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USDA [Department of Agriculture]/AmeriCorps - Clinton Library Copies - 1995 Application (for FY96) to the Corporation for National Service 8 [1]
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USDA [Department of Agriculture]/AmeriCorps - Clinton Library Copies - 1995 Application (for FY96) to the Corporation for National Service 8 [1]
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FOIA
MARKER
This is not a textual record. This is used as an
administrative marker by the William J. Clinton
Presidential Library Staff.
Collection/Record Group:
Clinton Presidential Records
Subgroup/Office of Origin:
Americorps
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General Files
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OA/ID Number:
24227
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Folder Title:
USDA [Department of Agriculture]/AmeriCorps - Clinton Library Copies - 1995 Application (for FY
96) to the Corporation for National Service 8 [1]
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66
1
5
3
AMERICORPS
OPERATIONS MANUAL
* MERICORP SPENIO OF STATES DEPARTMENT UNITED
AGRICULTURE
JUNE 1995
NATIONAL AMERICORP A
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Acknowledgment Page
AmeriCorps Team USDA would like to acknowledge and to thank those
people who provided assistance in developing this manual during
the past year. Assistance was provided by many different sources
throughout the Department of Agriculture. A note of thanks must
be extended to the people in personnel and finance who helped to
develop and design the needed procedures for this program to go
forward. Our sincere appreciation goes to Ron DeMunbrun, USDA
Office of National Service, for his untiring efforts to find
those elusive answers. Also, a very special thanks must go to
the USDA Operations Manual Team, consisting of Dave White, Bill
Snyder, Dee DiFiore of NRCS and Don Hanson of the Forest Service.
It was through their determination and dedication that this
manual was developed and completed.
USDA AmeriCorps Operations Manual - June 1995
i
BATIONALSERVIL CRICORP A SEPTICE
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
AmeriCorps Operations Manual
Table of Contents
1. Overview
1
2. Legal Authorities and Restrictions
11
3. Project Design and Developmen
19
4. Cooperative Agreements
23
5. Process for Grant Application
31
6. Roles and Responsibilities
51
7. Recruitment/Selection
63
8. Personnel & Administrative Issues
69
9. Training & Development
119
10. National Public Affairs Policy
133
11. Project Planning, Implementation, & Evaluation
137
12. Health, Safety, & Accident Control
173
13. Project Close Out
179
Glossary of Terms
181
Index
185
Appendix
ii
AMERICORP
A
UNITED
STATES
DEPARTMENT
SERRICE
DEPARTMENT
or AGRICULTURE
Appendix
A. Federal Register
B. Grant Provisions
C. Example Forest Service Financial Assistance Announcement
D. State Commission Executive Directors and Program Directors
E. Sample Press Release
F. Sample Recruitment Plan
G. USDA-AmeriCorps Checklist for Project Directors & Managers
H. AmeriCorps/USDA Application
I. Living Allowance Waiver
J. AmeriCorps Care
K.
Health Insurance Plan Benefits
L. Loan Forbearance Letter
M. Corporation Form Lists
N. National Service Trust Enrollment Form
O.
Participant Enrollment Form
P. Position Description
Q.
Member Agreements
R.
Performance Appraisal
S. National Service Trust End of Term of Service Form
T. AmeriCorps Member Exit Form
U. Operating Site Form
V.
Safety Acknowledgment Form
W. Levels of Supervision
X.
Examples of Letters sent by Personnel
Y.
History of National Service
USDA AmeriCorps Operations Manual - June 1995
iii
SERVICE A
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Z. The Corporation for National Service
aa. National Service and National Needs
bb. Staying Involved
CC. The AmeriCorps National Service Network
iv
A
UNITED
STATES
SEPTEM
DEPARTMENT
OF AGRICULTURE
Chapter One
Program Overview
Purpose
The purpose of the AmeriCorps Program is to "get things done"
using the concept of national service as the vehicle. It offers
opportunities to all Americans to serve their country and earn
education awards in return. It is a grassroots effort to solve
the problems facing communities across the Nation. The
AmeriCorps Program is administered by the Corporation for
National and Community Service (CNCS).
AmeriCorps Ethic
The AmeriCorps Ethic is:
getting things done. Our primary goal is to improve
communities by meeting their education, public safety,
human, and environmental needs.
strengthening communities. AmeriCorps brings together
individuals from different backgrounds and
institutions, with different missions and cultures, in
the common effort to improve our communities.
encouraging responsibility. AmeriCorps encourages
members to explore and exercise their responsibilities
toward their communities, themselves, and their
families during their service experience and throughout
their lives.
expanding opportunity. AmeriCorps Members receive
awards to further their education or pay back their
student loans, as well as invaluable service
experience, specialized training, and life skills.
USDA/AmeriCorps Operations Manual - June 1995
A
UNITED
STATES
DEPARTMENT
INITIAL
OF AGRICULTURE
Program Identity
AmeriCorps has a dual identity. As a community-based program,
AmeriCorps meets local needs using local strategies. As a
national program, AmeriCorps has national visibility and results.
Benefits of Community Identity
Strengthen communities
Resolve problems within the community
Benefits of National Identity
Increased visibility. The CNCS will do a public relations
campaign at the start of the AmeriCorps project year,
including extensive media outreach; television, radio, and
print public service announcements; and the participation of
Administration officials and celebrities in a number of
local events. This campaign will continue throughout the
year, incorporating a one-half hour documentary on national
service and additional activities to lend visibility.
Enhanced Member experience. The feeling of being a part of
a team begins at the program level; it is magnified by being
part of a larger force. Membership in AmeriCorps provides
context to the service experience.
Sustainable funding. By showing Congress that AmeriCorps is
cost-effective, programs have the opportunity to enjoy a
long-term base of funding that is relatively flexible.
Access to new ideas and program resources.
2
MERICORP
A
UNITED
STATES
SERRICE
DEPARTMENT
OF AGRICULTURE
AmeriCorps Logo
An AmeriCorps/USDA logo is available on camera-ready slicks.
Logo may be added to:
uniforms,
stationery items,
signs identifying the AmeriCorps program,
recruitment brochures,
member curriculum and orientation materials,
banners for AmeriCorps events,
press releases for AmeriCorps events, and
publications created by AmeriCorps Members.
Members may also use the logo on business cards, although Federal
funds may not be used to print such cards.
Other uses must be approved by the CNCS. Logo may not be used,
without written permission, on the following:
materials that will be sold,
clothing intended to be worn primarily by individuals who
are not members or alumni/ae,
alter the AmeriCorps logo or use it as a part of any other
logo or design, or
allow a donor to use the AmeriCorps name or logo in
promotional materials.
USDA AmeriCorps Operations Manual - June 1995
3
A
UNITED
STATES
SERRICE
DEPARTMENT
OF AGRICULTURE
Signs
The Corporation will provide AmeriCorps signs to USDA. Whenever
possible, please use the signs to designate AmeriCorps project
sites as this will let communities know when Members are working
in their local area.
USDA will also provide sites with permanent metal signs to be
posted at physical worksites so that our AmeriCorps Members and
staff can take lasting credit for the work they performed
throughout America--just as alumni of the original CCC can now
view plaques at the sites they constructed throughout the
country. The signs should be posted at sites where members have
performed service: building, repairing and/or renovating physical
sites -- such as homes trailheads, timber bridges, kiosks, soup
kitchens, community gardens, public parks, environmental
education centers, campgrounds, etc.
Standard Paragraph
Include the following two paragraphs in all promotional materials
for USDA AmeriCorps programs:
AmeriCorps is President Clinton's national service program,
passed with bipartisan support from Congress, that engages
20,000 Americans of diverse backgrounds in performing
service that meets critical community needs in return for an
educational award, which may be used to pay for college, job
training, or graduate school, or to pay back student loans.
The majority of AmeriCorps Members are working in
partnerships with states, local governments, and non-profit
organizations.
The U.S. Department of Agriculture is running three types of
AmeriCorps teams in 38 states, composed of approximately
1,200 members: an Anti-Hunger Team, a Public Lands and
Environment Team, and a Rural Development Team. Many of the
AmeriCorps projects are sponsored by community-based
organizations and all projects designed to get things done,
while boosting community, opportunity, and responsibility.
4
NATIONAL AMERICORP A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
AmeriCorps/USDA Mission Statement
The mission of the USDA AmeriCorps program is to engage a diverse
group of Americans in working partnerships with communities to
provide real and measurable service to meet environmental and
human needs, while earning education benefits and building an
ethic of service, responsibility, and citizenship.
AmeriCorps/USDA Vision Statement
The vision of the AmeriCorps/USDA program is to have created a
model Federal national service program that has, at the end of
the first five years of operation:
improved the quality of life significantly in communities
across the country,
developed a clear national identity respected for its focus
on successful results,
accomplished a measurable series of concrete goals in
meeting environmental and human needs, and
created new ways to reinvent government to make it more
accountable and responsive to the citizens who fund it.
The vision is to institutionalize an innovative, respected, and
sustainable program within the Department and implement a long-
term plan for expansion and replication that eventually makes
quality service opportunities available to all Americans.
USDA AmeriCorps Operations Manual - June 1995
5
A
UNITED
STATES
DEPARTMENT
LIMITED
OF AGRICULTURE
Program Benefits
The AmeriCorps Program is designed as a holistic program, in that
everyone involved with the program will benefit. Its goal is to
"get things done." It is a program for all Americans and
provides a strategy for solving the most critical problems facing
the nation today.
Those involved in the program benefit in the following ways:
Communities gain the opportunity to resolve problems within
the community.
Sponsors gain the opportunity to accomplish tasks which
would not otherwise be accomplished. Provides a new
strategy to "get things done."
Members gain "real-life" experience, a broad array of
training, the opportunity to serve their community and their
country, and an educational award.
In the course of solving community problems, the program will
strengthen communities and members. It will build an ethic of
national service and encourage people to invest in their
community.
6
A
UNITED
STATES
AMOUNT
SERRICA
DEPARTMENT
OF AGRICULTURE
The Philosophy of AmeriCorps
AmeriCorps is based on a key principle of American society that
is as old as the republic itself: the idea that, not only does
the democracy have the duty to protect and nourish the well-being
of its citizens, but that citizens have an equal duty to protect
and nourish the well-being of the democracy.
Thomas Jefferson put it this way:
"A debt of service is due from every man to his country
proportioned to the bounties which nature and fortune
measured to him."
This spirit of mutual civic obligation distinguished the United
States from all other nations of the world. Eventually expanding
these rights and obligations to all Americans, the United States
earned its status as the leader of the Free World.
Unfortunately, many Americans now believe the country has drifted
from these roots of shared community.
AmeriCorps rebuilds this sense of community that made America
great. By bringing together Americans of all races, classes,
genders, religions, and physical abilities to work side-by-side,
AmeriCorps will strengthen the cords that bind us together as a
people. The "sweat equity" created by AmeriCorps can play an
important role in healing the nation's wounds and bridging our
divisions. AmeriCorps will fundamentally change the country
because it creates a new civic compact I which any citizen can be
tied to the nation by the simple virtue of making a difference in
the lives of others.
USDA AmeriCorps Operations Manual - June 1995
7
UNITED
AMITE SERVICE A
STATES
DEPARTMENT
OF AGRICULTURE
AmeriCorps promotes personal responsibility. AmeriCorps gives
all Americans a new way of giving something back to the country.
It reminds us that, along with rights we enjoy as citizens, we
all have certain obligations to protecting those rights and
aiding our own communities. Furthermore, AmeriCorps gives young
people a tangible way to take charge of their own lives.
AmeriCorps expands educational and economic opportunity. Members
in the program will receive a living stipend and will also
receive an educational award worth $4,725 for each year of
service successfully performed. AmeriCorps is one of the major
Administration initiatives aimed at making post-secondary
education once again affordable for most Americans.
AmeriCorps unites the interests of the middle class and the poor.
There is NO economic needs test to participate in this program--
the only requirement to participate is a dęsire to serve the
country. This program will greatly boost students from the
previously forgotten middle class, who now are told their
families "make too much money" to qualify for existing Federal
aid programs. Yet the program will also help poor families for
whom current aid programs are insufficient.
8
A
UNITED
STATES
AMOUNT
SERRICE
DEPARTMENT
OF AGRICULTURE
How AmeriCorps Works
Most AmeriCorps projects will begin in the fall, placing 20,000
members in projects throughout the country. While the 20,000
number may seem modest, it is larger than the highest-ever yearly
number of people in the Peace Corps. It is anticipated that the
number of members will grow yearly.
While USDA manages the largest single Federal agency component of
AmeriCorps, Federal agencies in general run only a small portion
of AmeriCorps, comprising only about one-eighth of the overall
program. Most AmeriCorps projects are funded and overseen by
state commissions appointed by each state's governor. Other
AmeriCorps projects are funded and managed by national non-profit
organizations.
Service will be focused on meeting unmet human, environmental,
public safety, and educational needs. The slogan of CNCS is
"Getting Things Done" and AmeriCorps will continually focus on
accomplishing useful and measurable work of high quality.
AmeriCorps is not a jobs program, it is a service program.
Individuals may apply for the program either through CNCS or
through the individual projects at each location. Both CNCS and
USDA will have their own toll-free 800 lines for recruitment.
AmeriCorps will recruit a socio-economically diverse group of
Americans. AmeriCorps will bring together Americans of all
races, classes, genders, and physical abilities. Members must be
age 17 or older, but there is no upper age limit for
participation; while we expect that some senior citizens and
middle age citizens will participate in the program, it is likely
that most members will be 18-26. Members can be high school
graduates, vocational school students, college students, college
graduates, or professional school graduates. Members can also be
high school dropouts if they agree to work towards their GED
while in the program.
Members will earn a living allowance and will earn an educational
benefit in exchange for a year of service successfully performed.
The allowance is provided because members still have to pay for
food, transportation, and housing for the year in which they
provide full-time service. The educational benefit can be used
to pay for college, graduate school, or vocational school in
advance, or to repay qualified student loans. It can also be
used to pay for job training apprenticeship programs approved by
the Department of Labor or Education.
USDA AmeriCorps Operations Manual - June 1995
9
NATIONALS MERICORP A SEPTICE
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
USDA AmeriCorps Program
USDA will run three AmeriCorps teams:
Public Lands and Environment Team
Rural Development Team
Anti-Hunger Team
Both the Anti-Hunger Team and the Public Lands and Environment
Team will share the same corps-type model of service, engaging a
mix of people to perform service in work crews--usually ten
members each--at pilot locations. The work crews may include:
people who may or may not have completed high school,
college students, and
college graduates.
In the Rural Development Team, members will engage in both rural
economic planning and rural environment projects, but the program
design is very different than the other two USDA programs. The
team will establish regional locations of at least five
professional and paraprofessional members who assist rural
communities in identifying needs and resources necessary for
economic, human, and environmental well-being. The members would
have highly varied education and training and would be matched up
with communities or regions having unmet needs that can be filled
by someone with that specific background.
Cluster Requirement: All groups of five are required to meet at
least once a month. In order to accommodate this requirement,
all members in a cluster must work on a daily basis in duty
stations within a fifty mile radius or 100 mile drive --
whichever is shorter.
10
MERICORPS
A
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Chapter Two
Legal Authorities and Restrictions
Legislative Authorities
The National and Community Service Trust Act of 1993, which was
signed into law by President Clinton on September 12, 1993 and
became Public Law 103-82, provides legislative authority for the
AmeriCorps National Service Program.
This law authorizes Federal Departments to apply for and receive
financial assistance to implement national service programs. If
a Department receives any funds via this law (as USDA does), the
full authority contained in PL 103-82 is conveyed to that
Department. Thus, the program and the Members in the USDA
program are governed by rules and regulations of AmeriCorps.
Kenneth E. Cohen, USDA Assistant General Counsel for Research and
Operations, wrote the following in a memo of March 11, 1994
regarding authorities conveyed to USDA through the Corporation
for National and Community Service (CNCS) :
"USDA may receive assistance from the Corporation (CNCS) (sec
121 (b) (1), 107 Stat. 788). The Act confers upon USDA the
authority, if it receives assistance under section 121, to
conduct national service programs or to enter into contracts or
cooperative agreements. While USDA is not fettered in the type
of entity that may receive assistance from USDA, existing
national service programs should under section 121 (b) (4) be
considered. Receiving assistance under section 121 confers
considerable authority on USDA under the Act that we would not
otherwise enjoy generally. No minimum amount of assistance from
the Corporation is required to trigger section 121.'
USDA AmeriCorps Operations Manual - June 1995
11
UNITED
CALIONALS A SEPTICES
STATES
DEPARTMENT
or AGRICULTURE
Federal Register (Rules and Regulations)
The Corporation for National and Community Service (CNCS)
published Final rule of 45 CPR Parts 2510, 2513, et al. on March
23, 1994 in the Federal Register.
The portion of this instrument which is applicable to agreements
with Federal agencies for the provision of AmeriCorps program
assistance is Part 2523 - Agreements with Other Federal Agencies
for the Provision of AmeriCorps Program Assistance, beginning on
page 13804, and also Parts 2521 and 2522.
A reference copy of this instrument is found at Appendix A.
Grant Provisions
The CNCS has published an instrument called "AmeriCorps USA--
Direct Grant Provisions."
This is a valuable and comprehensive documentation of AmeriCorps
program policy and guidelines which should be studied at every
AmeriCorps level of responsibility.
A reference copy of this instrument is found at Appendix B.
12
MERICORPS
A
UNITED
STATES
DEPARTMENT
AMOUNT
or AGRICULTURE
Delegation of Authority
If the CNCS approves and provides any funds for a project, the
authority conveyed by PL 103-82 is delegated to the sponsoring
organization.
Third Party--Subgrantee
If an AmeriCorps grantee (USDA) enters into a third party
arrangement, the authority conveyed by PL 103-82 is delegated to
the subgrantee. Third party agreements should be accomplished by
Cooperative Agreements.
Support Services
Activities that do not provide a direct benefit to the community,
such as clerical work or research, may be performed if they are
in support of a direct service. However, such activities may not
be the primary activity of a national service program.
Under no circumstances should an individual AmeriCorps Member
spend the bulk of the service year providing administrative or
clerical support for other AmeriCorps Members; members may not
serve as "administrative coordinators" for projects.
USDA AmeriCorps Operations Manual - June 1995
13
A
UNITED
STATES
DEPARTMENT
AMERICA
OF AGRICULTURE
Non-Duplication and Non-Displacement.
AmeriCorps Members may not duplicate work already performed by
government agencies nor may they displace existing employees.
Section 2540.100 of the regulations of the CNCS (in the Appendix)
specify these prohibitions. Please read this section carefully.
AmeriCorps Members may not be used to perform service or duties
performed by employees who have left the agency for any reason
whatsoever, including downsizing, and may not even be used to
perform duties when an employee is on leave, a position is left
vacant, or is filled by a specific seasonal employee. This also
includes positions vacant due to employees who have taken a
buyout. Project sponsors should consult with local unions prior
to placing AmeriCorps members to ensure there are no conflicts.
AmeriCorps Members "may not be used to duplicate an activity that
is already available in the locality in the program." In other
words, if an office is already performing a certain function,
AmeriCorps members cannot spend the majority of their time
performing more of that function. Thus, AmeriCorps Members may
not spend most of their year simply relieving a backlog of normal
USDA work. On the other hand, the service performed in each USDA
AmeriCorps project must carry out both the general mission of the
Department and the specific mission of the USDA agency funding
that project. Consequently, our projects face a paradox: they
must be similar to USDA work, but not identical to routine USDA
work.
The best way to deal with this paradox is to ensure that all our
AmeriCorps Members are engaged in creative new projects which our
Department would not normally be able to support, but
nevertheless directly meets critical community needs.
14
UNITED
NATIONALS A SECURITY
STATES
DEPARTMENT
OF AGRICULTURE
Member Lobbying
AmeriCorps Members are free to contact Members of Congress and
other elected officials to express their support of --or
opposition to -- AmeriCorps. The contact must be undertaken at
his/her own initiative as a concerned private citizen and on
his/her own time (not at the request of the AmeriCorps program or
during AmeriCorps service hours). The AmeriCorps Member should
be clear that s/he is speaking as a private citizen, but may
reference the fact s/he is part of AmeriCorps.
Moreover --- as long as members are not specifically "lobbying"
by asking others to specifically support or oppose AmeriCorps ---
Members should feel free to explain the AmeriCorps philosophy and
the details of their own projects to anyone-- including the
media, elected officials, family members, project sponsors,
friends, and community residents.
USDA AmeriCorps Operations Manual - June 1995
15
A SEPTICE
UNITED
STATES
DEPARTMENT
or AGRICULTURE
Member and Staff Fundraising
In general, neither members nor staff should spend significant
amounts of their time raising funds.
AmeriCorps Members cannot spend the bulk of their year raising
funds for their projects, although a minimal part of their
service activities may include writing grant proposals to obtain
funds for local community development projects. Members should
also be briefed on ethics guidelines followed by USDA employees
and should not attempt to solicit funds from any "prohibited
sources", i.e. entities which are in any way regulated by USDA or
may be benefited or harmed by any USDA activities.
USDA staff should also be careful not to solicit funds or any in-
kind contributions of tools, equipment, office space, etc., from
any "prohibited sources". Any contributions or loan of tools
etc. must conform to the provisions of the Agriculture Property
Management Regulation, Amendment H-4, Subpart 104-43.80, 12/19/86
and 7 CFR 0.735-12. Employees should err on the side of caution
and consult with their agency ethics officials before taking any
action to solicit contributions or in-kind donations. Neither
AmeriCorps nor USDA can afford even the appearance of conflict of
interest, even if an action was taken to advance a generally
lofty goal such as obtaining equipment or supplies for a member.
In addition, all USDA employees should be aware that Federal law
generally restricts significant fundraising activities performed
by Federal employees.
The best way to raise funds is for partner organizations to play
that role on their own with little or no coordination with
AmeriCorps Members or staff. RC&D Councils, Conservation
Districts, non-profit organizations, the National Forest
Foundation, Friends of the National Arboretum, etc. can all
independently raise and accept money and in-kind donations for
our projects.
16
MERICORP
A
UNITED
STATES
SERVICE
DEPARTMENT
or AGRICULTURE
Prohibited Activities
Prohibited activities may not be performed by members in the
course of their duties, at the request of program staff, or in a
manner that would associate the activities with the national
service program or the Corporation. These activities include:
1. any effort to influence legislation,
2. organizing protests, petitions, boycotts, or strikes,
3. assisting, promoting, or deterring union organizing,
4. impairing existing contracts for activities, or other
activities designed to influence the outcome of an election
to any public office,
5. engaging in religious instruction, conducting worship
services, providing instruction as part of a program that
includes mandatory religious education 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,
6. providing a direct benefit to:
a. a business organized for profit,
b. a labor union,
C. a partisan political organization,
d. a nonprofit organization that fails to comply
with the restriction contained in part 501 (c)
of the Internal Revenue Code of 1986, and
e. an organization engaged in the religious
activities described above, unless Corporation
assistance is not used to support those
religious activities, and
7. Serving for the majority of the year in activities:
a. providing office support for other members,
b. engaging in public affairs or media outreach
activities,
C. fundraising,
d. Performing routine office work.
USDA AmeriCorps Operations Manual - June 1995
17
AMERICORP
A
UNITED
STATES
AMOUNT
SERVICE
DEPARTMENT
or AGRICULTURE
Restrictions on Economic Planning Work
Given that many USDA Rural Development Team Members are working
on projects to promote economic development, these members must
be especially careful not to violate the prohibition on service
providing a "Direct benefit to a business organized for profit." "
Members who interact with for-profit entities should ensure that
their work follows the following four principles:
1) The service must be focused on providing a general
benefit to surrounding community, not a direct benefit to an
individual business.
2) Any benefit to an individual for-profit entity must be
"incidental" and minimal compared to the direct benefit
provided to the community.
3) All services provided by AmeriCorps Members must be
advertised publicly through the media and other information
sources and must be made available equally and impartially
to all parties in that area.
4) Under no conditions should a member work full-time on a
project that would benefit solely one for-profit entity.
18
MERICORP
A
UNITED
STATES
MEDICAL
SERRICE
DEPARTMENT
OF AGRICULTURE
Chapter Three
Project Design and Development
General
The first step to creating an AmeriCorps proposal lies in project
design and development Once this is done, a formal application
can be submitted through USDA to the Corporation.
The AmeriCorps Program is designed to start at the local level,
have a direct benefit on the community it serves, and focus on
"unmet human, environmental, educational, or public safety
needs." The program's goal is to "get things done" and offers
communities a new strategy for solving old problems.
In order to capitalize on the opportunities presented by this
program, strong community projects must be designed and fully
developed. Partnerships need to be formed and broad-based
community involvement has to be built.
The National and Community Service Trust Act of 1993 authorizes
Federal agencies to enter into cooperative agreements with youth
service corps to carry out national service projects.
Consideration should be given to utilizing existing youth corps
resources when developing a project proposal.
USDA AmeriCorps Operations Manual - June 1995
19
NATIONALS MERICORP A SEPTICE
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Identify Needs
During project design and development, agency representatives
interested in AmeriCorps may assist communities in identifying
their needs. Forming strong partnerships with local
organizations, private landowners, farmers, and non-profit groups
are key to identifying local needs.
This locally-based approach is designed to insure that all those
involved are stakeholders and bring resources to the project.
Resources can be cash, in-kind services, or any assets that
contribute to the project. Everyone has something to offer.
After extensive communication with area businesses,
organizations, and residents, various strategies should be
developed to successfully meet area goals. These strategies
should be carefully reviewed, discussed, and analyzed and should
lead to long-term, sustainable solutions to community problems.
Based on goals, needs, and strategies, project (s) should now be
developed.
20
BERICORP
A
UNITED
STATES
SERRICE
DEPARTMENT
OF AGRICULTURE
Residential/Non-residential Projects
Public Lands and Environment Corps:
Both residential and non-residential projects will be in
operation. Members in non-residential projects live at home and
commute daily to their duty station. Residential projects
provide lodging, meals, and other support services for members.
The pay of members in residential projects will have "commissary"
deductions for the food and lodging which is provided. However,
a waiver is required from the CNCS for this deduction. Project
managers who have a need for this deduction, should make a
request in writing to Agency National Headquarters who in turn
will forward the request to the Department.
Rural Development Corps:
All Rural Development Team Members will be located in and around
communities with which they will be working. Each member will
have a duty station, but will not necessarily report there each
day. Rural Development Team Members often work independently,
interacting directly with representatives from the communities
they serve.
The smallest acceptable team size in an area is five. These five
members must meet at least once a month. In order to accommodate
this requirement, all members in a cluster must work on a daily
basis in duty stations within a fifty mile radius or 100 mile
drive -- whichever is shorter.
USDA AmeriCorps Operations Manual - June 1995
21
A
UNITED
STATES
DEPARTMENT
SERVICE
DEPARTMENT
OF AGRICULTURE
Project Design and Development
A few of the factors to be considered in project design and
development are:
potential partners,
availability of funds,
contributions available from the community, and
the scope of the project.
Projects should be well defined and include a mission statement,
goals, and objectives. These items help to clarify projects and
highlight intended accomplishments.
When writing up the project, a few specific factors to be
considered are:
benefit-cost ratio,
comparison of alternatives,
consideration of available agency and community resources,
potential sponsors, and
objectives and scope of work for the project (s).
It is during this stage that the AmeriCorps program should be
considered. Careful consideration should be given as to how this
program can help you reach project goals. The resources
available through AmeriCorps must be evaluated as to whether or
not this program is the best strategy to use to accomplish
project goals. It will not be the best strategy for all projects
but for many it offers tremendous resources.
USDA AmeriCorps Operations Manual - June 1995
22
AMERICORP
A
UNITED
STATES
SERRICE
DEPARTMENT
or AGRICULTURE
Chapter Three
Project Design and Development
General
The first step to creating an AmeriCorps proposal lies in project
design and development Once this is done, a formal application
can be submitted through USDA to the Corporation.
The AmeriCorps Program is designed to start at the local level,
have a direct benefit on the community it serves, and focus on
"unmet human, environmental, educational, or public safety
needs." The program's goal is to "get things done" and offers
communities a new strategy for solving old problems.
In order to capitalize on the opportunities presented by this
program, strong community projects must be designed and fully
developed. Partnerships need to be formed and broad-based
community involvement has to be built.
The National and Community Service Trust Act of 1993 authorizes
Federal agencies to enter into cooperative agreements with youth
service corps to carry out national service projects.
Consideration should be given to utilizing existing youth corps
resources when developing a project proposal.
USDA AmeriCorps Operations Manual - June 1995
19
NATIONAL MERICORP A SEPTICES
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Identify Needs
During project design and development, agency representatives
interested in AmeriCorps may assist communities in identifying
their needs. Forming strong partnerships with local
organizations, private landowners, farmers, and non-profit groups
are key to identifying local needs.
This locally-based approach is designed to insure that all those
involved are stakeholders and bring resources to the project.
Resources can be cash, in-kind services, or any assets that
contribute to the project. Everyone has something to offer.
After extensive communication with area businesses,
organizations, and residents, various strategies should be
developed to successfully meet area goals. These strategies
should be carefully reviewed, discussed, and analyzed and should
lead to long-term, sustainable solutions to community problems.
Based on goals, needs, and strategies, project (s) should now be
developed.
20
NATIONALS ERICORP A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Residential/Non-residential Projects
Public Lands and Environment Corps:
Both residential and non-residential projects will be in
operation. Members in non-residential projects live at home and
commute daily to their duty station. Residential projects
provide lodging, meals, and other support services for members.
The pay of members in residential projects will have "commissary"
deductions for the food and lodging which is provided. However,
a waiver is required from the CNCS for this deduction. Project
managers who have a need for this deduction, should make a
request in writing to Agency National Headquarters who in turn
will forward the request to the Department.
Rural Development Corps:
All Rural Development Team Members will be located in and around
communities with which they will be working. Each member will
have a duty station, but will not necessarily report there each
day. Rural Development Team Members often work independently,
interacting directly with representatives from the communities
they serve.
The smallest acceptable team size in an area is five. These five
members must meet at least once a month. In order to accommodate
this requirement, all members in a cluster must work on a daily
basis in duty stations within a fifty mile radius or 100 mile
drive -- whichever is shorter.
USDA AmeriCorps Operations Manual ⑉ June 1995
21
A
UNITED
STATES
AMOUNT
SERVICE
DEPARTMENT
OF AGRICULTURE
Project Design and Development
A few of the factors to be considered in project design and
development are:
potential partners,
availability of funds,
contributions available from the community, and
the scope of the project.
Projects should be well defined and include a mission statement,
goals, and objectives. These items help to clarify projects and
highlight intended accomplishments.
When writing up the project, a few specific factors to be
considered are:
benefit-cost ratio,
comparison of alternatives,
consideration of available agency and community resources,
potential sponsors, and
objectives and scope of work for the project (s).
It is during this stage that the AmeriCorps program should be
considered. Careful consideration should be given as to how this
program can help you reach project goals. The resources
available through AmeriCorps must be evaluated as to whether or
not this program is the best strategy to use to accomplish
project goals. It will not be the best strategy for all projects
but for many it offers tremendous resources.
USDA AmeriCorps Operations Manual - June 1995
22
ERICORP
A
UNITED
STATES
AMITE
SERVICE
DEPARTMENT
OF AGRICULTURE
Chapter Four
Cooperative Agreements
The Act
This chapter describes the activities and instruments used to
flow down authorities and funds from the National and Community
Service Trust Act of 1993, Public Law 103-82 (the Act) though
agency implementation. The Act provides for the Corporation for
National and Community Service (CNCS) to issue contracts or
cooperative agreements to Federal agencies to carry out national
service projects. The CNCS uses a competitive process to
determine who will receive Corporation funding. There are
separate competitions for Federal agencies, States, and non-
Federal organizations.
All of the Federal agency applications (sometimes referred to as
proposals) are consolidated by each Department and forwarded to
CNCS. Federal agency applications must provide complete details
regarding their proposed projects, including all project
activities, locations, contractors and/or recipients (also
referred to as third parties or grantees), and budget breakdowns.
If program management activities, competition for those
contractors or recipients should have taken place prior to
submission of the applications to the Department.
CNCS evaluates the applications against their national service
program evaluation criteria, negotiating if necessary, and
selects the highest rated Departmental applications for award.
Contracts and agreements are then awarded that flow-down from the
CNCS to the Departments to the Federal agencies, and in some
instances on to contractors or recipients. This process is shown
in the flow-chart on the following page and explained in detail
throughout the chapter.
USDA AmeriCorps Operations Manual - June 1995
23
NATIONAL AMERICORPS A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Flow of Contracts or Agreements
National and Community
Service Trust Act of 1993
Public Law 103-82
authorized the
Corporation for National
and Community Service
CNCS
CNCS selects program
proposals and issues
Contracts or Cooperative
Agreements to Federal
Departments
Allocataes Corporation
Funds via (AD 742)
USDA
Department (s) executes
Interagency Agreements
with individual agencies
Transfers Corporation
funds to agencies by
using (AD 742, SF-1081,
or OPAC)
AGENCY
Appropriate Agency funds
Agency issues Contract or
& authorities joined with
Cooperative Agreement to
Corporation Funds for
the 3rd party recipient (s)
program implementation.
(SF-270 or other billing
Recipient uses
document)
Corporation, agency, and/or
cooperator funds for program
Agency executes Member
implementation.
Agreements
Agency may elect to seek
Agency may elect to seek other
other funding sources
funding sources through
through partnerships,
partnerships, donations, or
donations, or gifts
gifts.
AmeriCorps
3rd Party
Member
Recipient
AmeriCorps
Member
24
AERICORP
A
UNITED
STATES
AMITA
SERRICE
DEPARTMENT
or AGRICULTURE
Corporation for National and Community Service
Once Departmental applications are selected, CNCS will issue a
Corporate contract or Cooperative Agreement (CA) to the United
States Department of Agriculture (USDA). The Corporate contract
or CA will consist of three pieces: an award letter including
CNCS requirements, CNCS grant provisions for Federal agencies,
and the application submitted by the department. These
instruments validate CNCS approval of the projects identified in
the USDA application and obligate Corporation funding to be made
available to USDA. Since the USDA will not be performing on-the-
ground operation of the national service programs, the CNCS
funding now contained in a USDA account must be transferred to
the respective agencies charged with operating the programs.
This is accomplished by the issuance of interagency agreements
(IA's) from the USDA to participating agencies.
U.S. Department of Agriculture
In order to effect the transfer of funds from the USDA to the
agencies, IA's must be issued. These instruments are bilaterally
signed and may be written in a narrative format solely or an AD-
672, Reimbursement or Advance of Funds Agreement. Either format
should include a detailed explanation of the project, the USDA
application approved by CNCS, any other conditions imposed by the
USDA or agency. The agency fiscal personnel bill the USDA for
the approved funding as shown in the IA, using an AD-1081 or AD-
742. This billing effects the transfer of funds into an agency
account. It is significant to note that any program performance
to be paid using CNCS funds should not begin until the date the
last signature is obtained on the interagency agreement and
transfer of funding is made.
USDA AmeriCorps Operations Manual - June 1995
25
UNITED
STATES
REATIONALS SECURITÉ
DEPARTMENT
or AGRICULTURE
AGENCIES
The USDA consolidated application to the CNCS will include agency
applications (proposals) providing for the AmeriCorps program
management and projects to be accomplished with either (1) agency
personnel alone or (2) both agency personnel and contractors
and/or recipients (also referred to as third party recipients)
AGENCY PERSONNEL
If the USDA application to CNCS proposed all of the AmeriCorps
program management and projects to be accomplished using agency
personnel alone, there may be no other (sub) contracts or (sub)
cooperative agreements needed.
THIRD PARTY INVOLVEMENT
If the USDA application to CNCS proposed the involvement of
contractors or third parties (also referred as recipients or
grantees) in AmeriCorps program management activities, agencies
will need to issue contracts or CA's to the third parties as
described below.
26
MERICORP
A
UNITED
STATES
AMOUNT
SERRICE
DEPARTMENT
OF AGRICULTURE
1. AGENCY CONTRACTS. Under the Americorps Program,
agencies, through their respective departments, may receive
a Corporate contract issued by CNCS. For agencies that wish
to contract their program to a third party, they will need
to solicit and award contracts. These contract packages
should cite the Corporate contract number and include any
pertinent CNCS or USDA requirements. Negotiated contracts
normally require a competitive process which takes
approximately 120 days for solicitation and award. The
(sub) contracts will consist of an award letter with
appropriate references to the Corporate contract and other
CNCS, USDA, and agency specific requirements, a Standard
Form (SF) 33 Or 26, Sections B through J, and incorporation
of the contractors technical and cost proposal.
2. AGENCY COOPERATIVE AGREEMENTS. Under the AmeriCorps
Program, agencies through their respective departments will
receive a Corporate CA issued by CNCS. In order for the
agencies to have third parties participate in agency
AmeriCorps program management activities, agencies will need
to solicit and award (sub) cooperative agreements,
effectively making the organizations (sub) recipients. It
should be noted that the title "sub-cooperative agreement"
will probably not be on the document. At the CNCS or USDA
level, it will probably be referred to in discussions as a
(sub) cooperative agreement. At the agency level, it may be
referred to simply as a cooperative agreement. However, the
(sub) cooperative agreement package should cite the
Corporate cooperative number and include any pertinent CNCS,
USDA, or agency specific requirements.
7 CFR 3015.158 requires competition for cooperative
agreements if the estimated value exceeds $75,000. However,
if agencies wish to transfer management of their AmeriCorps
activities to other recipients (also referred to as third
parties or recipients) after Fiscal Year 1995, the USDA
requires agencies to obtain recipient participation
competitively, selecting the organizations proposing the
best technical approach and highest contributions. This can
be a good mechanism to increase the amount of non-Federal
contributions to the program and alleviate the need for
excessive Federal personnel in the effort. In most
instances, the time frames for solicitation and award are
much quicker than for contracts. Refer to Appendix C for a
sample Forest Service financial assistance announcement for
use in the competitive process.
USDA AmeriCorps Operations Manual - June 1995
27
A
UNITED
STATES
MEDICAL
SERRICE
DEPARTMENT
OF AGRICULTURE
The CNCS requires that Federal agency applications provide
complete details regarding their proposed projects,
including all project activities, locations, contractors
and/or recipients (also referred to as third parties or
recipients), and budget breakdowns. In order to accommodate
this requirement, recipient competition and selections must
be completed prior to submission of the agency application
to the USDA. The competitive process will need to get under
way early each Fiscal Year (FY), such as competition sought
in November of FY 95 for projects proposed in FY 96. The
solicitation notice should clearly identify that the award
of CA's is contingent upon approval and receipt of CNCS
funds and subject to the availability of agency funds made
available from Congress. This makes it clear to competing
organizations that the agency selection is tentative and
contingent upon approval by the USDA and CNCS.
If
competitors are notified of their tentative selection as
potential awardees, the letter should be worded carefully.
It should clearly state that the selection is tentative and
that no performance should start until the agency has
executed a CA. Once tentative selections have been made and
any areas in question are negotiated to the parties mutual
satisfaction, the application can be included in support of
the agency application to the USDA for approval and
submission to the CNCS.
Once the CNCS has issued a CA to the USDA/agency, agency
CA's may be issued to the selected recipients. Agency CA's
consist of an award letter, the third party application
(which should include an SF 424, an SF 424A, a complete cost
break-down which explains and supports the figures shown in
the SF 424A, a narrative statement of the project explaining
the third parties technical approach for accomplishing and
operating the program, and required assurances and
certifications (such as Anti-lobbying, Drug-Free Workplace,
etc.). The award letter should include reference to the
Corporate CA and the Office of Management and Budget
Circular requirements as implemented by the USDA, agency
specific requirements (such as types and frequency of
reports, advance vs reimbursable funding and frequency of
billing allowed, program income, equipment requirements,
etc.), appropriation or management codes needed by the
recipient for billing purposes, etc. Agency grant officers
can provide detailed information and guidance on agency
processes for competition and award of the agency CA's.
28
AMERICORPS
A
UNITED
STATES
DEPARTMENT
SERVICE
DEPARTMENT
OF AGRICULTURES
3. PERFORMANCE. The award of an agency contract or CA
validates agency approval of the project performance and
obligates the agency funding (either received from the CNCS
through the USDA IA or from agency appropriations) to be
made available for contractors or third parties to take over
management of agency AmeriCorps program activities. After
receipt of the award document, contractor or third party
personnel may bill the agency, requesting either advance or
reimbursable payments depending on what type of funding was
approved, up to the maximum amount as shown in the award
document. Contractors may use their own billing format.
Recipients use an SF 270. These billings effect payment and
the transfer of funds from agency accounts to contractor or
third party accounts. Normally billings are allowed to
occur on a monthly or quarterly basis. It is significant to
note that any program performance by contractors or
recipients to be paid using agency or CNCS funds should not
begin until the date the contract or CA is signed.
Agency personnel and contractors or recipients may
anticipate or have negotiated and planned for further
transactions which contribute to or support the contracts or
CA's. This may lead to the processing and award of other
agreements or the acceptance of gifts or donations, as
discussed below.
OTHER AGREEMENTS OR DONATIONS
The USDA's consolidated application to the CNCS may include
agency applications (proposals) providing for the AmeriCorps
program management and projects to be accomplished with either
(1) agency personnel alone or (2) both agency personnel and
contractors and/or third parties. If agencies proposed to use
both agency personnel and third parties, both parties are
providing a contribution to the total value of the project.
Agency funding is clearly considered an agency contribution to
the project. When applicable directly to the agency, IA's with
other Federal agencies, agreements separate and apart from an
agency CA (such as challenge cost-share or collection
agreements), noncash contributions, or cash contributions, the
acceptance of donations, or in-kind contributions are also
legitimate to include as part of the agency contribution to the
project. When applicable directly to a (sub) recipient,
donations, noncash contributions, and in-kind contributions may
be included as part of their contribution to a CA.
USDA AmeriCorps Operations Manual - June 1995
29
REATIONAL AERICORP A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Other agreements or donations made directly to agencies or third
parties must always be separated and accounted for respectively;
at no time can the agreements be viewed as being intermixed.
This is required so that each party's matching contributions are
legal, clear, and verifiable upon audit.
Each agency under the USDA has their own enabling statutes which
may or may not allow for the award of agreements, acceptance of
donations, or use of agency funds for AmeriCorps activities. For
example, the USDA Forest Service has statutory authority to enter
into challenge cost-share, participating, collection agreements,
and several others. However, for the purposes of AmeriCorps
activities, the USDA Forest Service may only use cooperative
agreements and accept gifts or contributions, as appropriate.
When other agreements or donations are to be included as part of
an agencies' contribution, the proper instruments must be awarded
in accord with agency procedures prior to any performance being
started or funds being spent. Close attention should be given to
ensure the activities defined under agency statutes and
appropriations received by Congress are appropriate for use in
AmeriCorps activities. Agency contracting or grant officers can
provide detailed information and guidance on agency specific
processes for entering into other agreements or accepting gifts
donations.
Funding Requirements
If an organization receives a grant from USDA to support the
Americorps Members and if the organization actually payrolls the
AmeriCorps Members, than that organization is required to provide
a match for 15% of the Member's living allowance with non-Federal
funds. If however, the sponsoring organization receives only the
time of the Members and not significant funds from USDA, and if
USDA is actually payroling the Member, then the organization has
no matching requirement.
30
NATIONALS RICORPS A SEPTICE
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Chapter Five
Process for Grant Application
The Process
The National Corporation establishes the criteria and content
requirements for AmeriCorps applications.
The following information is based on the 1994 process and
provides insight into what kinds of information the corporation
seeks. Because the format is subject to revision --- and because
each USDA agency has a different internal project application and
selection process --- USDA employees who plan to develop an
AmeriCorps project should first check with their National
Headquarters.
USDA AmeriCorps Operations Manual - June 1995
31
MERICORP
A
UNITED
STATES
IMPORTER
SERRICE
DEPARTMENT
OF AGRICULTURE
Corporation Funding
Each year Congress may allocate funds for the Corporation. These
funds will then be given out on a competitive basis. Entities
may apply for these funds through the following channels:
1. State Competition - the Act directs States to establish
State Commissions (Appendix D). Non-profit organizations
and State agencies may submit applications to their State
Commission. The State Commissions will then select projects
for submission to the Corporation. This is a competitive
process within the State and then at the national level.
2. Direct Competition - national non-profit organizations
may submit applications for assistance directly to the
National Corporation.
3. Federal Competition - Federal agencies may compete for
funds. Applications may be submitted only from the Cabinet
level. Within USDA, the Office of National Service
coordinates agency applications.
4. Special Set-Asides - one percent of funds allocated for
assistance is set-aside for applications from Indian Tribes.
One percent is also to be set-aside for applications from
certain territories and possessions.
Note: Rules for non-profit organizations applying for funds vary
from those for Federal agencies. Non-profit groups should check
with either their State Commissions or the National Corporation.
Entities may only apply through one source for a project.
32
AMERICORP
A
UNITED
STATES
SERRICE
DEPARTMENT
OF AGRICULTURE
Grant Application Submission
Field personnel who wish to participate in the AmeriCorps Program
should follow their chain of authority with the goal of
submitting their project to their agency Headquarters in
Washington, D.C. Local non-profit organizations who wish to
participate in the AmeriCorps Program as partners with Federal
agencies should join at the local level to develop projects.
When to Submit Grant Applications
The National Corporation establishes the deadline for submission
of applications. Agency field offices will be notified of the
deadline when the Corporation establishes it.
However,
applications can be submitted early to agency headquarters to
allow for reviews and changes to improve and strengthen projects.
Number of Requests
There is no limit to the number of project proposals that may be
submitted for consideration. The number of proposals approved is
dependent upon funds available, and we will not be able to
approve all proposals. Proposals must compete in some manner for
whatever funds are available. Therefore, it is important that
any proposal submitted is well developed, in the correct format,
and meets all criteria. Due to the time and energy needed to
develop a competitive proposal, it may be best to focus on only
one or two project proposals. If someone has several projects
they want to propose, consideration might be giver to whether the
projects are similar enough to be rolled into one umbrella
proposal.
USDA AmeriCorps Operations Manual - June 1995
33
NATIONALS AERICORP A SECURITY
UNITED
STATES
DEPARTMENT
DE AGRICULTURE
Types of Program Assistance
Program assistance falls into two categories: planning or
operational.
Planning grants - proposals for planning a national service
program may be submitted. If the community has a project
they would like to implement but have not completed the
planning process, a request for a planning grant may be
submitted. Planning grants are for a period of six months
to one year only and are not renewable.
Operational grants - operational proposals are for those
projects that have completed the planning stage and are
ready to begin implementation. Operational grants can
include a planning period of not more than six months to
complete the final stages of program development before
implementation. These grants are renewable. Renewal
funding is subject to periodic assessment of program
quality, successful performance against stated objectives,
and availability of funds.
The Corporation may award operating grants for the purpose of
replicating successful program models at other sites.
A
replicable program model must:
have a track record of success,
have identifiable core elements that account for its
effectiveness,
have local support,
be adaptable to local circumstances, and
not duplicate a program already in the geographic area.
34
NATIONALS MERICORP A SEPTEM
UNITED
STATES
DEPARTMENT
or AGRICULTURE
Type of Projects
Any type of project may be submitted as long as it:
falls within the agency statutory authority,
meets priorities established by the agency, USDA, or the
National Corporation, and
meets all project criteria.
Project Criteria
Projects will be evaluated on the following criteria:
Criteria
& of rating
Quality (70%)
Impact
40%
Program Infrastructure & Capacity
30%
Sustainability
15%
Innovation and Replicability
15%
The following information explains and breakdowns this criteria.
USDA AmeriCorps Operations Manual - June 1995
35
A
UNITED
STATES
AMITA
SERRICE
DEPARTMENT
OF AGR KULTURE
QUALITY (70%)
Impact (40%)
Direct and Demonstrable Benefit - any proposal submitted
for approval as an AmeriCorps Program shall provide a
direct and demonstrable benefit that is valued by the
community. Service activities must result in a specific
identifiable service or improvement that otherwise would
not be provided with existing funds or volunteers, and
that does not duplicate the routine functions of workers
or displace paid employees.
Strengthening Communities - programs must strengthen
communities, bringing together both institutions and
individuals to cooperate in creating lasting and
constructive change.
Partnerships - programs must perform projects that are
designed, implemented, and evaluated with extensive and
broad-based local input, including consultation with
representatives from the community served, members (or
potential members) in the program, community-based
agencies with a demonstrated record of experience in
providing services, foundations, businesses, and local
labor organizations representing employees of service
sponsors if these entities exist in the area to be
served.
Partnerships will assist in strengthening communities by
offering programs the opportunity to collaborate with
various sectors of the community that can provide
technical expertise in substantive areas.
36
MERICORP
A
UNITED
STATES
SERVICE
DEPARTMENT
or AGRICULTURE
Diversity - programs can build strong communities by
involving diverse members and staff in activities that
encourage mutual understanding and cooperation. Programs
must seek actively to include members and staff from the
communities in which projects are conducted, as well as
individuals of different races and ethnicity's, education
levels, socioeconomic backgrounds, both men and women,
and individuals with disabilities.
Member Development - the program must be able to instill
the ethic and skills needed for productive and active
citizenship by engaging members in worthwhile service,
education, and leadership development activities; provide
members with the training, skills, and knowledge
necessary to perform the tasks required in their
respective projects, and if appropriate, specific
training in a particular field; assist members to earn
the equivalent of a high school diploma, if necessary;
and provide support to members in their transition to
other educational career opportunities.
USDA AmeriCorps Operations Manual - June 1995
37
NATIONALS MERICORP A SEPTIME
UNITED
STATES
DEPARTMENT
DI AGRICULTURE
Quality is also indicated by the extent to which
the program will provide productive and meaningful education
experiences that incorporate service-learning methods;
the program will meet community needs and involve
individuals from diverse backgrounds (including economically
disadvantaged youth) who will serve together to solve
community problems;
the principal leaders of the program will be well qualified
for their responsibilities;
the program has sound plans and processes for training,
technical assistance, supervision, quality control,
evaluation, administration, and other key activities; and
the program will advance knowledge about how to do effective
and innovative community service.
38
UNITED
NATIONALS A STATES
STATES
DEPARTMENT
OF AGR KULTURES
Quality (70%)
Program Infrastructure and Capacity (30%)
The Program's infrastructure and capacity will be evaluated as
evidenced by:
a clear mission statement, objectives, and indicators of
success;
a staff with a strong track record in operating programs
similar to that being proposed;
the organization's past achievements;
its ability to provide appropriate staff and member
orientation, training, and supervision; and
a plan for continually improving the program based on self-
assessment and monitoring of community and member self-
satisfaction with work performed.
USDA AmeriCorps Operations Manual - June 1995
39
UNITED
NATIONALS A MEDICAL
STATES
DEPARTMENT
OF AGRICULTURE
Sustainability (15%)
The Corporation will measure sustainability by the program's
ability to:
be cost-effective in achieving the identified objectives;
exceed the match requirements with non-Federal funds or for
Federal agencies to provide a substantial match to
Corporation funds;
obtain additional funding sources to sustain the program
beyond the period of Corporation support; and
provide evidence of an existing relationship between the
organization (s) and community.
Sustainability is also indicated by the extent to which:
the program will foster collaborative efforts among local
educational agencies, local government agencies, community
based agencies, business, and State agencies;
the program will enjoy strong, broad-based community
support; and
there is evidence that financial resources will be available
to continue the program after the expiration of the grant.
40
REATIONALS AMERICORP A SEPTICE
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Innovation and Replicability (15%)
The Corporation will measure innovation by the program's ability
to develop creative or distinctive approaches to meeting program
objectives. Replicability will be evaluated on the program
elements that are adaptable to other programs, locations, or
approaches to service such as a rural community, small city, or
part of a larger city.
Priority Proposals
The Corporation also gives priority to proposals that:
involve members in the design and operation of the program;
reflect the greatest need for assistance, such as programs
targeting low-income areas;
develop civic responsibility and leadership skills and
qualities in members;
demonstrate the ability to achieve the goals of this part on
the basis of the proposal's quality, innovation,
replicability, and sustainability; or
address any other priority established by the Corporation
for a particular period.
USDA AmeriCorps Operations Manual - June 1995
41
MERICORP
A
UNITED
STATES
DEPARTMENT
DEPARTMENT
OF AGRICULTUR
Application Format
Each new proposal must submit the following information on a disk
and in hard copy:
1. Title Page -
a) Title of Project
b) Name of Organization
c) Team Type (PL&E or RDT or Combined)
d) State of duty station of AmeriCorps Members
e) County of duty station of AmeriCorps Members
f) Names of counties served by Members (up to 15
counties)
g) Congressional District of duty station of Members
h) Name of site supervisor (at local or county level)
i) Address, phone number, and fax number of site
supervisor
j) Name of State Project Director
k) Address, phone number & fax number of State Project
Director
1) Number of Members in Environmental Teams
m) Number of Members in Rural Development Teams
2. Summary Page - a one page overview containing the following
components:
a) Specific needs to be met
b) Site design
c) Number of participants
d) Description of administering organization
e) Identification of primary partners
3. Mission and objectives
a) What is your mission?
b) What are your annual objectives? (list at least three)
42
ERICORPS
A
UNITED
STATES
AMOUNT
SERRICE
DEPARTMENT
OF AGRICULTUR
4. Narrative (not to exceed 7 pages) In approximately seven
pages organized and labeled in the stipulated categories, provide
the following information with as much specificity as possible.
(a) Needs to be met and appropriateness for national
service. Identify the nature of the specific need (s) to be
met by the proposed national service program, including how
and why these needs are appropriately or uniquely addressed
by a national service program. Give a detailed description
of the environmental problems to be solved. HOW do these
needs relate to the national priorities? If they do not
relate to the national priority areas, please explain why
they were selected. Explain the direct benefit of the
project to the community. You must be able to demonstrate a
direct, quantifiable, measurable benefit to the community.
If you cannot measure the benefit, you may need to rethink
your project.
Process. What was the process by which the needs were
identified? Who was involved identifying the needs and to
what extent were residents, of the community in which the
service will be provided, involved in any needs assessment
activities. Explain in detail the role of each partner in
assessment and start-up phase and how each partner will
participate during the year.
(b) Design. Describe the concept and design for the
program, including the nature of specific service activities
to be performed by participants and how these activities
address the identified needs and meet the program
objectives. Describe how the project will be evaluated and
monitored during the year. Explain how your success will be
measured at the end of the year.
USDA AmeriCorps Operations Manual - June 1995
43
ERICORP
A
UNITED
STATES
LIMITED
SERRICE
DEPARTMENT
OF AGRICULTURE
Concept. What is the basic concept for the design of the
program? How will the program be structured? Where will it
be located? Describe any institutional or programmatic
collaborations or partnerships that will be involved in
operating the program, including the extent to which the
program builds on existing service programs.
Service Activities. What activities will participants
engage in, and how will these projects or activities result
in direct and demonstrable service that addresses the
identified needs. Describe a typical week in the life of
program participants, giving concrete examples of the types
of activities or duties participants will perform.
Relation to Need. How do the service activities respond to
the identified needs?
Participant Training and Support. How will participants be
trained, supported, or otherwise prepared for their
assignments or placements? Describe the key elements of the
participant training, in-service education, or service-
learning curriculum employed to improve participants'
skills, prepare them for placement, and foster positive
civic values.
Participant Placement and Supervision. How will
participants be placed (in teams, small groups, or
individuals) and matched with assignments. Rural
Development Team Members may be placed individually;
however, they must be within a 50 mile radius or a one hour
drive. Furthermore, a cluster site must be established and
teams members must meet once a month at this site. This
monthly meeting can be used in several ways, i.e., training,
or team projects. In the case of PL&E teams, they must be
kept in teams and must always have adequate supervision.
Rural Development Team Members can be included in your
design to use as crew leaders who will be able to assist
with supervision. How will service sponsors or host-sites
be oriented and prepared for placement of Members? This is
an important issue, so be sure to cover it sufficiently.
44
UNITED
AMOUNT SERVICE A
STATES
DEPARTMENT
OF AGRICULTURE
5. Objectives:
Each Rural Development Team Member performing an individual
task must have an individual community service objective. Each
Anti-Hunger and Environmental Team site must have at least five
objectives. Each objective must be in the proper format, all
questions answered and be measurable.
COMMUNITY SERVICE OBJECTIVES
Objective 1
Grantee Name:
Site:
SITE SUPERVISOR:
PHONE:
COUNTY:
COMPONENTS OF OBJECTIVE STATEMENT:
1. What work will be done? What service activities will your
members engage in?
2. What is the hoped for result of the work/activities described
above?
3. How will you measure the quality of your product or impact of
your service?
4. By what standard will you gauge success?
5. How many Individuals will receive the benefit of the work your
members perform?
Below are some examples of unacceptable Community Service
objectives:
Member training.
Fundraising.
Public relations work.
USDA AmeriCorps Operations Manual - June 1995
45
A
UNITED
STATES
SERRICE
DEPARTMENT
or AGRICULTURE
We fully realize that the community service objectives are most
difficult to craft for Rural Development Team projects. These
objectives must clarify precisely how community members will
directly benefit from the service of AmeriCorps Members -- not
how many meeting will be held, how many research reports will be
written, how many plans will be formulated, how much data will be
collected, or how many people will learn about USDA programs.
Community service objectives should stay away from vague
buzzwords such as "facilitating partnerships", "broadening public
understanding", etc. Rather, the objectives should focus on how
many trees will be planted, how many people will receive better
housing, how much the recycling rate will be increased, how many
new small-scale farms will be created, how many more people will
receive running water, how many students will receive educational
presentations, how many new businesses and jobs will be created,
how water quality will be improved, how many new tourists will be
brought to an area, etc.
The objectives must clarify how each AmeriCorps Member has a
distinct service project with distinct goals that are different
from the existing work of the sponsoring USDA agency, RC&D
Council, county agency, or community group. Too many draft
objectives gave the false impression that AmeriCorps Members will
simply be supplementing the workforces of our agencies or partner
organizations.
Each objective must realistically relate the service to be
performed to the final goal. For instance, an objective cannot
simply state that a Member will create a tourism plan for the
area, and that such a plan will create 1,000 new jobs. The
objective needs to explain precisely how the member will not just
plan, but actually help implement, concrete activities that
directly create 1,000 jobs.
46
CRICORPS
A
UNITED
STATES
AMOUNT
SERRICE
DEPARTMENT
or AGRICULTURE
Each objective must define an impartial way of assessing the
quality of the service to be performed. It is unacceptable to
use vague language indicating that, somehow, everyone will be
satisfied. Rather, if the objective relates to education, the
objective should predict specific percentile increases in test
scores on that topic. If the objective relates to recycling, the
objective should predict the actual decrease in the number of
tons of waste weighed-in annually at the county landfill.
Lastly, each objective must state exactly how many community
residents will receive the direct benefits from the service
performed by our AmeriCorps Members. It is unacceptable to
simply make the claim that an AmeriCorps project will somehow
benefit everyone in a town or a county, and then list under the
number of people served the total population of the town or
county. Rather, this number should reflect a carefully thought
out prediction of how many people will be concretely aided by the
direct service of AmeriCorps.
USDA AmeriCorps Operations Manual - June 1995
47
NATIONAL BERICORP A SECURITY
UNITED
STATES
DEPARTMENT
or AGRICULTURE
Applications for Renewal
Sponsors that have an approved project and wish to renew must
submit the following:
1. A letter of intent to renew.
2. Quarterly Report (most recent)
3. Title Page:
a) Title of Project
b) Name of Organization
c) Team Type (PL&E or RDT or Combined)
d) State of duty station of AmeriCorps Members
e) County of duty station of AmeriCorps Members
f) Names of counties served by Members (up to 15
counties)
g) Congressional District of duty station of
Members
h) Name of site supervisor (at local or county
level)
i) Address, phone number, and fax number of site
supervisor
j) Name of State Project Director
k) Address, phone number & fax number of State
Project Director
1) Number of Members in Environmental Teams
m) Number of Members in Rural Development Teams
4.
Summary Page (one page overview) :
a) Exactly what specific accomplishments were achieved
in the first half year of the project in meeting the
community service objectives and boosting the personal
development of the members.
b) The key elements of the program design for next
year. Specifically describe each new service project
to be performed by the Members. Describe any major
changes in management structure or partner
organizations.
48
NATIONALS AERICORP A SEPTICE
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
5. Objectives:
Each Rural Development Team Project must have at least
one objective. Each Environmental Team Project must
have at least three objectives. Objectives must be in
the proper format, answer all five questions and be
measurable.
Objectives are one of the most critical parts of your
application. If they are not specific, if they are not
measurable, or if they do not show a direct benefit to
the community, they will not be accepted.
COMMUNITY SERVICE OBJECTIVES
Objective 1
Grantee Name:
Site:
SITE SUPERVISOR:
PHONE:
COUNTY:
COMPONENTS OF OBJECTIVE STATEMENT:
1. What work will be done? What service activities will your
members engage in?
2. What is the hoped for result of the work/activities described
above?
3. How will you measure the quality of your product or impact of
your service?
4. By what standard will you gauge success?
5. How many Individuals will receive the benefit of the work your
members perform?
Below are some examples of unacceptable Community Service
objectives:
Member training, Fundraising, or Public relations
activities
USDA AmeriCorps Operations Manual - June 1995
49
REATIONAL AMERICORP A
UNITED
STATES
DEPARTMENT
8
AGRICULTURES
Renewals are not automatic.
Serious consideration will be given to:
1. Accomplishments during the project's first year,
2. Challenges met and overcome during the first year, and
3. Clear objectives for the second year.
50
AMERICORPS A
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Chapter Six
Roles & Responsibilities
Corporation for National and Community Service (CNCS)
The CNCS is responsible for:
issuing rules and regulations for the National Service
program;
review and selection of project applications;
processing of education awards;
providing program technical expertise; and
monitoring and evaluating projects.
State Commission for National and Community Service
The State Commissions are responsible for State National Service
Programs. They are available for technical assistance. They may
set up training for Members or they may help to sponsor training
for Members. They have no statutory authority regarding USDA
projects. However, Project Directors are required to consult and
highly encouraged to cooperate with the State Commissions. It
can prove to be beneficial to USDA project managers and our
AmeriCorps Members.
USDA AmeriCorps Operations Manual - June 1995
51
MATIONALS MERICORP A SEPTEM
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Team USDA AmeriCorps - Management Structure
Public Lands and Environment corps
Rural Development Corps
Anti-Hunger Corps
Agency National
USDA National
Headquarters
Service Center
Agency State
USDA Regional
or Regional
Facilitator Staff
Headquarters
Local Project
Direct Management Control
Managers
Information Only
Environmental &
Rural
Anti-Hunger Corps
Development Corps
Site Team Leader
Site Cluster
& Members
Minimum Five
10:1 Ratio
Members
52
AMERICORP A SEPTIME
LAMITED
STATES
DEPARTMENT
or AGRICULTURE
Office of the Secretary of Agriculture
(Director of National Service - USDA)
USDA shall have responsibility for:
submission of consolidated agency applications to the CNCS;
working with USDA agencies to develop applications;
working with agencies to establish USDA AmeriCorps policy
and to provide related guidance;
serving as liaison with the CNCS;
developing recruitment and training material;
serving as the Congressional liaison;
monitoring USDA projects through the national agency
offices;
coordinating public communications;
coordinating intergovernmental relations;
coordinating between USDA agencies; and
ensuring one Departmental identity for the program.
USDA AmeriCorps Operations Manual - June 1995
53
NATIONAL AMERICORP A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICULTUI
Agency National Headquarters
National headquarters is responsible for:
working with the Department to develop policy and
guidelines;
working with States/regions on potential USDA AmeriCorps
project development;
disseminating policy and guidelines to the field;
monitoring and evaluating projects;
allocating funds;
developing operational manuals and training information;
liaison with the Department and the CNCS; and
line management for the AmeriCorps Program.
Agency State and Regional Offices
The Regional Foresters, Regional Conservationists, Area
Directors, and State Conservationists are responsible for:
overall program management and implementation at the State
or Regional level;
project review and submission to national agencies;
providing administrative support and any necessary training;
and
line management for the AmeriCorps Program.
54
MERICORP A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Agency Project Director
Project Directors are responsible for:
serving as liaison between national headquarters and the
local level;
ensuring project managers are in compliance with AmeriCorps
rules and regulations;
ensuring that members' needs are being met; and
line management for the AmeriCorps Program.
Agency Project Managers (local level)
The local office is responsible for:
specific project development, planning, design, submission
to state level;
building partnerships with local organizations; and
following of applicable laws, policies, regulations, and
guidelines, day-to-day project management and supervision.
USDA AmeriCorps Operations Manual - June 1995
55
NATIONALS ERICORP A SEPTEM
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Regional Facilitators
While the role of Regional Facilitators may change greatly next
year, their current duties are:
planning and managing regional training and orientation
programs;
planning and developing regional communications activities;
helping to ensure USDA/AmeriCorps members establish a
national identity;
providing coordination with Anti-Hunger and Public Lands and
Environment Corps where appropriate;
providing leaderships in developing Internet capabilities;
participating in identifying and recommending methods and
criteria to improve USDA/AmeriCorps procedures;
participating in planning for future USDA/AmeriCorps
activities and projects, and
consulting with state and/or regional offices and
facilitating cluster meetings.
56
MERICORP
A
UNITED
STATES
SERRICE
DEPARTMENT
or AGRICULTURE
Responsibilities of all USDA AmeriCorps Staff
All USDA employees in appropriate circumstances shall be guided
by the following:
have selected all AmeriCorps Members in an impartial and non-
discriminatory manner that bolsters AmeriCorps vision of
diversity;
provide AmeriCorps Members with approved handbooks, documents,
and forms needed to follow the provisions of AmeriCorps and
the National and Community Service Trust Act of 1993;
provide AmeriCorps Members with the orientation, training,
technical assistance, and supervision necessary to complete
their service activities;
provide all AmeriCorps Members with ongoing education and
instruction needed not only to perform their specific service
projects, but to grow and develop as citizens, community
problem-solvers, and developing professionals;
design and coordinate service projects so that the members
will continuously have productive and useful service projects
in environmental or human needs;
structure work schedules to ensure that AmeriCorps Members
will be reasonably able to perform 1,700 hours of service
within a year;
treat all members with respect and provide them with a
reasonable amount of guidance, support, discipline, and
counseling required to perform AmeriCorps service;
work with members to develop mechanisms through which they can
have significant input and impact upon service assignments,
rules of conduct, and all other aspects of the AmeriCorps; and
provide other additional support and services to ensure the
success of all programs.
USDA AmeriCorps Operations Manual - June 1995
57
NATIONALS MERICORP A SECTION
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Crew Leaders
Crew leaders are responsible for:
daily supervision and work schedules
Members
Members are responsible for:
completion of assigned work plan and tasks;
coordinating with designated community leaders; and
attending training and AmeriCorps meetings as scheduled.
58
MERICORP
A
UNITED
STATES
SERRICE
DEPARTMENT
OF AGRICULTURE
Member Rules of Conduct
The member agrees to act in conformance with, and abide by, all
current and future rules and procedures established by USDA.
Members must not misuse government property and must conform to
the specific limitations of use of such property while on
official Federal government business.
(a) The member is expected to, at all times while acting in
an official capacity as an AmeriCorps Member:
(1) demonstrate mutual respect toward others;
(2) follow directions;
(3) direct concerns, problems, and suggestions to the
appropriate program official; and
(4) not engage in any activity involving proselytizing
or assisting religious organizations, attempting to
influence legislation or an election or aid a partisan
political organization, helping or hindering union
activity, or aiding a business organized for profit.
USDA AmeriCorps Operations Manual - June 1995
59
NATIONALS MERICORP A
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
(b) At no time may the member:
(1) engage in personal use of government vehicles,
property, tools, equipment, or telephones;
(2) possess or use any and all forms of addictive or
hallucinatory drugs, including, but not limited to
amphetamines, barbiturates, cocaine, marijuana, etc. i
(3) consume or be under the influence of intoxicating
beverages on or in government-owned or leased
property/vehicles: or transportation of such beverages
in government vehicles;
(4) use abusive, vulgar, and discriminatory language,
including verbal/sexual harassment toward fellow
members, staff, supervisors, or other official
contacts;
(5) destroy government or personal property of
others;
(6) fail to comply with a supervisor's instructions,
unless these instructions are clearly illegal or
unsafe;
(7) transport family members, pets, or any
unauthorized personnel in government vehicles;
(8) engage in any activity that is illegal under
local, State, or Federal law;
(9) engage in activities that pose a significant safety
risk to others.
60
A
UNITED
STATES
NATIONAL
SERVICE
DEPARTMENT
OF AGRICULTURE
(c) The member understands that the following acts will
also constitute a violation of the Program's rule of
conduct:
(1) unauthorized tardiness;
(2) unauthorized absences;
(3) repeated use of inappropriate language (i.e.
profanity) at job site;
(4) failure to wear appropriate clothing to service
assignments:
(5) stealing or lying;
(6) engaging in activity that may physically or
emotionally damage other members of the program or
members of the community; or
(7) failure to notify the Program of any criminal
arrest or conviction that occurs during the term of
service.
USDA AmeriCorps Operations Manual - June 1995
61
MERICORP
A
UNITED
STATES
SERVICE
DEPARTMENT
DI AGRICULTURE
Third Party Sponsors
Third party sponsors are responsible for
Compliance with all laws and restraints as outlined in the
legislation and rules and regulations published by the CNCS.
They are to receive a copy of this manual - the USDA
AmeriCorps Operations Manual - to use as a reference.
Complying with the non-displacement clause of the law. This
means that employees cannot be displaced due to the use of
AmeriCorps Members.
Appropriate supervision of AmeriCorps Members when a Federal
supervisor is not on site. Members are required by law to
serve 1700 hours of direct community service and supervisors
are accepting legal responsibilities for this certification.
Officials who are responsible for certification of time and
attendance should be cognizant of the legal responsibilities
of this task. It is not to be taken lightly by any
supervisor.
Ensuring that members are engaged in appropriate service
activities as approved in the community service objectives
agreed upon prior to the start of the program. Federal
program managers should ensure that partners are aware of and
knowledgeable of approved objectives.
Any project unique training requirements that would not have
been provided by any other entity, i.e. Federal agency, CNCS,
State Commission.
In cases where the third-party is a non-Federal entity and is
responsible for directly supervising the members, the third
party is responsible for providing workers' compensation and
liability insurance coverage for the AmeriCorps Members.
62
MATIONALS AERICORP MASSACHUSETTS
UNITED
STATES
DEPARTMENT
OF AGRICULTUR
Chapter Seven
Recruitment/Selection
Start-Up
Recruitment can begin once the Agency has been notified of
selection for an AmeriCorps/USDA Project by CNCS and the USDA
Director of National Service. No members should be formally
selected or renewed until the sites receive this formal
notification. At Appendix G is a checklist for project directors
and managers that may be helpful in getting started. The CNCS
will launch a media campaign to advertise the recruitment phase.
The Office of National Service will assist with recruitment by
sending Public Service Announcements to the media and providing
recruitment material to all project sites.
Project managers need to send out press releases for local press
(example at Appendix E).
Each site needs to develop a recruitment plan (example at
Appendix F). This plan should detail exactly how managers plan
to obtain a high quality and diverse group of applications. The
plan needs to specify how managers will go beyond usual contacts,
i.e., friends, family, and associates of USDA employees. Submit
recruitment plans to the USDA Director of National Service.
USDA AmeriCorps Operations Manual - June 1995
63
NATIONALS MERICORP A SEPTEM
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
The plan should reflect a detailed timetable for each task, such
as:
how and where recruitment brochures and posters will be
distributed;
civic groups or summer youth programs to which presentations
will be made;
specify the meetings which will be held with guidance
counselors, principals, clergymen, college department
chairs, college and vocational school financial aid
officers, college student activities coordinators, school
community service coordinators, and other community leaders;
specify community events where exhibits will be held; and
state how and when finalists will personally be interviewed.
Eligibility
Anyone over 17 years of age (or 16 in a Youth Corps program), is
a U.S. citizen or a lawful permanent resident alien, has a high
school diploma, a GED or agrees in writing to get one, and has a
sincere desire to perform national service, is eligible to be a
member in this program.
Relocation Costs
USDA will not pay any costs due to relocation. For example, if a
Member living in New York applies for a position in California
and is accepted, that individual is responsible for his/her
relocation costs.
64
ERICOR
A
UNITED
STATES
AMOUNT
SERVICE
DEPARTMENT
or AGRICULTURE
Former AmeriCorps Members
If a project sponsor wishes to recruit a current or past
AmeriCorps Member, they should have that member submit a new
application. Members are not automatically enrolled for another
term. They must apply and compete for each term they wish to
serve. Project managers must make the determination of whether
or not to renew a member in the Americorps Program.
Recruitment Pools
The CNCS will maintain a database of potential applicants which
may be used as a source for recruitment. Program managers can
tap this source in one of two ways:
1. contact NHQ with zip codes for potential geographic
recruitment areas. NHQ will obtain the list of applicants
and forward to you.
2. contact CNCS directly by calling Bruce Cohen at (202)
606-5000, extension 249.
Each project should try to select approximately 20 percent of the
members from the Corporation's recruitment pool. The pool will
include names from your area.
The USDA Office of National Service will also operate an 800 line
to obtain names of interested applicants. USDA will provide
these names to local project managers.
USDA AmeriCorps Operations Manual - June 1995
65
AERICORP
A
UNITED
STATES
SERVICE
DEPAR TRENT
MATIONALSE
OF AGRICUL TURI
Diversity
The goal at each site should be to receive four applications from
a socioeconomic mix of people for every member eventually
accepted. In other words, if you have a 20 person project, you
should attempt to obtain at least 80 applications. You should
make it clear to all applicants that there will be a tough
competition to get accepted to the program. Yet you should make
sure that applicants know they will not be judged so much on
their past education or accomplishments as they will on their
sincere desire to work hard at performing community service.
While USDA projects will absolutely not have recruitment quotas,
each program should have the basic look and feel of the people
who live in that region. For instance, a program in Vermont
should have a diverse mix of Anglo-Americans and Americans of
French descent. A program in the District of Columbia or Chicago
or Los Angeles should have a diverse mix of African-Americans,
Caucasians, Latinos, and Asians. A program in South Dakota
should have a diverse mix of Caucasians and Native Americans.
All projects should seek people with a diverse mix of educational
levels, ranging from high school dropouts to technical school and
college graduates. All projects should recruit people with a
diverse level of family income. (There is no income eligibility
for this program.) Projects should have a mix of males, females,
and members with disabilities.
While it may be difficult to achieve the recruitment goals
outlined above, diversity is fundamental to our program. Your
recruitment plan should specify the exact ways you will take
steps to obtain diverse applicants.
66
MERICORP
A
UNITED
STATES
MEMBIR
SERVICE
DEPARTMENT
Of AGRICULTURE
Nondiscrimination
You may not discriminate against any participant, program staff,
or service recipient on the basis of race, color, national
origin, religion, sex, age, political affiliation, or disability.
Under Federal law, you are required to conduct a self-evaluation
regarding accessibility for individuals with disabilities and
discrimination on the basis of sex. You must also comply with
applicable state nondiscrimination laws.
We urge you to reach out to participants who can contribute a
diverse set of perceptions, skills, and life experiences to your
program team. In all cases, your selection process must be based
on the qualifications of your applicants - whether they can
perform the essential project activities - with or without
reasonable accommodation of their mental or physical
disabilities. If you have applicants who are qualified, but have
disabilities, you have an obligation by law and under the grant
to provide reasonable accommodation to enable them to
participate. You do not have to enroll someone who is
unqualified or who poses a direct threat to the health or safety
to others (that cannot be eliminated through reasonable
accommodation). Nor do you have to make accommodations which are
unduly burdensome or will fundamentally alter your program
design.
Member Selection
The project director, in consultation with agency line officers,
is responsible for selecting members.
USDA AmeriCorps Operations Manual - June 1995
67
RICORPS
A
UNITED
STATES
SERRICE
DEPARTMENT
OF AGRICULTURE
Members with Criminal or Juvenile Records
Applicants with criminal records have not been restricted from
participation in the program. A determination must be made on a
case-by-case basis.
However, if your program provides service in particularly
sensitive areas, such as working with young children, you should
consider whether the participation of individuals with certain
criminal backgrounds would have a significant negative impact on
the physical or psychological health of other members or
individuals served. Similarly, you should carefully consider the
impact of participation by an individual convicted of a violent
felony or an offense related to the project activities (for
example, someone with a burglary record where the program repairs
the homes of elderly residents). The same recommendations apply
for someone adjudicated as a juvenile offender.
You should be aware that some states have laws related to placing
individuals with criminal records in activities involving
children. You also should be aware that programs could be held
liable for any negative consequences resulting from inadequate
screening of members in particularly sensitive areas.
68
NATIONALS ERICORP A SEPTICE
UNITED
STATES
DEPARTMENT
OF AGR KULTURE
Chapter Eight
Personnel and Administrative Issues
General
AmeriCorps Members are not Federal employees: however, for the
purpose of administration, USDA/AmeriCorps members will often
follow many of the same processes used for regular employees.
Participant Application
USDA will use the Team USDA AmeriCorps Application Form AD 1099
(4/95) (copy at Appendix H).
Benefits to AmeriCorps Members
living allowance during service;
child care allowance (if eligible) i
basic health insurance (if eligible);
educational award worth $4,725. This can be used for
college, job training, or repayment of qualified student
loans;
for full-time member excused absence (40 hours) and Federal
holidays; and
for part-time members excused absence (20 hours) and four
Federal holidays.
AmeriCorps Members are NOT Federal employees. Their service in
AmeriCorps does not count toward retirement nor does it give them
any special status if once they leave the program they apply for
a job as a Federal employee.
USDA AmeriCorps Operations Manual - June 1995
69
UNITED
NATIONAL A SECURITY
STATES
DEPARTMENT
OF AGRICULTURE
Living Allowance
Living allowance disbursement will be determined based upon 1,812
hours for full-time Members. For part-time members it will be
based on 952 hours. Members are not subject to the Fair Labor
Standards Act and will not receive premium or overtime pay.
Living allowance rates for USDA/AmeriCorps Full-time members for
FY 96 are:
Allowance
Hourly
Pay period
Environmental Team
$7,945
4.39 X 80 = $351.20
Anti-Hunger Team
$7,945
4.39 X 80 = $351.20
Rural Development Team
$12,000
6.62 X 80 = $529.60
Living allowance rates for USDA/AmeriCorps part-time members for
FY 96 are:
Allowance
Hourly
Pay period
Environmental Team
$4,206
4.41 X 80 = $362.80
Anti-Hunger Team
$4,206
4.41 X 80 = $362.80
Rural Development Team
$6,352
6.67 X 80 = $533.60
Members participating in a residential program may be subject to
a commissary deduction.
70
ERICORP
A
UNITED
STATES
DEPARTMENT
MEDICAL
OF AGRICULTURE
Effect of Living Allowance on Other Programs
The question has arisen as to how the AmeriCorps living allowance
is treated for purposes of determining an AmeriCorps Member's
eligibility for benefits under the Social Security Act, including
AFDC, Medicare, Medicaid, and SSI benefits. The National and
Community Service Act of 1990, as amended, deals with this issue
in a rather indirect fashion:
Treatment of benefits. Section 142 (b) of the Job Training
Partnership Act [29 U.S.C.A. $1552 (b) ] shall apply to the
projects conducted under this subchapter as such projects
were conducted under the Job Training Partnership Act [29
U.S.C.A. § 1501 et seq.]
42 U.S.C. § 12637 (d). Section 142 (b) of the Job Training
Partnership Act provides as follows:
Allowances, earnings and payments to individuals
participating in programs under this chapter shall not be
considered as income for the purposes of determining
eligibility for 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 [42 U.S.C.A. 301 et seq.]
29 U.S.C. § 1552. The Department of Health and Human services
has ruled that AmeriCorps benefits will be taken into account in
determining eligibility for programs under the Social Security
Act, including SSI, Medicaid, Medicare, and AFDC. However,
AmeriCorps benefits may not be taken into account in determining
eligibility for and the amounts of other needs-based Federal
Programs, including Food Stamps, Public Housing, Federal Student
Aid, and others.
USDA AmeriCorps Operations Manual - June 1995
71
A
UNITED
STATES
SERRICE
DEPARTMENT
OF AGRICUL TURE
Food Stamp Eligibility
Below is a boilerplate paragraph that my be useful to you and/or
your State/regional/local contacts in informing AmeriCorps
Members about their possible eligibility to receive food stamp
benefits.
AmeriCorps Members who wish to apply for food stamps must:
1) TELL the eligibility worker that they are AmeriCorps
Members, and
2) take the necessary information to the office with them
(see sample paragraph below).
It is critical that they report the income, even though the
worker will turn right around and exclude it; otherwise, it could
be construed as a "misrepresentation of circumstances" or "food
stamp fraud".
This applies to any of the other means-tested programs (i.e.,
programs that have an income eligibility requirement)
administered by FNS -- WIC, Child and Adult Care Feeding, School
Lunch/Breakfast, and the Summer Food Service Program, to name a
few. Thus the sample paragraph on the following page can
generally be interpreted to refer to those other programs as well
as to the Food Stamp Program that it specifically mentions.
72
NATIONAL AERICORP A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Sample Paragraph
The Food Stamp Program helps low-income people buy the food they
need for good health. Eligibility is on a household basis, that
is, people who live together and purchase food and prepare meals
together are included in one household. When a household applies
for food stamps at the local food stamp office, an application
must be filled out that reports all income the household
receives. Most income is counted in determining the household's
eligibility and the amount of benefits the household will
receive, but some types of income are not counted. For example,
stipends and educational income received under an AmeriCorps
program are not counted. To get this exclusion, you will be
asked to show proof that the money comes from an AmeriCorps
program. This proof may be a document provided by the AmeriCorps
program that shows what type of payment it is or, if you do not
have such proof, you may have the food stamp office call the
(local) AmeriCorps office for you.
USDA AmeriCorps Operations Manual - June 1995
73
A
UNITED
STATES
SERVICE
DEPARTMENT
OF AGRICULTURE
Living Allowance Waivers
The Department of Health and Human Services has ruled that the
living allowance will be taken into consideration in determining
eligibility for and the amount of assistance from programs under
the Social Security Act, including SSI, Medicaid, Medicare, and
AFDC. A significant number of AmeriCorps Members are recipients
of SSI or AFDC who fear losing that assistance because of the
living allowance. For those members, the Corporation will waive
the living allowance requirement, with the following caveats.
First, the member must understand that each State has different
regulations applying HHS rules, and that even if the member
waives his or her right to receive the living allowance, the
State may still consider the amount of the living allowance that
the member is eligible to receive. Second, the member may revoke
the waiver at any time during the course of the program.
Finally, if the member revokes the waiver, he or she may only
begin receiving the living allowance from the date on which the
waiver was revoked; the member may not receive any portion of the
living allowance that accrued during the waiver period. Appendix
I is a waiver form for the member to sign if they decide to waive
the living allowance.
Work Study
Effect of living allowance on a member's work study and other
student assistance - work-study is a Federal needs-based program
administered through post-secondary institutions to provide
students with part-time employment during school attendance. A
member's living allowance will not affect work-study eligibility
or eligibility for any other Federal student aid. The CNCS has
asked financial aid officers not to take the living allowance
into account in determining other financial aid. However, there
is no guarantee that the living allowance will be disregarded in
determining eligibility for State aid or private scholarships.
74
A
UNITED
STATES
AMOUNT
SERVICE
DEPARTMENT
DI AGRICULTURE
Child Care
AmeriCorps child care benefits include assistance in:
1. identifying child care; and
2. payment of child care costs based on a regional
allowance.
Child care benefits are available for all full-time members who
are income eligible and whose children are younger than 13 years
of age. These benefits will pay for a variety of types of
approved child care including family child care and center-based
child care. Considering child care needs, members should plan
for transportation time to and from work sites in addition to
scheduled work hours. These benefits cover 100 percent of a pre-
determined allowance or the actual cost of the care, whichever is
less. The allowance is based on the local rates of the Child
Care & Development Block Grant, a federally funded, state
administered program that differs from state to state and
community to community.
(See information at Appendix J)
Summary of Benefits
timely, direct payment of child care costs to approved child
care provider based on the pre-determined allowance;
consultation with a child development specialist lócated in
the community where child care is needed;
detailed review of all available child care options in the
community where child care is needed;
consumer information about the quality of child care and how
to identify it; and
materials and resources, including checklists for the visit
to child care providers, charts identifying milestones in
child development and other helpful materials.
USDA AmeriCorps Operations Manual - June 1995
75
A
UNITED
STATES
AMOUNT
SERVICE
DEPARTMENT
OF AGRICULTURE
Overview of Responsibilities
Project managers and/or supervisors are responsible for
determining a member's eligibility for child care benefits. The
process consists of the following steps:
1. Orientation - project mangers should provide an
orientation regarding child care benefits. Two reasons for
this step is to:
provide the member with the information needed to
successfully choose a child care provider. Thoroughly
describe and explain the benefits and materials which
will be provided by AmeriCorps Care.
to gather essential information to determine the
member's eligibility for child care benefits. Ensure
that the AmeriCorps Care application is completed and
obtain current income information (obtain pay stubs
from the most current four weeks prior to the review)
2. Verification - to review eligibility information by
checking all child care applications and review eligibility
based on family size, computation of family income,
verification of hours in program, and child care payments
from other sources.
3. Certification - ensure that the member meets the
following criteria:
The member must reside with and be a parent or guardian
of a child or children under the age of 13.
The total family income must be within the state's
eligibility limits for CCDBG for a family of that size.
The member is not receiving child care assistance from
other sources.
The member needs child care in order to participate in
program.
After completion of these three steps, project managers
should fax or mail signed application of the eligible
member (s) to the AmeriCorps Care.
76
MATIONALS A RICORPS SEPTIMES
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
4. Obligation/Authorization - provide each eligible member
with an AmeriCorps Care parent packet. Within this packet
is a three-party contact agreement which, when signed by
provider, parent, and project manager, authorizes child care
services to begin immediately.
5. Compensation - AmeriCorps Care will administer a payment
system, forwarding child care payments directly to approved
child care providers on a monthly basis. Providers will be
required to verify services for the prior month and forward
a child care coupon to AmeriCorps Care. AmeriCorps Care
will forward payment directly to child care providers within
five working days of receiving the completed coupon.
For technical assistance, project managers and supervisors may
contact AmeriCorps Care at 1-800-570-4543, 9:00 AM to 5:30 PM,
EST, Monday through Friday. This number is not for member use.
Members may contact AmeriCorps Care at (202) 393-1135, 8:30 AM to
5:00 PM, EST, Monday through Friday.
USDA AmeriCorps Operations Manual - June 1995
77
UNITED
NATIONAL A SECURITY
STATES
DEPARTMENT
OF AGRICULTURE
Worker's Compensation
For the purposes of the Federal Employees Compensation Act
(FECA), if members are managed directly by Federal employees, we
are to consider them as being covered. Each agency should
process the appropriate Department of Labor forms as it would for
a USDA employee.
Members who are in programs sponsored by USDA but are directly
supervised (and usually payrolled) by a non-Federal third party
must have workers' compensation payments made for them by the
third party to the appropriate state.
Liability
For the purposes of the Federal Tort Claims Act (FTCA), if
members are directly managed by Federal employees, we are to
consider them as being covered where they are acting in the scope
of their employment on behalf of USDA in an official capacity.
The ultimate determination is within the discretion of the
Department of Justice and must be made on a case-by-case basis
under the particular facts of each case. All incidents should be
handled under normal FTCA procedures.
All non-Federal third parties operating programs in conjunction
with USDA who directly supervise the members must provide
liability insurance coverage for the members.
Insurance
USDA will provide health insurance for AmeriCorps members. There
will be no cost share by the member. Members can enroll at
anytime during the program. This insurance is optional to the
member, covers only the member, and does not cover any
dependents. A policy will be obtained by CNCS and the payment
will be made by the National Finance Center. (Appendix K)
There is no life insurance coverage.
78
NATIONAL MERICORP A SEPTEM
UNITED
STATES
DEPARTMENT
or TURS
Unemployment Benefits
Members are not considered Federal employees for this benefit and
are not eligible to receive unemployment benefits.
Garnishment of Wages
Procedures for garnishment of wages is the same as for an
employee. The procedure is that a court order is issued and
forwarded to the agency office charged with handling such
matters. Agency personnel should contact the Research and
Operations Division of the Office of the General Counsel (202)
720-2320 when processing garnishment orders for AmeriCorps
Members. There is some question as to whether or not an
AmeriCorps living allowance is considered "pay" for the purposes
of legislation that allows garnishment.
Employee Assistance Program
Members are not considered Federal employees for this benefit and
are not eligible to receive assistance. However, assistance
program counselors may be asked for advice as to whom the
AmeriCorps Member may contact to seek assistance.
USDA AmeriCorps Operations Manual - June 1995
79
A
UNITED
STATES
INITITE
SERRICE
DEPARTMENT
OF AGRICULTURE
Educational Awards
After a member completes his/her term of service, they will be
eligible for an educational award that can be used in the
following ways:
to repay qualified existing or future student loans;
to pay all or part of the cost of attending an institution
of higher education (including certain vocational programs);
or
to pay expenses incurred while participating in an approved
school-to-work program.
The award can be divided up and used only for authorized
educational expenditures. A member could apply a portion to an
existing qualified student loan and save the remainder to pay for
authorized college costs a few years later. Educational awards
will be held in the National Trust for seven years. A member may
apply for an extension if during the seven-year period, they
perform another term of service in an approved AmeriCorps
position, or if they were unavoidable prevented from using the
award. Education awards are subject to income taxes in the year
they are used.
Members must serve a minimum of 15 percent of their term of
service in order to receive a pro-rata share of the educational
award.
In general most personal loans taken out by individuals to cover
education expenses that are NOT qualified loans can NOT be paid
off using the post service education award. The institution
which made the loan can tell you if the loan is "qualified".
80
NATIONALS ERICORP A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
The post service education award CAN'T be transferred to anyone
else. A child can't transfer it to a parent to pay off loans the
parent took out to pay the child's educational expenses. A
parent can't transfer it to a child or spouse or relative to pay
for that person's educational expenses. In general, the
education award can't be used to pay off PLUS loans.
The law prevents the USDA/AmeriCorps Program from offering the
option of making a cash payment in lieu of the post service
education award administered through the National Trust.
In most cases, the post service education award of $4,725 is
taxable in the calendar year in which it is used. The
Corporation will deduct no taxes but you will be sent a Form 1099
to be used in preparing your taxes.
In most cases, the post service education award does NOT count as
aid received when computing your eligibility for other financial
assistance for education. The education award is in addition to
any other financial aid you would have been eligible for it you
had not served in AmeriCorps.
Prior to using the education award, the member agrees (in the
event the member has not yet received a high school diploma or
its equivalent, including an alternative diploma or certificate
for individuals with learning disabilities) to obtain a high
school diploma or its equivalent (unless the member is enrolled
in an institution of higher education on an ability to benefit
basis or the program has waived the requirement due to the
results of the member's education assessment).
USDA AmeriCorps Operations Manual - June 1995
81
A
UNITED
STATES
DEPARTMENT
INDIANA
OF AGRICULTURE
The member understands that his/her failure to disclose to the
program any history of having been released for cause from
another AmeriCorps Program will render the member ineligible to
receive the education award.
If the member has received forbearance on a qualified student
loan during the term of service, and the member successfully
completes the term of service, the National Service Trust will
repay any interest that accrued on the loan during the term of
service.
Qualified Student Loans
Below is a partial list of qualified student loans under the
AmeriCorps Educational Awards and the Loan Forbearance programs.
Essentially, all student loans under Title IV of the Higher
Education Act of 1965 (except for loans made to parents of
students) and Titles VII and VIII of the Pubic Service Health Act
are qualified student loans under the AmeriCorps Education awards
and Loan Forbearance programs.
Please note that the list provided below is not exhaustive
because the names of the student loans frequently change or the
local lenders have given different names to certain loans. If
the AmeriCorps Members in your program have student loans that
are not listed below, please have them check with their lenders
to see if it falls under Title IV of the Higher Education Act of
1965 or Titles VII and VIII of the Public Service Health Act.
82
NATIONALS MERICORP A SECURITY
LAMITED
STATES
DEPARTMENT
OF AGRICULTURE
Title IV of the Higher Education Act
Federal Family Education Loan Program (FFEL) - these loans
are insured by the Department of Education. (Since FFEL
loans are privately issued, they may be referred to by
another name by the loan holder.)
Federal Consolidation Loans
Federal PLUS Loans - excluding those made to
parents
Federal Stafford Loans
Federally Insured Student Loans - ended in 1984
Guaranteed Student Loans - former name for
Stafford Loans
Supplemental Loans for Students (SLS)
Federal Direct Student Loan Program (FDSLP) - The Department
of Education is the lender.
Federal Direct PLUS Loans
Federal Direct Stafford Loans
Federal Perkins Loans - This is a campus based program.
National Defense Student Loan Program
National Direct Student Loan Program
Income Contingent Loan Program
Title VII of the Public Service Health Act
Health Education Assistance Loan Program (HEAL)
Health Professions Student Loan Program (HPSL)
Primary Care Loans (PCL)
Loans for Disadvantaged Students (LDS)
Title VIII of the Public Service Health Act
Nursing Student Loan Program (NSL)
USDA AmeriCorps Operations Manual - June 1995
83
A
UNITED
STATES
LIMITED
SERRICE
DEPARTMENT
OF AGRICULTURE
Deferment of Student Loans
Individuals serving in an approved position in Americorps, the
National Service Program, are entitled to forbearance on
qualified student loans during their terms of service. This
benefit is intended to enable individuals with outstanding debt
to participate in AmeriCorps, the National Service Program
established by the National and Community Service Trust Act of
1993 (P.L. 103-82).
This law amended the Higher Education Act to provide that:
"upon written request, a lender shall grant a borrower
forbearance on such terms as are otherwise consistent with
the regulations of the Secretary [of Education], during
periods in which the borrower is serving in a national
service position, for which the borrower receives a national
service educational award under the National and Community
Service Trust Act of 1993."
The Department of Education has further incorporated this
statutory mandate into its implementing regulations. The final
regulations governing the Federal Family Education Loan Program
(34 CFR Part 682) provides for mandatory forbearance for such a
borrower "in yearly increments (or a lesser period equal to the
actual period during which the borrower is eligible) In the
future, the Department will incorporate further regulatory
references to this mandatory forbearance requirement for Perkins'
loans.
The Department of Health and Human Services is developing policy
guidance to notify schools, lenders, and holders that loans made
pursuant to Title VII and VIII of the Public Health Service Act
are similarly eligible for forbearance during any periods of
service with the national service program.
84
MERICORP
A
UNITED
STATES
DEPARTMENT
SERVICE
DEPARTMENT
or AGRICULTURE
The CNCS shall pay the interest that has accrued on the qualified
student loans of any person in an approved national service
position during their term of service, pursuant to Section 148 (e)
of the National and Community Service Trust Act. Interest will
be paid to the lender at the end of the term upon the successful
completion of service by the borrower in a national service
program. Members who fail to complete the full term will
generally be liable for the accrued interest. In some instances,
individuals may leave service early for compelling personal
circumstances, and the Corporation will also pay accrued interest
during the term of service. Otherwise, individuals who leave the
program early are responsible for paying the accrued interested.
Qualified student loans for which the Corporation will pay
accrued interest costs are:
"any loan made, insured, or guaranteed pursuant to title IV
of the Higher Education Act of 1965 (20 U.S.C. 1070
et.seq.), other than a loan to a parent of a student
pursuant to section 428B of such Act (20 U.S.C. 1078-2)
and
"any loan made pursuant to title VII or VIII of the Public
Health Service Act (42 U.S.C. 292a et. seq. )
In general, the Department of Education loans that are covered
include:
(a) Federal Family Education Loan Program,
Federal Consolidation Loans,
Federal PLUS Loans (excluding those made to
parents)
Federal Stafford Loans
Federally Insured Student Loans (1984 and prior)
Guaranteed Student Loans (former name for
Stafford Loans)
Supplemental Loans for Students
USDA AmeriCorps Operations Manual - June 1995
85
A
UNITED
STATES
SERRICE
DEPARTMENT
OF AGRICULTURE
(b) Federal Direct Student Loan Program (FDSLP)
(c) Federal Perkins Loans
National Defense Student Loan Program (NDSL)
National Direct Student Loan Program (NDSL)
Income Contingent Loan Program
For purposes of the Public Health Service Act, this includes:
Health Education Assistance Loans (HEAL)
Health Professions Student Loans (HPSL)
Loans for Disadvantaged Students (LDS)
Primary Care Loans (PCL)
Nursing Student Loans
In order to get forbearance on a student loan, the member must
contact their loan holder requesting "forbearance" of their loan
payments because they are participating in an AmeriCorps program.
Appendix L is a copy of a "Loan Forbearance letter" published by
the Corporation. The member may need to take a copy of this
letter to his/her loan holder. The loan holder/servicing center
will give her/him a form for requesting a forbearance or
deferral. (Lending institutions have standard forms they use for
borrowers who request forbearance on loans). While the forms
differ from lender to lender, there will be a section that the
AmeriCorps member will need to complete. Then, they should send
the form to the National Service Trust for verification of
service. Writing "forbearance" on the envelope will help direct
the request to the proper person. The Trust will complete the
appropriate section (if applicable), enclose the "Dear Lender"
letter in the appendix, and return the form to the loan
holder/servicing center or, if requested by the AmeriCorps
member, to him/her.
The Trust will only be able to certify eligibility if there is a
completed and signed Trust Fund Enrollment Form on file.
Therefore, it is important that these forms are filled out and
returned as soon as possible after the project begins. Return
these forms to your national agency headquarters in Washington,
D.C.
86
UNITED
NATIONALS A SECURITY
STATES
DEPARTMENT
OF AGRICULTURE
Additional Questions and Answers
What can I use my education award for? Awards can be used to
repay existing or future qualified educational loans or to pay
for the cost of attending a qualified college or graduate school
or an approved school/work program, as defined by the Departments
of Education and Labor.
What expenses are considered part of the "cost of attending" 'a
qualified school? The Department of Education has defined the
term "costs of attendance" to mean tuition, normal fees and
required material, equipment, and supplies. In addition, each
educational institution establishes allowances for room and
board, books, supplies, transportation, and miscellaneous
personal expenses, which are also included in the cost of
attendance.
What if I don't use my entire education award all at once? You
can use up your education award at any rate you choose, as long
as you use it within seven years for qualified expenses at
qualified schools.
Can an education award be used at more than one school? Yes.
The award can be used to help pay one or more loans or the costs
of attendance at one or more educational institutions or a
combination.
Can an education award be used to study outside the U.S.?
Many post-secondary institutions offer educational opportunities
abroad. As long as the institution itself is in the U.S. and
meets the legal requirements as defined in section 481 (a) of the
Higher Education Act of 1965, as amended (20 U.S.C. 1088 (a), you
may use the education award to study overseas. Foreign schools,
however, do not meet the Higher Education Act criteria.
Can I use my past community service to qualify for an award? No.
Only service in an approved AmeriCorps program will be credited
for purposes of earning an education award.
What happens if I withdraw from the school or fail to complete my
period of enrollment for which the award has been used? The
school must have a fair and equitable refund policy that complies
with the Higher Education Act of 1965, as amended. If there is
any refund owed and returned to the Corporation, the amount will
be credited to your "account" in the Trust, and can be used by
you, within seven years of your completion of service.
USDA AmeriCorps Operations Manual June 1995
87
UNITED
NATIONAL A SEPTEM
STATES
DEPARTMENT
OF AGRICULTURE
Will I have to pay taxes on my education award? According to the
IRS, in most cases awards are subject to income taxes in the
calendar year in which they are used. The Corporation will
deduct no taxes, but it will send you a Form 1099 to be used in
preparing your income tax form.
Is my award transferable? For example, if I am unable to use it,
can I transfer the award to another individual? No. Only
AmeriCorps Members are eligible for education awards. You may
not transfer it to a relative or any other individual under any
circumstances.
88
AMERICORP
A
UNITED
STATES
MEDICAL
SERRICE
DEPARTMENT
OF AGRICUL TURS
Forms
Appendix M describes the forms from the Corporation and gives
detailed information on how to fill them out. It is important to
remember that every form should be sent to your agency
headquarters as soon as possible after your members have
enrolled. Also, be sure to retain a copy of every form sent to
your agency headquarters for your files.
Appointment
Upon entrance to the program, the following must be completed by
the member:
1. state and Federal income tax forms;
2. health insurance form if a member is eligible;
3. direct deposit forms;
4. National Service Trust Form (Appendix N) i
5. Member Enrollment Form (Appendix O) - members must sign
and date this form. In the first section, For local Program
Staff Use, this information will be provided to you by your
agency's project director. Complete the requested program
information and the member's date of enrollment. Note that
the sub grantee ID number is your grant number. You must
indicate the recruitment type on each form. Mail this form
and the National Trust Form to agency National Headquarters;
NOTE: There is a misleading question on the member
enrollment form. Question #4, "Are you a (n) " has as a
possible response "alien with a work permit/authorization to
work." This has led some to believe that aliens with a work
permit/authorization to work are eligible to be AmeriCorps
Members. They are NOT eligible. Anyone checking this block
is INELIGIBLE to be in Americorps.
6. Form I-9, Employment Eligibility Verification; and
7. SF-1152, Designation of Benefit for Unpaid Compensation.
USDA AmeriCorps Operations Manual - June 1995
89
UNITED
NATIONAL A SECURITY
STATES
DEPARTMENT
OF AGRICULTURE
The supervisor is to complete:
1. Form SF-52, Request for Personnel Action;
2. Position Description (example at Appendix P)
3. Supplemental 52; and
4. AD 322.
Forward completed forms to the personnel office where they will
electronically enter the information in the NFC personnel and
payroll master file.
For each member, NFC will produce these output documents:
Form SF-50, Personnel Action;
Form AD-334, Statement of Earnings and Leave; and
Form W-2, Earnings Statement.
The supervisor and the member should:
1. review the Member Agreement (Appendix Q) and member must
sign;
2. review the safety release form and member must sign
(Appendix V);
3. review any performance standards and performance
appraisal (example at appendix R).
4. if appropriate, provide member with the child care
packet and review with the member. Supervisor must
determine if the member is eligible, complete the
eligibility form, and both member and supervisor must sign;
and
5. present member with USDA/AmeriCorps ID card.
90
UNITED
NATIONALS A SECURITY
STATES
DEPARTMENT
OF AGRICULTURE
Member Agreements
Members shall sign an agreement which explains agency
expectations and member's rights and responsibilities, including:
beginning and ending dates of the member's term of
service;
minimum number of hours needed to obtain a post-service
education benefit;
identification of member's supervisor;
project assignment and service activities;
activity performance standards;
living allowance amount and payment method;
a description of the other member entitled benefits;
a description of any deductions for room and board;
acceptable conduct;
prohibited activities;
requirements under the Drug Free Workplace Act;
termination and suspension rules (including the specific
circumstances under which a member can be released for
cause) i
grievance procedures; and
other items as appropriate.
USDA AmeriCorps Operations Manual - June 1995
91
UNITED
REATIONAL A SECURITY
STATES
DEPARTMENT
OF AGRICULTURE
The Department will develop two different Member Agreements for
use in the USDA/AmeriCorps program;
1. Member Agreement for members of the Anti-hunger and the
Public Lands and Environment Team.
2. Member Agreement for members of the Rural Development Team.
In addition, if a member has not completed high school, they must
agree in writing to obtain a high school diploma or GED
certificate before using the education benefit.
USDA will maintain the confidentiality of information according
to the Privacy Act. Prior written consent by members must be
obtained before using their names, photographs, and other
identifying information for publicity or promotional purposes.
If members are under 18 years of age, parental or legal guardian
written consent must be obtained. The easiest way to handle this
is to include a standard informed consent form as a part of the
Member Agreement signed at enrollment (this information has been
incorporated into the member acknowledgment form found at
Appendix V). You may release aggregate and other non-identifying
information about members, and you must release member
information to your granting agency, the Corporation, and
authorized program evaluators. NFC security for members will be
the same as that of regular USDA employees.
92
CRICORPS
A
UNITED
STATES
STREET
DEPARTMENT
OF AGRICULTURE
Time and Attendance
NFC will process payroll for the USDA/AmeriCorps Members.
Full-time members will be granted 8 hours of excused absence each
month for the first five months of their Term of Service for a
total of 40 hours of excused absence. Advanced personal days can
be granted at the discretion of the supervisor. Nine Federal
holidays will also be granted to full-time members (limited to
eight hours per holiday).
The following PC TARE and other T&A entry system entries will be
required:
initial entry (in master record) i
special accounting codes (defined by each agency) i
time and attendance submission to NFC each pay period; and
termination entry.
The following transactions will be used:
01 - hours worked (80 hours maximum per pay period) ;
21 - hours worked in excess of 40 hours in a week (these hours
will be paid at the base rate, not the overtime rate-NFC will
convert) ; members are not elilgible for overtime pay. They
must be listed as EXEMPT from FLSA.
66 - Federal holidays and excused absence (manually track
hours of excused absence to ensure the hours do not exceed
40) i
67 - hours of paid absence due to an injury suffered on the
job, beginning the day after the day of injury. Forty-five
calendar days is the maximum number of days allowed. Non-work
days count toward the 45-day limit if evidence of inability to
perform regular duties exist on those non-work days; and
71 - LWOP (this is to be used for absences for military duty
and any non-pay status - explain in the remarks section of the
T&A)
T&A's must always account for 80 hours. If less than 80 hours
were worked during a pay period, use entry 71 - LWOP for hours
not worked.
USDA AmeriCorps Operations Manual - June 1995
93
NATIONAL AMERICORPS A SEPTICE
UNITED
STATES
DEPARTMENT
or AGRICIA TURS
Military Leave
Members who are also members in military reserve units will be
allowed to complete their two weeks of required military reserve
duty. They will not receive any compensation for this period of
time and will not be credited time towards the 1700 hour
community service requirement. They will be carried as LWOP on
the Time and Attendance Report. They will have to make up this
loss of time in order to complete the 1700 hours. In the event
they cannot make up this time, they may, at the discretion of the
Department, be granted an early release for "compelling personal
reasons" and be awarded a pro-rated share of the education award.
This exemption to allow a "leave of absence" does NOT apply to
training or duty beyond the annually required two weeks. Leaving
an AmeriCorps Program to perform such additional duty or receive
additional training may result in the member losing their
education award.
Jury Duty
Jury duty is part of a member's "civic duty". As such, time
spent on jury duty (or just going to find out if you will be
called) does count as hours of service performed toward meeting
the 1700 hour minimum. In addition, the member should be paid
their normal daily salary minus any amount they receive from the
jurisdiction in which they are performing or answering a call for
jury duty.
94
NATIONALS MERICORP A SEPTICE
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Personal Emergencies
Members should use excused absence hours for personal
emergencies. Supervisors can approve LWOP for extended absences.
Upon return, the AmeriCorps Member and the supervisor are to
develop any necessary make-up schedules.
Work Schedules
Local agency supervisors are responsible for developing work
schedules. USDA recommends a 40-hour work week (including
training). Local supervisors have the authority to adjust
schedules to meet project needs and/or to assist members make up
lost time. Supervisors are cautioned about scheduling time to
insure that a member serves a minimum of nine months, does not
exceed a maximum of 1,812 hours, and does not exceed a maximum of
twelve months. In some instances this may be difficult but there
is no flexibility in these three requirements. Supervisors will
also have to keep a careful record of hours of excused absence
used by each member.
ID Cards
AmeriCorps Members will be issued Form AD 1096 (USDA) (8/94), the
USDA/AmeriCorps identification card. Forms will be sent to each
agency for issuance to members.
USDA AmeriCorps Operations Manual - June 1995
95
MERICORP
A
UNITED
STATES
AMOUNT
SECTION
DEPARTMENT
OF AGRICULT TURE
Attire/Uniforms
It is expected that all AmeriCorps Members will be proud of their
service and will reflect that pride by wearing the AmeriCorps
uniform. Upon entering AmeriCorps, members will receive a T-
shirt, sweatshirt, hat, and pin. This complete uniform must be
worn at official AmeriCorps events. In addition, the
Department's policy is that, at minimum, Rural Development Team
Members will wear the pin at all times and Anti-Hunger Teams and
Public Lands and Environment Team Members will wear either a T-
shirt, sweatshirt, hat, or a pin while on duty. However, USDA
realizes that work projects and work conditions will vary
considerably around the country. While members must wear the
other items whenever appropriate, the local project manager may
decide to vary the attire based on weather, safety, and work
conditions.
The Department intends to purchase a minimum set of uniforms for
the FY 1996 USDA AmeriCorps Program. Agencies that wish to
purchase additional items should remind their procurement offices
that CFR 48 Federal Acquisition Regulation, Chapter one, Subpart
8.6, designates the Department of Justices' UNICOR, Federal
Prison Industries, Inc. as a mandatory source for uniforms.
There is no bid or competitive process required to use UNICOR.
The point of contact is Ms. Wanda Moody, UNICOR at the Federal
Correctional Institution, Jesup, GA 31545. Whatever uniforms or
patches are procured they should clearly identify the members as
belonging to a USDA AmeriCorps Program. The Department will
provide the logo and all agencies are reminded to follow the
Corporation's rules governing the use of the AmeriCorps logo:
Drivers License
AmeriCorps Members who possess a valid State driver's license
may, if required, drive a government vehicle. The exception to
this is members less than 18 years of age may not operate a
Government vehicle.
Members over 18 years of age and have the proper state driver's
license are covered under the Tort Claims Act and are authorized
to drive a government vehicle or their own vehicle in the
performance of their duties.
96
NATIONAL MERICORPS A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICUL TURE
Travel Expenses
Temporary duty travel expenses may be authorized (type C only)
and reimbursed according to Federal Travel Regulations.
Reimbursement will be paid by the host agency. No relocation
expenses will be authorized or paid.
Transfers
A transfer is defined as an AmeriCorps Member who retains the
service hours s/he has earned and applies them toward the
completion of her/his education award by either: 1) moving to a
different geographic site within the same AmeriCorps*USA program
or: 2) moving to a completely different AmeriCorps*USA program.
In both cases, all parties involved are fully cognizant of the
transfer situation and schedule before it occurs. While the
transfer may occur to meet compelling personal circumstances, the
transfer should also meet programmatic needs. Please keep in
mind that a member technically has no right of transfer within a
program as an individual. Thus, a transfer should not occur
solely because a member would like a change of geographic
environment.
1) Within the same AmeriCorps*USA program.
While the transfer may occur to meet compelling personal
circumstances, the transfer should also be based upon legitimate
programmatic reasons such as community need, service activities,
or organizational capacity. For example, a National Direct
program with subgrantees sites in Nashville and Indianapolis may
find that in Nashville there is a greater need than in
Indianapolis for more members than expected. Thus, based upon
community need and the capacity of the Nashville site, members
can be transferred. In all cases, the members cannot be forced
to transfer.
USDA AmeriCorps Operations Manual - June 1995
97
MERICORP
A
UNITED
STATES
INITITE
SEPTEM
DEPARTMENT
or AGRICULTURE
In all cases of a transfer within a program, the appropriate
funds and education award allocation may be transferred to the
new host site in order to cover the related participant support
costs. Generally, the education award allocation and funds for
the members' living allowance are administered by the relevant
host site.
When such a transfer occurs, the original Site Director must
complete a Change of Status/Term Form and send the original to
their agency headquarters and a copy to the new site placement
Director and the member. It is not necessary to complete another
Trust Enrollment Form.
2) Between Different AmeriCorps*USA Programs.
The transfer of a member and her/his relevant service hours from
one AmeriCorps program to another must be done within certain
parameters. Foremost, the "Transfer Member" must be leaving
Program A for a compelling personal reason as determined by
Program A. The "Transfer Member" must apply to and be accepted
by Program B. In order to offer enrollment to the "Transfer
Member", Program B must have an available slot in the incoming
member class.
In such a transfer situation, no funds are transferred from
Program A to Program B. Rather, the appropriate funds are either
used by Program A to fill the vacant slot or returned to the
Corporation. In all cases the Program A Site director must
complete a Change of Status/Term Form and send the original to
the CNCS and a copy to the Program B Site Director and the
member. It is not necessary to complete another Trust Enrollment
Form.
98
NATIONAL MERICORP A
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Terms of Service
USDA will operate the AmeriCorps Program primarily as a full-time
member program. However, part-time members are authorized upon
approval from the Department. Full-time members must serve a
minimum of 1700 actual working hours which provides direct
community service (excluding excused absences and Federal
holidays) during a period of not less than nine months and not
more than one year. A member may spend up to 20 percent of
his/her time on training.
Unless there is a compelling reason, members who fail to complete
the minimum amount of hours will forfeit the educational grant.
The Term of Service for USDA/AmeriCorps full-time members will be
scheduled for 1,812 hours. The difference between 1,812 and
1,700 hours will allow payment for excused absences (40 hours)
and Federal holiday (72 hours).
USDA AmeriCorps Operations Manual - June 1995
99
NATIONAL MERICORP A SEPTICES
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Part-Time Members
A project may elect to have part-time AmeriCorps Members.
However, they must get approval from their Agencies and it must
be an integral part of their program. Agencies must contact the
Department, who will in turn seek approval from the CNCS.
Members may be part-time under the following conditions:
An individual performing part-time national service in an
approved national service position shall agree to participate
in the program sponsoring the position for not less than 900
hour during a period of -
1 - not more than 2 years; or
2. - not more than 3 years if the individual is enrolled in
an institute of higher education while performing all or
a portion of the service.
The Term of Service for part-time members would only be 952
hours. This is 900 hours of service plus four holidays (32
hours) and two and a half days (20 hours) of personal leave.
Part-time members are not eligible for AmeriCorps health care or
child care benefits. They will receive all the other benefits
that full-time members are entitled to receive. They must also
receive the same degree of training that full-time members
receive.
100
NATIONALS MERICORP A
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Instructions for Payment of Part-Time Members
1. Using a Nature of Action code of 515 (conversion) enter
a grade of 00 and a step of 00 for the member.
2. Give the hourly pay rate.
3. If this is a person being converted from full-time to
part-time, do a SF 52, use the 999 block to explain what
you are doing and change from Grade 00 step 01 or 02 to
step 00 and list the new hourly pay rate.
Note: Hourly rate for part-time members must be computed by
multiplying the annual living allowance for full-time members by
52.94% to get the part-time living allowance, then dividing the
part-time living allowance by 952 hours.
For FY 96 - $7,945 X 52.94% = $4,206/952 = $4.41 per hour.
USDA AmeriCorps Operations Manual - June 1995
101
MERICORP
A
UNITED
STATES
AMOUNT
SERRICE
DEPARTMENT
OF AGRICULTURE
Non-Completion of Service Hours
There are at least two different non-completion situations.
1) Program non-completion
If a full-time AmeriCorps Member is enrolled in a program
and is released for cause or leaves the program for a
personal reason that is not compelling as determined by the
program, the member cannot receive any portion of her/his
education award
Completion of the required number of service hours is not
the only criteria that must be met before a member is
eligible for an education award. The member must also
satisfactorily complete assignments, tasks, or projects and
meet any other performance criteria that has been clearly
communicated at the beginning of the term of service and are
contained in the Member Agreement form. Thus, if a member
has completed 1700 service hours but, for non-compelling
reasons, does not complete the service program, this member
is not eligible to receive any portion of the allotted
education award.
In both situations, the Program Director must fill out both
a Change of Status/Term form and an End of Term of Service
Form indicating Early Terminated for Cause. The member must
fill out an Exit Form. Again, remember to make a copy for
your records and forward the original to agency
headquarters. If the member signed the form, provide them a
copy.
102
MERICORP
A
UNITED
STATES
MEDICAL
SERRICE
DEPARTMENT
OF AGRICULTURE
2) Service hours non-completion
At the end of a program, if a full-time AmeriCorps Members
falls short of completing the required 1700 service hours
for a compelling personal reason but has completed at least
255 hours, s/he is eligible to receive a pro-rated education
award. For example, an AmeriCorps Program became
operational in September 1994. An AmeriCorps Member joined
the program in its January 1995 class, fully intending to
participate in a 12 month program. However, the program's
funding is not renewed and the program is forced to close
its doors in September 1995. The member has completed only
1400 service hours and is unable to fulfill the remaining
300 service hours. In such a case the AmeriCorps Member
would be able to receive 1400/1700th of their education
award because the termination of the program was beyond the
member's control and is considered by the program to be a
compelling personal reason. The Program Director must fill
out both a Change of Status/Term form and an End of Term of
Service Form indicating: "Compelling Personal Circumstances. "
The member must fill out an Exit Form.
However, if the program is refunded, the member should be
allowed to finish the remaining three months of the program
and complete the remaining 300 service hours.
If however, a member completes the program but fails to earn
1700 hours by the end of the program because s/he had too
many unexplained absences, then if the program certified
successful completion, the member may get a part-time
education award for at least 900 hours of service.
USDA AmeriCorps Operations Manual June 1995
103
NATIONAL AERICORP A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Multiple Terms of Service
A term of service may be a full year program or a summer program.
Individuals may participate in more than one term of service.
However, the maximum number of educational grants an individual
may receive is limited to two.
To be eligible for another term of service, an individual must
receive a satisfactory performance review (s) for any previous
term(s) of service. Mere eligibility for an additional term of
service does not guarantee selection or placement. Members
should also be aware that budget constraints may lead to
situations where the living allowance they receive in the second
term of service is lower than the first term of service.
Supervisors must make recommendations for continued or additional
service. Members' eligibility for second or additional terms of
service must be based on at least a mid-term and end-of-term
evaluation of members' performance that focused on factors such
as:
whether the member has completed the required number of
hours;
whether the member has satisfactorily completed assignments,
tasks, and/or projects; and
whether the member has met any other performance criteria
that were clearly communicated both orally and in writing at
the beginning of the term of service.
104
ERICORPS
A
UNITED
STATES
DEPART
SERRICE
DEPARTMENT
OF AGRICULTURE
Filling Vacancies
The CNCS desires to create cohesive "classes" of members who
start programs in September, January, or June and who complete
the program as a class from nine to twelve months later. This
however is the ideal and not always the reality. The inability
to fill vacancies during the course of the year can have a
negative impact on projects. Therefore, vacancies may be filled
at any time during the year. However, when possible the CNCS
would like to stay with the class concept. Programs are
encouraged to fill empty slots at the start of the next term of
service. This will ensure the same comprehensive training and
orientation to replacement Members as was provided to members of
the first class.
Provided their job performance is deemed satisfactory, AmeriCorps
Members who enroll at the start of a second or third class would
continue with the program in the following program year in order
to accrue the 1700 hours of necessary service for a full-time
education award. With the approval of the Corporation, a program
may also convert the full-time slot to a part-time slot and
ensure that the replacement AmeriCorps Member serves at least 900
hours. Should the program not be renewed, the CNCS would try to
place the Member in another AmeriCorps program; failing that, the
affected member would be eligible for a pro-rated education award
if they have completed at least 15% of the necessary hours.
AmeriCorps Members enroll with the expectation that they will
complete their term of service; they may not be offered a pro-
rated education award at the time they begin their term of
service.
USDA AmeriCorps Operations Manual June 1995
105
MERICORP
A
UNITED
STATES
SERRICE
DEPARTMENT
OF AGRICULTURE
End of Term of Service
When a member leaves National Service, two forms must be
completed for the Corporation:
National Service Trust End of Term of Service Form
(Appendix S)
AmeriCorps Member Exit Form (Appendix T)
These forms should be mailed immediately to your agency national
headquarters. You should retain a copy for your records and you
should give the member a copy of at least the National Service
Trust End of Term of Service Form.
Also, an SF 52 for resignation should be submitted to personnel.
Member must sign the back of the SF 52. It is not necessary to
give a reason for the resignation.
If a member is entitled to an educational award, the CNCS will
send a letter to the member informing them of the amount of the
award. This letter may be presented to a loan holder or a
school. The loan holder or the school will contact the CNCS for
payment. Payments will be made directly to them, not to the
member. When payments are made, the CNCS will notify the member
of the amounts and the balance in the account. Letters should be
received within 20 days of completing a term of service. The
letter will automatically be sent to the permanent address
furnished by the member, so it is important that the members keep
the National Trust Fund informed of any address changes.
106
MERICORP
A
UNITED
STATES
AMOUNT
SERRICE
DEPARTMENT
OF AGRICULTURE
Instructions for Continuation of AmeriCorps Members Past the 1812
Hour Limit
1. AmeriCorps Members must work a minimum of 1700 hours to earn
the full post service award. The only maximum is that their
service period cannot exceed 12 months.
2. It is possible that a program has money to continue paying an
AmeriCorps Member beyond the standard 1812 hour limit of the USDA
AmeriCorps programs. If an agency wants to continue a program
and the work is AmeriCorps work, the members may be retained
beyond the 1812 limit provided they receive the same pay and
benefits that they received during the 1812 hours.
3. To be able to pay them using NFC, the current "Not to Exceed"
date given for the member must be changed so that they can be
paid beyond that date.
4. If the member is to be doing work that is not AmeriCorps
related, you must be aware of two conditions:
a. The member can't be paid less than minimum wage and
is now subject to the same rules and provisions as
others who would be doing the same work under whatever
program the agency chooses to pay them.
b. The member may be prohibited from re-entering the
AmeriCorps program next year, because they will be
considered a recent Federal Employee. We cannot enroll
into the AmeriCorps Program personnel who have been
Federal Employees in the last six months prior to
entering AmeriCorps.
5. If a member works beyond the 1812 hours, they do not get any
additional post service education award.
USDA AmeriCorps Operations Manual - June 1995
107
UNITED
NATIONAL A
STATES
DEPARTMENT
OF AGRICULTURE
Authorization to sign End of Term of Service Forms
Supervisors, project managers, or project directors may sign this
form. The names of personnel who will be signing these forms
must be submitted to your agency national headquarters. Keep in
mind that the person signing this form is certifying the number
of hours served and whether the member is being released for
cause or for compelling personal circumstances. Agencies should
have accurate lists of certifying officials. Educational awards
can only be made to individuals who have a form on file signed by
an individual on records as authorized to sign.
Member Release
Members may be released for:
1. for compelling personal circumstances; or
2. for cause, as defined by the Corporation and by the
program's member agreement.
Written documentation is required whenever a member is released.
Supervisors have the primary responsibility for determining when
to release a member. Members released due to compelling
circumstances may receive a pro-rated educational award while
members released for cause shall not.
108
ERICORP
A
UNITED
STATES
AMOUNT
SERVICE
DEPARTMENT
OF AGRICULTURE
Compelling Circumstances
The project manager/supervisor is in the best position to
determine whether a member's personal circumstances are
sufficiently compelling to justify release on this basis. If the
project manager determines that there is justification for
release, Agency National Headquarters must be notified. The
Agency, in consultation with the Department, has the approving
authority for release. If release is approved for compelling
personal circumstances, we may elect either to authorize a pro-
rated education award or to temporarily suspend service for up to
two years. In order to be eligible for a pro-rated education
award, a member must have served a minimum of 15 percent of his
or her term of service. If the member is released on the grounds
that an accommodation of a disability would impose an undue
burden, we must document our determination and notify the CNCS.
Such circumstances are to be considered compelling" for
purposes of this clause.
Some examples of reasons which could justify the early release of
a member and entitle the person to a portion of an award:
Sickness or critical illness of the member
Death or critical illness of a member of the member's
immediate family (spouse, parent, sibling, child, or
guardian)
Termination of a project site if reassignment to another
project is not possible.
USDA AmeriCorps Operations Manual - June 1995
109
MERICORP
A
UNITED
STATES
DEPARTMENT
SERVICE
DEPARTMENT
OF AGRICULTURE
Release for Cause
Members may be released for cause according to the conditions of
the Corporation and the members contract.
Members shall be released for cause if they are convicted of a
felony. If members are charged with a violent felony or the sale
or distribution of a controlled substance, they must be suspended
from service without a living allowance and without receiving
credit for hours missed. Additional provisions for releasing
members for cause shall be added to the member agreement.
Any member that drops out of a program without obtaining a
release for compelling personal circumstances is considered to be
released for cause. A member released for cause may not receive
any portion of an education award. A member wrongly released or
suspended for cause will receive credit for any service missed
and reimbursement for missed living allowances as specified in 45
CFR, 25232.230
All adverse action cases shall be thoroughly documented. The
supervisor must write a complete, detailed statement of the
incident (s). Include documentation of interviews with the member
and written statements from individuals involved in the
situation. Also state when the member was informed and
understood the level of performance and/or conduct expected, and
to whom (if any) the member was referred for assistance.
Records of proposals for release must be sent immediately to the
Regional or State office. The release process shall be completed
no earlier than 15 days from receipt of the proposed action
unless the member's presence constitutes an emergency or a threat
to other individuals. The member must be provided with a written
notice stating the grounds for release and appeal procedures,
including time limitations for filing an appeal; and the member
must be provided ample opportunity to respond either orally or in
writing to the charges.
110
NATIONAL MERICORP A STATE
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
The following are examples which would NOT justify the member
receiving an award:
Terminating to go back to school.
Terminating to get a job.
Terminating because member does not enjoy the work.
Terminating because of the size of living allowance.
Terminating to move.
Both the CNCS and the Department feel strongly about enforcing
this regulation for termination. If a Project Director has any
questions regarding Termination for Compelling Personal
Circumstances, consult with your Agency contact in Washington,
D.C.
Notice to Corporation and National Service Trust
The Department must notify the Corporation and National Service
Trust immediately whenever it suspends or terminates a member,
whether for compelling circumstances or for cause.
Reinstatement Rights
AmeriCorps members who, through no fault of their own, lose
substantial service time, with the approval of their supervisor,
may be allowed to return to projects if they can reasonably and
safely complete their term of service.
USDA AmeriCorps Operations Manual - June 1995
111
STATE
A
UNITED
STATES
AMOUNT
SERVICE
DEPARTMENT
OF AGRICULTURE
Resumption of Service
Any member whose service was suspended because of being charged
with a violent felony or sale or distribution of a controlled
substance may resume service if he or she is found not guilty or
if such a charge is dismissed. Any member whose service was
suspended because of being convicted of a first offense of
possession of a controlled substance may resume service by
demonstrating that he or she has enrolled in an approved drug
rehabilitation program. A member convicted of a second or third
offense of possession of a controlled substance may resume
service by demonstrating successful completion of a
rehabilitation program. In addition, any individual released for
cause who wishes to reapply to the program from which he or she
was released or to any other AmeriCorps program is required to
disclose the release to that program. Failure to disclose to an
AmeriCorps program any history of having been released for cause
from another AmeriCorps program will render an individual
ineligible to receive the AmeriCorps educational award, whether
or not that individual successfully completes the term of
service.
Returning Members
A returning member is defined as a member who leaves a program
for a compelling personal reason but intends on completing the
term of service in the future with the same or a different
AmeriCorps*USA Program. Upon leaving Program X, the director
must complete the Change of Status/Term Form and indicate that
the member is "Suspended with intent to transfer." The Director
then sends the completed form to their agency headquarters. The
member must keep a copy of the Change of Status/Term Form and the
National Service Trust will hold the service hours in a pending
status.
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When the member applies and is accepted into Program Y within the
two-year period of suspension, s/he presents the Program Y
Director with the copy of the Change of Status/Term Form in order
to reinstate the member and allow service hours to transfer. It
is not necessary for the Program Y Director to complete another
Trust Enrollment Form.
If the member does not join another program within the two year
period, s/he will automatically become eligible for a pro-rated
education award two years from the transfer date provided that
s/he had completed at least 15% of the necessary hours. If the
member will not be able to return, s/he should notify the CNCS or
the Director of her/his original program sometime within the two-
year period.
Discipline Policy
USDA has assumed a sponsorship role for AmeriCorps Members. Part
of the responsibility that goes with this sponsorship role is to
provide mentoring and assistance to our members. Supervisors are
encouraged to reach out to members who are having problems. Many
of our AmeriCorps Members will be young people with few problem
solving skills. It is our job to provide new skills that will
reduce their problems to manageable levels. Many times problems
that manifest at the work place can be resolved when someone
takes an interest and offers to help. Often just listening can
help. Supervisors ae encouraged to go the extra mile with
members before resorting to any type of formal discipline.
However, when all efforts fail to resolve problems which affect
the work place, supervisors should follow the discipline path
outlined following this paragraph.
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Steps to Follow for Discipline of AmeriCorps Members
Members shall be informed in writing of alleged improper conduct
or work deficiencies within seven days of occurrence of the
incident. Four types of adverse actions may be used to correct
performance or conduct problems.
1. Verbal Reprimand - use the verbal reprimand to correct
minor infractions. This is an informal method with
explicit dialogue between the member and the supervisor.
The supervisor must ensure that the member knows the
level of performance or conduct expected, and that the
member understands the nature of the specific deficiency
in his/her conduct or performance. The supervisor shall
document the specific dialogue of verbal reprimands.
2. Written reprimand - action taken to correct a single
serious offense or a long series of lesser offenses. It
will be used as a means of informing a member of
unacceptable performance or behavior. This will inform
the member that failure to show improvement within a
reasonable period of time may be cause for release.
3. Suspension - members may be suspended for one or more
days for serious infractions. Written documentation is
required. The member will have to make up any lost time.
4. Release - supervisors may release, for cause, any member
whose conduct and/or performance is unsatisfactory. This
action will be taken if a member persistently refuses to
accept corrective action and/or to conform to reasonable
standards of performance or conduct.
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Appeal Procedures
Within 15 days of receipt of the decision to release, the member
may appeal the adverse action taken by the supervisor, to the
following appropriate levels:
1. Project Director or appropriate line officer;
2. State or Regional line officer, if not resolved at the
Project Director level; and
3. Agency Head, Washington office, if not resolved at the
State or Regional level.
Refer the member to a 74 counselor and/or to the nearest
personnel office for assistance in filing an appeal.
A member who is wrongly released or suspended for cause will
receive credit for any service missed and back-pay for missed
living allowances. The legislation further describes the
conditions under which members whose service has been suspended
may be reinstated, the impact of release for cause, and the
grievance procedure available to members. (See 45 CFR, Chapter
XXV, Section 2522.230)
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Grievance Procedures
Americorps Members have the right to file grievances.
The deadline for filing a grievance, except for a grievance that
alleges fraud or criminal activity, is one year after the date of
the alleged occurrence of the event that is the subject of the
grievance.
The deadline for the hearing and decision are as follows:
Hearing - a hearing on any grievance shall be conducted not
later than 30 days after the filing of the grievance.
Decision - a decision on any such grievance shall be made
not later than 60 days after the filing of such grievance.
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Arbitration:
In general -
Jointly selected arbitrator - in the event of a decision
on a grievance that is adverse to the party who filed
such grievance, or 60 days after the filing of such
grievance if no decision has been reached, such party
shall be permitted to submit such grievance to binding
arbitration before a qualified arbitrator who is jointly
selected and independent of the interested parties.
Appointed arbitrator - if the parties cannot agree on an
arbitrator, the Chief Executive Officer shall appoint an
arbitrator from a list of qualified arbitrators within 15
days after receiving a request for such appointment from
one of the parties to the grievance.
Deadline for proceeding - an arbitration proceeding shall be
held not later than 45 days after the request for such
arbitration proceeding or, if the arbitrator is appointed by
the Chief Executive, not later than 30 days after the
appointment of such arbitrator.
Deadline for decision - a decision concerning a grievance
shall be made not later than 30 days after the date such
arbitration proceeding begins.
Cost - in general the cost of an arbitration proceeding
shall be divided evenly between the parties to the
arbitration. An exception to this is if as part of the
decision, costs are placed on one party.
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Chapter Nine
Training and Development
General
Training and education is a vital element of the National Service
Program. It will be an on-going process during the entire
program. Approximately 20 percent of a member's time should be
spent in some type of training or educational activity. It does
not have to be typical classroom training but should include
significant "experiential education." You can be creative in
devising methods, instructors, and sites for this training.
Projects will have to track service hours and will have to
certify that not more than 20 percent of the 1700 hours were
spent on training and education. The CNCS will monitor and
periodically audit programs to ensure that activities are
categorized correctly and that the hours are in fact served.
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Training and Education versus Direct Service
A common question that has been asked is, "What should be
considered training and education versus what should be
considered direct service?" The following paragraphs will
attempt to answer this question.
1. The CNCS does not differentiate between education and
training; they both count toward the 20 percent limit.
Therefore, the most direct way of keeping track of
education and training hours is by backing into it; any
eligible activity that is not direct service must be
education or training.
2. Certain types of training and education are easily
categorized as such for the Corporation's purposes. If
members spend a half-day each week away from the service
site, learning computer skills that relate indirectly to
their service experience, but which may help them in the
future, that is clearly education. If a corps that will
be working in public safety goes on a week-long retreat
on alternative conflict resolution and mediation, that is
clearly training.
3. Other activities are not quite so straight forward.
Consider, for example, a program that takes its members
on a mountain retreat for four days. The first three
days are spent in the classroom and in the field learning
environmental techniques, and on the fourth day the
members perform a project cleaning up a portion of a
polluted river. In this case, the first three days would
count as training and education, whereas the last day
would count as direct service.
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4. Training and education activities should be counted as
such if they are planned and structured. To the extent
that learning opportunities occur incidentally to direct
service, or that training occurs "on the job," those
activities should not count toward the 20 percent limit.
Member Orientation/Training
Members should be provided with an orientation briefing and
guidelines at the beginning of the project. This should include
(but is not limited to) the following:
1. Welcome and introduction of appropriate personnel.
2. A reinforcement of the "ethic of service." Use this
opportunity to discuss the meaning of citizenship and to
encourage eligible members to register to vote.
3. An overview of the project (s), introduction to the
community and natural resources, cross-cultural
sensitivity, and other project specific training.
4. Give specific information about your program rules. You
must cover member rights and responsibilities, including
the program's code of conduct and safety protocol,
prohibited activities, requirements under the Drug Free
Workplace Act, sexual harassment, and other
nondiscrimination issues, suspension and release from
service, and grievance procedures. This is also the time
to provide information about AmeriCorps benefits, payroll
information, time and attendance, travel, expense
reimbursement and similar operation policies.
5. Other training that should be considered in this phase
is safety training, CPR, First Aid, conflict resolution,
etc.
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You are required to provide members with the training, skills,
and knowledge they need to perform well in their assigned service
project. For members who have not completed high school, you
must provide support services to help them get a high school
diploma or GED certificate. Local area schools will be able to
assist you with this program. You may also want to provide
college readiness programs for members going on to higher
education. Both high school/GED programs and college readiness
programs can be effectively integrated with service learning
curricula. You should use service experiences to help members
improve their skills, internalize project goals, and increase
their insight.
A training plan shall be developed for each member based on their
individual training needs. This would include their GED or
college readiness training. Also, training directly related to
the job they will be expected to perform on the project. For
example, if the person is working on recycling wood waste at
landfills, that person should attend workshops or training in
this subject or be trained by an agency specialist on this
subject.
Tailgate sessions are ideal to review information, such as:
orientation to the project site and its relationship to local
residents and AmeriCorps objectives;
work progress;
job hazard analysis;
on-the-job (OJT) training;
benefits of the service/work to individual member and to the
public; and
discussion, questions and answers.
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Project supervision should lead the members into an understanding
of how the project benefits can contribute to their present and
future success. On-the-job training should be emphasized as a
means of developing member knowledge and skills which should
enhance present performance and future employability.
Informal work-learning relationships between the members and
project staff should be encouraged.
Project Manager Training
Project manager training will be held prior to start date after
approval notification. States/Regions will be notified of time
and location for this training. Special training on personnel
management, administration, safety, special needs awareness,
conflict resolution, team building, etc. will be included.
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OJT Checklist
Project work managers should stress to members the importance of
the following:
Be punctual - report to work on time.
Be presentable - report to the job with proper work attire.
Be safe - keep yourself and others safe on the job.
Be organized - keep your work tools or equipment in good order.
Be attentive - listen to directions carefully, and do not be
afraid to ask questions if something does not seem clear.
Be patient - understand the supervisor's need to be concerned
with all members, not just one.
Be a team player - work with others to accomplish a job
objective.
Use initiative - when you see a job that needs doing, do it
without having to wait for direction from your supervisor.
Be thorough - doing your share of the job even though others
may not be doing theirs. Learn to work as an individual and a
team member.
Be helpful - promote comradeship within the group, such as
helping others do their job when they feel bad, do not know
how to do the job, or when they need help.
Keep the supervisor informed of potential problem areas which
could affect getting the job done properly at some point.
See a project through to an identified completion point.
Set an achievable individual work standard (pace as well as
quality criteria) agreeable to you and your supervisor
mutually.
Find out from a supervisor what can be done to improve work
performance and then do it.
Be proud of the work accomplished.
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Member Development - Anti-Hunger and Public Lands and Environment
Team
Since both the Anti-Hunger Team and the Public Lands and
Environment Team will be corps with similar mixes of members,
they will both have the same three member development objectives,
which are:
1. To enable members to develop motivation, educational
skills, vocational goals, and financial resources so
that, out of the members who started the program with no
desire to continue their education, at least 50 percent
will change their mind and decide to further their
education. This change will be determined by member
interviews before the start of the service year and at
the end of the service year.
2. To spur 65 percent of the members who entered the program
without a high school degree to earn GED's within a year.
3. To educate members about hunger, nutrition, and poverty
issues - or about public lands and the environment issues
- so that at least 25 percent of the members express a
desire at the end of the service year to enter careers in
the field in which they provided service, and at least 50
percent express their desire to volunteer for service in
that field in the future. This will be determined by
member interviews at the end of the service year.
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Member Development - Rural Development Team
The following are the top three member development objectives of
the Rural Development Team, which will be measured through member
interviews conducted before the start of and after the completion
of the first year of service.
1. To increase by 20 percent the number of members
expressing a desire to obtain a job in rural development
or rural environmental protection in the region in which
they served or a region with similar characteristics.
2. To increase by 25 percent the number of members who plan
to obtain further graduate school or professional school
training in their discipline of service.
3. To obtain a written commitment from 65 percent of the
members who graduate from the program to volunteer to
mentor members in the following year's program or to
engage in another specific volunteer activity related to
rural development or environmental protection.
On-Going Training
Each state will need to determine what type of training will be
most appropriate for their members during the year. For those
members that do not have a high school diploma, they will need
GED training. Teams may need team building and problem solving
training. Career Counseling should be available for members.
Mentoring should be considered for each person. There is a wide
range of training that can be provided to members. States or
regions should be creative and try to meet their needs and the
needs of the members.
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Member Journals
Members should be encouraged to keep a journal of their year of
national service. Journal writing gives a person the opportunity
to record events to be perused at a later time; it provides a
time for reflection, and a chance to analyze feelings and
emotions brought about by events of the day. Sharing journal
entries with other members in the team helps create understanding
and cements a team into a cohesive unit. Project managers should
ensure that members have the time and opportunity to share their
entries. There will also be times when members may be willing to
share their entries to a larger audience. These entries can be a
powerful tool to enlighten the public about our program. The
benefits to journal writing are numerous, and members should be
urged to take time to do this type of writing.
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"AmeriCorps Spirit"
As you know, one of your most important tasks in helping run
AmeriCorps is to build a special spirit for AmeriCorps that:
Imbues all our AmeriCorps members with a special ethic of
service and citizenship.
Creates a unique pubic identity for the program that is
different from either a jobs program or a volunteer program.
Assures that members understand that they are all part of a
larger program with other projects both within and outside of
USDA.
Guarantees that all members understand not only the
responsibilities, duties, and requirements which they must
meet, but also the rights and benefits to which they are
legally entitled.
Provides members with enough understanding of the program that
they can effectively communicate that understanding to the
media, policy makers, and the general public.
Fosters an "Esprit de corps" that motivates all our Members to
give a 100% effort every day.
Ensures that all members work on a regular basis side-by-side
with other members of different education levels, races,
genders, economic backgrounds, etc.
Allows the members to have structured time for critical
reflection and discussion to enable them to put their service
activities in perspective.
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Some Things You Can Do To Build the "AmeriCorps Spirit"
1. Set-up meetings in which all Members in each Anti-Hunger
Team, Public Lands and Environment Team, and Rural Development
cluster physically get together for training, project planning,
critical reflection, and joint projects. Each cluster should
alternate among the members leadership responsibilities for the
meetings or work projects, and in making presentations about
their service projects. Another tool for your use is the
teleconference When it is not possible to physically get
together, teleconferences can be very helpful.
2. Establish a schedule in which your Members meet with USDA
AmeriCorps Members in other projects, clusters, or issue areas.
Members in all our projects have a deep desire to meet their
peers and learn about our other projects, no matter the
sponsoring USDA agency. If these members cannot physically meet,
they should talk on telephone conference calls.
3. Arrange for your members to meet with members of other, non-
USDA AmeriCorps projects. Remember that USDA's 1200 members
comprise only 6% of the 20,000 members in the overall AmeriCorps
program. It is likely that there are non-USDA AmeriCorps Members
serving in or nearby your project. Our members very much want to
learn about such programs. If these members cannot physically
meet, they should talk on telephone conference calls.
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4. Organize "signature service projects" for members. Members
from your project can work alongside members from other USDA
AmeriCorps projects, local FFA chapters, local 4-H groups, other
local youth groups. Your members can also implement projects on
certain weekend days to coordinate community volunteer days in
which ordinary local citizens are mobilized for certain large
projects -- typically requiring strenuous physical labor -- help
the members bond. The idea is to challenge teams to complete
tasks that individuals can't. Such projects. could be
particularly helpful for Rural Development Team Members, many of
whom will not often perform physical labor or work alongside each
other. Such projects can also generate enormous public support.
Some suggestions:
Tree planting in urban and rural areas
Stream or park clean-ups
Painting or repairing
Community nutrition/anti-hunger festivals
Renovating, repairing, or painting low-income houses
Children immunization events
Distributing flyers on USDA hunger programs
Serving holiday meals to homeless citizens
Making local facilities handicapped accessible
Renovating or repairing Forest Service visitor centers
While Forest Service Public lands sites may not be able to hold
such signature projects off forest land, they certainly can
organize community volunteers working on special projects on
forest land.
5. Arrange recreational activities for members for their
personal time or as part of their 20% of time in training.
Recreational activities, either within a project or cluster or
with other projects or clusters, is a great way to build team
work, without the pressure and anxiety that often accompanies
more formal "team building" exercises. Members could hike,
visit an amusement park, go rafting, play Frisbee football, hold
a scavenger hunt, etc. You should strongly consider
opportunities to camp out on a National Forest.
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6. Organize training programs and other events on a regional
basis. The USDA Rural Development team, in particular, was
designed to operate on a regional basis in order to be able to
tackle problems that are common throughout each region. All
Rural Development Team members in a region should meet together
physically at least four times a year. All Rural Development
Team Members in a region should also talk to each other on
conference calls at least once every other month.
7. Working with other regional facilitators and with my office,
organize issue-based conference calls for members. Most of our
service projects in one region have a similar counterpart in at
least one other region. All members working on rural fire
protection throughout the country should talk to each other.
Likewise for those working on housing, water quality, economic
planning, recycling, tourism development, flood relief, etc. I
would also like to speak by conference call periodically with all
members in various clusters, states and/or regions.
8. Arrange for outsiders to speak and/or meet with members.
Some suggestions: experts on issues, former Peace Corps or Vista
volunteers, executive directors from State Commissions on
National Service, State staff of the Corporation for National and
Community Service, elected officials, staff from other AmeriCorps
projects, etc.
9. Set aside a public space at each worksite to display
information. Create a bulletin board or kiosk on which to place
positive newsclips, thank you letters, photos of service
projects, information about other AmeriCorps projects, etc.
10. Create "United Way" type thermometers and place them in
either a public place or at your office to track progress of your
service projects. Let all the members graphically see evidence
of how they are "getting things done."
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11. Set-aside time for members to keep a journal of their
experiences. Journal writing is a great way to both document our
program and allow members to critically reflect on their service.
12. Match all our members up with USDA employees, who are not
directly involved in managing AmeriCorps, to serve as one-on-one
mentors. This mentoring opportunity should be open to al local
USDA employees, not just those from sponsoring agencies.
13. Ensure that all members receive copies of the weekly
AmeriCorps/USDA newsletter. This newsletter report will be made
available each Friday to members and staff via an USDA computer
bulletin board, Internet, and in paper copies.
14. Facilitate a process through which members can help design
their own service projects, community service and member
development objectives, quarterly reports, and year-end reports.
Be careful not to use such member involvement as an excuse for
our Department to neglect our legal management and oversight
role. However, a strong collaboration between the members and
our agencies in every aspect of the program management and
development will only enhance the quality of our projects.
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Chapter Ten
National Public Affairs Policy
Purpose
The purpose of the National Media Policy is to ensure that a
uniform message, consistent with the AmeriCorps/USDA mission and
vision statements, is conveyed to the media nationwide about all
AmeriCorps/USDA projects. All projects must continually
communicate the message that AmeriCorps is working to "get things
done" while building community, opportunity, and responsibility.
The media policy is a reflection of a Departmental public affairs
program to educate the public through the dissemination of
accurate and timely information about all AmeriCorps/USDA
projects. The strategy targets daily and weekly newspapers, and
television and radio stations in the communities near the
AmeriCorps/USDA sites.
Guidelines
1) Any press release, fact sheet, brochure, or flyer describing
AmeriCorps projects or the service of AmeriCorps Members must
include the following two standardized paragraphs. These
paragraphs must be included not only in USDA materials, but in
any materials related to USDA AmeriCorps projects produced by
RC&D Councils, youth service corps, community colleges, local
governments, conservation districts, or other partnering
organizations.
AmeriCorps is President Clinton's national service program,
passed with bi-partisan support from Congress, that engages
20,000 Americans of diverse backgrounds in performing service
that meets critical community needs in return for an educational
award, which my be used to pay for college, job training, or
graduate school, or to pay back student loans. The majority of
AmeriCorps Members are working in partnerships with states, local
governments, and non-profit organizations.
The U.S. Department of Agriculture is running three types of
AmeriCorps teams in 38 states, composed of approximately 1,200
members: an Anti-Hunger Team, a Public Lands and Environment
Team, and a Rural Development Team. Many of the AmeriCorps
projects are sponsored by community-based organizations and all
projects designed to get things done, while boosting community,
opportunity, and responsibility.
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2) AmeriCorps Project Managers and agency public affairs staff
are encouraged to solicit local press coverage of their projects
-- through interviews, media events, letters to the editor,
prepared feature stories, radio actualities, video press
releases, etc. However, at all times, AmeriCorps staff and
members should emphasize the following:
a. How the projects are "getting things done" achieving
concrete results that directly meet community needs.
b. The educational opportunities provided by the voucher;
C. The principles of civic responsibility and community
d. That 1,200 USDA AmeriCorps Members are only a small
portion of the 20,000 members of the overall AmeriCorps Program,
that most projects are not funded directly by Federal agencies,
and that two-thirds of AmeriCorps projects are funded by state
commissions appointed by each state's governor.
3) It must be made clear in all communications that AmeriCorps
is neither a jobs program nor a pure volunteerism program, but
rather a unique new community service initiative. Use the term
``select'' rather than "hire" and "community service" rather than
"job". Use the term "AmeriCorps Member" rather than "employee."
Never use the word "volunteer" to describe AmeriCorps Members;
the word "volunteer" should only be used to connotate
uncompensated community residents who volunteer their time to
serve part-time in service projects alongside AmeriCorps Members.
Also, be careful never to give the false impression that USDA
AmeriCorps Members are Federal employees or are performing
functions that would normally be performed by Federal employees.
4) Project managers are personally responsible for ensuring that
any USDA employee or AmeriCorps Member who communicates with the
media is fully conversant with the vision, philosophy, and
program design of AmeriCorps.
5) If any national reporters (NBC, CBS, ABC, CNN, or major
American Dailies, such as the New York Times, the Washington
Post, the Washington Times, the Atlanta Journal/Constitution, the
Miami Herald, the Chicago Tribune, the Los Angeles Times, the
Kansas City Star, USA Today, etc.) contact a site, the local
project manager or public affairs staff should call USDA Director
of National Service, Joel Berg, at (202) 720-6350 or
USDA/AmeriCorps Coordinator of Communications, Katherine Gibney
at (202) 720-4369, before they talk to them or return the call.
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6) If a project manager or public affairs staff person feels
like an interview did not go well - or suspect that a reporter is
working on a story that will have a negative angle-- they should
notify the Director or the Coordinator of Communications
immediately (listed above) i if possible, this notification should
occur before the reporter is past deadline.
7) Project managers and agency public affairs staff must make
sure that the release of any material to the media by one agency
AmeriCorps project is fully coordinated with all the USDA
agencies in the state involved in AmeriCorps. In particular, all
activities related to recruitment, the National Day of Service,
and other coordinated efforts should be combined in one press
release that includes all the USDA agencies in the state.
8) New project sites or the recruitment of new members should
not be announced to the media before such actions are officially
approved by your agency Washington office, the USDA Director of
National Service, and the Corporation for National and Community
Service.
9) Project managers and agency public affairs staff should
collect all media coverage and send immediately to the USDA
AmeriCorps office. Please pay particular attention to not only
obtaining newspaper clips, but also getting videos of all
television coverage and cassettes of all radio coverage. All
newspaper çlips should be faxed immediately to (202) 720-4614.
All hard copies of newsclips, videotapes, and audio cassettes
should be mailed to: Katherine Gibney, AG Box 1310, 14th and
Independence, SW, Washington, DC 20250-1310.
10) Project managers may be asked to coordinate their site's
participation in media activities regarding national events such
as the yearly launch of the program, national AmeriCorps
satellite video conferences, Earth Day, the National Day of
Service, World Food Day, and yearly graduation ceremonies.
USDA AmeriCorps Operations Manual - June 1995
135
UNITED
NATIONALS A STATE
STATES
DEPARTMENT
OF AGRICULTURE
IMERICORP
A
WRITED
STATES
DEPARTMENT
or AGRICAL TURES
Chapter Eleven
Project Planning, Implementation, and Evaluation
Site Operating Forms
Once you have been notified of approval, you will be sent
Operating Site Forms to complete for each site that AmeriCorps
Members will be using as work locations. Complete these forms
and return them to agency national headquarters in Washington,
D.C. (Appendix U)
The Connection of Objectives to Plans of Work to
Quarterly Reports
The service being performed at each site should be able to be
tracked from the community service objectives to the plan of work
to the quarterly reports. In other words, the objectives should
specify exactly what service will be performed, the workplan
should specify exactly how that service will be performed, and
the quarterly reports should specify exactly how much of that
service was actually performed each quarter.
The flow between each site's three document types should be
seamless, and easy to follow for even a layperson reading them.
If either the workplan or the achievements reported each quarter
do not track directly back to the original community service
objectives, then the documents needs to be revised in order to do
so.
USDA AmeriCorps Operations Manual - June 1995
137
NATIONALS AMERICORPS A STATE
UNITED
STATES
DEPARTMENT
or AGRICULTURE
Writing Community Service Objectives
The single greatest requirement for each USDA AmeriCorps site is
to have concrete, measurable, community service objectives.
Each Anti-Hunger and Environmental Team site must have at least
five objectives, and each Rural Development Team Member
performing an individual task must have an individual community
service objective.
Please refer to Chapter 5, "Process for Grant Application", sub-
section on new applications, for more details on the objectives
that should be in each original application.
Objectives are statements of what your program believes will be
the result of a year of effort, a statement about what will
change. Objectives should be measurable and address what work
will get done. Objectives must be specific enough to allow
determination of what changes will occur as a result of the
efforts, and to whom the benefits will accrue.
A good objective describes the recipient and the desired change.
The evaluation portion of a program objective describes the means
of determining whether the change occurred, what constitutes
"success" or the "impact" resulting from the attainment of the
objective, and how this impact will be measured.
Avoid measuring activities that are not at the core of your
program's objectives. It may be "nice to know" how many people
actually read your brochures on affordable housing, but it is
much more important how many people attained affordable housing
as a result of your program's efforts.
138
MATIONALS MERICORP A SEPTEM
UNITED
STATES
DEPARTMENT
or AGRICULTURE
The objectives set out for your program are of great importance.
They provide the direction for your program. They provide a
yardstick to measure the progress toward the goals you have
articulated. And, well written objectives tell you if you have
been successful in reaching your goals.
Be sure that the objectives set out are "outcome" objectives and
not "process" objectives. Process objectives say how work will
get done-not what work will get done. Holding weekly staff
meetings' is a process objective. Producing 15 units of
affordable housing in year one is an outcome objective.
So, each objective described in a plan of work should include the
following components:
the work to be done (a product or service to be provided),
a result of the work,
a means of measuring the quality or success of the work,
a standard of quality or success the program hopes to meet,
and
the number of service recipients.
Objectives should be written with great care because they will be
the standard by which the success of a program will be measured.
Objectives too ambitious or unrealistic can result in a negative
evaluation by the Corporation. Spend time thinking through your
objectives to be sure they will be achievable, given the skills
of the members, the situation in which they will be working, and
the time allotted to accomplish the tasks.
USDA AmeriCorps Operations Manual - June 1995
139
A
UNITED
STATES
DEPARTMENT
SERVICE
DEPARTMENT
OF AGRICULTURE
Similarly, be sure that your program's objectives are directly
tied to measurement of the activity's effectiveness. Counseling
small business owners may lead to a more vital business climate.
But, it is not demonstrable that the 10 percent increase in local
retail sales is directly attributable to your program's efforts.
This sales increase could result from any number of other
factors. A more reliable measurement would be the sales of those
businesses whose owners you counseled, compared with their sales
over comparable periods.
It would also be useful to know the "relative" impact of your
objectives. Collecting 8000 pounds of recyclable materials is a
laudable goal. But what are the estimated total amount of
recyclable materials available in the community? Does 8000
pounds represent a meaningful amount? It may not if measured
against the total amount of all recyclable material available.
It may be quite meaningful if it is 8000 pounds of hazardous
materials.
140
IMERICORPS
A
WRITED
STATES
SERVICE
DEPARTMENT
or AGRICULTURE
Simply stated, each objective should address all five components
listed on the previous page. An example of a community service
objective which covers all five components would be:
One hundred county farmers and 50 non-farm land owners will attend a
four week training session to be taught how to assess their farmsteads for
potential water pollution hazards using the Farmstead Assessment System
(FAS). A pre- and post-test of the training will be administered to ensure
that all attendees have increased their knowledge of the subject by at
least 85 percent; meaning they have gained sufficient knowledge to use
the FAS system effectively.
1. The work to be done.
To train rural landowners how to assess their farmsteads groundwater for
pollution by using the Farmstead Assessment System (FAS).
2. The result of the work.
Farmers and rural landowners will be trained.
3. Means of measuring the quality of the product or impact of the service.
Pre- and post-tests will be administered to all attendees.
4. Standard of quality or Impact that the program hopes to meet.
All attendees will have increased their knowledge of FAS by at least '85 percent.
5. Number of service recipients.
One hundred and fifty rural dwellers.
USDA AmeriCorps Operations Manual - June 1995
141
UNITED
NATIONALS A SECURITY
STATES
DEPARTMENT
or AGRICULTUR
Identifying and listing the five components is easier in
community service objectives than in community building
objectives because they tend to be product oriented. A community
building objective related to the community service objective
written above could be 'to increase awareness of water quality
issues among rural residents'.
All community service objectives should be as concrete and as
measurable as possible. Your answers should not focus on
"process" activities such as meetings held, surveys or
inventories completed, citizens informed of programs, but rather
should focus on direct benefits to the community, such as: number
of trees planted, number of jobs or new businesses created,
number of school children educated, number of homes built or
repaired, number of (or acres of) conservation practices actually
implemented, miles of trail built, percentage improvement in
water quality, increase in recycling rate, etc.
In drafting your project objectives, you must use the format on
the next page. For multiple objectives, make as many copies of
the forms as necessary.
142
NATIONALS AMERICORP A SEPTICES
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
COMMUNITY SERVICE OBJECTIVES
Objective 1
Grantee Name:
Site:
SITE SUPERVISOR:
PHONE:
COUNTY:
COMPONENTS OF OBJECTIVE STATEMENT:
1. What work will be done? What service activities will your members engage in?
2. What is the hoped for result of the work/activities described above?
3. How will you measure the quality of your product or impact of your service?
4. By what standard will you gauge success?
5. How many Individuals will receive the benefit of the work your members
perform?
USDA AmeriCorps Operations Manual - June 1995
143
NATIONAL MERICORPS A SECURITY
UNITED
STATES
DEPARTMENT
or AGRICUL TUE
Plan of Work (POW)
Once the community service objectives have been completed, a plan
of work (POW) should be developed for each site. Each POW will
consist of the following:
1. Overall plan for the year.
2. Weekly work plans.
3. Action plan.
4. Resource plan.
Each AmeriCorps Site, whether for a Team or RDT member, is
required to submit a POW to the USDA National Service Office.
These plans will form the basis for quarterly progress reports
during the year, as well as the end of year accomplishment report
which will be submitted to the Corporation.
144
AMERICORPS
A
UNITED
STATES
SERRICE
DEPARTMENT
OF AGRICULTURE
Yearly POW
Each plan will indicate the following:
Total number of hours planned for the year.
Total number of projects. It is vital that a sufficient
number of quality projects be selected to last through the
year.
Number of hours per project.
Type of 'priority program area' designation.
Number of AmeriCorps Members working at site.
Number of Agency/community members working at site.
Number of volunteers.
List of specific tasks, staff days required to complete each
task, projected completion date, and task supervisor.
Action Plan
The action plan will include:
The objective statement.
Specific statements describing how the objective will by
accomplished.
Who is responsible.
Time line for accomplishment of objective.
Specific tasks to be accomplished each week.
USDA AmeriCorps Operations Manual - June 1995
145
IMERICORP
A
UNITED
STATES
AMOUNT
SERRICE
DEPARTMENT
OF AGRICULTURE
Action plans are essentially a timetable of activities listed by
the day, week, month, or quarter (whichever is most appropriate
for your program) in which they are to take place. If your site
program has several involved objectives, it will be more
effective to write an implementation plan for each objective-
listing chronologically the action steps to be undertaken until
the objective is accomplished. For site programs having one or
two straight forward community service objectives, a single
implementation plan is preferable.
Weekly POW
Some items to be included in the weekly POW are:
tasks to be accomplished for the week;
transportation for crew and equipment;
arrangements for any needed tools and supplies to be on
site;
personnel needs, for example -PL&E: lunches, water,
protective clothing, first aid kits, toilet supplies,
etc.
RDT: reference materials, access to computers,
transportation needs.
communications equipment for business and emergency;
program identity signs for work sites;
training needs; and
146
UNITED
LIMITA SERVICE A
STATES
DEPARTMENT
or AGRICULTURES
Resource Plan
List all of the resources needed for completion of the
objectives.
Human;
technological;
administrative;
printed material;, and
any other resources required.
The list should indicate who will be expected to supply the
resources, when they are needed and when they will be delivered.
The resources plan requires a high degree of specificity, both
for the resources required and when they will be needed. This
ensures program continuity and will allow your agency, and other
Departmental units, time for preparation.
The POW should be approved by each agency's national headquarters
and by the community to ensure understanding of expectations.
POW's, when approved, shall be the principal guiding plan for on-
site service/work to be accomplished by member/crews.
In
addition to its value as a planning document, the POW should also
facilitate keeping account of member hours, training, costs, and
other data needed for accomplishment reporting.
USDA AmeriCorps Operations Manual - June 1995
147
MATIONALS MERICORP A STATE
MONTED
STATES
DEPARTMENT
or AGRICULTURE
Project supervisors are responsible for development of the POW.
However, when possible the members should be encouraged to
participate in the development of the POW. This participation
creates "buy-in" by everyone and helps to create team spirit.
Members and supervisors should also join in feed-back sessions
about project activity--with on-going and open dialogue in
monitoring and evaluating the project. Both supervisor and
members are accountable--perhaps for different things and in
different ways--and open discussion of accountability for these
roles should be rewarding for individuals and the team
collectively. Effective two-way communications is essential in
"getting things done" well.
The AmeriCorps Members should know that this work is meaningful
and how it fits with the basic objectives of public service
through the AmeriCorps Program. Some basic principles how the
members can be involved:
See a project through to an identified completion point.
Set an achievable individual work standard (pace as well as
quality criteria) agreeable to you and your supervisor
mutually.
Find out from a supervisor what can be done to improve work
All community service objectives should be as concrete and as
performance and then do it.
Be proud of the work accomplished.
148
A
UNITED
STATES
LIMITH
SERVICE
DEPARTMENT
or TURE
During the process of drafting the POW, project managers and
members should carefully consider the total hours the members
will be in the program - 1,812 hours. Within this time frame the
member will have to:
be trained in the service activities they will be
expected to perform,
undertake a program of personal development,
perform needed service activities for the community,
and
contribute to the overall building of their host
community.
The process of writing a plan will bring all of these elements
into focus and result in an effective and meaningful experience
for the member and the community.
The narrative that follows provides a discussion of each of the
planning elements, along with examples. At the end of the
discussion, a format for drafting your site plan is provided.
You will notice that the form requires certain codes be included.
Because the AmeriCorps siting process is not yet complete, site
codes are not listed. When complete, the codes will be sent to
you under separate cover
USDA AmeriCorps Operations Manual - June 1995
149
AMERICORPE
A
UNITED
STATES
DEPARTMENT
AMOUNT
8
OF AGRICULTURE
Example 1
This objective will require six months for completion, and a plan
has been written on a quarter.
Objective One: 100 county farmers and 50 nonfarm land owners will attend a four
week training session to be taught how to assess their farmsteads for potential water
pollution hazards using the Farmstead Assessment System (FAS). A pre- and post-test
of the training will be administered to ensure that all attendees have increased their
knowledge of the subject by at least 85 percent; meaning they have gained sufficient
knowledge to use the FAS system effectively.
Action Plan-October-December
A.
Contact university specialists, state and federal agencies,
and news media to promote upcoming educational programs.
Will also be requesting mailing lists and other ways of
obtaining potential client lists.
B.
Prepare and send news articles on FAS, conservation farming,
water testing, and other aspects of program to all media in
the area.
C.
Update and prepare mailing lists and maps of potential
target farmers.
D.
Prepare list of local groups and neighborhoods to be
contacted.
Action Plan-January-March:
A.
Identify 20 key contacts and leaders in all groups and
neighborhoods.
B.
Contact all 20 or more key contacts in neighborhoods and
voluntary organizations.
C.
Prepare and send two news articles on FAS and conservation
farming.
D.
Hold several neighborhood meetings with small groups on FAS
E.
Finalize attendee list and send out confirmation letters.
F.
Complete four week training of farmers and rural residents.
G.
Pre- and post-test results analyzed.
150
UNITED
EXPIRAL A SECURITY
STATES
DEPARTMENT
OF AGRICULTURES
Example 2
Objective-construct 18 miles of hiking and horseback trails by ten person crew
learning work ethics, teamsmanship, safe working practice, job skills, environmental
education, and job quality standards.
Action Plan-prior to start up
A.
Mark trail location on ground.
B.
Develop design plans identifying signing, bridges,
water bars, universal access, safety, and other trail
structure needs. Utilize agency design specifications
and standards as required.
C.
Secure appropriate design plan approvals.
D.
Develop project work plans and secure approval.
E.
Develop Hazard Analysis for project.
F.
News release to media about project plan and AmeriCorps
participants doing the project.
Action Plan-at start up time-week
A.
orientation to project.
B.
safety training
C.
logistics
D.
work standards and expectations
E.
job training and work activities.
Action Plan-at start up time-weekly
Accomplishment review and evaluation by AmeriCorps members
and technical experts.
Action Plan-at start up time-week 28
Complete project, final evaluation.
Action Plan-follow-up
Survey public use activity level and appreciation.
Celebrate accomplishments
USDA AmeriCorps Operations Manual - June 1995
151
REATIONALS AMERICORP A SECURITY
MANITED
STATES
DEPARTMENT
OF AGRICULTURE
Resources
Example Resources
Team training by National Office NRCS water quality
specialists in first month of service
Fact sheets and news releases developed by National Office
Specialists on safe water quality practices.
One hundred Farmstead Assessment System packages by
February 1.
The development of a slide show on tillage methods by State
Specialists by February 1.
Delivery of 200 well testing kits and instructions by
February .
Bulletins on water quality, tillage, and pesticide
management developed by AmeriCorps member.
Obtain NRCS, CFSA, and DNR data on local watershed status in
January.
152
HOLLAN LIMITED SERVICE A *AM
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
PLAN OF WORK FORMAT
Year:
Name:
CODE
Agency Name:
State/Region:
Operating Unit:
Mission Statement:
Situation Statement:
Objectives and Evaluation Plan:
Action Plan:
Resources:
Plan for Diversity:
USDA AmeriCorps Operations Manual - June 1995
153
AMERICORP A SECURITY
UNITED
STATES
DEPARTMENT
or AGRICULTURE
Quarterly Reports
The single most important component of this report is indicating
the quantifiable, measurable progress your project has made
towards meeting each of your already agreed-upon community
service objectives.
The Corporation for National and Community Service (CNCS)
continues to refine each quarter's site reporting format, thus
the manual cannot be precise in the format requested for each
quarter. However, the following is what we believe will be
requested. Following the narrative is a layout of the report in
an easy to use form.
1) Operating Site Name, location, Operating Site ID #, Number of
Quarter.
2) Name, title, address, and phone number, fax number, and e-mail
address (if available) of person completing report.
3) Number of Members Serving and Number of Hours Served --- Each
third quarter site report must state the number of full-time
Members allotted to the site, the number of full-time Members
enrolled on the last day of the third quarter, the number of
full-time Members who served the entire third quarter, the total
of service hours performed in the second quarter by full-time
Members, and the total of service hours performed to date (since
the launch of the program) by full-time Members. If your site
has part-time Members, all five of the above questions should be
answered separately for your part-time Members. Please answer
all the above questions about number of Members and hours served
on each individual site report, but also please aggregate for
your state this information for all the Members sponsored by your
agency in the state. Hours in training should be included in
these hours and are treated no different than hours in direct
service.
4) Number of Non-AmeriCorps Volunteers and Number of Volunteer
Hours --- Each third quarter site report must specify how many
non-AmeriCorps unpaid volunteers were recruited in the quarter to
serve alongside your AmeriCorps Members, as well as the total
number of hours these volunteers served in the quarter. This
information is absolutely critical, because it allows us to
refute the false charge that AmeriCorps' existence decreases the
number of people who volunteer in communities. All our
experience proves that AmeriCorps in facts boosts community
volunteerism --- that is why our reports need to document that.
154
A
UNITED
STATES
DEPARTMENT
SERVICE
DEPARTMENT
OF AGRICULTURE
5) Significant changes this quarter: Explain either staff
changes or program changes in this section.
6) Member Assessment --- This is to assess the diversity of your
teams.
7) Budget Information. See pages 165-166.
8) Comparison of Community Service Objectives Planned With
Community Service Objectives Achieved --- Each quarter site
report must re-state its complete set of existing community
service objectives, before explaining precisely what progress has
been made towards achieving those objectives. Answers should be
as concrete and measurable as possible. Answers should not focus
on "process" activities such as meetings held, surveys or
inventories completed, citizens informed of programs, but rather
should focus on direct benefits to the community, such as: number
of trees planted, number of jobs or new businesses created,
number of school children educated, number of homes built or
repaired, number of (or acres of) conservation practices actually
implemented, miles of trail built, percentage improvement in
water quality, increase in recycling rate, etc.
9) Primary accomplishments in meeting Member development
objectives.
Please specify any progress you have made in boosting the
personal development of the Members, i.e., types of training,
team building activities, etc.
10) Primary accomplishments in meeting community building
objectives.
Please amplify how the service your project has performed has
begun meeting your community service objectives. Please also
specify, using either empirical data or anecdotal stories, other
important service you have performed that ``get things done'' in
your community. Please specify any progress you have made in
helping local communities build their long-term infrastructures.
USDA AmeriCorps Operations Manual - June 1995
155
NATIONALS MERICORP A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
11) Other Accomplishments This Quarter "Getting Things Done"
12) Unique Successes or "Great Stories"
13) Primary Challenges Encountered This Quarter
14) Training Needs
15) NATIONAL IDENTITY ACTIVITIES THIS QUARTER
Please report on activities this quarter that fostered the
national identity of AmeriCorps. Examples could include signage
or publicity materials projects with other AmeriCorps programs,
training members in their national skills areas (communication,
conflict resolution, or CPR/first aid, participating in
citizenship education, graduation or swearing in ceremonies, use
of national recruitment, use of AmeriCorps members handbook.
16) MEDIA COVERAGE
Please provide all newspaper or magazine clippings, videotapes of
TV news reports, and cassettes of radio news reports.
17) OTHER CREATIVE DOCUMENTATION
We strongly urge you to find other ways to creatively demonstrate
the progress of your projects, such as:
"before and after" photographs and videotapes
excerpts from journal entries written by Members
letters of support from satisfied individuals or groups
NOTE: In an effort to make the quarterly reports easier to do
you will find on pages 159-172 a format for the quarterly report
that you may copy and complete if you desire. Please keep in
mind however that this format is subject to change by the CNCS.
156
NATIONAL MERICORP A SERIES
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Quarterly Report Schedule
Quarterly reports are due --- in both paper and electronic
(diskette or e-mail) versions --- from your agency national
office to the USDA Director of National Service ten days after
the close of each quarter. Each operating site will submit a
report to the state or regional office of the agency, which will
in turn aggregate the date before forwarding to that agency's
national office.
Based on the requirement for the state and regional level;
project managers at the local level need to submit their reports
in sufficient time to allow state/regions to meet their
requirements and submit by the deadline.
If a project starts prior to the start of the Fiscal Year, that
time should be included in the first quarter report. Reports
should be submitted in both hard copy and in electronic format
and in the format shown in the following pages.
USDA AmeriCorps Operations Manual - June 1995
157
NATIONALS IMERICORPE A SECURITY
MARTED
STATES
DEPARTMENT
DE AGRICULTURE:
Responsibility for Preparing Quarterly Reports
Quarterly reports are a critical part of your reporting
requirements. They will serve as the basis to determine your
eligibility for project renewal. Also, based on information from
the quarterly reports, a consolidated report is prepared and
shared with Members of Congress. Consequently, project managers
should pay close attention to the accuracy of these reports.
Hours reported on time spent doing direct community service need
to be as accurate as possible. These hours will be tracked by
agency headquarters, the Department, and the CNCS.
Every management level shares a responsibility in the quarterly
reporting. Quarterly Reports should pass through the following
levels:
1. Project/local level: The report starts at this level.
Every operating site is required to submit a quarterly
report to their state or regional headquarters.
2. State/Regional level: After receiving reports from all
of their operating sites, the Project Director should
prepare a consolidated report as a representation of
accomplishments in the state or region as a whole. Forward
the State/regional report, along with copies of all
operating site quarterly reports, to agency national
headquarters in Washington, DC. (A copy of a quarterly
report for every operating site must be filed with the
CNCS.)
3. Agency level: After receiving reports from all states
and/or regions, national staff must prepare a consolidated
report for the Department.
4. Department level: After receiving reports from all USDA
agencies must prepare a report and forward copies of all
quarterly reports to the CNCS.
158
UNITED
NATIONAL A SEPTICE
STATES
DEPARTMENT
or AGRICULTURE
AMERICORPS
QUARTER REPORT
SITE INFORMATION
Operating Site name:
State:
Site ID #
Your Name:
Your Position:
Telephone number:
Fax number:
e-mail address
(if available)
Date report completed
Reporting Period:
Program Start-up date:
159
NATIONAL AMERICORP A SEPTECE
UNITED
STATES
DEPARTMENT
or AGRICULTURE
MEMBER INFORMATION
FULL-TIME MEMBER INFORMATION
Number of Members authorized for your site:
Environmental Corps Members:
Rural Development Corps Members:
Number of Members enrolled at end of quarter:
Environmental Corps Members:
Rural Development Corps Members:
Number of Members at beginning of quarter:
Environmental Corps Members:
Rural Development Corps Members:
Total Hours of Direct Service for previous Quarter:
Environmental Corps Members:
Rural Development Corps Members:
Total Hours of Direct Service for this Quarter:
Environmental Corps Members:
Rural Development Corps Members:
Total Hours of Direct Service to Date:
Environmental Corps Members:
Rural Development Corps Members:
160
LMERICORP
A
UNITED
STATES
DEPARTMENT
NATIONAL SERVIL
or TURE
PART-TIME MEMBER INFORMATION
Number of Members authorized:
Rural Development Corps Members:
Environmental Corps Members: :
Number of Members enrolled at end of quarter:
Environmental Corps Members:
Rural Development Corps Members:
Number of Members at beginning of quarter:
Environmental Corps Members:
Rural Development Corps Members:
Total Hours of Direct Service for previous Quarter:
Environmental Corps Members:
Rural Development Corps Members:
Total Hours of Direct Service for this Quarter:
Environmental Corps Members:
Rural Development Corps Members:
Total Hours of Direct Service to date:
Environmental Corps Members:
Rural Development Corps Members:
161
NATIONALS MERICORPE A SPENICE
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
VOLUNTEER ASSESSMENT
Non-AmeriCorps Member Volunteers
Total Number of non-AmeriCorps Volunteers:
involved in AmeriCorps service activities in
this quarter
Total hours of AmeriCorps service activities:
completed by non-AmeriCorps Member volunteers
in this quarter.
162
NATIONAL MERICORP A SEPTIME
UNITED
STATES
DEPARTMENT
or AGRION TUE
SIGNIFICANT CHANGES THIS QUARTER
1. Staff changes made this quarter:
2. Program structural changes made this quarter:
Number of Members who have left National Service
this quarter.
Total-to-date
Number of Members who have gained employment thru their
AmeriCorps Service
163
AMERICORPS
A
UNITED
STATES
LIMITED
SERVICE
DEPARTMENT
OF AGRICULTURE
MEMBER ASSESSMENT
as of end of this quarter
TOTAL AUTHORIZED POSITIONS:
TOTAL EMPLOYED:
TOTAL ENVIRONMENTAL CORPS POSITIONS FILLED
TOTAL RURAL DEVELOPMENT CORPS POSITIONS FILLED
DEMOGRAPHICS OF AMERICORPS MEMBERS
Box 1 - GENDER
Number of Males
Number of Females
TOTAL
Box 2 - RACE
Number of Caucasians
Number of African Americans
Number of Native Americans
Number of Hispanics
Number of Asian Americans/Pacific Islander
Other
TOTAL
Box 3 - EDUCATION
Number w/out High School Diploma or GED
Number with High School or GED
Number with some college
Number with college degree
Number with Graduate degree
Number w/Professional or Trade School
TOTAL
NOTE: Totals in boxes 1-3 should be the same number and should be the same as TOTAL EMPLOYED.
BOX 4 - OTHER
Number receiving Health Insurance from NRCS
Number receiving Child Care through AmeriCorps
Number of children
Number w/Disabilities
164
NATIONALS MERICORP A SECURITY
UNITED
STATES
DEPARTMENT
or AGRICULTURE
BUDGET INFORMATION
Federal dollars spent on AmeriCorps (Local Level Only)
Project Manager completes this section
Per cent of your time spent on AmeriCorps
Approximate dollar amount
Cost for any other Federal employee spending
time on AmeriCorps
Travel costs for Members & Managers
Training costs
Supplies
Uniform costs
Program Costs
(Please explain what these costs were.)
Partner dollars spent on AmeriCorps
Supplies
Travel
Training
Program Costs
Other
165
MERICORP A SECURITY
UNITED
STATES
DEPARTMENT
or AGRICULTURE
PROJECT DIRECTOR COSTS (One per State - Above site level costs only,
Do NOT include any costs already captured by the Project Manager.
Federal dollars spent on AmeriCorps
Per cent of your time spent on AmeriCorps
Approximate dollar amount
Cost for any other Federal employee spending
time on AmeriCorps
Travel costs for Members & Managers
Training costs
Supplies
Uniform costs
Program Costs
(Please explain what these costs were.)
Non-Federal Funds Spent
(Explain)
166
UNITED
MATIONALS A SEPTEM
STATES
DEPARTMENT
or AGRICULTURE
Objectives Section
Objective: (state objective)
Progress towards meeting this community service objectives
(complete this sheet for each objective)
167
REATIONAL ERICORP A SECURITY
UNITED
STATES
DEPAR TREN
OF AGRICULTURE
PRIMARY ACCOMPLISHMENTS
1. Member Development: Progress made in boosting the personal
development of members.
2. Community Building: Progress made in meeting your community
service objectives.
168
MERICORP A SECURITY
UNITED
STATES
DEPARTMENT
DI AGRICULTURE
3. Other Accomplishments:
4. Unique Successes or Great Stories":
169
AMERICORPS A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICULTUR
PRIMARY CHALLENGES
Report on problems resolved and unresolved, obstacles to achieving
program objectives, significant sources of delay, program elements not
meeting expectations, events or incidents that caused concern. Use the
format below for explaining problems and solutions.
NATURE OF PROBLEM
Please state the problem clearly and concisely. Be candid.
HAS THE PROBLEM BEEN RESOLVED?
IF NO, WHAT STEPS HAVE BEEN TAKEN TO RESOLVE THE PROBLEM?
WHAT DO YOU SEE AS THE SOLUTION OR RESOURCES NEEDED TO RESOLVE THIS
PROBLEM?
Specify what steps you, your Members, USDA, and/or the Corporation for
National Service can take to rectify the problems or at least ensure
they do not recur in the future
170
REATIONAL ERICORP A SECURITY
UNITED
STATES
DEPAR TIMENT
or AGRICUL TUE
TRAINING ASSESSMENT
PRIMARY TRAINING AND TECHNICAL ASSISTANCE NEEDS
Please specify precisely what kind of staff or Member training or other
technical assistance can be provided by USDA, the Corporation for
National and Community Service, or other sources to improve your
project.
171
REATIONALE AMERICORPS A SECURITY
UNITED
STATES
DEPARTMENT
or AGRICULTURE
MEDIA ASSESSMENT
1. NATIONAL IDENTITY ACTIVITIES THIS QUARTER
2. MEDIA COVERAGE
3. OTHER CREATIVE DOCUMENTATION
172
UNITED
NATIONALS A SEPTICE
STATES
DEPARTMENT
OF AGRICULTURE
Chapter Twelve
Health, Safety, And Accident Control
Purpose
This chapter provides guidance on the Health, Safety and
Accident Control Program. This program is directed toward
reducing errors and risks, and protecting the physical and
mental health of members and staff while participating in all
project activities. The CNCS requires that projects institute
safeguards as necessary and appropriate to ensure the safety of
participants.
Basic Direction
Each residential and nonresidential project must have a
complete safety and health plan. This plan shall be integrated
with and comply with the overall health, safety, and accident
control policies of the administering agency. Policies now in
effect in each employing agency are adequate for the
development of each plan. The AmeriCorps/USDA project/program
shall use existing USDA and agency forms for injury, illness,
and accident reporting. Work supervisors will need to maintain
close and continuous supervision of work crews.
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NATIONAL IMERICORP A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICUL TURE
Minimum Requirements
Rescue and emergency medical aid plans shall be set up for each
project to cover injuries or illness occurring at camp or on
the job. The plan must detail each step to be taken from onset
of the injury or illness to professional treatment.
Specific safety and health plans and/or a job hazard analysis
covering all areas of members activity including trips,
recreation, and work are required. No member may be ordered or
allowed to perform work of a hazardous nature without
authorization and certification.
Public safety programs and other programs posing a significant
risk to members must adhere to applicable provisions to the
safety protocol issued by the CNCS.
Project managers must have prior written approval from CNCS for
members to participate in forest fire related activities and
other natural/man-caused disasters (floods, earthquakes, etc).
Members shall meet the same physical fitness and training
requirements as organized agency crews. Agencies must ensure
that qualified overhead personnel are assigned to manage crews
in all incidents.
Environmental Team project managers may wish to develop some
type of physical fitness program. Most youth corps do have a
program of this type.
174
NATIONALS ERICORP A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICULTUR
Safety Awareness Training-training should provide clear
guidelines for member safety as well as specific procedures to
help ensure safety. Training should occur in preservice
settings as well as during service. The training should
includes sessions on
avoiding dangerous situations,
procedures for obtaining immediate assistance in the event
of an emergency, including explicit guidelines for
reacting to dangerous or threatening situations,
becoming familiar with the community,
interaction with supervisors and other AmeriCorps members,
and
prevention of occupational hazards.
Safety Precautions-projects must take all appropriate
precautions to help ensure the safety of members.
Recommended precautionary measures include
assignment during daylight hours and enhanced security for
carefully planned activities during evening hours;
service activities which are appropriate for the members'
age and abilities;
safe passage, safe areas, and escorts, if necessary, to
and from the service site;
assignment of members in pairs or groups;
coordination of safety plan with local law enforcement
agency and possible increase in police surveillance in
service sites;
175
ERICORPS
A
UNITED
STATES
SERRICE
DEPARTMENT
OF AGRICULTURE
provision of communications equipment, if available;
issuance of distinctive clothing; and
close monitoring of member activities by immediate
supervisors and project coordinator.
Caution must be exercised in permitting members under 18 years
of age to work on projects which consist of work described as
hazardous by Federal laws and regulations. Certain tasks will
require a clearance before these youths can be authorized to
undertake them. Hazardous work is defined in the child labor
bulletins. Examples are:
1. Members under 18 may not operate power-driven circular
saws, bandsaws, or chain saws.
2. Members under 18 may not operate Government vehicles.
Members should have a tetanus booster shot or a current shot
record. Any serious scratch or puncture wound requires
immediate treatment by a physician, regardless of recency of
tetanus inoculation.
Each project must develop a system to facilitate locating any
member whenever necessary. Residential projects carry a 24-
hour-per-day responsibility for safety, health, and well-being
of the member. This responsibility requires some form of staff
coverage which must be exercised on an assigned basis.
176
MATIONAL MERICORP A SECTION
UNITED
STATES
DEPARTMENT
or AGRICULTURE
During the beginning weeks of the project, members and "when
needed staff" will receive training in:
defensive driving,
vehicle handling,
tool use,
fire suppression,
CPR,
first aid, and
sanitary food handling.
Swimming tests should also be given to members as appropriate.
There will be additional tool training at the beginning of each
work project. "Tail-gate safety sessions" should be used to
re-emphasize the safe use of tools and increase awareness of
other potential hazards.
Member Acknowledgment Form
At Appendix V is a form which should be used by projects and
completed by all members. It serves as an acknowledgment by
each AmeriCorps member (in the case of members under 18 years
of age, by their parents or guardians) that the USDA AmeriCorps
Program projects - despite appropriate training-policy
guidelines and other reasonable precautions, may involve some
safety risk.
177
NATIONALS MERICORP A SEPTICE
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Reporting An Emergency
In cases of accident or injury:
1. Take whatever steps necessary to ensure the safety and
health of the member (s) (apply first aid, CPR, take member to
the hospital/doctor)
2. In the case of severe or serious injury, notify agency
headquarters NOW.
3. Complete paperwork. Complete form CA-1 and any other
paperwork necessary in the circumstances.
3.
If not previously notified, notify agency national
headquarters and send copy of paperwork.
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NATIONALS MERICORP A SEPTICE
UNITED
STATES
DEPARTMENT
OF AGRICUL TURE
Chapter Thirteen
Project Close Out
General
At the close of each project, project managers and directors
will be required to perform certain close out tasks. It is the
responsibility to ensure that these tasks are completed in
timely manner.
Project Close Out
The following items must be accomplished.
1. Member must complete a Member Exit Form.
2. Project Managers must complete an "End-of-Term-of-
Service form".
3. Project managers must complete the Annual
Accomplishment Survey-to be provided.
4. Three months prior to end of project, notify agency
headquarters of the members currently receiving child
care benefits.
5. USDA Office of National Service will notify the
Corporation three months prior to end of term of
service for member's receiving child care benefits.
179
UNITED
REATIONALS A SEPTEM
STATES
DEPARTMENT
OF AGRICULTURE
Site Graduation
Since each USDA project progresses at a different pace, the
Department will not set a standard graduation date for the
program. It is up to the judgment of the project manager to
set a date for a ceremony when all or most of the site's
members have completed their 1,812 hours of service. However,
whenever possible, all USDA agency projects in the same
geographical area should have the same graduation ceremony.
Each site will receive --- through the state or regional
facilitator -- permanent signs with an AmeriCorps logo and the
Heading, "A project of AmeriCorps, United States Department of
Agriculture.' These signs are to be posted at physical
worksites so that or AmeriCorps Members and staff can take
lasting credit for the wonderful work they have performed
throughout America -- just as alumni of the original CCC can
now view plaques at the sites they constructed throughout the
country. The installation of these signs should be
incorporated into site graduation ceremonies, particularly if
the project has built, repaired, or renovated physical sites --
- such as homes, trailheads, timber bridges, kiosks, soup
kitchens, community gardens, public parks, environmental
education centers, campgrounds, etc. Sites may choose to
sponsor a caravan or parade in the area in which the members
ride or walk from physical site to physical site, installing
the permanent signs at each sites. Project managers should
invite media, elected officials, and other permanent community
leaders.
180
MERICORPS
A
UNITED
STATES
SERRICE
DEPARTMENT
OF AGRICULTURE
Glossary Of Terms
AmeriCorps Program
A coordinated group of activities linked by common elements
such as recruitment, selection and training of participants and
staff, regular a-group activities and assignment of projects
organized for/he purpose of achieving the mission and goals of
national service.
Anti-Hunger Team
Run in conjunction with anti-hunger organizations and/or youth
service corps. Members in this category are required to work
with other team members (a minimum of five) There is no age
restriction; educational background is varied (from those
without a high school diploma to those with a Ph.D.) and teams
are required to be diverse in their makeup (age, race,
educational background, and gender).
Cluster Requirement
Rural Development Team Members are required to meet at least
once a month in order to increase their awareness of the larger
concept of AmeriCorps and National Service. This time also
gives them the opportunity to share concerns and ideas. They
may also come together to participate in group projects.
CNCS
The Corporation for National and Community Service is the new
Federal cooperation that funds and oversees the AmeriCorps
Program, as well as other domestic service and volunteer
programs.
GED
General Equivalency/Diploma. A degree obtained by examination
which may substitute for a high school diploma. An individual
must agree to obtain a GED or high school diploma before using
the AmeriCorps education award.
Member
The official word to describe a participant in AmeriCorps who
is earning a living allowance and serving hours towards an
educational award
National Headquarters (NHQ)
Refers to Agency Headquarters in Washington, DC.
181
MERICORP
A
UNITED
STATES
STATES
SERVICE
DEPARTMENT
OF AGRICULTURE
National Identity
The sense of purpose and membership in a common program that
all AmeriCorps Members share. National identity can be
strengthened by everything from buttons and T-shirts to
reflection activities, common national service projects, and
civic education.
National Service Trust Fund
Also "Trust Fund " or "Trust. " A trust fund in the United
States Treasury Department established by the National and
Community Service Trust Act of 1993 to finance AmeriCorps
education awards.
NFC
The National Finance Center is the USDA office that processes
payroll and reimbursement checks for both AmeriCorps Members
and USDA employees.
Nondisplacement
AmeriCorps members cannot perform any services that would
result in a paid employee losing a job.
Operating Site
An operating site is the lowest possible unit at which
AmeriCorps Members report to work each day. Thus, each
Environmental Team location at which the Members meet daily
would be an operating site. For Rural Development Teams, if
the Members in a cluster report to the same office at the
county level, then that office is the operating site. If,
however, five Members in a cluster each report daily to
different offices, then each of those offices must be listed
individually as operating sites.
Program
Applies to the entire USDA AmeriCorps Program.
Project
Applies to individual site locations.
Project Director
Refers to individual located at State level tasked with
responsibility for the AmeriCorps Program.
182
CRICORPS
A
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Project Manager
Refers to individual located at local level tasked with
responsibility for the AmeriCorps Project.
Public Lands and Environmental Corps Members
Members in this category are required to work with other team
members (a minimum of five). There is no age restriction;
educational background is varied (from those without a high
school diploma to those with a Ph.D.) and teams are required to
be diverse in their makeup (age, race, educational background,
and gender).
Rural Development Team
The Rural Development Team is a component of the USDA program
that requires at least a Bachelor Degree for most Members, pays
a higher living allowance than the Public Lands and
Environmental Corps or the Anti-Hunger Corps, and allows the
members to service daily in individual placements rather than
work in crews.
Rural Development Team Member
A member who is entitled to a higher wage based on educational
background or on personal expertise and knowledge gained
through experience. In general, a minimum of two years of
college is required for a position on a Rural Development Team.
This requirement can be waived if the applicant possesses a
significant degree of expertise which he/she has gained through
employment experience. These individuals have the ability to
work independently. Rural Development Teams are expected to be
diverse in their makeup.
State Commission
A 15-25 member, independent, bipartisan commission appointed by
a governor to implement service programs in the State. Each
State Commission receives funding from the Corporation and is
overseen by an executive director. The State Commission's
duties include developing a State plan, submitting the State
application to the Corporation, and overseeing funded
AmeriCorps programs.
USDA AmeriCorps Program
Refers to the AmeriCorps Program sponsored and run by the U.S.
Department of Agriculture.
183
NATIONAL AERICORP A SEPTEM
UNITED
STATES
DEPARTMENT
DI AGRICULTURE
Volunteer
The word "volunteer" should only be used to connote
uncompensated community residents who volunteer their time to
serve part-time in service projects alongside AmeriCorps
Members. Never use the word ``volunteer'' to describe actual
AmeriCorps Members.
184
SEATIONALS HAW CRICORPS A SECURITY
UNITED
STATES
DEPARTMENT
OF AGRICULTURE
Grant Application Submission, 33
Grant Provisions, 12
Grievance Procedures, 116
Accident, 173
Action Plan, 145
I
AmeriCorps Spirit, 128
Appeal Procedures, 115
ID Cards, 95
Application Format, 42
Insurance, 78
Appointment, 89
Arbitration, 117
J
B
Journals, 127
Jury Duty, 94
Benefits, 69
C
Liability, 78
Child Care, 75
Living Allowance, 70
Compelling Circumstances, 109
Living Allowance Waivers, 74
Cooperative Agreement, 25
Crew Leaders, 58
M
Criminal Records, 68
Member Acknowledgment Form, 177
D
Member Agreements, 91
Member Lobbying, 15
Deferment of Student Loans, 84
Member Orientation/Training, 121
Delegation of Authority, 13
Member Release, 108
Direct Service, 120
Member Selection, 67
Discipline Policy, 113
Military Leave, 94
Diversity, 37, 66, 195
minimum service, 80
DONATIONS, 29
Multiple Terms of Service, 104
Drivers License, 96
N
E
Non-Completion of Service Hours, 102
Economic Planning Work, 18
Nondiscrimination, 67
Educational Awards, 80
Non-Displacement, 14
Effect of Living Allowance on Other Programs, 71
Non-Duplication, 14
Eligibility, 64
Number of Requests, 33
Employee Assistance Program, 79
End of Term of Service, 106
Environmental and Public Lands Corps, 21
Extension of Term of Service, 107
Objectives, 45, 138
OJT Checklist, 124
F
Operational grants, 34
Orientation, 76
Federal Register, 12
overtime pay, 70
Food Stamp Eligibility, 72
Former AmeriCorps Members, 65
P
Forms, 89
Funding, 30, 32, 195
Participant Application, 69
Fundraising, 16
Part-Time Members, 100
Payment of Part-Time Members, 101
G
Personal Emergencies, 95
Plan of Work (POW), 144
Garnishment of Wages, 79
Planning grants, 34
Graduation, 180
Plans of Work, 137
185
UNITED
STATIONALS A SECTION
STATES
DEPARTMENT
OF AGRICULTURE
press releases, 63
Site Operating Forms, 137
Prohibited Activities, 17
Summary Page, 42
Project Close Out, 179
Support Services, 13
Project Manager Training, 123
Projects, 21, 22, 35, 187, 196
-T-
Public Affairs Policy, 133
Terms of Service, 99
Third Party, 13, 26, 62
Time and Attendance, 93
Qualified Student Loans, 82
Title Page -, 42
Quarterly Reports, 154
Training, 119
transfer of award, 81
-R-
Transfers, 97
Travel Expenses, 97
Recruitment, 63, 65, 196
Types of Program Assistance, 34
recruitment plan, 63
Regional Facilitators, 56
-U-
Reinstatement Rights, 111
Release for Cause, 110
Unemployment Benefits, 79
Relocation Costs, 64
Uniforms, 96
Renewal applications, 48
Residential/Non-residential Projects, 21
V.
Resource Plan, 147
Responsibilities, 51
Vacancies, 105
Resumption of Service, 112
Returning Members, 112
-W-
Rules of Conduct, 59
Rural Development Corps, 21, 196
Weekly POW, 146
Work Schedules, 95
S
Work Study, 74
Worker's Compensation, 78
Safety, 173
186