation of
(e.g. Stricken/Afflicted by MS)
"afflicted" or "stricken"
Person who has x
(e.g. Person who has multiple
sclerosis)
Midget
Outdated term
Person of short stature
Considered offensive
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Appendix F-Interview Questions: Dos and Don’ts
INTERVIEW QUESTIONS THAT CAN BE ASKED
INTERVIEW QUESTIONS THAT CANNOT BE
ASKED
I. General Questions
I. General Questions
Tell me about yourself.
Tell me about your disability.
What is (are) your greatest strength(s) and
Tell me about your health and medical history.
weakness(es)?
Describe any physical problems, mental problems
Tell me about your interests.
and/or disabilities you have.
What do you see yourself doing in five years?
Have you ever received Worker's Compensation,
Can you meet the attendance expectations?
Social Security Disability Insurance (SSDI) or
Supplemental Security Income (SSI)?
Are you taking any prescribed medications/drugs?
Have you ever been hospitalized?
How many days were you absent from work due
to illness or disability last year?
II. Questions Concerning the Performance of
II. Questions Concerning the Performance of
Essential Functions
Essential Functions
Are you able to perform the essential functions of
Do you have any disabilities or illnesses which
this position with or without reasonable
may affect your performance in this position?
accommodation? (Yes/No) (Note: This question
should be answered with a yes or a no response
only. An interviewee is not required to disclose if an
accommodation is needed and should not be
coaxed to do so. As a precaution an interviewer
can either state to all interviewees that they are not
required to disclose if a reasonable accommodation
is needed or choose to ask a different question like
example that follows.)
How would you perform X (essential function)?
III. Questions Concerning Specific Duties
III. Questions Concerning Specific Duties
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This position requires traveling from one local
Do you have any disabilities, impairments or
school to another. Can you do that?
illnesses that would affect your performance in
This position involves doing X, Y, Z, etc. Can you
do X, Y, Z, etc.?
this position?
How can you perform these duties with your
This position involves doing X at Y speed. Can you
disability/impairment/illness?
do X at Y speed?
How do you drive a car?
This position involves taking information over the
How do you teach a class when you are Deaf?
phone and entering it into a computer. Can you
do that?
truck?
This position requires moving construction
materials weighing fifteen pounds to various parts
of a work site. Can you do that?
This position requires reading to children. Can you
do that?
How can someone with your disability drive a
How can you manage playground duty when you
cannot see?
How can you clear trails, dig a ditch, pull weeds or
mow lawns with your physical
limitations/disability/ impairment?
What kinds of help will we have to give you so
you will be able to do these tasks?
IV. Questions Concerning Accommodations
To do this job you will obviously need
accommodations. Which ones will you need?
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Appendix G-Member File Checklist
 AmeriCorps Application or Resume
 CNCS Enrollment Form
 Proof of Education
 High School Diploma/Official Transcript/ Self-certification
 GED
 Signed GED Agreement Letter/Independent Evaluation (Neither GED nor High School
Diploma)
 Proof of Citizenship/Age (copy of actual document OR signed waiver)
 A birth certificate showing that the individual was born in one of the 50 states, the District
of Columbia, Puerto Rico, Guam, the U.S. Virgin Islands, American Samoa, or the Northern
Mariana Islands;
 A United States passport
 A report of birth abroad of a U.S. Citizen (FS–240) issued by the State Department
 A certificate of birth-foreign service (FS 545) issued by the State Department
 A certification of report of birth (DS–1350) issued by the State Department
 A certificate of naturalization (Form N–550 or N–570) issued by the Immigration and
Naturalization Service
 A certificate of citizenship (Form N–560 or N–561) issued by the Immigration and
 Permanent Resident Card, INS Form I–551;
 Alien Registration Receipt Card, INS Form I–551;
 A passport indicating that the INS has approved it as temporary evidence of lawful
admission for permanent residence; or
 A Departure Record (INS Form I–94) indicating that the INS has approved it as temporary
evidence of lawful admission for permanent residence.
 Parental Consent Form (if under age 18)
 Proof of Criminal History Check
 Consent Form Signed
 Statewide Criminal Registry
Date(s): __________________________

State of Origin __________________________

State of Service _________________________
 FBI Search
Date: __________________________
 National Sex Offender Public Registry (NSOPR)







Timestamp: __________________________
Health Care Enrollment/Waiver
Child Care Enrollment/Waiver
Member Contract/Service Agreement (initialed pages & signed) Media Release Form
Mid-Term Evaluation (Full-Time Members Only)
End-of-Term Performance Evaluation
CNCS Exit Form
Meets Tutoring Requirements (if applicable)
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 High School diploma (see above)
 Quality/ State Standard Pre- & In- Service Training
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Appendix H-7 Deadly Sins of Supervisors
According to Rick Lynch, VMSystems, 7 Deadly Sins of Supervisors:
Snap Judgment Selection of Employees
Supervisors often goof at the beginning. Poor worker selection may mean years of worker unhappiness
and conflict with fellow workers and supervisors. If the supervisor does a poor job of sizing up the
applicant, then a misfit is as likely as not to occur.
Letting the Job Grow Like Topsy
Careless supervisors plus particularly ambitious of lazy workers can shape jobs carelessly. New duties are
assigned to the worker who has the capability or the time to squeeze the work in. Lazy workers tend to
shrug off unpleasant, demanding or boring duties. Ambitious workers sometimes gobble up all the duties
in sight - without regard to whether they are wasting their high-level skills carrying a gold-brick. Good
supervision requires good job design.
Failure to Make Assignments Clear
Vague instructions are bad. Supervisors should make specific, detailed assignments and then give
subordinates the authority needed to accomplish them. A worker can't do a job without adequate
authority. Divided responsibility results in misunderstanding conflict and low productivity
Being a Boss Rather than a Leader
"When I give an order around here, I want it obeyed!" Everybody knows the type. The easy way for a
supervisor is to know it all and brook no interference. It's much easier to handle problems if one doesn't
have to consider alternative solutions and possible disadvantages.
Indifference toward Discipline and Recognition
Nothing makes subordinates more indifferent toward discipline and achievement than the supervisor who
couldn't care less. High morale and high productivity are engendered by the supervisor who demands
good quality work and recognizes and regards achievement. The important thing is that recognition is
given and more significant achievements are openly acknowledged.
Too Busy Train
The supervisor who is too busy getting out production to take the time to train subordinates adequately
isn't doing a good job. This kind of supervisor is the fellow who can never be away from their own job.
More often than not, proper training would make it easier to reach production goals.
Playing Everything Close to the Chest
Perhaps worst of all is the supervisor who keeps it all to themselves. They neglect to pass the work.
Nobody knows where they stand. Instructions from this person are curt and incomplete. Questions are
frowned upon or rejected. This kind of supervisor typically keeps their own bosses in the dark, too.
Turnover, overloads, slowdowns, and other problems occur unexpectedly.
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Appendix I-Health Care Verification Form
AmeriCorps provides health insurance to any member who does not already have coverage that meets
ALL of the following minimum services:

Physician services for illness or injury

Hospital room and board

Emergency room care

X-ray and laboratory costs

Prescription drugs

Mental or nervous disorders (limited coverage)

Substance abuse (limited coverage)

An annual deductible of not more than $250 per individual

A co-pay requirement of not more than 20% or a comparable fixed fee with the
exception of a 50% co-pay for mental and substance abuse care

An out-of-pocket expenditure of not more than $1,000 per individual and,

At $50,000 maximum benefit per occurrence or cause
Do you currently have a health insurance policy that, at a minimum, covers ALL of the minimum services
required by the Corporation for National and Community Service (CNCS)?
YES, I am currently covered by a health insurance policy that meets the above minimum standards set
by the CNCS. I have provided a copy of my insurance card to my AmeriCorps Program.
Coverage by:_____________________________________________________________________
No, I am not currently covered by a health insurance policy that meets the above minimum standards
set by the CNCS.
_________________________________________________
____________________________________________________
Name
Signature
Date _________________________________________________
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Executive Director’s Message
Greetings Friends in Service:
The Corporation for National and Community Service is a federal agency created under the National and
Community Service Trust Act of 1993. Under this same legislation, states were required to establish
community service commissions to provide a coordinated response to national service programming in the
state. As a result, the Connecticut Commission on Community Service, headquartered in Hartford,
was established by an Executive Order of the Governor in 1993. The Commission is responsible for funding
AmeriCorps*State programs and for overseeing the implementation and operation of these programs. The
Commission’s philosophy and integrated approach has proven to meet the needs of its volunteer-based
constituents successfully. As a result, the AmeriCorps portfolio is considered one of the strongest in the
nation. Over the past ten years, Connecticut’s volunteer rate (32.2%) has been greater than the national
average (26.5%). In addition, Connecticut continues to provide teenagers varied opportunities to serve.
Connecticut is ranked 10 in the top ten states where teenagers volunteer. Lastly, the support of Connecticut’s
General Assembly has never wavered, even during difficult financial times both on the State and Federal levels.
On this foundation, Connecticut consistently employs a strategic plan for accountability, an integrated
approach to overall community service and volunteerism, and measurable values and outcomes.
For nearly two decades AmeriCorps in Connecticut has mobilized a new generation of engaged citizens.
Since 1994, more than 9,700 Connecticut residents have served more than 12 million hours and have
qualified for Segal AmeriCorps Education Awards totaling more than $26,700,000. This year more than
575 individuals of all ages and backgrounds will serve through an AmeriCorps program in the State. They
will help hundreds of community nonprofit organizations, faith based groups, schools and local agencies
meet local needs in education, the environment, public safety, disaster preparedness, and other critical
areas.
With President Obama’s recent call to service, now more than ever it is important to exponentially infuse this
great state with volunteer opportunities created to meet the needs of the state and we cannot do this without
convening great service partners like you. Thank you for joining the call to serve.
Yours in Service,
Jacqueline M. Johnson, Executive Director
Connecticut Commission on Community Service
9.2013
TABLE OF CONTENTS
Executive Director’s Message ................................................................................................................................................... i
AMERICORPS*CONNECTICUT ............................................................................................................................................. 1
THE CONNECTICUT COMMISSION ON COMMUNITY SERVICE (CCCS) ................................................................ 2
CCCS Program Staff Functions ........................................................................................................................................... 2
Point of Contact ....................................................................................................................................................................... 3
AmeriCorps In Connecticut 2013-2014 ............................................................................................................................... 4
AmeriCorps*State Programs ............................................................................................................................................... 4
AmeriCorps*National Direct Programs ........................................................................................................................ 10
PROGRAM MANAGEMENT................................................................................................................................................ 11
GRANT AGREEMENT ................................................................................................................................................................ 12
Understanding Your Grant Agreement........................................................................................................................ 12
Program Amendments .................................................................................................................................................. 12
PROGRAM ENVIRONMENT................................................................................................................................................... 14
Establishing the Program Environment ....................................................................................................................... 14
Work Plan ................................................................................................................................................................................ 14
AmeriCorps Longevity ........................................................................................................................................................ 15
PUBLIC RELATIONS................................................................................................................................................................... 16
Creating Your Program Image ........................................................................................................................................ 16
AmeriCorps Program Identity.......................................................................................................................................... 16
Member Gear .................................................................................................................................................................... 17
Member Lingo................................................................................................................................................................... 17
AmeriCorps Connecticut Logo Use ............................................................................................................................... 17
AmeriCorps Program Web Page .................................................................................................................................... 17
Getting Connected Through Media .............................................................................................................................. 18
Legal Considerations ........................................................................................................................................................... 19
PROGRAM MONITORING AND EVALUATION .............................................................................................................. 20
9.2013
CCCS Program Monitoring ............................................................................................................................................... 20
Components of Program Monitoring .......................................................................................................................... 20
Systems ................................................................................................................................................................................ 20
Days of Service Tools...................................................................................................................................................... 20
Site Visits ............................................................................................................................................................................. 21
My AmeriCorps Monitoring ......................................................................................................................................... 22
Performance Measures .................................................................................................................................................. 23
Progress Reports .............................................................................................................................................................. 23
Compliance Citations ..................................................................................................................................................... 24
Program Evaluation ......................................................................................................................................................... 24
TRAINING AND TECHNICAL SUPPORT ............................................................................................................................ 26
Program Staff Training and Support............................................................................................................................. 26
COMMUNITY DEVELOPMENT.............................................................................................................................................. 27
Strengthening Communities ............................................................................................................................................ 27
AmeriCorps Events ............................................................................................................................................................... 27
Volunteer Considerations.................................................................................................................................................. 29
DISABILITY INCLUSION ........................................................................................................................................................... 31
Disability Compliance ......................................................................................................................................................... 31
Defining Disability ................................................................................................................................................................ 31
Reasonable Accommodation ........................................................................................................................................... 31
Connecticut Commission on Community Service (CCCS) Reasonable Accommodation Funds ........... 32
CCCS Inclusion Disability Reporting ............................................................................................................................. 33
MEMBER MANAGEMENT ................................................................................................................................................... 35
RECRUITMENT ............................................................................................................................................................................ 36
Preparing for Member Recruitment .............................................................................................................................. 36
Service Position Description Development ................................................................................................................ 36
Recruitment Plan Development ...................................................................................................................................... 38
My AmeriCorps – A Recruitment Resource ................................................................................................................ 39
The Selection Process ......................................................................................................................................................... 39
Interviewing........................................................................................................................................................................ 40
Reasonable Accommodation Considerations ...................................................................................................... 42
9.2013
Selecting Members ......................................................................................................................................................... 43
Conducting Criminal History Checks ....................................................................................................................... 43
ENROLLMENT ............................................................................................................................................................................. 46
Establishing Member Files ................................................................................................................................................ 46
AmeriCorps Application ................................................................................................................................................ 46
Member Contract/ Service Agreement ................................................................................................................... 46
CNCS Enrollment and Exit Forms .............................................................................................................................. 47
Proof of Education........................................................................................................................................................... 48
Tutoring Program Requirements ............................................................................................................................... 48
Proof of Citizenship and Age ...................................................................................................................................... 48
Criminal History Check Documentation ................................................................................................................. 48
Media Release Form ....................................................................................................................................................... 48
Member Evaluations ....................................................................................................................................................... 49
Health and Child Care Enrollment or Waiver ........................................................................................................ 49
My AmeriCorps...................................................................................................................................................................... 49
Member Status ................................................................................................................................................................. 50
MEMBER SUPERVISION .......................................................................................................................................................... 53
Supervising Members ......................................................................................................................................................... 53
Management Plan ................................................................................................................................................................ 53
Evaluating Members............................................................................................................................................................ 54
Effective Communications ................................................................................................................................................ 55
Supporting Your Team ....................................................................................................................................................... 56
MEMBER TRAINING & DEVELOPMENT ............................................................................................................................ 57
Developing Your AmeriCorps Members ..................................................................................................................... 57
Member Training Design ................................................................................................................................................... 57
Required Trainings ............................................................................................................................................................... 58
Member Orientation ........................................................................................................................................................... 59
Retention for Members ...................................................................................................................................................... 61
MEMBER BENEFITS ................................................................................................................................................................... 62
Living Allowance ................................................................................................................................................................... 62
Federal Benefit Eligibility............................................................................................................................................... 63
9.2013
Health Care ............................................................................................................................................................................. 63
Medicaid and Medicare................................................................................................................................................. 63
Childcare .................................................................................................................................................................................. 64
Eli Segal Education Award................................................................................................................................................. 64
Education Award Transfer ................................................................................................................................................. 65
Loan Forbearance and Interest Accrual ....................................................................................................................... 65
FINANCIAL MANAGEMENT............................................................................................................................................... 67
EFFECTIVE FINANCIAL MANAGEMENT ............................................................................................................................ 68
Understanding Financial Management ....................................................................................................................... 68
Sustainability .......................................................................................................................................................................... 68
BUDGET/ COST........................................................................................................................................................................... 70
Knowing Your Program Budget ...................................................................................................................................... 70
Budget Modification ....................................................................................................................................................... 70
Administrative (Indirect) Costs ................................................................................................................................... 72
Program (Direct) Costs................................................................................................................................................... 72
Match Requirement ............................................................................................................................................................. 73
Program Fundraising........................................................................................................................................................... 74
Program Income ................................................................................................................................................................... 74
FINANCIAL MONITORING & REPORTING....................................................................................................................... 75
CCCS Financial Monitoring ............................................................................................................................................... 75
Periodic Expense Reports (PERs) and Cash Requests ........................................................................................ 75
Quarterly Financial Reporting ..................................................................................................................................... 75
Record Retention and Auditing ................................................................................................................................. 76
Close Outs........................................................................................................................................................................... 76
RESOURCES ................................................................................................................................................................................ 77
Program Management Resources ................................................................................................................................. 77
Member Management Resources ................................................................................................................................. 77
Financial Management Resources ................................................................................................................................. 79
Disability Inclusion Resources ......................................................................................................................................... 80
KEY TERMS ................................................................................................................................................................................. 81
CCCS POLICIES .......................................................................................................................................................................... 83
9.2013
REPORT SUBMISSION POLICY ............................................................................................................................................. 84
ENROLLMENT AND RETENTION POLICIES ..................................................................................................................... 85
PUBLICATIONS and media POLICY .................................................................................................................................... 87
GRADUATION POLICY ............................................................................................................................................................. 88
APPENDIX ................................................................................................................................................................................... 89
Appendix A-Performance Measure Amendment Request Sample ............................................. 90
Appendix B-Program/Budget Amendment Request Form ............................................................. 91
Appendix C-Application for Reasonable Accommodation Funds ............................................... 92
Appendix D-Questions to Consider When Planning a Recruitment Strategy ......................... 93
Appendix E-Acceptable and Unacceptable Language in a Service Environment .................. 95
Appendix F-Interview Questions: Dos and Don’ts.............................................................................. 97
Appendix G-Member File Checklist .......................................................................................................... 99
Appendix H-7 Deadly Sins of Supervisors ........................................................................................... 101
Appendix I-Health Care Verification Form .......................................................................................... 102
9.2013
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AmeriCorps*Connecticut
Connecticut Commission on Community Service
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THE CONNECTICUT COMMISSION ON
COMMUNITY SERVICE (CCCS)
The Connecticut Commission on Community Service (CCCS) was established as a State Service
Commission under the National and Community Service Trust Act of 1993. The CCCS is a partnership
between the Corporation for National and Community Service (CNCS) and The State of Connecticut’s
Office of Higher Education. Headquartered in Hartford, it is the mission of the CCCS to foster a
vibrant culture of service through volunteerism.
CCCS PROGRAM STAFF FUNCTIONS
Executive Director
The Executive Director provides oversight of the day-to-day operations of the Commission’s
AmeriCorps programs. With more than fifteen years of program management and program policy
experience, her leadership is guided by two principles: targeting resources that leverage social and
fiscal capital to address community challenges and building the capacity of organizations to use social
innovation as a strategy to community problem-solving. As staff to a board of commission members
(Connecticut Commission on Community Service), she is responsible for the management of more
than $5 million in federal, state and local grants that engage volunteer activities under the National
and Community Service Trust Act of 1993.
Grants Officer
The Grants Officer monitors the financial compliance of AmeriCorps*State programs. Other Grant
Officer duties include processing program requests for reimbursement, reviewing expenditure reports
from programs, preparing grant agreements for the AmeriCorps State programs, and preparing
financial reports for the Corporation for National and Community Service.
Publications Officer
The Publications Officer monitors AmeriCorps*State programs and works with the programs to
promote the AmeriCorps brand. The Publications Officer is responsible for reviewing program web
sites/pages, media and logo use to help programs meet their grant guidelines. Program Officer
The Program Officer monitors the overall compliance of AmeriCorps*State programs and works with
them to resolve program related issues. The Program Officer is responsible for disseminating
information and updates to grantees regarding grant requirements, policies and procedures,
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planning, coordinating and implementing program evaluation, tracking and analyzing program
performance data, and providing day-to-day program support.
POINT OF CONTACT
Questions or concerns regarding the AmeriCorps grant should be directed to Shayla Williams,
AmeriCorps*State Senior Program Officer. Questions and issues will be addressed in consultation
with other CCCS staff members as needed.
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AMERICORPS IN CONNECTICUT 2013-2014
AMERICORPS*STATE PROGRAMS
Most AmeriCorps grant funding goes to the Governor-appointed Connecticut Commission on Community Service,
which in turn awards grants to nonprofits to respond to critical local needs. ServeCT, the Connecticut Commission
on Community Service is charged with managing, monitoring and evaluating AmeriCorps*State programs.
AmeriCorps Collegiate Development Program
Hispanic Center of Danbury
Danbury
Twenty-four AmeriCorps (450-hr) members will work with high school students in programs focused
on college mentoring, after school college preparation and skill development, and youth leadership
development/service learning, in the Danbury area high schools, the Hispanic Center of Danbury, and
at volunteer project sites. At the end of the one-year period, 48 students will have started the
program with the goal of at least 40 to have completed the program with 38 enrolled in college. This
project will focus on the CNCS focus area of Education. The CNCS investment of
$79,594 will be matched with $33,329.
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Experience Corps
Agency on Aging of South Central Connecticut
Hamden, New Haven
In the Experience Corps program, 56 AmeriCorps members, age 55 or older, will provide literacy
tutoring in elementary schools in Hamden and New Haven with students in Kindergarten through
grade 3. In addition, members will participate in community events with literacy-promoting activities
including a bookmark craft and giving away or swapping used children's books. At the end of the
program year, students who were tutored are expected to improve their literacy assessment scores by
at least 4 points, members will have promoted literacy outside of the school setting, and members will
have improved personal development as a result of their participation in Experience Corps. This
project centers on CNCS' Education focus area. The CNCS investment of $160,398 will be matched
with $97,968.
Food Corps
Food Corps, Inc.
Bridgeport, New Britain, New Haven, Norwich, Storrs, Windham
Twelve (12) AmeriCorps members will leverage an additional 120 event and leadership volunteers to
increase vulnerable children's knowledge of, engagement with, and access to healthy food, at 10-12
local partner organizations in five counties in Connecticut. At the end of the 2013-2014 program year,
after delivering food and nutrition education, cultivating school gardens, and sourcing and promoting
local food for K-12 students in communities of need, beneficiaries will measurably improve their
attitudes toward fruits and vegetables, setting them on an enduring path toward maintaining a
healthy diet and lifestyle. This project will focus on the CNCS focus area of Healthy Futures. The CNCS
investment of $142,500 will be matched with $217,500 for a total program budget of $360,000.
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Green Crew
Knox Parks Foundation
Hartford
The Green Crew AmeriCorps program (GCAP) will use this grant to ensure 12 disadvantaged and
unemployed AmeriCorps members will receive job skills, life skills and GED training between
September 1, 2013 and August 31, 2014. As part of their development and service to the community,
members will perform environmental stewardship service projects as a corps and empower 1,200
community volunteers from 30 local organizations in Hartford to improve public lands and city
streetscapes. At the end of their one-year term of service, members will have the skills they need to
become self-sufficient, socially-responsible members of the Hartford community. Nine members will
obtain jobs within one year of program end, and six members will receive their GEDs. This project’s
primary focus is the CNCS focus area of Economic Opportunity with a secondary focus area of
capacity building. The CNCS investment of $118,624 will be matched with $401,272.
MYO AmeriCorps
Regional Youth/Adult Substance Abuse Project
Bridgeport
The MYO AmeriCorps Program will recruit 96 Members: three 675-hr Members, 45 450-hr Members,
and 48 300-hr Members to foster healthy social and emotional development among Bridgeport area
youth. Healthy social emotional development is critical for children to achieve positive youth
development and academic success. MYO AmeriCorps will implement the MYO (Mine. Yours. Ours.)
model of personal growth, healthy relationships, and citizenship via curriculum delivery, small youth
groups, special events, after school programs, media campaigns, and online engagement to
Bridgeport middle and high school students.
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Elements of the MYO initiative include in-school programming at area schools (MYO
discussion/leadership groups), the delivery of the Feeling Words Curriculum through the RULER
approach, developed by the Yale Center for Emotional Intelligence, and events to educate area teens,
recruit parent & caregiver support, and a full-scale social media campaign to create a dialogue with
popular culture. MYO AmeriCorps Members are trained to be excellent youth workers, providing high
quality programming to Bridgeport area youth. MYO is based on the belief that growing up should be
healthy, safe, and fun and recognizes the power of youth to make positive change in their lives, the
lives of their peers, and in the world.
Public Allies
Public Allies, Inc.
Bridgeport, Hartford, New Haven
Forty diverse Public Allies Connecticut AmeriCorps Members will leverage an additional 6,000
volunteers to help increase the capacity of local nonprofit organizations in the cities of Bridgeport,
New Haven, and Hartford, Connecticut. Public Allies will identify and train 40 untapped leaders, most
of whom will be "Opportunity Youth," young adults disconnected from their communities, either
unemployed or not in school. At the end of the 10- month period, our Members will strengthen the
ability of our nonprofit partners to deliver sustainable solutions to community issues by completing
projects that increase the efficacy, efficiency and scale of our partners' efforts--50% of partners will
experience an increase in the ability to reach new target populations, 25% will experience an increase
in organizational efficacy, and 25% will report an increase in organizational effectiveness. We will
enhance organizational capacity by developing the individual competency of our AmeriCorps
Members, 50% of whom will be non-degreed or unemployed prior to joining our program. 65% of
our graduates that do not have degrees at program start will complete a college-level course within
one year of completing Public Allies. The support Public Allies provides to our Members will ensure
our graduates are on track to pursue higher education or a sustainable career. This project will impact
the CNCS focus areas of Capacity Building and Economic Opportunity. The CNCS investment of
$494,000 for this fixed-amount grant will be matched with $872,000.
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Teach For America – Connecticut
Teach For America AmeriCorps
Hartford, Bridgeport, New Haven, Stamford and Windham
Teach For America-Connecticut provides a critical source of well-trained teachers who are helping
break the local cycle of educational inequity. Corps members teach for two years in low-income
schools in Bridgeport, Stamford, Hartford, New Haven, and Windham, going above and beyond
traditional expectations to help their students achieve at high levels. At the end of the 2013-2014
school year, 211 AmeriCorps members will have significantly improved educational outcomes for
nearly 12,300 students and set in motion their own individual careers that will have a long-term
impact on expanding educational opportunity for low-income students. The CNCS investment of
$168,800 will be matched with $53,305.
Waterbury AmeriCorps
Naugatuck Valley Community College
Waterbury
Waterbury AmeriCorps is a mentoring program where members work directly with middle school
students in the Waterbury Public Schools on academic assistance and building positive relationships.
The members will mentor students in in-school and after-school programs by providing assistance
with homework and enhancing educational support services in the local middle schools. Members will
also create and oversee various community service projects to promote volunteerism in Waterbury.
This project will focus on the CNCS focus areas of Education. The CNCS investment of $152,266 will be
matched with $70,534.
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Youth Health Service Corps
Northwestern Connecticut AHEC
Bridgeport, Danbury, Hartford, New Britain, Waterbury and Willimantic
Eighteen (18) AmeriCorps members will leverage 275 economically disadvantaged student volunteers
who will implement service learning projects that address pressing community health issues across
the state of Connecticut. Building on our past AmeriCorps experience the CT AHEC network will
continue to engage middle and high school students in the Youth Health Service Corps (YHSC)
program and will pilot the engagement of college students in the Collegiate Health Service Corps
(CHSC) program. YHSC and CHSC members will engage 200 community volunteers to participate in
community based service learning projects. At the end of the three year period, 825 YHSC and CHSC
members will engage an additional 600 community volunteers to address pressing community health
issues. The four regional centers that make up the CT AHEC Network will develop the infrastructure
and expertise to leverage volunteers to solve pressing community challenges. This project will focus
on the CNCS focus areas of Education. The CNCS investment of $234,000 will be matched with
$188,136.
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AMERICORPS*NATIONAL DIRECT PROGRAMS
Most of the remainder of the grant funding is distributed by the Corporation for National and Community Service
directly to multi-state and national organizations though a competitive grants process.
Campus Compact
CCSU, ECSC, Fairfield U, MCC, U of Bridgeport, U of New Haven,
Equal Justice Works
Bridgeport
Jumpstart for Young Children
UConn – Storrs, Willimantic, Vernon; SCSU – New Haven
National Association of Community Health Centers
Bridgeport, Danbury, Hartford, Meriden, Middletown, New Britain, New Haven, Norwalk, Norwich,
Waterbury
Notre Dame Mission Volunteers Program
Hartford, New Haven
Student Conservation Association
Hartford, Stamford
Teach for America
Bridgeport, New Haven
The Corps Network
Storrs
Up2US
Storrs/Mansfield
(as of August, 2013)
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PROGRAM MANAGEMENT
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GRANT AGREEMENT
UNDERSTANDING YOUR GRANT AGREEMENT
The grant agreement (or memorandum of agreement) is a legally binding contract that establishes
your program’s relationship with the Connecticut Commission on Community Service. A new grant
agreement is signed each year, after your program has been approved for new or continued CNCS
funding. It is the most essential document for your AmeriCorps program. It includes the approved
budget, total MSYs and outlines rules, regulations, and key requirements (deliverables) for the
program year. Program Directors and key staff persons should become familiar with the full grant
agreement.
The deliverables contained within your grant agreement lists the major reporting requirements for the
current program year. The list provides a brief description of each item and includes which
Commission staff role the report is to be submitted. CCCS staff will provide further details and
guidance during Program Director trainings or through e-mail and phone conversations. However, the
deliverables are not intended to be an exhaustive list of all CCCS and CNCS requirements. As stated
in the grant agreement, there may be additional requirements set forth by the CCCS or CNCS at any
time during the program year. Program Directors are responsible for meeting all requirements. Should
you have questions about the grant agreement please contact your CCCS Grants or Program Officers.
Program Amendments
Program amendments are defined as mid-year program changes (direct or indirect) that alter the
scope or objective of the program, impact your program’s performance measures, involve a turnover
or extended absence or time reduction (45 CFR§2543.25) in a management/supervisory staff position,
as outlined in your grant agreement. These changes must be reported to the CCCS Executive Director
and Program Officer in writing according to the reporting requirements listed in T ABLE 1 P ROGRAM
A MENDMENT R EPORTING .
Requests for changes to the scope or objective of the program must be received by October 31, 2013.
No other requests for changes to the scope of the program will be honored. Any program
considering making changes that will impact their grant approved performance measures should
consult with their CCCS Program Officer well in advance. A PPENDIX A-P ERFORMANCE M EASURE
A MENDMENT R EQUEST S AMPLE should be used as a template to request a program performance
measure amendment. The letter or email must be sent to the Program Officer before the end of the
second quarter of the program year.
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Note: Any changes to the program scope, objective or performance measures must be
approved. Programs should not consider any request granted until written notification is
provided.
TABLE 1 PROGRAM AMENDMENT REPORTING
PROGRAM AMENDMENT
PERFORMANCE MEASURES
REPORTING REQUIREMENT
FORMAL REQUEST LETTER /FORMAL E-MAIL
(A PPENDIX A-P ERFORMANCE M EASURE
A MENDMENT R EQUEST S AMPLE ) TO CCCS
PROGRAM OFFICER BEFORE FEBRUARY 28, 2013.
CHANGE IN SCOPE /OBJECTIVE OF
THE PROGRAM
REQUEST FOR CONTRACT REVISION FORM (A PPENDIX
B-P ROGRAM /B UDGET A MENDMENT R EQUEST
F ORM ) TO CCCS PROGRAM OFFICER BEFORE OCTOBER
31, 2013. (MUST FILL IN THE” JUSTIFICATION FOR
CONTRACT REVISION” SECTION)
STAFF TURNOVER/ABSENCE/REDUCTION
LETTER/E-MAIL TO CCCS EXECUTIVE DIRECTOR AND
PROGRAM OFFICER WITHIN 10 DAYS OF THE EXPECTED
CHANGE
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PROGRAM ENVIRONMENT
ESTABLISHING THE PROGRAM ENVIRONMENT
The approach to create a positive program environment is to combine your unique AmeriCorps
program style with a gratifying service experience. The Program Director’s office should be
professional, confidential and a safe place for individuals to communicate openly. Your office as well
as any common space utilized by members should reflect the AmeriCorps brand. Training spaces and
all meetings should also be a safe place for attendees and it is imperative that the environment be
unattached to religious, political and other practices.
As communication is key for the success of your program, e-mail responses must be timely and
respectful. All communication to the Commission should be treated in a professional manner. For best
practices on e-mail etiquette please review http://www.101emailetiquettetips.com/.
When the Program Director is out of the office to attend a conference or away for a number of days,
it is important to have an out-off-office (auto reply) e-mail and voice mail message. The message
should reflect contact information of the staff covering your program duties and a time when you will
return to the office. There may be situations when the Commission needs to contact staff for
information; providing coverage information is always helpful.
WORK PLAN
Your members should know your program’s vision, mission statement, and elevator speech. Each is an
element of your program’s work plan. The elevator speech is a brief description of the Who, What,
Where, When and How of your program. Additionally, the work plan should include a statement of
quantitative and qualitative reasons why this program is essential for the community. Researching,
organizing, and evaluating service/host site locations as well as creating strong program objectives
are all part of your program’s work plan. The work plan would also include a well thought out annual
calendar which includes CCCS deadlines, trainings, and events for the 12-month grant period. All
programs should have an established plan for how the calendar is maintained, updated and
distributed.
The work plan should also include staff roles and development goals. The work plan is a strategy for
ensuring that your program has adequate, trained and passionate staff members.
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AMERICORPS LONGEVITY
As economic trends differ yearly, each grant funding cycle becomes more competitive. Being able to
demonstrate a strong plan for sustainability reassures funders of their investment.
The more support from members, volunteers, funding sources, staff, board members and the
community that your program receives, the easier your program’s sustainability becomes. Both a
community needs assessment and organizational chart are useful aids that can be used to create
support and program buy-in. A community needs assessment is a functional tool that will allow you,
your organization, and critical board members to realize the impact that your AmeriCorps program
can have on your community. An organizational chart can be helpful in demonstrating the program
design. Please view the P ROGRAM M ANAGEMENT R ESOURCES for templates on these tools.
The Corporation’s Sustainability and Capacity Building Toolkit will help you develop a program that is
sustainable, builds organizational and local capacity, engages community volunteers, and produces
outcomes beyond those accomplished by AmeriCorps members alone. It will offer a variety of
methods, approaches and strategies that can be implemented for your program’s sustainability and
capacity building plans.
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PUBLIC RELATIONS
CREATING YOUR PROGRAM IMAGE
Establishing a strong program identity is extremely important to the sustainability and growth of your
program. Public relations is building and promoting your program’s image. Through media attention
and the growth of social networking you can increase awareness of and generate support for your
program within the community.
AMERICORPS PROGRAM IDENTITY
Promoting your program creates awareness of your involvement in the community. As an AmeriCorps
program you belong to a national network which is an essential piece of your program’s public
relations plan. The Corporation for National and Community Service provides constantly growing
resources for program promotion. See P ROGRAM M ANAGEMENT R ESOURCES .
Program promotion must follow the guidelines documented in the grant agreement. Through your
program’s grant, CCCS provides support for promotion and connectivity. Program promotion
requires:
 Program Directors (and other AmeriCorps program management staff) to have business cards
with the AmeriCorps Connecticut logo;
 Program Directors (and other AmeriCorps program management staff) to have a professional
e-mail address from the program’s legal applicant’s domain. (@gmail.com, @hotmail.com or
other free e-mails are prohibited);
 Program Directors (and other AmeriCorps program management staff) must use an e-mail
signature indicating that they are the Program Director of (Program Name) an AmeriCorps
program.
 A program’s web page must link to the AmeriCorps website for recruitment and advertising.
 All promotions and publications must use the AmeriCorps Connecticut logo and contain
information as outlined in the grant agreement. Refer to A MERI C ORPS C ONNECTICUT L OGO
U SE for details.
Your CCCS Publications Officer will monitor systems for:
 Website Creation and Updating (See A MERI C ORPS W EB P AGE )
 AmeriCorps Logo Use (See A MERI C ORPS C ONNECTICUT L OGO U SE section)
 Program promotion through publications and the media
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Member Gear
The Commission provides support for various member items known as gear. Programs can purchase
AmeriCorps specific gear for members from the Corporation sponsored venders. Although these
items only have the “generic” AmeriCorps logo, programs may also produce their own gear with their
program name and the AmeriCorps Connecticut logo on these items. (See P ROGRAM M ANAGEMENT
R ESOURCES )
Member Lingo
Training must be provided during member orientation about the use of the AmeriCorps identity
during their term of service. The training must include how participants are referred to as members,
that they serve (not work) at “X” location and that they are a part of the AmeriCorps network.
AMERICORPS CONNECTICUT LOGO USE
Program web pages must use the AmeriCorps Connecticut logo and the ServeCT Commission logo.
The AmeriCorps Connecticut logo must link to AmeriCorps.gov and the Serve CT logo must link
http://www.ctohe.org/cccs, the CT Commission’s homepage. Program web pages should also contain
a Corporation for National and Community Service logo and a link to their homepage,
http://www.nationalservice.gov. The CCCS Publications Officer will provide your program with the
AmeriCorps Connecticut logo in various formats for web, printers and designers.
Program Directors may email the Corporation at [email protected] and they will produce an
AmeriCorps logo with your program name that can be used for gear, publications, web sites, etc. (See
publication, “Graphic Standards: A Users Guide” at
http://www.nationalservice.gov/pdf/graphic_standards.pdf).
AMERICORPS PROGRAM WEB PAGE
Your legal applicant’s web site must have a page specific to your AmeriCorps*State program. The tab
or link to your program’s web page must have the AmeriCorps Connecticut logo next to your
program link, or include a statement that identifies it as an AmeriCorps*State program.
Your AmeriCorps program web page must contain information on your program's mission and
current information about the program and recruitment status. It should also have as much
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information as you can think of to promote your program, including links to social media if you have
Facebook, Twitter, etc.
It is also helpful to think about key words for search engine optimization. For example, if someone is
interested in AmeriCorps programs in Hartford, a web search using key words should display your
program at the top of the search list.
GETTING CONNECTED THROUGH MEDIA
Writing, speaking and word of mouth are important ways of marketing your program. The story that a
member tells is vital to the program’s reputation. When speaking or writing, you should always use
the phrases, “an AmeriCorps program” or a member of “the AmeriCorps National Service Network”.
Media attention and social networking are other important tools to increase understanding and build
support for your program within the community. Although you cannot control what the media prints,
you can stress that you are “an AmeriCorps Program”. If you would like to add icon links on your web
page and social media pages to promote National days of service and AmeriCorps Week, widgets are
a free service offered by AmeriCorps and the Corporation for National and Community Service. For
more information and to download widgets go to:
http://www.nationalservice.gov/newsroom/marketing.
Social networking is a growing area for connecting to the community and getting your message out
to a larger audience. Social media is increasingly being used by government and non-profits to
recruit, train, fundraise (see P ROGRAM M ANAGEMENT R ESOURCES section), inform and create
awareness of programs and services. Through online newsletters and blogs programs can document
and tell their success stories, allowing members and the community to feel connected to the program.
While the Commission fully supports the use of Facebook and other networks to promote your
program, we do not mandate the use of such tools.
The Corporation for National and Community Service has created a helpful Media Guide for
programs. The tool provides information for promoting through most mediums, including:
newspapers, magazines, television, radio, internet/websites and newsletters.
One of the most important elements of public relations is promoting your program events.
AmeriCorps Week is a good example of when your program should capitalize on the AmeriCorps
brand. For publication material including public service announcements, fact sheets, flyers, and
visuals, see https://pubs.nationalservice.gov/.
Press releases are an effective way to inform the community and potential funders of your program’s
achievements and how you are making a difference in the community, highlight your program’s
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awards/recognitions, and announce events. For press release writing tips see the P ROGRAM
M ANAGEMENT R ESOURCES section.
TIP: To be in compliance with your grant, all publications press and media must identify your
program as an AmeriCorps program or a member of the AmeriCorps National Service Network.
LEGAL CONSIDERATIONS
AmeriCorps members must abide by the conditions outlined in the Provisions regarding media
interviews. At the beginning of the program year, each child, member, or volunteer should have a
signed media release form granting your program the right to use the individual’s name and image in
media and publications.
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PROGRAM MONITORING AND EVALUATION
CCCS PROGRAM MONITORING
The Connecticut Commission on Community Service is responsible for ensuring that its programs and
affiliated host sites are in compliance with the obligations set forth in their grant agreements, state
and federal regulations. All National Service programs face challenges as they administer their
AmeriCorps programs. The Connecticut Commission is committed to assessing those challenges and
working with grantees to find adequate technical assistance to meet their needs. To that end, the
Commission has developed a monitoring strategy that enhances opportunities for guidance and
intervention.
COMPONENTS OF PROGRAM MONITORING
Systems
Establishing clearly defined procedures is key to effectively managing a Program Director’s many
administrative duties. In anticipation of this need, the CCCS requires that its AmeriCorps*State
programs submit systems for such duties and policies as:
 Member recruitment
 Member development
 Member documentation collection
 Member disciplinary action
 Member Training
 Host (service) site relations
 Member supervision
 Program promotion
 Processing member timesheets
 Website creation and update
 Monitoring member hours and exiting
 Inclusion
The required systems above must meet the standards illustrated in the Systems Review Tool.
Additional systems may be created and maintained by the program, as they see fit, but are not
required for review by CCCS Program Officer.
Days of Service Tools
Programs must submit two AmeriCorps Day of Service Monitoring Tools during the program year.
Please consult your program grant agreement for deadlines. One set of forms must detail service
projects/ events for MLK Jr. Day. The other must include details for all events/ service projects held
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during AmeriCorps Week. Descriptions of these and other service days are available in the
A MERI C ORPS E VENTS section.
Site Visits
Site Visits are conducted to assist with program development, implementation and to ensure
compliance with CNCS and CCCS rules and regulations. For the 2013-2014 program year, your CCCS
Program, Officer will visit programs once per year. Components of the site visit are divided into five
parts: 1) systems review (see S YSTEMS section), 2) program compliance, 3) member discussion, 4)
AmeriCorps program staff discussion, 5) host (service) site visit and site supervisor discussion.
Programs in their first year of a grant cycle (including recompete programs) will complete all parts of
the visit. Programs in the second or third year of their grant cycle will be exempt from Parts 2-4,
unless any of the following circumstances are present:
 Prior monitoring visits identifies insufficient documentation and/or systems
 Program has newly hired primary staff member
 Program demonstrates a need for additional support
 Program requests additional support
 Programs maintained less than 70% recruitment and/or retention
 Program has significantly increased their grant
 Program has significantly changed its performance measures
 Program fell significantly short in reaching their performance measures
 Program demonstrated findings in Part 3 (member discussion) of a previous site visit (this,
alone, will only require part 3 to be repeated)
 Program demonstrates concerns regarding prohibited activities
 Program has repeatedly failed to comply with reporting deadlines
Site visits will be scheduled by your CCCS Program Officer. Should the date determined present a
conflict, please contact your Program Officer, well in advance.
Preparing for a Site Visit
To prepare for a site visit, program staff should:
1.
Review the Site Visit Monitoring Tool provided by your CCCS Program Officer.
2.
Ensure that all systems (ABOVE ) have been updated as requested prior to your scheduled
site visit date.
3.
Prepare all related documentation for components of Site Visit Monitoring Tool for the
scheduled visit date.
4.
Ensure that all required parties (members, appropriate program staff, member
supervisors/ host site supervisors) will be available for the scheduled visit date. Note: This
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should typically be verified with your Program Officer at least one to two weeks
prior to the visit.
5.
Verify that member timesheets are properly completed, signed and up to date.
6.
Ensure that there is a private meeting space available for CCCS staff to meet with
program staff, host site staff and members. A table with chairs should also be available in
the space.
7.
Ensure that CCCS staff will have access to all necessary files (see Site Visit Monitoring
Tool).
8.
Provide any additional information requested by CCCS Staff.
After the Visit
After the visit, the AmeriCorps Program Director will receive feedback in a site visit report. Your CCCS
Program Officer will provide this to the AmeriCorps Program Director and the designated Executive
Director of the program’s legal applicant. Note: It is important to ensure that your program keeps
all requested program/legal applicant contact information up-to-date with the Commission.
Program Directors must submit any contact information to the CCCS Program Officer in writing
(e-mail is acceptable).
Program Directors must respond to any findings indicated in the site visit report with a corrective
action plan and provide requested documentation by the date specified in the report. If it is
determined that your program has significant compliance issues or requests additional assistance,
your Program Officer may schedule additional site visits.
My AmeriCorps1 Monitoring
While site visits can provide a first-hand view of program operations, desk-based monitoring is an
indirect, yet invaluable view of your program’s management. The My AmeriCorps Portal will be used as
the Commission’s desk-based monitoring tool. In My AmeriCorps it is possible to: review each
program and service site’s progress on member recruitment and retention; conduct member status
inquiries (i.e. enrollment, exit, suspension); etc. Findings that are not in compliance with AmeriCorps
Regulations and Provisions or CCCS policies and requirements will be documented in a Compliance
Citation (see C OMPLIANCE C ITATIONS ).
1
Also see M Y A MERI C ORPS – A R ECRUITMENT R ESOURCE and M Y A MERI C ORPS sections for details
about accessing and additional uses for the My AmeriCorps Portal.
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TIP: Set a reminder in your calendar to review member status in My AmeriCorps on a monthly basis.
Performance Measures
Performance measurement is the systematic, ongoing tracking of your program’s outputs and
outcomes. Performance measures are used to gauge your program’s progress on addressing its
defined community need. Program staff must have detailed and accurate procedures for tracking
performance measures. Program Directors, key staff and, where appropriate, AmeriCorps members
should be informed about the program’s performance measures and how that data is assessed and
maintained. Performance Measures will be monitored by your CCCS Program Officer on a quarterly
basis (see BELOW ).
In 2012, the Corporation began to require that all AmeriCorps programs have at least one National
Performance Measure. The Corporation has developed a comprehensive resource center that
describes all National measures, in detail, by priority area. You may review these measures by visiting
the website: http://www.nationalserviceresources.org/npm/home.
If you are considering adjusting your program performance measures, mid-year, please consult with
your Program Officer as early as possible. All requests for Performance Measure amendments must be
received by February 28, 2013 (see T ABLE 1 P ROGRAM A MENDMENT R EPORTING ).
Progress Reports
Beginning in the 2013-2014 program year, the Connecticut Commission will collect program progress
reports on a quarterly basis only via electronic database. All reports are to be submitted electronically
at http://www.ctohe.org/americorps/. As detailed in your program grant agreement, reports are due
on or before the 15th day of the month following the end of the quarter: October 15, January 15, April
15, and July 15. They will be due at the same time as your program’s Quarterly Financial Reports (see
Q UARTERLY F INANCIAL R EPORTING ). It is expected that all reports will be received by the due date.
Program directors should coordinate with the fiscal staff to their programs to ensure that both
deadlines are met. Late submissions may lead to delayed or withheld reimbursement.
Quarterly Progress Report (QPR) includes:
 Demographic Information
 Recruitment and Retention Data
 Performance Measures
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 Disability and Inclusion Requests
 Member Timekeeping Reports
 Great stories- member and program success stories
Note: During the July-September quarter, there may be two overlapping program years.
Programs must submit two sets of quarterly reports, one for each program year, during this
period. Additionally, Quarterly Financial Reports and Quarterly Progress Reports (QPRs) are
due at the same time (T ABLE 7 2013-2014 Q UARTERLY R EPORTING ).
Compliance Citations
Compliance Citations will be issued to programs that are found out of compliance with CNCS or CCCS
requirements at any point in the program year. Compliance citations will be issued by the CCCS
Program Officer and maintained in the program’s file. Program Directors are responsible for
disseminating information contained within a Compliance Citation to the appropriate program staff.
They are also responsible for ensuring that any required corrective action is completed as requested.
An accumulation of compliance citations may lead to withheld, delayed, or suspended grant payment
requests. These citations will also be considered during evaluation of continuation and recompete
funding requests.
Program Evaluation
All AmeriCorps programs are required to conduct a program evaluation. The AmeriCorps regulations
require AmeriCorps*State and National grantees receiving more than $500,000 of CNCS grant funds
to conduct an independent evaluation (45 CFR§2522.700-740). Independent evaluations must use an
external evaluator with no formal or personal relationship to the organization. AmeriCorps*State
formula and competitive programs in Connecticut, receiving less than $500,000 of CNCS grant funds
can submit an internal evaluation (see T ABLE 2 E VALUATION T YPE ). Recompeting and continuation
programs must submit a summary of their evaluation efforts/plans to date or a copy of their
evaluation results with their annual application for funding. T ABLE 3 E VALUATION T IMING , below,
summarizes when certain evaluation requirements apply.
TABLE 2 EVALUATION TYPE
IF YOU ARE A …
THE FOLLOWING EVALUATION REQUIREMENTS APPLY:
STATE COMPETITIVE OR FORMULA GRANTEE
INTERNAL OR INDEPENDENT EVALUATION
WITH AN AVERAGE ANNUAL CNCS GRANT
UNDER $500,000
STATE COMPETITIVE OR FORMULA GRANTEE
INDEPENDENT IMPACT EVALUATION
WITH AN AVERAGE ANNUAL CNCS GRANT
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OF $500,000 OR MORE
TABLE 3 EVALUATION TIMING
IF YOU ARE APPLYING FOR…
THE FOLLOWING EVALUATION REQUIREMENTS APPLY:
YOU ARE NOT REQUIRED TO SUBMIT AN EVALUATION PLAN WITH
YOUR FIRST THREE-YEAR AMERICORPS
GRANT
YOUR APPLICATION OR CONDUCT AN EVALUATION DURING THE
THREE-YEAR PERIOD. HOWEVER, IF YOU ARE PLANNING TO
RECOMPETE FOR FUNDING, IT IS HIGHLY RECOMMENDED THAT YOU
BEGIN THE EVALUATION PLANNING PROCESS DURING THE FIRST
THREE-YEAR GRANT PERIOD.
YOUR SECOND THREE-YEAR AMERICORPS
YOU MUST SUBMIT AN EVALUATION PLAN WITH YOUR APPLICATION
GRANT
AND ARE REQUIRED TO COMPLETE THE EVALUATION DURING THE
SECOND THREE-YEAR GRANT PERIOD.
YOUR THIRD THREE-YEAR AMERICORPS
YOU ARE REQUIRED TO SUBMIT A REPORT DETAILING THE RESULTS OF
GRANT
THE EVALUATION CONDUCTED DURING THE SECOND GRANT PERIOD
WITH YOUR APPLICATION. YOU SHOULD ALSO SUBMIT AN
EVALUATION PLAN FOR THE THIRD THREE-YEAR GRANT PERIOD THAT
WILL BUILD ON THE RESULTS OF THE EVALUATION FROM THE
SECOND THREE-YEAR GRANT PERIOD.
AN AMERICORPS GRANT BEYOND YOUR
YOU MUST CONTINUE TO SUBMIT AN EVALUATION PLAN FOR EACH
THIRD THREE-YEAR GRANT AWARD
SUCCESSIVE THREE-YEAR GRANT PERIOD AND A REPORT WITH
FINDINGS FROM EVALUATIONS CONDUCTED IN PREVIOUS GRANT
PERIODS WITH YOUR APPLICATION.
Organizations can use the evaluation as tool to help make improvements that may enhance future
funding application. There are different types of evaluation designs that can be used, depending upon
what you wish to assess about your program. For more detailed information about evaluation designs
and planning, please see https://www.nationalserviceresources.org/npm/ac-star#evaluation.
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TRAINING AND TECHNICAL SUPPORT
PROGRAM STAFF TRAINING AND SUPPORT
The Corporation and CCCS are dedicated to the professional development of our Program Directors
and Program Staff. Training and technical assistance priorities for the Corporation continues to
include improving the programmatic quality of national service programs, enhancing programs’
capacity to successfully administer Corporation grants, advancing programs’ ability to measure
results, and providing outreach and support to rural and underserved communities.
For 2013-2014, the Commission will pay keen attention to the following priorities and deliver training
and technical assistance to increase program performance in these areas:
 Program compliance with grant regulations,
 Program and program staff effectiveness, and
 Program capacity to conduct substantive evaluation.
In order to ensure that you have the tools for success, the Commission provides required events,
trainings, conference calls, and/or workshops. CCCS Program Staff trainings are a chance to connect
with AmeriCorps State Program Staff and others from the National Service network. By applying
these shared best practices, Program Directors can more effectively guide members throughout their
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COMMUNITY DEVELOPMENT
STRENGTHENING COMMUNITIES
AmeriCorps*State’s ability to get service done in Connecticut for over 15 years is a testament to state
programs’ commitment to addressing the needs of local communities. One of AmeriCorps’ primary
goals is to strengthen and develop communities by engaging Connecticut residents in service. In
these economic times, AmeriCorps*State programs, now, more than ever before, must seek additional
avenues to sustain their efforts. Volunteer participation, outreach at AmeriCorps events, and the
resulting collaborations and partnerships can advance a program’s impact on target community
needs.
AMERICORPS EVENTS
Annually, there are many events celebrated both locally and nationally across the National Service
Network. Each occasion is an opportunity to spotlight your program’s impact while fulfilling
programmatic needs. Some examples of what can be achieved during these events are raising
member moral, inspiring Connecticut residents, recruiting new individuals, and expanding your
program’s reach in communities. A few CNCS-sponsored events are described below.2
National Day of Remembrance (September 11, 2013)
National Day of Remembrance provides a positive and forward-looking way for Americans and
others to forever honor and remember the 9/11 victims, survivors, and the many that rose in service in
response to the 9/11 tragedy, including first responders, recovery workers, volunteers, public safety
officers and members of our military. For more information, visit http://www.911day.org.
2
Also see your program’s grant agreement for a list of events that AmeriCorps*State programs are
required to participate in. Note: Programs are required to submit the AmeriCorps Day of Service
Monitoring Tools for two events (one must be MLK Jr. Day) within 14 days of each event. See
D AYS
OF
S ERVICE T OOLS .
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Make a Difference Day (October 26, 2013) Make A Difference Day was created by USA WEEKEND Magazine and is the most encompassing
national day of helping others. Held annually on the fourth Saturday of October, millions of Americans
are rallied into a single day of action to help change the world. http://makeadifferenceday.com/
Martin Luther King Jr. Day: A Day On, Not a Day Off! (January 20, 2013) The purpose of the Martin Luther King Jr. Day of Service (MLK, Jr. Day) is to mobilize Americans to
observe this holiday as time to gather people to serve others and encourage participants to make a
long-term commitment to service. The Corporation for National and Community Service is
responsible for promoting this day as a day of service to honor the life and teachings of Martin Luther
King, Jr. http://mlkday.gov/
Global Youth Service Day (April 11 – 13, 2014)
GYSD is an annual global event that highlights and celebrates the contributions of youth to their
communities through volunteer service. During Global Youth Service Day, youth around the world
organize community service projects to address the needs of their local communities through service,
to be recognized for their contributions, and to be a part of a global youth service movement.
http://gysd.org
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AmeriCorps Week (Spring 2013/TBA) AmeriCorps Week is as an observance of AmeriCorps commitment to community strengthening. In
late spring, this custom is celebrated through service projects and special activities implemented by
AmeriCorps grantees. AmeriCorps week is an ideal event to demonstrate your programs impact to
members, organizations, volunteers, partners, funders, donors, community individuals and others.
This scheduled occasion can be an opportune time during the program year to recognize members
and volunteers as well as thank all parties responsible for community betterment.
http://americorpsweek.gov/index.asp.
The National Conference on Volunteering and Service Atlanta, GA (June 2014/TBA) The National Conference on Volunteering and Service, typically held in the summer, is a wonderful
way for Program Directors to gain knowledge, inspiration, best practices and opportunities to network
with other states regarding AmeriCorps and volunteerism. Convened by the CNCS and the Points of
Light Institute, this annual event provides attendees with a wide range of exciting informational
plenary sessions, workshops, special events, service projects, exhibits, specialized corporate tracks and
more. Commissioners, CCCS staff and Program Directors normally attend to remain up-to-date on
community service trends across the country. http://www.volunteeringandservice.org. Tools, blogs,
and other valuable resources are available at http://serve.gov/.
VOLUNTEER CONSIDERATIONS
Volunteers are a key component to building a stronger community. At times, the expectations of
AmeriCorps program volunteers are unclear. It is up to the Program Director or other key staff to
utilize volunteers efficiently and maximize community impact. Volunteers in AmeriCorps programs are
viewed as individuals who can expand the reach of your service opportunity’s ability to address
identified community needs. For example, volunteers can promote your program to increase
networking opportunities, sponsorships and partnerships. Volunteers add to your program’s pool of
skills, expertise and talents.
“[Volunteer] retention begins when you have accurately described the volunteer position and
assessed whether the potential volunteer is right for the job. Hence, retention begins in the
interview process. Tune in to the volunteer’s main reason for volunteering and honor this
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throughout his/her time with you. Retention refers to the volunteer's adherence to the initial
contract agreement. If a volunteer is asked to commit 4 hours a week for a six month period,
and the volunteer leaves after 6 months, it can be said that the retention was successful.”
Retention Tip Sheet from Serve.Nebraska.Gov
Program Directors oversee the recruitment of volunteers. Regardless of how your program structures
volunteer recruitment, Program Directors are responsible for integrating volunteers into a service
environment where everyone is supported. During the member recruitment process you may find
candidates who are not the right fit for your program’s membership. However, these individuals may
be good candidates for volunteering with your service program.
Depending on the nature of your program, members (under the supervision of their Program
Director) may have volunteer management responsibilities. If so, outlining the duties of volunteers,
training volunteers to understand their role, and instructing members on how to direct volunteers are
necessary measures to ensure effective member driven volunteer management. Volunteers are not
members who are bound by the guidelines of a member contract and should not be treated as
members. There may be instances where a specific task, function, responsibility, directive and/or
expectation are the same for a member and a volunteer. Hence, it is important to establish clear
distinctions between their roles.
Program Directors should not lower expectations or become lenient with volunteers. A Program
Director’s supervision style for volunteers should remain consistent for all volunteers. A great way to
connect volunteers is to make each individual feel like they are an integral part of the team. A service
environment with a team atmosphere creates a positive, fun, and united volunteer experience for
everyone.
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DISABILITY INCLUSION
DISABILITY COMPLIANCE
The Connecticut Commission on Community Service (CCCS) encourages individuals of all abilities and
backgrounds to participate in Connecticut’s National Service programs. The CCCS receives funds from
the Corporation for National and Community Service (CNCS) to ensure people with disabilities have
the opportunity to become participants in service and are provided reasonable accommodations
when necessary.
Any program receiving federal funds is required to comply with the Americans with Disabilities Act
(ADA) and Section 504 of the Rehabilitation Act. To be in compliance with federal law, all AmeriCorps
programs must prohibit any form of discrimination against persons with disabilities in recruitment and
service. A qualified individual with a disability must not, solely due to his/her disability, be excluded
from, denied benefits of, or subjected to discrimination by the services, programming, or activities of
a CNCS program.
DEFINING DISABILITY
The Americans with Disabilities Act (ADA) and Section 504 of the Rehabilitation Act, defines a person
with a disability as an individual who has a physical or mental impairment that substantially limits one
of more major life activities. Major life activities; refer to anything an average person can do with little
or no difficulty. Major life activities include, but are not limited to: caring for oneself, performing
manual tasks, walking, seeing, hearing, speaking, breathing, learning, working, sitting, standing, lifting,
reaching, sleeping and mental/emotional processes such as thinking, concentrating and interacting
with others. The Americans with Disabilities Act Amendments Act (ADAAA) has added the operation
of major bodily functions such as the immune system, normal cell growth and the endocrine system
as major life activities that are subject to impairment and legally covered under the definition of
disability.
REASONABLE ACCOMMODATION
A reasonable accommodation is any adjustment or modification in a service position that enables a
qualified person with a disability to receive an equitable service opportunity and/or experience. Any
program receiving federal funding has a legal obligation to provide reasonable accommodations.
Reasonable Accommodations include, but are not limited to:
 Modifying an application process, an interview, or a test.
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 Modifying a service site to making existing facilities accessible to and usable by an
individual with a disability (e.g. distraction reduction or clutter removal).
 Modifying a policy or procedure.
 Modifying training materials or supervisory methods.
 Restructuring a position, including:
 Adjusting how or when an essential function is completed.
 Dividing, exchanging, reassigning, or eliminating marginal functions.
 Allowing a fellow member or volunteer to assist an individual.
 Reassigning an individual to a vacant service position.
 Providing flexible work schedules or leave policies.
 Providing or modifying equipment, assistive technology, or auxiliary aids and services.
 Ensuring all program activities are held in accessible locations.
CONNECTICUT COMMISSION ON COMMUNITY
SERVICE (CCCS) REASONABLE ACCOMMODATION
FUNDS
Reasonable accommodation funding from the CCCS is available only for National Service members
who require a reasonable accommodation to fulfill the essential functions of their service position. A
CNCS program can apply for reasonable accommodation funding after:
1.
Identifying the reasonable accommodation necessary in cooperation with the member.
2.
Determining that its budget cannot afford the accommodation.
3.
Attempting to work with an outside agency to obtain the funds necessary to cover the
expense of the reasonable accommodation. Verification of this must be obtained in writing
and filed in accordance to your program’s system(s).
After completing the procedures above, program staff can submit an Application for Reasonable
Accommodation Funds (A PPENDIX C-A PPLICATION
FOR
R EASONABLE A CCOMMODATION F UNDS ) to the
CCCS Program Officer. Please e-mail the completed Application for Reasonable Accommodation Funds
form and any other materials that would assist in the funding review process. These documents
should be submitted as either Microsoft Word documents or Adobe Portable Documents (pdf).
Funding decisions are communicated to Program Directors within ten business days. Additional
copies of the Application for Accommodation Funds form can be obtained by e-mailing the CCCS
Program Officer.
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CCCS INCLUSION DISABILITY REPORTING
All AmeriCorps*State programs are required to report the number of reasonable accommodations
that were requested, the number of reasonable accommodations provided, and the number of
disability disclosures each program quarter. This information should be recorded on the Program
Quarterly Report (see P ROGRESS R EPORTS section). In addition, documentation to substantiate this
disability-related data should be securely filed and available for review at any time.
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MEMBER MANAGEMENT
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RECRUITMENT
PREPARING FOR MEMBER RECRUITMENT
An AmeriCorps*State program is responsible for proactively recruiting qualified individuals who are
interested in contributing their knowledge, experience, skills and service to your program’s target
community. Knowing and determining who is eligible for AmeriCorps service is essential to recruiting
the right applicants. The 2013 AmeriCorps Provisions (Part IV, A. 5) defines a member as an individual:
a) Who has been selected by a grantee or subgrantee to serve in an approved national
service position;
b) Who is a U.S. citizen, U.S. national, or lawful permanent resident alien of the United
States;
c)
Who is at least 17 years of age at the commencement of service unless the member is out
of school and enrolled in a full-time, year-round youth corps or full-time summer
program as defined in the Act (42 U.S.C. § 12572 (a)(3)(B)(x)), in which case he or she must
be between the ages of 16 and 25, inclusive, and
d) Who has a high school diploma or an equivalency certificate (or agrees to obtain a high
school diploma or its equivalent before using an education award) and who has not
dropped out of elementary or secondary school in order to begin a term of service as an
AmeriCorps member (unless enrolled in an institution of higher education on an ability to
benefit basis and is considered eligible for funds under section 484 of the Higher
Education Act of 1965, 20 U.S.C. § 1091), or who has been determined through an
independent assessment conducted by the grantee to be incapable of obtaining a high
school diploma or its equivalent.
Please see ENROLLMENT AND RETENTION POLICIES for more information.*
SERVICE POSITION DESCRIPTION DEVELOPMENT
Creating a written service position description sets the foundation for the recruitment process by
outlining specific member functions and activities. Also, this description can help identify individuals
that may be a good match (fit) for your program’s service opportunity based on:
 education,
 life experience,
 attitude,
 temperament,
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 potential,
 motivation,
 Do not include phrases such as “other duties as assigned” and “etc.” when creating a
service position description personal characteristics,
TIP: Do not include phrases such as “other duties as assigned” and “etc.” when creating a service
position description.
The way service position descriptions are presented can strongly impact how your program is
perceived – especially by those who have no prior knowledge of your organization or AmeriCorps.
The recruitment process from an applicant’s perspective generally begins when one views a service
position description in an advertisement. A prospective applicant should be able to get a clear sense
of your program’s expectations and be able to assess if the role suits their goals and interests. Once a
service position description is composed, it can be easily added to flyers, brochures, newsletters,
group/mass e-mails, posters, websites and a wide variety of other places where your target applicants
are likely to take note of this information.
Program staff must ensure that service position descriptions do not included any prohibited activities
and all other standards of the 2013 AmeriCorps Provisions are upheld. In addition, all AmeriCorps
Member Service Position Descriptions should include the following:
 An accurate service position title.
 A description your organization’s mission and work.
 A brief summary of the service opportunity and what your program is looking for in a
member.
 A list of duties and/or responsibilities that clearly distinguish between the essential
functions and marginal functions. (Descending order from most to least important is
recommended.)
 A list of required and preferred skills.
 A list of required and preferred qualifications.
 A description of the benefits of serving as an AmeriCorps member.
 A description of the unique benefits and opportunities your program (and/or service site)
provides.
 Equal Employment Opportunity Council language. For example: At Program X we do not
discriminate against members on the basis of race, color, religion, ancestry, union
affiliation, etc.
 The amount of hours and the time length of service terms available.
 Contact information that interested individuals can use to learn more.
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 Text stating that reasonable accommodations for the selection process and during service
are available upon request. Also, this text should express that individuals can make an
accommodation request by calling/e-mailing the name of contact person X at his/her
phone number/e-mail address, by a specific deadline.
Note: If your program’s recruitment interests and/or service position description becomes a
part of an advertisement, your CCCS Publications Officer can be contacted with concerns and
questions about publicizing information.
RECRUITMENT PLAN DEVELOPMENT
Since each AmeriCorps State program is different, an individualized recruitment plan is necessary to
gain members who are avid about service and ensure member retention. Your program may find
creating a timeline of budgeted recruitment activities a useful recruitment strategy. Regardless of the
chosen strategy, your program’s process should include planning, revision when necessary, and
commitment to the intended recruitment goals. The CCCS strongly encourages AmeriCorps*State
programs to commit their final recruitment plans in writing. Creating a typed document allows your
recruitment plan to serve as a reference point that can be easily accessed, shared, and modified if
necessary. See
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A PPENDIX D-Q UESTIONS
TO
C ONSIDER W HEN P LANNING
A
R ECRUITMENT Strategy for a list of
questions designed to aid in the developing a recruitment plan.
MY AMERICORPS – A RECRUITMENT RESOURCE
The My AmeriCorps Portal is an online member management system supported by the Corporation
for National and Community Service. Among many functions, this resource gives AmeriCorps
programs the opportunity to recruit nationally, free of charge. The Connecticut Commission on
Community Service highly encourages the use of the My AmeriCorps system as a part of a program’s
recruitment strategy. Since My AmeriCorps is a component of eGrants, all new AmeriCorps programs
are required to first register with eGrants (https://egrants.cns.gov/espan/main/newaccount.jsp) to
gain access to the member management portal. My AmeriCorps’ recruitment features include the
ability to:
 create, post and edit a service opportunity.
 search for applicants based on specific needs.
 view applications.
 approve or reject an application.
 select applicants.
 contact applicants.
The Corporation for National and Community Service provides a step-by-step instructional video, My
AmeriCorps-AmeriCorps State Programs Member Recruitment, on how to use the features mentioned
above at (http://www.nationalserviceresources.org/member-recruitment-state). For addition
information on using My AmeriCorps for recruitment purposes please refer to
http://www.americorps.gov/for_organizations/members/index.asp. If technical assistance concerning
My AmeriCorps Member Recruitment is necessary you can contact a Corporation Technical Assistance
provider at 1-800-942-2677 or http://www.nationalservice.gov/questions/app/ask. For general
concerns or questions, you may contact your CCCS Program Officer.
THE SELECTION PROCESS
Once you have implemented your recruitment plan, you should have a wealth of completed
applications. The application review marks the start of the selection process. It is important to explain
what AmeriCorps is, define the goals of your specific AmeriCorps program and your selection criteria.
For example, Program X, a third-grade literacy program, has two criterions for member selection: an
interview and a multiple choice test. In this example, Program X could expand their description to say
that the multiple choice test is a ten minute test designed to assess a prospective member’s ability to
read, comprehend, and answer questions on a third grade reading level. This additional information
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provides a prospective member with a specific time length expectation and general idea of content,
which can allow one to estimate the level of mental exertion necessary.
If the applicant is still interested, he/she can determine if a reasonable accommodation for the test is
needed and then decide whether or not he/she should like to request one. In addition, Program
Directors must ensure that each applicant understands that if selected he/she will:
 Be a member of your service project, who is a participant that has committed to a specific
term of service.
 Not be an employee of your organization who receives payment for hours worked
 Receive certain benefits as outlined in their
 M EMBER C ONTRACT / S ERVICE Agreement, over the course of the program year and/or
upon successful completion of their service term.
Note: Some member benefits vary from program to program. Consult your
program’s grant agreement and/or your CCCS Program Officer for clarification. For
general information on all AmeriCorps*State benefits see the M EMBER B ENEFITS
section.
An opportune time to present an applicant with information concerning your program’s selection
process is during the call (or contact) to schedule an interview.
TIP: When recruiting, remember to think outside of the box, visiting your local university or college
disability resource center and/or work study program may broaden your selection pool.
Interviewing
The principal thoughts a Program Director should be cognizant of throughout the selection process,
but especially when interviewing are:
 Anything that is asked, requested, required, or done for one applicant must be asked,
requested, required, or done for all applicants.
 An interview should uphold the right for all individuals to be evaluated based on merit and
potential.
When interviewing, a Program Director should:
 Interview in facilities that are accessible to everyone,
 Interview in private confidential spaces,
 Use the service position description as a guide that can be referred to when necessary,
 Use the same list of interview questions for all interviewees,
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 Ask each interviewee the same questions and record responses; Note: This can help to
make impartial comparisons between applicants when deciding selections for
membership.
 Ask about education, experience, skills, licenses and/or certificates that are relevant to the
service position,
 Be clear about the essential functions and expectations of a service opportunity,
 Be willing to consider alternative ways an essential function, marginal function or task can
be performed,
 Focus on what an interviewee can contribute to the needs of your service program and
target community,
 Focus on what an interviewee can gain from participating in your program’s service
opportunity;
 Adhere to interview etiquette such as,
 Being respectful and courteous to all interviewees,
 Greeting all interviewees with a handshake, even if they may have short arms, use
a prosthetic, are blind, etc. If a handshake is not possible or seems inappropriate
please exercise personal judgment to provide a suitable gesture/expression that
can be perceived and interpreted by your interviewee as an equitable greeting,
 Facing the person being interviewed,
 Providing an interviewee your undivided attention,
 Maintaining eye contact with the interviewee, even if he/she is blind, using an
interpreter, etc.
 Use appropriate language (e.g. use “disability” instead of “handicap”). If you are ever in
doubt of the proper term or language—ask the interviewee and/or refer to the
interviewee by his/her name. For more information please refer to A PPENDIX EA CCEPTABLE
AND
U NACCEPTABLE L ANGUAGE
IN A
S ERVICE E NVIRONMENT .
 Use first person language; people are human beings first and foremost (e.g. a “person
with a disability” instead of a “disabled person”).
A Program Director must not:
 Make assumptions about an interviewee’s abilities,
 Make assumptions about the type of accommodations an interviewee may need,
 Make medical inquiries, even if it was disclosed by the interviewee, Note:
Medical inquiries and/or requests for medical documentation must occur
after an applicant is officially offered a service opportunity,
 Allow the disclosure of a disability during an interview to be used as a factor in
the consideration of your selection decision,
 Ask direct or indirect questions related to the existence, nature, severity, or cause
of an illness or disability. This includes questions concerning past attendance and
leave from work related to illness or disability,
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 Ask personal questions related to an interviewee’s martial, family and financial
status,
 Inquire about an interviewee’s non-professional affiliations (i.e. clubs, social
organizations, union membership, etc.),
 Ask race-related questions, or
 Make biological sex and gender related assumptions about an interviewee’s
abilities.
When an interviewee reveals information that is illegal for an interviewer to ask, inappropriate, and/or
information you would rather not be aware of a Program Director should always change the course of
the conversation back to an appropriate topic. Note: Information of this nature should not be
noted nor serve as a factor in your selection decision.
TIP: Not everyone interviewed will be a good fit for your program, but they may be a great fit for
another program. Keep collaboration with other programs in mind when interviewing.
Reasonable Accommodation Considerations
A Program Director should communicate reasonable accommodation rights to all current staff (and
the larger agency if applicable) prior to start of the recruitment process. Throughout the recruitment
process all applicants should be informed about their reasonable accommodation rights, including
their right to request a reasonable accommodation at any time during the selection process for any
portion of the selection process.
If an applicant discusses, discloses, and/or requests a reasonable accommodation unrelated to the
selection process a Program Director should not discuss, inquire, nor use this information when
selecting members. To address this potential situation a Program Director can redirect the
conversation. For example, one could say, “Thank you. I appreciate the fact that you felt comfortable
enough to express X information, here at Y service project we encourage the participation of every
individual with the skills and abilities to execute the responsibilities of this service opportunity and we
will provide the accommodations necessary to ensure inclusive participation.” Also, a Program
Director can briefly explain their program’s accommodation process. Prohibiting disability, illness, and
medical information questions (or discussions) prior to the official offer of a position helps to prevent
an interviewer from being perceived as someone who offered or denied a service position to an
applicant based on the applicant’s disability/illness/medical history. Once selection decisions have
been made, and if the member is offered a service opportunity, then a confidential conversation can
occur concerning the best way to accommodate the member. For examples of interview questions an
interviewer can and cannot ask please refer to A PPENDIX F-I NTERVIEW Q UESTIONS : D OS
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AND
D ON ’ TS .
Selecting Members
The member’s chosen should have interests that relate closely to the goals and activities of your
service position. Establishing and fostering a connection between the needs/wants/desires of
members to their service opportunity, allows members to gain satisfaction and personal/professional
development from their service. Although fulfillment is relative to each member, addressing the
motivations that influence member fulfillment (recognition, ability to make a difference, learning,
growth, to be a part of something greater than one’s self, etc.), programs can enhance member
retention.
Conducting Criminal History Checks
Criminal history checks help programs minimize their risk by protecting the public, employees,
members and beneficiaries, preventing unflattering media exposure, and demonstrating program
compliance with CNCS regulations. To further ensure that selected candidates are qualified for
AmeriCorps service, all AmeriCorps*State programs are required to conduct criminal history checks on
covered individuals. An individual is a “covered individual” if they, or their position or role, is listed as
an estimated direct cost on the approved grant budget (federal or grantee—matching—share), as
receiving salary, stipend, living allowance, national education award or similar, in return for providing
service to the program; OR the costs associated with the person (for salary, stipend, living allowance,
etc.) will be included within amounts reported as expenditure of either federal or matching share on
the program’s financial reports.
Regulations have been in effect since November 2007 requiring checks on individuals in recurring
contact with a vulnerable population. Under the Serve America Act (SAA), and expanded requirements
went into effect on October 1, 2009, establishing coverage of all employees and participants,
including those without contact with a vulnerable population. Since that time, all grantees must
conduct at least a two-part National Service Criminal History check on all CNCS covered individuals. A
two-part check includes:
1.
A National Sex Offender Public Registry check (NSOPR, also known as the NSOPW);
2.
A statewide criminal history repository check of the state of residency/origin and the
state where the individual will work/serve
On April 21, 2011, the two-part National Service Criminal History check became a three-part check
requirement for individuals serving in, or working for, a program or project that allows for recurring
access to a vulnerable population. Now, those with recurring access to vulnerable populations must
undergo:
1.
A National Sex Offender Public Registry check (NSOPR, also known as the NSOPW);
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2.
A statewide criminal history repository check of the state of residency/origin and the
state where the individual will work/serve (FBI checks will no longer substitute for
state checks); and,
3.
A fingerprint-based FBI criminal history repository check.
Statewide criminal history checks must be obtained by CNCS approved vendors. A list of all approved
vendors by state can be accessed at http://www.nationalserviceresources.org/criminal-history by
clicking the List of Required State Criminal History Check Information Repositories and Alternatives link.
In Connecticut, FBI criminal history checks may be obtained through the CNCS approved vendor, the
Department of Public Safety. For guidance on additional methods of obtaining FBI checks, please see
Guidance on Obtaining FBI Criminal History Checks at
http://www.nationalserviceresources.org/criminal-history.
All programs must comply with the criminal history check processes described above, unless they
have already received a Corporation-approved alternate search protocol3
(http://www.nationalserviceresources.org/criminal-history). Additionally, NSPOR checks for all covered
individuals must be completed prior to the start of service. Because of the lengthy turnaround time
for many statewide and FBI criminal history checks, the Corporation has stated that it is acceptable if
covered individuals have checks that are pending at the time that they begin service/work. However,
these checks must be initiated before that time. Thus, checks for members should be initiated before
the member signs their contract. Any member with pending checks must be accompanied by an
authorized supervisor until all checks are cleared.
Tutorials for criminal history check requirements are available at
http://www.nationalserviceresources.org/criminal-history . There are also more details about criminal
history checks please see M EMBER M ANAGEMENT R ESOURCES .
3
AmeriCorps*State programs must submit requests for alternate search protocols (ASP) to their prime
grantee (state commission). Contact your CCCS Program Officer for details.
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Criminal History Check Tips
Use the address at the time of application as the member’s state of residency/orgin
NSOPR checks—always do the general search. DO NOT do an advanced search.
NSOPR checks—all states must be available for the check to be complete. If one or more
states are not available on the database, be sure to print your initial inquiry, then return a
few days later, until the missing state(s) are included and print the new search. Both
searches should be maintained in the member’s file.
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ENROLLMENT
ESTABLISHING MEMBER FILES
After you have selected a corps of individuals to serve in your community, the enrollment process
begins by establishing member files. The organization and maintenance of member files is perhaps
the most essential administrative function performed by a Program Director. The documents
maintained in these files ensure that members are eligible for their positions at the time of
enrollment, and eligible to receive member benefits throughout and after their term of service. All
required member documentation must be retained as required by 45 CFR§2541.420. It is also
imperative that these documents are kept in a safe and secure location, with limited access granted
only to essential program staff persons. If a member submits a written request to view the contents of
their file, they must be permitted to do so.
A Member File Checklist of all required documentation can be found in A PPENDIX G-M EMBER F ILE
C HECKLIST . The documents referenced there are described below. Questions or clarifications about
these documents should be directed to your CCCS Program Officer.
TIP: Before a major enrollment/exit period, it may be helpful to do a refresher course on using the
eGrants/MyAmeriCorps Portal. Tutorials are available at: http://www.nationalserviceresources.org/actraining-support-state.
AmeriCorps Application
The application submitted by a member to apply for the AmeriCorps position must be included in the
member’s file. This application should be signed and dated at the time of application. For guidance
about electronic signatures, please contact your CCCS Program Officer.
TIP: A typed name is not considered a signature. Please be sure that all staff and members physically
sign or have an official electronic signature.
Member Contract/ Service Agreement
A member’s term of service should begin with the signing of their member contract or service
agreement. The member contract serves as a legally enforceable agreement between your
organization and the person with whom you’ve offered the AmeriCorps service position. However, at
minimum, the Corporation requires that all programs include:
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 Member position description;
 The minimum number of service hours (as required by statute) and other requirements
(as developed by the program) necessary to successfully complete the term of service and
to be eligible for the education award;
 The amount of the education award the individual may receive upon successful
completion of the terms of services;
 Standards of conduct, as developed by the program;
 The list of prohibited activities, including those specified in the regulations at 45 § CFR
2520.65;
 Requirements under the Drug-Free Workplace Act (41 U.S.C. 701 et seq.);
 Civil rights requirements, complaint procedures, and rights of beneficiaries (see Section
V.F of 2013 AmeriCorps Grant Provisions)
 Suspension and termination rules;
 The specific circumstances under which a member may be released for cause;
 Grievance procedures; and
 Other requirements as established by the grantee.
Your organization is responsible for finalizing the contents of this contract and obtaining the
necessary signatures prior to the start of service. Sample member contracts are available through the
Resource Center (www.nationalserviceresources.org). Keep in mind that you must tailor your contract
to suit the specific needs of your program, while ensuring that applicable Provision requirements are
met (See S ERVICE P OSITION D ESCRIPTION D EVELOPMENT ).
TIP: Duties outlined in a service position description should be specific. Do not use phrases such as
“other duties as assigned.
CNCS Enrollment and Exit Forms
The CNCS Enrollment and Exit Forms are no longer required by the Corporation. However, if programs
wish to continue utilizing these forms, they may continue to do so under the following guidelines:
The CNCS Enrollment Form should be completed and signed by members at the start of
service. The enrollment date listed on this form should be the same as the one outlined in
each member’s contract.
The CNCS Exit Form should be completed and signed within 30 days of the member’s end
date, whether or not the member completes their full term of service. The information
provided on both forms will be used to complete the enrollment and exit process in the My
AmeriCorps Portal.
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Proof of Education
In order to utilize the Education Award, a member must have a high school diploma or GED (45
CFR§2522.200). Members who have not yet obtained a GED or diploma, at the time of enrollment, can
complete GED classes during their term of service or agree to complete GED classes or obtain a
diploma prior to using the award. These members need to complete a GED/Diploma Agreement
Letter that states that they will obtain a GED/diploma by the end of their service and dictates the
estimated date of completion.
It is strongly encouraged that programs obtain a copy of the member’s diploma, GED or official high
school or college transcript as documented proof of education. However, if a program is unable to
obtain said documentation after unsuccessful attempts, the member’s own certification in the M Y
A MERI C ORPS Portal is sufficient. In this instance, a copy of the completed CNCS Enrollment Form or
printout of the My AmeriCorps screen should be maintained in the file.
Tutoring Program Requirements
All programs that engage members as tutors must comply with 45 CFR§2522.900- 950. Applicable
documentation should be included in the member file.
Proof of Citizenship and Age
Members must provide documentation to show that they are of membership age and are U.S.
citizens, U.S. nationals, or lawful permanent resident aliens as articulated in the 2013 AmeriCorps
Provisions Part IV, A. 5. A list of acceptable documentation is included in A PPENDIX G-M EMBER F ILE
C HECKLIST . Any member under 18 must also have a Parental Consent form on file.
Criminal History Check Documentation
Confirmation documentation must be retained for all three parts (statewide search, NSOPR and FBI
search) of the completed criminal history check—unless your program has a CNCS approved
Alternate Search Protocol (ASP). The documentation must detail the results of the three-part criminal
history search and the program must verify the name(s) of the record searched. Refer to C ONDUCTING
C RIMINAL H ISTORY C HECKS for details on criminal history check requirements.
Media Release Form
Programs must obtain the prior written consent from all members before using their names,
photographs, videos and other identifying information for publicity, promotional or other purposes
(2013 AmeriCorps Provisions, IV. H. 3).
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Member Evaluations
Performance evaluations are required for all AmeriCorps members. Part-time members must receive
at least one end-of-term evaluation. Full-time members must receive both a mid-term and end-ofterm evaluation. The format of the evaluation is determined by each individual program, but the
evaluation must be reviewed and signed by the AmeriCorps member as well as their assigned site
supervisor. (Please see the S UPERVISING M EMBERS for further information.)
Health and Child Care Enrollment or Waiver
This requirement applies to Full-time members only. All Full-time members must have either proof of
enrollment or a signed waiver for both health care and childcare benefits. For proof of enrollment,
programs may retain the member’s signed and approved application form. For members who elect to
decline either or both services, they must certify in writing that they have sufficient health coverage
elsewhere and/or do not wish to or qualify for childcare services. For details on specific health care
and childcare benefits, refer to H EALTH C ARE and C HILDCARE sections.
MY AMERICORPS
Previously, we referenced how the My AmeriCorps Portal can be used as a member recruitment tool.
However, the Portal primarily functions as a member management tool used throughout each
member’s term of service. All members must be enrolled and assigned to a service location or
operating site in My AmeriCorps within 30 days of signing their member agreement. This time period
gives your program the flexibility to ensure that the members you have selected are appropriate for
their positions and allows for better tracking and more transparency between the CNCS and its
grantees and subgrantees. You will find further details and instructional tutorials on how to use the
Portal at http://www.nationalserviceresources.org/ac-training-support-state.
The CCCS recommends providing members with the information necessary to create their individual
My AmeriCorps account, even if your organization will not be utilizing the Portal for the recruitment
process. A My AmeriCorps account will provide members with online access to a variety of features
and several frequently requested documents. Also, this can alleviate some of the administrative
burden from the program staff and provide members with a sense of ownership over their service
experience.
Note: All information entered into the My AmeriCorps Portal should match that contained
within the member file. If updates or changes are made, they should be documented in both
locations.
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Member Status
Throughout the program year there may be cause to change the status of a member’s term of service.
Program Directors are responsible for notifying the Corporation’s National Service Trust (through My
AmeriCorps) within 30 days of a member’s selection for, completion of, suspension from, or release
from, a term of service (2013 AmeriCorps Provisions IV. C.1). Here some service status jargon that
Program Directors should become familiar with:
In-Service
After enrollment is complete in My AmeriCorps, a member’s status is listed as in-service. This indicates
that the member is actively completing their service hours as required. Members will remain in-service
until an authorized party makes a change through that system.
Member Leave
Members are not employees and thus are not entitled to the traditional sense of what most would
consider vacation, holiday or sick time. However, all programs should plan accordingly and leave
room for occasions where members must be absent from service. The number of days of leave
permitted will vary with each program. Members must adhere to the policies of their specific service
site. Program Directors should establish a clear system for members to make such a request and
explain those procedures to members as early as possible. Members should not record zero hours
during any pay period. Unless the member is suspended (see below), the member must still receive
their normal living allowance.
Suspension
Suspension is defined as any extended period during which the member is not serving, accumulating
service hours or receiving AmeriCorps benefits (2013 AmeriCorps Provisions IV. C.1).
Suspension can be used as both a disciplinary action against a member who has violated the terms of
their member agreement (as outlined in the grievance procedure and member contract) and a means
to address extenuating circumstances in the life of member who has otherwise performed
satisfactorily.
Under personal and compelling circumstances (as determined by the Program Director and/or Site
Supervisor), a member may be suspended for up to two (2) years from the date of suspension. It is
advised that Program Directors document the rationale behind a member suspension, and retain it
within the member’s secured file.
Exit
AmeriCorps members can be exited for two reasons: (1) they successfully completed their term of
service and (2) they did/could not satisfy program requirements and were released from service.
Programs must provide members with sufficient opportunity to complete their terms of service. They
must also notify the National Service Trust (through My AmeriCorps) within 30 days of a member’s
end of term.
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TIP: Time is of the essence! Programs should develop a policy/system that outlines how they will
manage changes in member status to ensure that all changes are made within the 30 day time frame in
eGrants/MyAmeriCorps.
Refill Slots
If a member is exited, without an education award, prior to completing 30% of their term, their slot is
eligible to be refilled. Slots where a member was exited for personal and compelling circumstances
may not be refilled. Also, programs may not refill the same slot more than once.
To ensure that Corporation resources are available in the National Service Trust, the CCCS will not
permit refilling if either:
 total program enrollment reaches 97% of the awarded slots; or
 the number of refills reaches 5% of the awarded slots.
Slots can be refilled through My AmeriCorps Portal. Please use the tutorials available at
http://www.nationalserviceresources.org/ac-training-support-state for instructions.
For further guidance on member status and refilling slots, programs should consult their CCCS
Program Officer.
Slot Conversion
Circumstances may arise within a program that necessitates changing the term of service of a
currently enrolled member. Note that once a member is exited with a partial education award, the
remaining portion of that education award is not available for use. All slot conversations must be
completed in eGrants. Below you will find CNCS guidance on the topic. For further information, please
contact your Program Officer.
Full-time members. State Commissions and Parent Organizations may authorize or approve
occasional changes of currently enrolled full-time members to less than full-time members.
Impact on program quality should be factored into approval of requests. The Corporation will
not cover health care or childcare costs for less than full-time members. It is not allowable to
transfer currently enrolled full-time members to a less than full-time status simply to provide
a less than full-time education award.
Less than Full-time Members. Changing less than full-time members to full-time is
discouraged because it is very difficult to manage, unless done very early in the member’s
term of service. State Commissions and Parent Organizations may authorize or approve such
changes so long as their current budget can accommodate such changes. Keep in mind that a
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member’s minimum 1700 hours must be completed within 12 months of the member’s
original start date.
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MEMBER SUPERVISION
SUPERVISING MEMBERS
The duties of AmeriCorps members are restricted to activities specified in your program’s approved
grant application. The method used to supervise members must be unique since members are not
volunteers or paid staff. AmeriCorps supervisors should focus on the tasks of the service and
developing members in their charge. Setting the tone and explaining your expectations as a
supervisor is key to member success. A better management style for supervising AmeriCorps
members combines coaching, directing, supporting and delegating rather than creating a dictatorial
atmosphere. Program Directors should ask the following questions in order to create a positive
supervising experience;
 How do I help members understand what is supposed to be done and how to do it?
 What additional training might the members need that I cannot provide?
 How do I consider the needs of members not just at the beginning, but in month six
when their enthusiasm dips, and at the end when they leave?
 What can I do to inspire in members to commit to a life of service?
Remaining consistent is a great way to provide members guidance and become an effective
supervisor/role model.
TIP: Make sure all of your members are updated on AmeriCorps prohibited activities as well as
standards of conduct for your organization.
MANAGEMENT PLAN
Paperwork is a necessary, but at times an overwhelming part of a supervisor's job. All paperwork
must be kept in a safe and secure location to maintain confidentially. Every supervisor has their own
unique style and organization techniques such as checklists. Samples of tools used for organization
are available on the M EMBER M ANAGEMENT R ESOURCES page.
Keeping track of the hours a member spends on direct service, training and fundraising activities is a
huge component of member supervision. In order to be eligible to receive member benefits (living
allowance, education award, health care, childcare, etc.), members must have documented and properly
signed timesheets. Both paper and electronic timesheets are acceptable; however, the Corporation has
guidelines that programs must follow (See CNCS FAQ and 2013 AmeriCorps Provisions). Additional
guidance and resources are available at
http://encorps.nationalserviceresources.org/resources/nuts_and_bolts/timesheets_and_time_away.php/.
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All meetings, correspondence and disciplinary actions must be documented for legal creditability.
Remember that your program is funded under a Federal grant—policy and procedures are subject to
review.
EVALUATING MEMBERS
Evaluating members can improve performance, clarify duties and provide constructive feedback.
Evaluations are formal documents necessary for the retention, re-enrollment and/or termination
process of members. In addition to the benefits for members, evaluations are a tool that will allow
your program to select dates for reporting and future planning. Supervisors should complete your
program’s member evaluation form and give it to members so they have the opportunity to review
the document. When providing members with their evaluations it is best to schedule a mutually
convenient time for an evaluation meeting. Supervisors should tell members to bring the completed
evaluation form and come prepared to discuss any issues during the evaluation meeting. At the
evaluation meeting, redo the ratings together while discussing each element. Document the ratings
on a joint form. Work with the member to create a document of the member’s strengths and
weaknesses. For any areas that are deemed unsatisfactory, jointly develop an action plan to improve
performance. All parties must sign the document. Make two complete copies of all the forms: the
member receives a copy, the site keeps the second copy, and the original form should be given to the
service office. This may be the first time that the member has ever received constructive criticism in a
professional setting; therefore how you communicate this information is important.
"Supervision can be handled as check-in meetings, ongoing informal discussions, or
written reports. It is important to set up "checkpoints" along the way."
Serve Nebraska .Gov
The following tools may help you as you look to assess member performance:
 Quarterly Report. It can be helpful to create member reporting so that the Program
Director Quarterly Report information is readily available. Examples of how programs
structure reviews, member quarterly reports and other samples are sited in M EMBER
M ANAGEMENT R ESOURCES .
 Midterm Evaluation. The Midterm Evaluation allows members to get a sense of where
they need to improve. It is also a great opportunity for supervisors to provide feedback
on the positive attributes of the member. Both parties can fine-tune goals and
expectations for the last half of the service year.
 End of the Term Evaluation. The Program Director should plan the year with the end in
mind. The End of the Term Evaluation provides feedback to the member and the
supervisor with a year culmination.
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EFFECTIVE COMMUNICATIONS
The communication approach of a Program Director should alter depending on your member and
volunteer audience. Use age appropriate techniques when addressing individuals. Respectful
communications and respecting individuals are important in beneficial supervision. Practicing cultural
understanding can create respectful supervisor to member, member to member, and member to
volunteer relationships. Communication can take many forms: face-to-face meetings, service logs,
informal e-mails, reports, conference calls or individual phone conversations. While Facebook, instant
messenger, text messaging and other communication mediums maybe quick or easy, they are not the
most professional means of communication. When a member communicates important information
such as absence from service, it is vital that you set the standards for proper communication. Ground
rules and standards must be communicated to all include meeting best practices (e.g. turning off cell
phones). When dealing with communication challenges, remember not all conflict is negative and
confrontation can be positive. Conflict mediation can be a difficult but required aspect of supervising.
On the resource page, Rick Lynch from VMSystems provides the 7 Deadly Sins of Supervisors. This
document provides helpful supervising best practices. According to Michael Morrow, effective
practices for working with "difficult" situations include:
 Catch it early: If you let it slide the first time, the person will expect you to continue to let
it slide.
 Do it privately: Embarrassing people in front of others is relationship suicide. Avoid it.
 Make sure the person understands what they did, or did not do, and is clear about their
responsibility. To do that, you ask before you tell: "Do you understand what time you're
supposed to arrive?" "Do you know why it is important to be here at that time?"
 Get them to commit: "Can you be on time in the future?"
 Ask how you can assist: "What can I do to help you be on time?"
 Make sure they know the consequences of not being able to keep their word.
 Document everything! You might even consider a written contract, which the employee
(member) signs, that goes into his or her file.
 Have a very clearly defined process, stated in your handbook, for dealing with issues like
this.
 Don't take it personally: This one is tough for many supervisors because we're "people
oriented" and don't like "disciplining" people. But it is your job.
 Most important: When the staffer (member) does it right, notice it!
 Notice and reward each step, no matter how small. This is vital, because whether it is kids
or adults, we tend to spend far more time trying to change negative behavior than we do
reinforcing positive behavior. Turn that around. It is much more effective to emphasize
the positive in order to minimize the negative.
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 Additionally, celebrate with your team. Thank them often and in a variety of ways. (e.g.
recognize birthdays, surprise them with a card "just because”, bring a pizza to a group
meeting). The more members and volunteers like, trust, and respect you, the easier it is to
address challenges.
SUPPORTING YOUR TEAM
The CT Commission on Community Service does not mitigate internal conflicts with members,
volunteers or program staff. We do not hire nor discipline members or program staff. However, we
may provide assistance through resources and options. The Commission can provide staff supervisory
training, when appropriate, upon request. In addition, we highly recommend AmeriCorps*State
Programs bond with each other and share best practices. The process of supervising a wide range of
personalities can be stressful and having the ability to express concerns to fellow Program Directors
can be beneficial. Please be aware that as the funder, it is not proper for the Commission to become
involved with conversations between programs.
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MEMBER TRAINING & DEVELOPMENT
DEVELOPING YOUR AMERICORPS MEMBERS
The Corporation's 80/20 rule specifies that up to 20 percent of AmeriCorps members' time should be
spent preparing for service and enriching their personal and professional development. A majority of
the member’s development can be provided through trainings. Training is a time when a Program
Director can educate on a variety of topics and provide members with the tools necessary to be
successful during their service. It is also a time when you can connect to members on more
professional and personal levels.
“Training is a process, not an event. It begins long before participants show up and
continues until we see results in the workplace. Just because I’ve said it doesn’t mean
you’ve learned it. In 451 B.C., Confucius said, “What I hear, I forget; what I see, I
remember; but what I do, I understand.” The more we involve people in the learning
process rather than lecture them, the better the results will be.”
Bob Pike, Bob Pike Group.
Well-trained individuals provide high quality, high impact service and increase the value of the
AmeriCorps program. Training helps members develop skills in areas that they might not be
introduced to prior to AmeriCorps (e.g. effective communication, conflict resolution, diversity and
inclusion, leadership, CPR/first aid, outdoor education, volunteer development, resource mobilization,
and partnership development). In trainings, members can learn more about the community they are
serving and what National Service entails. Training can also broaden attitudes and perspectives and
increase their sense of empowerment, civic values and a service ethic. Lastly, trainings can promote
retention and a lifelong engagement in service.
MEMBER TRAINING DESIGN
Training for Adult Learners is different from children so be aware of your program’s training needs.
Be mindful with every design component for trainings. Every part of the training should connect to
the development of members, volunteers and/or staff. The space you use for training, the learning
environment, the trainer/facilitator selected, the training goal take-aways, the learning styles of your
audience and training tone will leave an impact on everyone. All trainings must be inclusive and the
Commission Inclusion Officer is available as a resource. Preparing a training should start with
analyzing the budget.
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It is mandatory that each program maintain a Member Development system (see S YSTEMS ). Please
refer to the 2013-2014 Riske-Based Monitoring Tool for specifics.
The more organized the Program Director is, the more organized the trainings will be. Each member
training should be planned well in advance. In the planning process, you must determine Who (who
will facilitate/conduct the training?; who will be in the audience?), What (what are the training goals,
outcomes and/or learning objectives?; What materials/tools will be necessary to conduct the
training?), Where (where will the training take place?), When (when will the training take place?), and
How (How will the training be evaluated?).
When hiring an outside speaker/trainer to educate the members, it is vital that each trainer
understand the AmeriCorps program and have the credentials to support their area of expertise. This
may require a number of preparatory meetings with your trainer to ensure that you are hiring the best
person for the training. Great trainers can be expensive so consider hosting the training with another
program to split costs.
All trainings must include:
 Sign-In sheet and attendance
 An agenda
 Opener (activity to create buy in)
 Learning objective
 Skills area (learning material)
 Game/ice breaker
 Energizer (refresher of material)
 Reflection activity
 Closer (activity to end training)
 Evaluation
REQUIRED TRAININGS
The following trainings are mandatory during the program year:
 Orientation
 Conflict Resolution
 Diversity and Cultural Awareness
 Sexual Harassment and Ethics
 Civic Engagement
 Teamwork and Leadership
The trainings below are highly recommended:
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 Wellness and Stress Management to prepare individuals for the stressors that can result
from service.
 Life Skills/Money Management. Some members will be challenged by living on a limited
stipend and will need tips for budgeting.
 Career Builder. Creating a portfolio including resume, cover letter writing and
interviewing.
 Basic first aid and CPR training. The American Red Cross can help provide a local trainer
to prepare members for emergencies.
MEMBER ORIENTATION
Beginning in 2013, all CCCS AmeriCorps programs must conduct a minimum one-week member
orientation. Orientation is the first training that educates your members on a variety of topics and
provides them with the necessary tools to be successful during their service. Orientation is when you
can be creative and build teamwork through a wide range of activities and strategies. As a manager
and mentor, orientation is an opportunity to express your expectations to members and volunteers in
a professional, yet fun way.
Orientation must cover the following:
 AmeriCorps program goals
 Your organization’s/legal applicant’s background including history, culture, mission, etc.
 An overview of CNCS programs including Vista, Senior Corps and other cross streams of
service
 Members’ rights and responsibilities
 Program’s code of conduct
 Requirements under the Drug-Free Workplace Act (41 U.S.C. 701 et seq.)
 Progressive disciplinary procedures
 Suspension and termination policies
 Grievance procedures
 Sexual harassment and other non-discrimination issues
 Member Benefits
 A tour of the agency and program host sites
 Inspiration—service is inspiring, and understanding the role that inspiration plays can
help make the year a success. Refer to the M EMBER M ANAGEMENT R ESOURCES page for
examples
 A reflection on each member's reasons for choosing service.
 Member Self-Assessment—allows you to understand the skills sets and challenges of
each member and also allows members to set goals for their development
 Assurances from CNCS
 Placement site orientation
 Orientation to community. Refer to the M EMBER M ANAGEMENT R ESOURCES page for
suggestions.
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 Performance measures.
 All prohibited activities listed in the 2013 AmeriCorps Provisions (Part IV. D,3):
o Attempting to influence legislation;
o Organizing or engaging in protests, petitions, boycotts, or strikes;
o Assisting, promoting, or deterring union organizing;
o Impairing existing contracts for services or collective bargaining agreements;
o Engaging in partisan political activities, or other activities designed to influence
the outcome of an election to any public office;
o Participating in, or endorsing, events or activities that are likely to include
advocacy for or against political parties, political platforms, political candidates,
proposed legislation, or elected officials;
o Engaging in religious instruction, conducting worship services, providing
instruction as part of a program that includes mandatory religious instruction or
worship, constructing or operating facilities devoted to religious instruction or
worship, maintaining facilities primarily or inherently devoted to religious
instruction or worship, or engaging in any form of religious proselytization;
o Providing a direct benefit to—
 A business organized for profit;
 A labor union;
 A partisan political organization;
 A nonprofit organization that fails to comply with the restrictions
contained in section 501(c)(3) of the Internal Revenue Code of 1986
related to engaging in political activities or substantial amount of
lobbying except that nothing in these provisions shall be construed to
prevent participants from engaging in advocacy activities undertaken at
their own initiative; and
 An organization engaged in the religious activities described in
paragraph 3.g. above, unless CNCS assistance is not used to support
those religious activities;
o Conducting a voter registration drive or using CNCS funds to conduct a voter
registration drive;
o Providing abortion services or referrals for receipt of such services; and
o Such other activities as CNCS may prohibit.
AmeriCorps members may not engage in the above activities directly or indirectly by
recruiting, training, or managing others for the primary purpose of engaging in one of the
activities listed above. Individuals may exercise their rights as private citizens and may
participate in the activities listed above on their initiative, on non-AmeriCorps time, and using
non- CNCS funds. Individuals should not wear the AmeriCorps logo while doing so.
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Incorporating former program members in the orientation is a great tool utilized to create member
buy in. Ask other staff, colleagues with other organizations and other experts to share knowledge and
best practices, also.
TIP: Refer to the M EMBER M ANAGEMENT R ESOURCES page for a link to a video about a "Wall of
History" activity. This activity is used at the beginning, middle, and end of service as a reflection and
team building vehicle.
RETENTION FOR MEMBERS
Retention begins in the interview process, when you have accurately described the member role and
assessed whether the potential member is correct fit for your program. Program Directors should be
honest and up front about the commitment needs of their AmeriCorps program. Otherwise, retention
for your program is challenging and both the member and program staff may feel mislead.
There are several key components in an AmeriCorps program that enhance retention such as
placement, orientation, training, supervision, evaluation and recognition. At the start of service, ask
what the member’s motivations for service are and honor their time in your program. When
members feel valued, they are likely to share positive experiences with others and possibly continue
serving.
“Members stay because the corps is fun, because they are valued, and because they
look forward to showing up every day. Members leave when it is no longer fun, they are
not valued, and they dread coming each day. It really is that simple,”
(http://www.nationalserviceresources.org/practices/17146).
Data collection through assessments and evaluations are essential to provide information about your
program’s retention patterns. Conducting surveys and collecting written stories from members, during
and after their service, will provide insight about member experiences that will help you to keep
member retention rates high.
For more information regarding retention best practices refer to:
http://www.nationalserviceresources.org/practices/17146
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MEMBER BENEFITS
LIVING ALLOWANCE
All Full-time AmeriCorps members must be provided with a living allowance (member stipend).
Though not required, programs have the option to provide an allowance to Part-time members. All
living allowances must be provided within the confines of the minimums and maximums provided in
the table below.
TABLE 4. MINIMUM AND MAXIMUM LIVING ALLOWANCE
SERVICE TERM
MINIMUM
MINIMUM LIVING
MAXIMUM TOTAL LIVING
ALLOWANCE
ALLOWANCE
#
OF HOURS
FULL-TIME
1700
$12,100
$24,200
ONE-YEAR HALF-TIME
900
N/A
$12,800
TWO-YEAR HALF-TIME
900
N/A
$12,800
REDUCED HALF-TIME
675
N/A
$9,600
QUARTER-TIME
450
N/A
$6,400
MINIMUM-TIME
300
N/A
$4,300
AmeriCorps members are not employees and a living allowance is not a wage. Thus, living allowances
are not distributed based upon the number of hours served during each pay period. Living allowances
must be dispersed to members in equal amounts throughout their term of service. Deductions
should be made for federal and state income taxes, where applicable, and FICA (Social Security and
Medicare taxes)4. The pay periods for living allowances are determined by each program. So long as a
member is enrolled and has in-service status (see M EMBER S TATUS ), they must receive their living
allowance, listed in their member contract, in equal increments throughout the program year. If a
4
Contact your CCCS Grants Officer with questions.
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member is released early for any circumstance (including a personal and compelling circumstance)
they may not receive a lump sum of the remaining balance of their living allowance.
To document and verify that members are completing their service hours, accurate timesheets that
are properly signed and approved must be processed for each pay period (see M ANAGEMENT P LAN
section for details). Timesheets are to be maintained in a safe and secure location (physical or
electronic) in accordance with applicable AmeriCorps Regulations.
Federal Benefit Eligibility
The National and Community Service Act of 1990 provides that allowances, earnings, and payments to
participants in AmeriCorps State and National programs “shall not be considered income for the
purposes of determining eligibility for and the amount of income transfer and in-kind aid furnished
under any federal or federally-assisted program based on need, other than as provided under the
Social Security Act (SSA).” Additionally, under the Heroes Earnings and Relief Tax (HEART) Act of
2008, the Social Security Administration will ignore an individual’s receipt of AmeriCorps benefits for
purposes of SSI eligibility. The Heart Act excludes “any benefit (whether cash or in-kind)” and so
covers the living allowance, health insurance, child care and the education award (and related interest
payments). Note: If your members will be provided a living allowance while receiving/applying for
Temporary Assistance for Needy Families (TANF), federal work-study, or SSI benefits, they may be
impacted by the above statements. Program Directors should consult the AmeriCorps*State and
National FAQs (http://www.americorps.gov/for_organizations/manage/index.asp) and/or contact their
CCCS Program Officer.
HEALTH CARE
Full-time AmeriCorps members must be covered under a health insurance plan that meets CNCS
minimum standards (A PPENDIX I-H EALTH Care). They are eligible to receive health care benefits,
provided by their AmeriCorps program, unless they are adequately covered through another source. If
members have sufficient health coverage and elect not to accept coverage provided by the program,
they must sign a waiver (see A PPENDIX I-H EALTH Care). The program must also provide health care
benefits, if a Full-time member loses alternative coverage during their term of service, through action
outside of his/her control. Proof of health insurance coverage should be maintained in each member’s
file, regardless of whether or not they waived the program’s insurance.
Medicaid and Medicare
Health care coverage must also be provided to Full-time members who are eligible for Medicaid or
Medicare. Medicaid and Medicare are considered wrap around coverage, which means that they will
pick up any costs that the health insurance policy provided by the member’s AmeriCorps program
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does not cover. The U.S. Department of Health and Human Services (HHS) has taken the position that
members receiving Medicaid must have coverage available to them through AmeriCorps.
CHILDCARE
Childcare must be made available to AmeriCorps members who meet all of the following criteria:
 Must be an active Full-time (or Full-time capacity) member of AmeriCorps.
 Member must need child care services in order to participate in the AmeriCorps program.
 Member’s household income must not exceed the maximum amount under the Child
Care & Development Fund (CCDF) Block Grant rules established by the state or territory
in which the child care services are provided.
 The member must be a custodial parent or legal guardian of a child under the age of 13
 The child must be living with the member.
 Once the Member is approved and accepts the AmeriCorps CCBP benefits, the member
must not be receiving a child care benefit for the same child from any other source.
These requirements and the Child Care application are available at
http://www.americorpschildcare.com/. Programs should maintain a copy of the member’s completed
Child Care application in the member’s file. It is the Program Director’s responsibility to inform the
AmeriCorps Childcare Provider (currently, GAP Solutions Inc.) of a member’s eligibility for childcare
services. In addition, Program Directors must inform the Childcare Provider in writing if:
 A member becomes eligible for childcare,
 There is a change in a member’s eligibility status,
 A member wishes to change childcare providers, or
 A member receiving childcare is absent for 5 or more days in a one month period.
If programs fail to immediately notify the AmeriCorps Childcare Provider, costs incurred may be
charged to the program.
ELI SEGAL EDUCATION AWARD
Upon successful completion of their term of service, members are eligible to receive an Eli Segal
Education Award. The amount of the Award received is aligned with the member’s minimum service
hours (Table 5). Members have up to seven years after the completion of service to make use of the
Award. The Award is considered taxable income in the year that it is used.
Note: Program Directors should see http://edaward.org for topics that should be covered while
speaking with or training members about the Education Award.
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TABLE 5. 2013-2014 EDUCATION AWARD AMOUNTS
TERM OF SERVICE
MINIMUM # OF HOURS
EDUCATION AWARD
FULL-TIME
1700
$5,550
ONE-YEAR HALF-TIME
900
$2,775
TWO-YEAR HALF-TIME
900
$2,775
REDUCED HALF-TIME
675
$2,114
QUARTER-TIME
450
$1,468
MINIMUM-TIME
300
$1,175
EDUCATION AWARD TRANSFER
Members age 55 and over, have the option to transfer the education award to a child, grandchild, or
foster child. For a tutorial to share with members, visit: http://edaward.org/.
LOAN FORBEARANCE AND INTEREST ACCRUAL
Enrolled AmeriCorps members are also eligible for forbearance and interest accrual payment for most
federally-guaranteed student loans. Applying for forbearance gives members the opportunity to
postpone repayment for qualified student loans. While in forbearance, interest will continue to accrue.
However, if the member successfully completes their term of service, the National Service Trust will
pay all or a portion of the accrued interest. The interest accrual payment is considered taxable income
in the year that it is provided to the member. To gain access to the necessary forms, members must
create their own My AmeriCorps account. Further details are available at:
http://www.nationalservice.gov/programs/americorps/segal-americorps-education-award/using-yoursegal-education-award/postponing.
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FINANCIAL MANAGEMENT
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EFFECTIVE FINANCIAL MANAGEMENT
UNDERSTANDING FINANCIAL MANAGEMENT
Program Directors are ultimately responsible for the overall administration of the program. Effective
financial management is essential to your AmeriCorps program. Ineffective financial management will
have a negative impact on the success of your program, such as, bad publicity, or major audit findings
leading to funding being delayed, withheld or having to be repaid. Program Directors need to take
an active role in understanding and monitoring the financial systems.
SUSTAINABILITY
Having accurate information, supporting documentation, an efficient accounting system, internal
controls, cash management and budgetary controls, and following policies and procedures will help
as you work to establish and maintain a high quality AmeriCorps program.
Program Directors and Financial Managers should be familiar with the financial components of their
program’s grant agreement. This agreement outlines the approved budget and budget narrative, as
well as key financial and programmatic reporting requirements. The parameters set forth there will
provide much of the information needed to establish systems and policies at the program level. The
CCCS should be notified of any potential financial problems. Please contact your CCCS Grants Officer
if any financial concerns arise during the program year.
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Having Good Internal Controls means:






Documented policies and
procedures
Adequate review process for
financial reports and budgets
Adequate cash management
procedures (e.g. monthly bank
reconciliations)
Physical safeguarding of assets
System to track members’ &
employees’ activities
System to follow-up on problems
identified to ensure resolution
Documented Policies and Procedures
include:





Master calendar of all grant
reporting deadlines
System to communicate effectively
between staff
Tickler for grant file outlining
programmatic requirements
Tickler for financial components of
grant to ensure compliance
Cross training notes for daily,
monthly, quarterly, semi-annual and
annual duties in case of turnover
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BUDGET/ COST
KNOWING YOUR PROGRAM BUDGET
Your AmeriCorps program budget (as approved in your grant agreement) is the blueprint that will
help your organization meet its goals and objectives and ensure that match requirements are met. It
is the responsibility of the program to review and compare the budget to actual expenses, assure that
any necessary budget changes are properly approved and verify that any movements between line
items fall within provision guidelines. It is crucial to have a reliable and accurate accounting system
that will enable you to keep track of the program’s financial progress.
An organizations accounting system must be capable of:
 Distinguishing grant vs. non-grant related expenditures
 Identifying costs by program year
 Identifying costs by budget category
 Differentiating between direct (program costs) and indirect costs (administrative costs)
 Accounting for each award/grant separately
 Maintaining Federal/non-Federal matching funds separately from grant funds
 Recording in-kind contributions as both revenue and expense
 Allowing management to easily obtain financial reports at both the summary and detailed
levels
 Correlating to financial reports submitted to Commission or CNCS
Budget Modification
Budget modifications occur when there is a:
 Shift of funds from one budget category to another,
 Shift of funds from one section to another , or
 Reduction of the Grantee Share (match).
If your program encounters unexpected decreased or increased expenses in various line items, a
budget modification may be necessary. The Corporation acknowledges that budget revisions are
sometimes unavoidable and sometimes are required more than once in a program year. Thus,
programs may move funds between line items without Commission or CNCS approval if the
cumulative amount moved is less than 10% of the total grant amount, as long as the transfer is in
compliance with all applicable standards and requirements articulated in the grant agreement and/or
AmeriCorps Regulations (45 CFR§2543.25).
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Example:
A program that receives a $100,000 grant may move a cumulative total of up to $9,999.99
between line items without approval as long as the transfer is in compliance with all other
applicable.
Programs that wish to transfer funds totaling 10% or more of the total grant award, wish to reallocate
funds for training and member support, or purchase equipment over $5,000 must submit a Contract
Budget Revision Request Form (A PPENDIX B-P ROGRAM /B UDGET A MENDMENT R EQUEST F ORM ) and
receive prior approval from the Connecticut Commission and the Corporation. Programs should
explain and include fill in the revised budget in their request form. If additional space is necessary,
ensure that any attachments are provided to CCCS staff at the time of request. Programs should not
consider budget modification requests approved until written notice is received from the Connecticut
Commission and/or the Corporation. Questions about budget modifications should be directed
towards your CCCS Grants Officer.
Any move of funds between line items,
totaling less than 10% (cumulative) of the
approved total budget



Changes to budget line items
that is 10% or more of the total
approved budget.
Changes to increase or
reallocate funds for member
support
Purchase of equipment over
$5,000
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Administrative (Indirect) Costs
Administrative (indirect) costs are general or centralized expenses incurred for the overall
administration of an organization receiving Corporation funds. These costs may include general
expenses related to overall administration for the legal applicant or costs incurred for the
common/joint objectives within the organization that cannot be readily identifiable with a
particular project or cost objective. However, administrative costs do not include costs specific to
the AmeriCorps program. All programs select one of two options for calculating their
administrative cost rate at the time of grant application or continuation request. For organizations
that have an established indirect cost rate for federal awards (IDC), administrative costs refer to
those costs that are included in the organization’s indirect cost rate agreement. Such costs are
generally identified with the organization’s overall operation and are further described in Office of
Management and Budget Circulars A-21, A-87, and A-122. If your organization is using an
established IDC, there is also a 5% cap on the total federal share that can be applied to
administrative costs.
For organizations that used the Corporation’s Fixed Percentage method, the program may charge
(for administrative costs) a fixed 5% of the total of the Corporation funds expended. Under this
method, the grantee share of administrative costs can be no more than 10% of the total direct
costs for the program. The limitations for use of Corporation funds on administrative costs are
described in 45 CFR § 2540.110.
Here is a list of examples of typical indirect costs:
 Accounting, financial, contracting or general legal services
 General liability insurance that protects the organization (not solely related to a program)
 Directors and officers insurance
 Audits
 General & Administrative salaries & wages
Program (Direct) Costs
Program (direct) costs are those expenses directly related to a program or project, including their
operations and objectives. Program costs include, but are not limited to:
 Costs attributable to members, including: living allowances, insurance payments, and
expenses for training and travel.
 Costs (including salary, benefits, training, travel) attributable to staff who recruit, train,
place, support, coordinate, or supervise members.
 Costs (including salary, benefits, training, travel) attributable to staff who develop
materials used in member recruitment, training, placement, support, or supervision.
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 Costs for independent evaluations and internal evaluations to the extent that the
evaluations cover only the funded program or project.
 Costs, excluding those already covered in an organization's indirect cost rate, attributable
to staff that work in a direct program or project support, operational, or oversight
capacity, including, but not limited to: support staff whose functions directly support
program or project activities; staff who coordinate and facilitate single or multi-site
program and project activities.
 Space, facility, and communications costs for program or project operations and other
costs that primarily support program or project operations, excluding those costs that are
already covered by an organization's indirect cost rate.
 Other allowable costs, excluding those costs that are already covered by an organization's
indirect cost rate, specifically approved by the Corporation as directly attributable to a
program or project.
MATCH REQUIREMENT
Programs must provide and account for the matching funds approved in their application to the
Connecticut Commission. This includes budgets that exceed the minimum grantee match
requirement. By the end of each grant year, the grantee must have contributed either the
proposed matching resources or the minimum overall share match (see below), whichever is
greater. Programs that do not meet the match proposed in the grant application may be subject
to suspension of funds, grant termination or recovery of funds by the CCCS.
TABLE 6. MINIMUM MATCH REQUIREMENTS PER PROGRAM YEAR
MINIMUM
OVERALL
SHARE
YEAR
1
YEAR
2
YEAR
3
YEAR
4
YEAR
5
YEAR
6
YEAR
7
YEAR
8
YEAR
9
YEAR
10
24%
24%
24%
26%
30%
34%
38%
42%
46%
50%
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PROGRAM FUNDRAISING
According to the OMB Circulars, programs cannot charge the cost of “organized fundraising” or expenses
incurred “solely to raise capital or obtain contributions” to the AmeriCorps grant. Any staff person
supported by the AmeriCorps program are also covered under the OMB Circulars and thus may not
participate in these activities while charging time to the AmeriCorps grant. All staff should have clear time
records that detail and distinguish the time they spend on these and other activities. AmeriCorps
members are not, typically, permitted to support their organizations with major fundraising efforts. They
can, however, do some fundraising activities, as long as they do not spend more than 10% of their total
hour commitment on such activities. This must also be reflected and clearly distinguished from other
activities in the member time records. Acceptable fundraising activities are outlined in 45 CFR§2520.40.
PROGRAM INCOME
Some programs will have activities that generate income. Program income includes income from fees for
services performed, from the use or rental of real or personal property acquired with grant funds, from the
sale of commodities or items fabricated under a grant agreement, and from payments of principal and
interest on loans made with grant funds. Program Income should be used as matching funds (grantee
share). For details on the use of program income, please refer to 45 CFR§2541.250.
Budgeting Tips
Check to ensure that required match is met
Be aware of budget changes that require amendments
Identify In-kind donations prior to creating the budget
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FINANCIAL MONITORING & REPORTING
CCCS FINANCIAL MONITORING
All Financial Reports should be: Timely, Accurate, and Complete. Program staff should ensure that all
deadlines are met, data is reviewed and reconciled for accuracy prior to submission, and all pertinent
information for the reporting period is included. In addition, the accounting system should be designed to
meet all reporting requirements. Reports should reflect information that comes directly from the
accounting system, and proper supporting documentation should be maintained in files that support each
submitted report. Late reports will be addressed according to the
Periodic Expense Reports (PERs) and Cash Requests
Program staff must submit Periodic Expense Reports (PERs) and cash requests on a monthly basis to your
CCCS Grants Officer. PERs are due by the 15th of each month of your grant period. All are to be submitted
via electronic database at http://www.ctohe.org/americorps/. Additional back-up documentation may be
required as determined by your CCCS Grants Officer. The PER submitted will be reviewed along with cash
requests.
The following will be reviewed for all PERs:





Program expenditures are proportional to planned program activities
Cash request is reasonable
Budgeted grantee match is being met
Reporting dates correspond to the correct one month period
Section III Administrative/Indirect Costs are in line with CCCS policies
Quarterly Financial Reporting
Quarterly Financial Reports are used to collect data, on your program’s federal expenditures. Reports are
to be submitted to the CCCS Grants Officer 15 days after the end of each fiscal quarter. All grantees will
submit a total of five (5) quarterly financial reports in a given program year.
TABLE 7 2013-2014 QUARTERLY REPORTING
REPORTING PERIOD COVERED
DUE DATE
JULY 1, 2013 - SEPT. 30, 2013
OCTOBER 15, 2013

During the July-September quarter, there are two overlapping program years. Programs must submit
two sets of quarterly reports, one for each program year, during this period.
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OCT. 1, 2013 - DEC. 31, 2013
JANUARY 15, 2014
JAN. 1, 2014 - MAR. 31, 2014
APRIL 15, 2014
APR. 1, 2014 - JUNE 30, 2014
JULY15, 2014
JULY 1, 2014 - SEPT. 30, 2014
OCTOBER 15, 2014
Note: Beginning 2013-2014, Quarterly Financial Reports and Quarterly Progress Reports (QPRs) are
due at the same time (T ABLE 7 2013-2014 Q UARTERLY R EPORTING ). See also P ROGRESS R EPORTS .
Record Retention and Auditing
All financial records, supporting documents, member files and other records pertaining to the
AmeriCorps*State grant award must be maintained for at least three (3) years from the date of submission
of the CCCS’s final financial report. This means that all records should be maintained for a minimum of
seven (7) years from the start of initial the grant award period. For further details and information on
exceptions to this rule, please see 45 CFR §2543.53.
Review of financial and program records may be performed during a program audit in accordance with
OMB Circular A-133. Programs may be audited by CCCS, the Corporation or an independent agency. It is
the responsibility of the program to follow up on and correct any findings and identified weaknesses
within the time period determined by the auditors.
Consult your CCCS Grants Officer for clarification on auditing and record retention.
Close Outs
All grant close outs must be received within 45 days of the close of the grant cycle and include the
following:
 A hardcopy of Final Federal Financial Report for the consecutive years covered by the AmeriCorps
grant, certified by the chief financial officer.
 A hardcopy of subgrantee certification that all subgrants (if any) are closed.
 A list of remaining supplies and equipment purchased under the grant with a current market
value of $5,000 or more.
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RESOURCES
PROGRAM MANAGEMENT RESOURCES
Manage Current Grants:
http://www.americorps.gov/for_organizations/manage/index.asp
For Program Environment resources see the following web pages:
http://www.nationalserviceresources.org/filemanager/download/online/sustainability_toolkit.pdf
http://www.americorpsconnect.org/content/toolkit-program-sustainability-capacity-building-andvolunteer-recruitmentmanagement
http://www.nationalserviceresources.org/files/GI_CommunityNeedsAssessmentIdeas_2010_HON.pdf
http://www.orgchart.net/wiki/Main_Page
For Publication Relations resources see the following web pages:
http://www.nationalservice.gov/pdf/Media_Guide.pdf
http://nationalserviceresources.org/writing-press-releases
http://www.americorps.gov/about/newsroom/widgets.asp
https://pubs.nationalservice.gov/
For sample program forms:
http://www.nationalserviceresources.org/samples-from-the-field
MEMBER MANAGEMENT RESOURCES
Criminal History Checks
http://www.nationalservice.gov/for_organizations/manage/history_checks.asp
http://www.gpo.gov/fdsys/pkg/FR-2011-07-06/pdf/2011-16509.pdf
http://www.nationalserviceresources.org/criminal-history
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My AmeriCorps Portal Tutorials
http://www.nationalserviceresources.org/ac-training-support-state
Member Orientation
http://www.americorpsconnect.org/content/americorps101
Life After AmeriCorps Training
http://encorps.nationalserviceresources.org/laa_laatraining.php
Conducting Exit Interviews
http://encorps.nationalserviceresources.org/laa_conduct.php
Providing Coping Strategies to Members
http://encorps.nationalserviceresources.org/laa_coping.php
Recognizing Contributions and the End of Service
http://encorps.nationalserviceresources.org/laa_eos.php
Passing Along Wisdom
http://encorps.nationalserviceresources.org/laa_wisdom.php
Helping Members Stay Connected
http://encorps.nationalserviceresources.org/laa_connect.php
Agendas
http://encorps.nationalserviceresources.org/orientation_osot_agendas.php
Overview of CNCS programs
http://www.cns.gov/about/programs/index.asp
http://encorps.nationalserviceresources.org/tools_to_help_members_explain.php
Ice breakers, warm-ups and team building
http://encorps.nationalserviceresources.org/warmup_activities_ice_breakers.php
Motivational Exercise
http://encorps.nationalserviceresources.org/resources/optional_topics/motivational_toolbox.php
View video
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http://encorps.nationalserviceresources.org/wall_of_history.php
Make sure your members get to know the local community,
http://encorps.nationalserviceresources.org/community_orientation_1.php
See an example program's risk management guidelines
http://encorps.nationalserviceresources.org/resources/member_wellness/risk_management_plan.php
Incorporate the wisdom of former members.
http://encorps.nationalserviceresources.org/letter_from_a_former_member.php
Conflict Resolution
http://encorps.nationalserviceresources.org/mt_conflict.php
Organizing a closing ceremony
http://encorps.nationalserviceresources.org/laa_eos.php
Sample of a quarterly member review approach
http://encorps.nationalserviceresources.org/rating_members_on_a_regular_ba.php
http://encorps.nationalserviceresources.org/90day_review.php
Sample midterm member review forms
http://encorps.nationalserviceresources.org/sixmonth_review.php
Sample end-of-term forms
http://encorps.nationalserviceresources.org/endofterm_reviews.php
FINANCIAL MANAGEMENT RESOURCES
For general financial management resources see:
Financial Management
http://www.nationalserviceresources.org/program-financial-and-grant-management/financialmanagement
OMB Circulars
http://www.access.gpo.gov/nara/cfr/waisidx_07/2cfrv1_07.html#215
AmeriCorps Regulations
http://www.americorps.gov/for_organizations/manage/index.asp
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For financial reporting tips and tools see:
www.nationalserviceresources.org/courses-desc
http://nationalserviceresources.org/resources/tta/walker_and_company_llp.php
DISABILITY INCLUSION RESOURCES
www.serviceandinclusion.org
www.michigan.gov/mcsc
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KEY TERMS
Approved vendors—are official criminal history information repositories, designated by CNCS, for each
state or territory. Programs must use approved vendors to obtain criminal history check information,
unless CNCS approves an Alternate Search Protocol (ASP).
Authorized supervisor – a person (program or service site staff) who has a completed two- or three-part
criminal history check.
Auxiliary Aids - are devices that enable effective communication for people with disabilities.
Calculation- shows the steps taken to arrive at a particular line item in equation format; should identify
the number of persons/units involved and the cost person/unit.
Continuation request- the AmeriCorps grant application completed by organizations that seek to continue
funding for Year 2 or Year 3 of a grant cycle.
Covered individual- a person whose position or role, is listed as an estimated direct cost on the approved
grant budget (federal or grantee—matching—share), as receiving salary, stipend, living allowance,
national education award or similar, in return for providing service to the program; OR a person whose
costs associated with their salary, stipend, living allowance, etc. that will be included within amounts
reported as expenditure of either federal or matching share on the program’s financial reports.
Disability- is a physical or mental impairment that substantially limits one of more major life activities.
Essential Functions—are tasks or service duties that are critical to the service position. If one or more are
not performed, then the nature of the position is fundamentally changed. The person in the position
must provide these tasks or service duties.
Grant cycle- the three-year term that AmeriCorps grants are issued. This term is contingent upon positive
compliance record and strong program performance.
Grant year- the year in which the program operates.
Line item- a budget item within a section and category in an approved budget.
Major life activities—are any tasks or functions an average person can do with little to no difficulty
Marginal Functions—are tasks or service duties that are not critical to the service position. These service
tasks and duties can be easily reassigned, divided among a number or individuals, or traded between
individuals. At times, marginal functions are tasks completed on an as-needed basis.
Operating site- an organization that places AmeriCorps State and National members into service
locations. State programs are operating sites.
Program year- the year in which your program is in full operation.
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Qualified Individual- is a person of any ability who satisfies the skill, experience, education, and other
related requirements of a service opportunity and is able to perform its essential functions with or without
reasonable accommodations.
Recompete programs- are those that have completed a 3-year grant cycle and have applied to begin
another three-year grant cycle
Retention rate- the percentage of AmeriCorps members who exit the AmeriCorps Program with either a
full or pro-rated Education Award.
Service site/service location/host site- the organization where a member provides most of their service in
the community. Typical service locations are schools, food bans, health clinics, community parks, etc.
Service locations are not typically operating sites, unless the member actually serves at the operating site
most of the time.
Test- a set of questions or problems designed to assess knowledge, skills, or intelligence.
Vulnerable populations- are persons who are age 17 or younger, age 60 or older, or individuals with
disabilities.
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CCCS POLICIES
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REPORT SUBMISSION POLICY
Connecticut Commission on Community Service
Report Submission Policy
1.
The dates for submission of reports to the State Commission office and the Corporation for National
and Community Service are included in the grant agreement. By signing the grant agreement,
subgrantees acknowledge receipt of the due dates for all required reports. The timeline for
submitting reports to the State Commission office provides enough time for resubmission in the
event there is an error in report.
2.
The Grants Officer and Program Officer will monitor the submission of all subgrantee reports
compliance with their due dates. The subgrantee’s reports will be date stamped by CCCS upon
receipt.
3.
All reports will be reviewed for accuracy and content. Appropriate feedback will be provided in
writing. Responses will be required if necessary.
4.
For programs submitting reports after the submission date without prior approval:
First Offense:
CCCS will notify the Program Director in writing and make arrangements for immediate
submission of the report. The offense will be officially documented in the program file.
Second Offense:
The CCCS will notify in writing the legal entity for the subgrantee and/or the supervisor in charge
of the program director, with copy to the program director. The program file will be documented
and a copy of the letter placed in the file. The letter will also include consequences such as
suspension/reduction of grant funding, as determined by Commission staff.
Third Offense:
A third offense will be considered with great severity. A corrective action plan will be required
from the program in order to receive continued funding. The correction action plan will be
shared with all Commission members and Commission staff, the legal applicant’s board of
directors and program staff. Non-adherence to the corrective action plan will result in
termination of the program.
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ENROLLMENT AND RETENTION POLICIES
Connecticut Commission on Community Service
Enrollment and Retention Policies
Enrollment
Member enrollment refers to the number of slots filled divided by the number of slots awarded. The
Commission understands that programs may encounter some difficulty in having an enrollment rate
of 100%. As such, the Commission has created a policy for all AmeriCorps*State programs to meet
minimum standards. The following is an overview of the policy.
Year 1
Programs that are beginning
their first year of operating an
AmeriCorps grant must meet a
90% enrollment rate.
Year 2
Programs that are operating in
the second year of their
AmeriCorps grant must meet a
95% enrollment rate.
Year 3+
Programs that are operating in
the third year or more of their
AmeriCorps grant must meet a
100% enrollment rate.
Failure to meet the above guidelines will adversely affect the program’s risk level and may reduce the
amount of grant allocation in future years. The Connecticut Commission on Community Service
reserves the right to recommend a smaller amount of AmeriCorps members in a sub-grantee’s second
or third year of funding based on their enrollment, retention, and graduation rates. The Commission
will work closely with sub-grantees to ensure that goals are met by identifying training and technical
assistance if necessary.
Retention
The Commission understands that programs may find it difficult to retain members over the course of
the program year. Retention refers to the number of AmeriCorps members that exit the program
successfully with either a full education award or a partial/prorated education award. The Connecticut
Commission on Community Service wants to ensure that its programs improve gradually to meet the
overall goal of a 100% retention rate. As such, the Commission has adopted the following retention
policy.
Year 1
Programs that are beginning
their first year of operating an
AmeriCorps grant must meet a
80% retention rate.
Year 2
Programs that are operating in
the second year of their
AmeriCorps grant must meet a
90% retention rate.
Year 3+
Programs that are operating in
the third year or more of their
AmeriCorps grant must meet a
100% retention rate.
Programs that recruit members from underserved communities and at-risk youth are strongly
encouraged to outline their retention difficulties in their application (and subsequent continuation
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applications). The Commission will take any written and documented retention difficulties into
consideration when reviewing an application and monitoring a program. Recruitment and retention
percentages may be used to determine a program’s risk designation and may be taken into
consideration when determining funding decisions that could result in the loss of funding. Retention
percentages will be monitored monthly.
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PUBLICATIONS AND MEDIA POLICY
Connecticut Commission on Community Service
Publications and Media Policy
Part VI. Special Terms and Conditions of Grant Agreement:
M. The Grantee shall identify the program as an AmeriCorps program and members as
AmeriCorps members. All partnership agreements, MOU/MOA, Host Site Agreements, etc.
related to the AmeriCorps program must explicitly state that the program is “an AmeriCorps
program” and AmeriCorps members are the resource being provided.
N. AmeriCorps is a registered service mark of CNCS. CNCS provides a camera-ready logo. All
Grantee websites shall clearly state that they are an AmeriCorps grantee and shall prominently
display the AmeriCorps logo. Grantees shall use the AmeriCorps name and logo on service gear
and public materials such as stationery, application forms, recruitment brochures, on-line
position postings or other recruitment materials, orientation materials, member curriculum
materials, signs, banners, press releases and publications related to their AmeriCorps program
in accordance with CNCS requirements.
In an effort to reinforce the branding of the AmeriCorps network and all its applications, special
attention is being paid to ensuring all sub-grantees consistently identify as AmeriCorps programs.
The Commission employs a search-engine alert system to monitor sub-grantee press, media,
recruitment and publications for identification with the AmeriCorps brand.
If a communication piece does not include “AmeriCorps” and/or the AmeriCorps logo, a penalty
of $1,000 will be levied against the AmeriCorps grant. The program director and legal applicant
will be notified of each occurrence within seven (7) days of the aberrant publication or media article.
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GRADUATION POLICY
Connecticut Commission on Community Service
Requested Attendance at AmeriCorps Program Year-end Events Policy
As a result of the numerous requests to attend end-of-year events hosted by our programs, the
Commission has decided to institute a new policy to ensure efficiency and appropriate coverage for
all AmeriCorps*State graduation/culmination events.
Objective: To ensure efficiency and appropriate coverage at all AmeriCorps*State
graduation/culmination events.
Frequency: Annual
Mode: Please send one (1) invitation to the Commission office for the event. It should be addressed
to the Executive Director. Invitations must be received as early as possible, but no less than 30 days
prior to the date of the event. It must also include level of expected participation (e.g. attendance
only, provide remarks, participate on the dais, etc.).
Address to:
Jacqueline M. Johnson, Executive Director
Connecticut Commission on Community Service
Connecticut Office of Higher Education
61 Woodland Street
Hartford, Connecticut 06105
Distribution: One (1) invitation/request to the commission office. Do not send individual invitations
to commission staff. Invitations to commission members should be mailed individually. Please
contact commission office for current list and contact information for commission members.
Staff Responsibilities: The Executive Director will RSVP to the request and indicate who will
represent the Commission at the event.
Logistics: Updates, additional information, etc. should be sent to the attention of the person who will
represent the Commission at the event.
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APPENDIX
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Appendix A-Performance Measure Amendment Request Sample
Date
Dear (Your Program Officer),
I am writing to request the modification of the 2013-2014 performance measure for [insert Measure Title].
[Insert same Measure Title as above] Performance Measure:
Original Output: Youth participants will recruit and train 200 additional youth in diabetes awareness by
conducting 25 neighborhood training sessions. Outcome measures will demonstrate that 90% of youth
trained will increase their knowledge of diabetes by 50% based on pre and posttests.
New Output:
Youth participants will recruit and train 50 additional youth in diabetes awareness by conducting 12
neighborhood-training sessions. Outcome measure will demonstrate that 80% of youth trained will
increase their knowledge by 25% on pre and posttest.
Reason for Change:
Our request for a change in the number of youth and number of training sessions is based on a more
realistic number, after receiving additional input from our community partners and staff. Fewer youth are
available during the after-school hours due to competing programs being offered by another
organization.
Sincerely,
(Name, title and program name)
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Appendix B-Program/Budget Amendment Request Form
*Please use the electronic version of this form, available by request from your CCCS Program Officer.
PROGRAM/BUDGET AMENDMENT REQUEST
From:
Program Name:
Program Address:
TO:
Connecticut Commission on Community Service
61 Woodland Street
Hartford, CT 06105
Contract Number:
Date:
Federal Tax Id #:
Phone Number:
Contact Person:
Current Program Budget Totals
Please insert current approved Program Budget
Budget Modifications Requested
Budget Modifications Approved
Please insert Proposed Budget Changes and detail
For Commission use only
SECTION I. Program
Operating Costs
SECTION I. Program
Operating Costs
SECTION I. Program Operating
Costs
A. Personnel Expenses
B. Personnel Fringe Benefits
C. Travel
Staff Trav el
Member Trav el
A. Personnel Expenses
B. Personnel Fringe Benefits
C. Travel
Staff Trav el
Member Trav el
A. Personnel Expenses
B. Personnel Fringe Benefits
C. Travel
Staff Trav el
Member Trav el
C. Trav el Subtotal: $
-
$
-
F. Contractual and Consultant Service $
-
D. Equipment
E. Supplies
G. Training
Staff Training
Member Training
C. Trav el Subtotal: $
F. Contractual and Consultant Service $
-
H. Evaluation
I. Other Program Operating Costs
$
-
-
SECTION I. TOTAL
-
SECTION I. TOTAL
-
SECTION II. Member Costs
A. Living Allowance
Full-Time (1700 hours)
Half-Time (900 hours)
Reduced Half-Time (675 hours)
Quarter-time (450 hours )
Minimum tim e (300 hours)
2nd Year of 2 Year Part-Time
A. Living Allowance Subtotal: $
B. Member Support Cos ts
FICA for Mem bers
Workers Com pensation
Health Care
B. Member support
SECTION II. TOTAL
B. Member Support Costs
FICA for Members
Workers Compensation
Health Care
B. Member s upport
$
-
SECTION II. TOTAL
$
-
#VALUE!
Trav el to CNCS Sponsored Meetings
I. Other Subtotal: $
SECTION I. TOTAL
-
SECTION II. Member Costs
A. Living Allowance
Full-Time (1700 hours)
Half-Time (900 hours)
Reduced Half-Time (675 hours)
Quarter-time (450 hours )
Minimum tim e (300 hours)
2nd Year of 2 Year Part-Time
A. Living Allowance Subtotal: $
-
$
-
B. Member Support Cos ts
FICA for Mem bers
Workers Com pensation
Health Care
B. Member support
$
-
$
-
SECTION II. TOTAL
$
-
SECTION III. Adm inistrative Costs
SECTION III. Adm inistrative Costs
A. Corporation Fixed Percentage
A. Corporation Fixed Percentage
A. Corporation Fixed Percentage
Corporation Fixed Amount
Corporation Fixed Amount
B. Federally Approved Indirect
Cos t Rate
N/A
Commission Fixed Amount (N/A)
$
$
-
SECTION III. TOTAL
#VALUE!
Budget Totals
Num ber of Mem bers
Average Cost per Member
B. Federally Approved Indirect
Cost Rate
#VALUE!
SECTION III. Adm inistrative Costs
Commission Fixed Amount (N/A)
-
H. Evaluation
I. Other Program Operating Costs
Trav el to CNCS Sponsored Meetings
I. Other Subtotal: $
SECTION II. Member Costs
A. Living Allowance
Full-Time (1700 hours)
Half-Time (900 hours)
Reduced Half-Time (675 hours)
Quarter-time (450 hours)
Minim um time (300 hours )
2nd Year of 2 Year Part-Time
A. Living Allowance Subtotal: $
G. Training Subtotal: $
-
H. Evaluation
I. Other Program Operating Costs
Trav el to CNCS Sponsored Meetings
I. Other Subtotal: $
$
F. Contractual and Consultant Service
G. Training
Staff Training
Member Training
G. Training Subtotal: $
-
-
D. Equipment
E. Supplies
G. Training
Staff Training
Member Training
G. Training Subtotal: $
C. Trav el Subtotal: $
-
D. Equipment
E. Supplies
Corporation Fixed Amount
N/A
Commission Fixed Amount (N/A)
$
$
-
SECTION III. TOTAL
#VALUE!
#VALUE!
Budget Totals
#VALUE!
Number of Members
Average Cost per Member
B. Federally Approved Indirect
Cost Rate
N/A
$
-
SECTION III. TOTAL
#VALUE!
#VALUE!
Budget Totals
#VALUE!
#VALUE!
Number of Members
Average Cost per Member
#VALUE!
Justification For Contract Revision (must complete this section)
Please detail reasons for revision here. (Include reason for revision and adverse consequences if revision is denied. Note: Funds in category A are restricted. Use
AUTHORIZED SIGNATURE
PRINTED NAME AND TITLE
DATE
COMMISSION USE ONLY
CCCS APPROVAL:
DATE:
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Appendix C-Application for Reasonable Accommodation Funds
APPLICATION FOR REASONABLE ACCOMMODATION FUNDS
Legal Applicant Program Name: ____________________________________ Date: ___________ (mm/dd/yr)
Street Address: ______________________________ City: _____________ State: ___ Zip Code: ________
Phone: __________________ Fax: ___________________ E-mail: ________________________________
Program Director: ________________________ National Service Program: __________________________
Accommodation Requested: _______________________________________________________________
Accommodation Alternatives (if applicable): ____________________________________________________
Date Accommodation is Needed By: _____________________ Cost of Accommodation: ________________
Amount of CT Commission on Community Service (CCCS) funds requested: ___________________________
How will the requested accommodation provide the member with the opportunity to perform essential functions
and/or participate in program activities?
Program Director Signature: ___________________________________________Date:_________________
Please Note: This completed document must be treated as confidential information and remain on file. If more space is necessary to
respond, please expand the section or attach additional typed pages to end of this document.
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Appendix D-Questions to Consider When Planning a Recruitment Strategy
Individuals of Interest
What functions will members have to execute during the service term?
What are the skills necessary, preferred or desired for members?
What are the qualifications necessary, preferred or desired for members?
What are your program’s expectations for members?
What additional applicant characteristics will be considered during the selection process (e.g. education,
life experience, attitude, temperament, potential, motivation, etc.)
What are the best recruitment strategies that can be used to attract individuals with the qualities your
program seeks?
Means to Reach AmeriCorps Applicants
Where is your program likely to find concentrations of potential applicants you are interested in
recruiting?
What events can your program partake in that already exists (e.g. career fairs, expositions, conferences,
festivals, community days and local occasions)? What are the costs to register, attend and/or recruit at
these events?
What community partners can your program work with to improve recruitment?
What are the anticipated travel costs?
What is the estimated amount for incidental costs?
Are there social media or online outlets that should be utilized to reach your program’s target applicants
(Facebook, You Tube, your organization’s website, My AmeriCorps, etc)? Your CCCS Publications Officer
can be a useful resource to discover ways to incorporate social media and online outlets.
Materials
What materials are needed (i.e. informational pamphlets, flyers, position description handouts)? If there is
a cost involved, what is it and does it fall within your approved budget?
Who will create your program’s materials? How much will the services rendered by external
individuals/agencies cost?
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Are alternative formats are needed? If so, how much will they cost?
Note: The Corporation for National and Community Service provides free publications (brochures,
posters, impact kits, etc.) about AmeriCorps and AmeriCorps State that may be useful in
recruitment. These documents can be viewed and ordered at https://pubs.nationalservice.gov/.
Individuals Responsible for Effective Outreach
Who is the point person for member recruitment in your organization? What are his/her roles and
responsibilities?
Who will provide a supportive role in recruitment and to what extent?
How much staff time and funds will be dedicated to recruitment?
Timeframes
What date do members need to start the program year?
How much time will the recruitment campaign take? When will your program be ready to start recruiting?
When will the campaign start and end?
How much time will interviews take to complete?
When will orientation sessions begin?
How much time does it take for a member to start service after being selected?
TIP: Keep track of time length and cost expectations for recruitment activities to help ensure your
program’s recruitment plan is within budget and timeframe allotment.
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Appendix E-Acceptable and Unacceptable Language in a Service Environment
OUTDATED OR OFFENSIVE
REASON(S)
CURRENTLY ACCEPTED
"The" anything:
An individual is a person first
People with disabilities
before he/she is a person with a
The blind
disability
The disabled
Views people in terms of their
The autistic
People who are blind
People who are visually impaired
disability
People with autism
Groups people into one
Exceptions: "deaf people" and
undifferentiated category
Condescending
"deaf community". These two
terms are acceptable.
Does not reflect the individuality,
equality or dignity of people with
disabilities
Handicapped
Outdated
People with disabilities
Connotes that people with
disabilities need charity
Disabilities do not handicap:
Attitudes and architecture
handicap
Admits he/she has a disability
Disability is not something people
He/she has a disability
"admit" to or need to admit to
Normal, healthy, whole
People with disabilities may also
(when speaking about people
be normal, healthy and whole
without disabilities as
compared to people with
disabilities)
Courageous
Non-disabled
Person without a disability
Implies that the person with a
disability is not normal
Implies person has courage
because one has a disability
Has overcome his/her disability
Successful
Productive
Slurred speech
Stigmatizing
Person/people with a
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Unintelligible speech
communication disability
Person/people with slow speech
Cripple
From Old English, meaning "to
Crippled
creep"
Has a disability
Physical disability
Also used to mean "inferior"
Dehumanizing
Deformed
Connotes repulsiveness and/or
Freak
oddness
Vegetable
Multiple disabilities
Severe disabilities
Dehumanizing
Crazy
Insane
Psycho
Maniac
Nut Case
Stigmatizing
Behavioral disability
Considered offensive
Emotional disability
Reinforces negative stereotypes
Person with mental illness
Person with a psychiatric disability
Retarded
Retardate
Stigmatizing
Developmentally delayed
Implies that a person cannot learn
Developmental disability (the
term "mental retardation" is no
longer acceptable)
Stricken/Afflicted by x
Negative connotation of
(e.g. Stricken/Afflicted by MS)
"afflicted" or "stricken"
Person who has x
(e.g. Person who has multiple
sclerosis)
Midget
Outdated term
Person of short stature
Considered offensive
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Appendix F-Interview Questions: Dos and Don’ts
INTERVIEW QUESTIONS THAT CAN BE ASKED
INTERVIEW QUESTIONS THAT CANNOT BE
ASKED
I. General Questions
I. General Questions
Tell me about yourself.
Tell me about your disability.
What is (are) your greatest strength(s) and
Tell me about your health and medical history.
weakness(es)?
Describe any physical problems, mental problems
Tell me about your interests.
and/or disabilities you have.
What do you see yourself doing in five years?
Have you ever received Worker's Compensation,
Can you meet the attendance expectations?
Social Security Disability Insurance (SSDI) or
Supplemental Security Income (SSI)?
Are you taking any prescribed medications/drugs?
Have you ever been hospitalized?
How many days were you absent from work due
to illness or disability last year?
II. Questions Concerning the Performance of
II. Questions Concerning the Performance of
Essential Functions
Essential Functions
Are you able to perform the essential functions of
Do you have any disabilities or illnesses which
this position with or without reasonable
may affect your performance in this position?
accommodation? (Yes/No) (Note: This question
should be answered with a yes or a no response
only. An interviewee is not required to disclose if an
accommodation is needed and should not be
coaxed to do so. As a precaution an interviewer
can either state to all interviewees that they are not
required to disclose if a reasonable accommodation
is needed or choose to ask a different question like
example that follows.)
How would you perform X (essential function)?
III. Questions Concerning Specific Duties
III. Questions Concerning Specific Duties
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This position requires traveling from one local
Do you have any disabilities, impairments or
school to another. Can you do that?
illnesses that would affect your performance in
This position involves doing X, Y, Z, etc. Can you
this position?
How can you perform these duties with your
do X, Y, Z, etc.?
This position involves doing X at Y speed. Can you
disability/impairment/illness?
do X at Y speed?
How do you drive a car?
This position involves taking information over the
How do you teach a class when you are Deaf?
phone and entering it into a computer. Can you
do that?
truck?
This position requires moving construction
materials weighing fifteen pounds to various parts
of a work site. Can you do that?
This position requires reading to children. Can you
do that?
How can someone with your disability drive a
How can you manage playground duty when you
cannot see?
How can you clear trails, dig a ditch, pull weeds or
mow lawns with your physical
limitations/disability/ impairment?
What kinds of help will we have to give you so
you will be able to do these tasks?
IV. Questions Concerning Accommodations
To do this job you will obviously need
accommodations. Which ones will you need?
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Appendix G-Member File Checklist
 AmeriCorps Application or Resume
 CNCS Enrollment Form
 Proof of Education
 High School Diploma/Official Transcript/ Self-certification
 GED
 Signed GED Agreement Letter/Independent Evaluation (Neither GED nor High School
Diploma)
 Proof of Citizenship/Age (copy of actual document OR signed waiver)
 A birth certificate showing that the individual was born in one of the 50 states, the District
of Columbia, Puerto Rico, Guam, the U.S. Virgin Islands, American Samoa, or the Northern
Mariana Islands;
 A United States passport
 A report of birth abroad of a U.S. Citizen (FS–240) issued by the State Department
 A certificate of birth-foreign service (FS 545) issued by the State Department
 A certification of report of birth (DS–1350) issued by the State Department
 A certificate of naturalization (Form N–550 or N–570) issued by the Immigration and
Naturalization Service
 A certificate of citizenship (Form N–560 or N–561) issued by the Immigration and
 Permanent Resident Card, INS Form I–551;
 Alien Registration Receipt Card, INS Form I–551;
 A passport indicating that the INS has approved it as temporary evidence of lawful
admission for permanent residence; or
 A Departure Record (INS Form I–94) indicating that the INS has approved it as temporary
evidence of lawful admission for permanent residence.
 Parental Consent Form (if under age 18)
 Proof of Criminal History Check
 Consent Form Signed
 Statewide Criminal Registry
Date(s): __________________________

State of Origin __________________________

State of Service _________________________
 FBI Search
Date: __________________________
 National Sex Offender Public Registry (NSOPR)







Timestamp: __________________________
Health Care Enrollment/Waiver
Child Care Enrollment/Waiver
Member Contract/Service Agreement (initialed pages & signed) Media Release Form
Mid-Term Evaluation (Full-Time Members Only)
End-of-Term Performance Evaluation
CNCS Exit Form
Meets Tutoring Requirements (if applicable)
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 High School diploma (see above)
 Quality/ State Standard Pre- & In- Service Training
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Appendix H-7 Deadly Sins of Supervisors
According to Rick Lynch, VMSystems, 7 Deadly Sins of Supervisors:
Snap Judgment Selection of Employees
Supervisors often goof at the beginning. Poor worker selection may mean years of worker unhappiness
and conflict with fellow workers and supervisors. If the supervisor does a poor job of sizing up the
applicant, then a misfit is as likely as not to occur.
Letting the Job Grow Like Topsy
Careless supervisors plus particularly ambitious of lazy workers can shape jobs carelessly. New duties are
assigned to the worker who has the capability or the time to squeeze the work in. Lazy workers tend to
shrug off unpleasant, demanding or boring duties. Ambitious workers sometimes gobble up all the duties
in sight - without regard to whether they are wasting their high-level skills carrying a gold-brick. Good
supervision requires good job design.
Failure to Make Assignments Clear
Vague instructions are bad. Supervisors should make specific, detailed assignments and then give
subordinates the authority needed to accomplish them. A worker can't do a job without adequate
authority. Divided responsibility results in misunderstanding conflict and low productivity
Being a Boss Rather than a Leader
"When I give an order around here, I want it obeyed!" Everybody knows the type. The easy way for a
supervisor is to know it all and brook no interference. It's much easier to handle problems if one doesn't
have to consider alternative solutions and possible disadvantages.
Indifference toward Discipline and Recognition
Nothing makes subordinates more indifferent toward discipline and achievement than the supervisor who
couldn't care less. High morale and high productivity are engendered by the supervisor who demands
good quality work and recognizes and regards achievement. The important thing is that recognition is
given and more significant achievements are openly acknowledged.
Too Busy Train
The supervisor who is too busy getting out production to take the time to train subordinates adequately
isn't doing a good job. This kind of supervisor is the fellow who can never be away from their own job.
More often than not, proper training would make it easier to reach production goals.
Playing Everything Close to the Chest
Perhaps worst of all is the supervisor who keeps it all to themselves. They neglect to pass the work.
Nobody knows where they stand. Instructions from this person are curt and incomplete. Questions are
frowned upon or rejected. This kind of supervisor typically keeps their own bosses in the dark, too.
Turnover, overloads, slowdowns, and other problems occur unexpectedly.
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Appendix I-Health Care Verification Form
AmeriCorps provides health insurance to any member who does not already have coverage that meets
ALL of the following minimum services:

Physician services for illness or injury

Hospital room and board

Emergency room care

X-ray and laboratory costs

Prescription drugs

Mental or nervous disorders (limited coverage)

Substance abuse (limited coverage)

An annual deductible of not more than $250 per individual

A co-pay requirement of not more than 20% or a comparable fixed fee with the
exception of a 50% co-pay for mental and substance abuse care

An out-of-pocket expenditure of not more than $1,000 per individual and,

At $50,000 maximum benefit per occurrence or cause
Do you currently have a health insurance policy that, at a minimum, covers ALL of the minimum services
required by the Corporation for National and Community Service (CNCS)?
YES, I am currently covered by a health insurance policy that meets the above minimum standards set
by the CNCS. I have provided a copy of my insurance card to my AmeriCorps Program.
Coverage by:_____________________________________________________________________
No, I am not currently covered by a health insurance policy that meets the above minimum standards
set by the CNCS.
_________________________________________________
____________________________________________________
Name
Signature
Date _________________________________________________
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