1. Orientation and Training
Member Support
Orientation and Training

2. Orientation MSA looks for… Date/time and location Sign-in sheets
Team building
Civic engagement training
Date/time and location
Sign-in sheets
Agenda
Evaluations
AmeriCorps and MSA 101
Plan for orienting members enrolled after initial orientation
Contract
Expectations
Prohibited and Unallowable Activities
Reasonable accommodations
Grievance Procedures
Rights and Responsibilities
Requirements under the Drug-Free Workplace Act
Suspension/Termination from service
Service specific training
We’ll be looking for this documentation of your orientation.
A date, time, and location.
An agenda that includes the items we just discussed. – Many times civic engagement training can be integrated into the other topics, but be sure to find ways to include this if it isn’t woven into other areas.
Sign in sheets to document which members were present.
Evaluations from participants -one eval for orientation
If you will enroll any members after orientation, you need to have a plan that will fully orient those new members.
Any documentation you have to show you are offering accommodations or that show you are considering the accessibility of a space.
Your program orientation should include all of these standard activities.
One of the first elements of your orientation should be a thorough review of the member contract. This ensures members fully understand the extent of their commitment. One critical section for members to understand is the prohibited activities list. Let’s take a minute to focus on this…(activity on flip chart about proh. act)
Training on AmeriCorps and MSA helps to build a connection to the greater network and gives members a sense of the context for national service. Of course, that same context should be provided about your organizational mission and goals. Members should understand how their service fits into the broader goals of the organization, and they should also learn the details for the PMs they’ll be responsible for reaching.
Orientation is also a great time to start building the members’ connections with the community.
If applicable, your members should also receive an orientation to their placement site.
They should understand the supervision structure and when/how they will be evaluated.
You’ll train members to prepare them to perform their service activities
Along the way, you should integrate ice breakers and teambuilding activities to build esprit de corps.
Throughout orientation, you’ll want to create a safe space for members so any who may need a reasonable accommodation feel comfortable asking AND this creates a positive environment for all members w/ or w/o disabilities

3. Ongoing Training & Development
MSA looks for…
Training plan/schedule
Structured activities for members to reflect on service
Supporting members in attaining GED
Encouraging members to vote and become civically engaged
Plan for involving members in selection of training
Agendas and sign-in sheets
Participation in National Days of Service & Events
Supporting members in making the transition after end of service – Life After AmeriCorps
We’ll be looking for your training plan, agendas and schedules.
If you have any member without their hs diploma you should show how you are supporting them to earn their GED, they need this to use their ed award.
As part of your civic engagement training, you should be encouraging members to vote and when necessary, providing schedule accommodations to allow them to get to the polls. Document this activity as well as the LAA and reflection activities
Show us how you are including members in the selection of some trainings, using their feedback to plan training
Be sure to keep your sign-in sheets.
Participating in National Days of Service and MSA events (AmeriCorps Opening Day) continues to build the connection to the greater network
LAA- AmeriCorps Alums Boston events, staying connected with the program, resume workshops, etc.
Training is an investment in your members
Promote retention–Meeting the individual and professional goals of each member increases member satisfaction and leads to greater member retention.
Improve member effectiveness–Well-trained members provide high quality, high impact service and increase the value of the AmeriCorps program to the organization, site, or sponsor
Improve organizational quality–Highly competent members significantly improve the quality of services provided by sponsor organizations
Help members develop skills–Examples include effective communication, conflict resolution, diversity and inclusion, leadership, CPR/first aid, outdoor education, volunteer management, resource mobilization, and partnerships development
Increase member knowledge–Members learn more about the community they're serving and what national service entails

4. Supervision and Evaluation
Member Support
Supervision and Evaluation

5. Supervision MSA looks for… Implementation of the supervision plan
How and when did supervision take place?
Identification of members and service sites as AmeriCorps
service gear
signage
Language
*Please refer to the NEW guidelines from CNCS
Ensure prohibited activities did not take place
Evaluations
We’ll want to see information about how and when your supervision activities took place.
Seeing photos or meeting your members will help us know whether they are clearly identifiable as AmeriCorps members. We will also look for signs at your host sites and events.
We’ll be especially interested in seeing how you ensure your members are not participating in prohibited activities throughout their service commitment.
Finally, we’ll be reviewing your binder and your files to ensure evaluations are taking place.

6. Evaluation MSA looks for… Mid-term evaluation (full and half)
End of term evaluation (all) – includes exit interview
Requirements
Did the member complete the required number of hours;
Did the member satisfactorily complete assignments; and
Did the member meet other performance criteria that were clearly communicated at the beginning of the term of service.
Other program specific requirements
Action steps if member is not performing adequately (can provide legal grounds for the retention, re-enrollment, or termination of members)
The exit interview can be integrated into this evaluation or it may be in the form of a member survey.
Note that even if a member is exited early, you should always fill out an end-of-term evaluation. You could have a brief version of your usual end-of-term eval for these instances.
Performance Reviews
The recipient must conduct and keep a record of at least a midterm and an end-of-term written evaluation of each member’s performance for Full and Half-Time members and an end-of-term written evaluation for less than Half-time members. The end-of-term evaluation should address, at a minimum, the following factors:
1. Whether the member has completed the required number of hours;
2. Whether the member has satisfactorily completed assignments; and
3. Whether the member has met other performance criteria that were clearly communicated at the beginning of the term of service
4. Member and supervisor signoff acknowledging that the evaluation content was reviewed and discussed
End of term eval includes:
Reflect on member’s service experience
Evaluate their host site
Offer suggestions that would help future members

7. Suspension Resources FIRST consult your program officer
To account for programmatic and fiscal issues
Only when you truly believe the member will return to finish their term
Document suspension in member files
Suspension time period automatically adds up in My AmeriCorps Portal
Follow 30 day rule
Resources
If your member has an personal issue that will cause him or her to be absent from service for an extended period of time (more than a week) contact your program officer as soon as possible to discuss the suspension option.
This should not be used for disciplinary reasons.
Be sure to collect documentation to validate the issue, and place documentation of the suspension in the member’s file.
My AmeriCorps will automatically provide a new end date based on the amount of time a member was suspended. You should determine whether the member will be able to complete his/her commitment by the original end date or if you will need to plan for service up until the new end date.
Becoming a Better Supervisor: A Resource Guide for Community Service Supervisors

8. Member Support
Hours Tracking

9. TRACKING MEMBER HOURS Tracking systems need to…
Ensure that paper copies of time sheets in members files are maintained (when applicable), OR
Ensure that electronic timesheet tracking system is in place that adheres to CNCS guidelines
Ensure they are signed by member and supervisor
Ensure first time sheet coincides with enrollment date and contract date
Ensure a correct percentage of direct service, training and fundraising
Demonstrate members receive training early in term
Include a policy and instructions on your hours tracking in your member handbook. Common electronic timesheet tracking systems include OnCorps and America Learns. If you’re interested in pursuing this type of tracking, please let us know and we can connect you with a program that already has this in place or a representative from one of those systems (usually attend the conference)
First day that service hours are tracked must coincide with enrollment date in eGrants and contract sign date (before or on start)

10. TRACKING MEMBER HOURS Tracking systems need to…
Ensure that member time sheets are up to date within 30 days of current date
A current member hour tally must be submitted with reimbursement request
Ensure members are on track to meeting the required number of hours
Indicate if the member is suspended, on vacation or taking a sick/personal day
Ensure sick/personal leave is not counted toward service requirements
Good thing to keep in mind: if members are not serving, they should not be gaining service hours. This includes suspensions, vacation, sick/personal days, lunch breaks, etc. Training and fundraising have their own hours categories, broken out in the next slide.

11. Compliant Timesheets have…
Separate Hours
Training (maximum of 20%)
Fundraising (maximum of 10%)
Direct Service (minimum 80%)
Member and Supervisor sign-off
Way to track direct service by activity and location
Allowable Activities
A way to show members did not receive service hours for their lunch or travel
AmeriCorps and MSA logos
Serving unsupervised. –working from home
Snow Days – having a plan A, B, and snow
Language into all grants that members may be asked to help with disaster relief work

12. Preparing for a Successful MSA Site Visit

13. MSA Site Visits Why does MSA complete site visits?
To hold MSA and programs accountable to the grant provisions
To strengthen the field by sharing best practices between programs
To identify the fiscal and programmatic compliance issues program may not be aware of and to offer technical assistance
When do they take place?
Formal site visits are conducted late winter through spring
All programs – one visit during three-year cycle
New programs – site visit in first year
Administered according to risk level determined in Risk Assessment Form

14. Site Visit Agenda and Preparation
Meet organization and program staff
Systems 1–10
Discuss program processes
Review program documents
Member Interviews
Member file check
Site Partner Interviews (if applicable)
Informal feedback
Preparing for a Site Visit
Start with the Binder project, Desk Systems and Objectives
Use the MSA monitoring tools as a guide
Ensure eGrants 30 day compliance (enrollment and retention, etc.)
Talk to your Program Officer!

15. Common Compliance Findings
Systems 1–10:
Materials do not identify position(s) as AmeriCorps service
Members do not receive personal/professional development beyond training for activities
AmeriCorps gear not worn during all service hours
Formal member supervision not occurring
Stakeholders not involved in continuous improvement
Member time sheets (dates and signatures)
Non-compliant electronic time keeping system
Members exiting service early to enroll in another AmeriCorps program

16. Common Compliance Findings
Incomplete/inconsistent member files, missing:
Documentation of interviews/references (and inconsistent numbers of each)
Member eligibility documentation
Confirmation of CORI and NSOPW completion/review and FBI fingerprint checks with compliant dates
No proof of healthcare coverage
Member evaluations
Separation of files: background check/medical information/member files not kept separately

17. Common Compliance Findings
Member interviews:
Lack of AmeriCorps identity and esprit de corps
Members serving in supervisory capacity to other members
Members unaware of reasonable accommodation policies
Members unclear of program goals
Site partner interviews:
No signed site partner agreement/MOU
Little orientation or ongoing support.
Both:
Incomplete awareness of prohibited activities

18. Site Visit Follow-up
Program Officers written report to program within 30 days
Program has 30 days to respond to compliance issues
Best Practice and Continuous Improvement sections are for future reference
When all compliance issues are resolved, the site visit process is finished

19. Fiscal and Budget Management for Program Staff
Financial Management Systems
Documentation of Matching Funds
Reimbursement

20. Financial Management Systems
To ensure that grant-related expenses are properly reported and that the program maintains financial management systems that include written cost allocation procedures and systems that distinguish expenditures attributable and not attributable to this Grant, and that adequate supporting documents for expenditures are maintained.

21. Documentation of Matching Funds
To ensure the program has sufficient matching funds available for upcoming program year and that these funds are properly documented.

22. Documentation of Matching Funds
Cash, in-kind match, or combination of both
Documenting in-kind match – must include:
Date service provided and who provided it
Description of service provided
Value/how calculated
Signature of donor/service provider

23. Reimbursement
To ensure the program submits accurate and timely reimbursements including a signed Reimbursement Request Cover Sheet with Program Initials, a PER, a General Ledger and a clear reconciliation report tying expenses in the PER to the General Ledger, and a Member Hours and Background Check Log.
In addition to this, programs are also required to submit

24. Fiscal Training MANDATORY for all fiscal staff
Review OMB, fiscal management requirements, fiscal site visit procedures
Review reimbursement and fiscal reporting processes
Program staff welcome to “attend” if interested
Webinar – Wednesday, August 17th, 10-11am
In-person (MSA) – Wednesday, August 24th, 1-2pm
Invitation and registration out shortly!

25. Key Definitions FSR/Financial Status Report (Quarterly PER)
PER/Periodic Expense Report
Budget Summary Worksheet
FFR/Federal Financial Report
“Cover Sheet”/Request for Cash Reimbursement Cover Page
Backup/Supporting Documentation

26. Fiscal Reporting Quarterly Due Dates
October 15 (15-16 AND through September 30)
January 15 (through December 31)
April 15 (through March 31)
July 15 (through June 30)
Yearly audit submission (March 31, 2017)

27. Reimbursement Request Process
At least quarterly
Encouraged to request more frequently
Payments made via check or electronic fund transfer (EFT)
EFT requires small transaction fee deducted from reimbursement
Contact July Afable to discuss/choose EFT
, ext.

28. Reimbursement Request Process
Complete reimbursement request includes:
Cover sheet with original signature
PER for current request
Budget summary worksheet
General ledger, reconciliation report, other backup documentation
Member Hours and Background Check Log
Reimbursements will not be processed until all components are received
MSA will not take responsibility for ensuring completeness
SHOW reimbursement cover page

29. Reimbursement Request Process
Accurate reimbursement received by 15th processed by 30th; received by 30th processed by 15th
Inaccurate reimbursements returned for revision and will be resubmitted for processing in the next reimbursement cycle
MSA adheres to 15 day processing timeline to account for staff capacity, time off, etc.
MSA does not advance funds
MSA will review your request to ensure that adequate progress is being made towards matching percentage
At least quarterly;
Payments made via check or electronic fund transfer

31. Budget Amendments
Budget amendment consists of changing or moving CNCS and/or match amounts
MSA requests notification for all changes
MSA approval required
If amending more than 2% of total program budget (CNCS and match total)
CNCS approval required
If amending 10% or more of total program budget (CNCS and match total)

32. Budget Amendments
Contact your Program Officer before initiating a budget amendment request
Include justification with budget amendment request
Budget amendments are subject to review and can be rejected
Flexibility with member health insurance in budget
Be pro-active in discussing amendments early in the program year!

33. Fiscal Site Visits Set up in spring by MSA’s fiscal staff
Programs will have at least one fiscal visit per3-year grant cycle
Will also receive a written report with need to respond
Include but not limited to:
Review of organization's internal control structure
Review of prior audit reports and management letters
Review of progress made from any prior audit and management letter finding(s)
Sampling of selected fiscal transactions

34. IPERA Improper Payments Evaluation and Recovery Act
2013 and 2014 testing showed susceptibility; 2015 testing is required
Non-compliance was found in ~$12.4 million (mostly CBC). Yearly testing required until improper payments total less than $10 million
CNCS is still figuring out what to do about improper payments from the 2013 and 2014 testing period
FY15 IPERA testing – should start at some point in July?