AmeriCorps Strategic Plan 2022

2022–2026

AmeriCorps

Strategic Plan

Version 1.0

ABOUT

Our Foundation

MISSION

To improve lives, strengthen communities, and foster civic engagement

through service and volunteering

PURPOSE

To bring out the best of America

HOW AMERICORPS

WORKS

Every day in communities across the country, AmeriCorps members and

AmeriCorps Seniors volunteers work directly with national, regional, or

local nonprofit and community organizations to meet critical community

needs

OUR PILLARS

We bridge divides by

bringing people

together: connecting

individuals and

organizations to help

communities tackle their

toughest challenges.

Unite

We provide resources

and people power to

organizations dedicated

to the improvement of

communities.

Strengthen

We enrich the lives of

those we serve and

those who serve.

Impact

We are the only federal

agency for community

service and

volunteerism. We

empower an entire

ecosystem committed to

the betterment of

communities across

America.

Lead

ABOUT

Message from the CEO

Service is an ideal embedded in the fabric of our nation.

Across the country, we see Americans of all ages and

backgrounds unite to bring hope and help to others. For

nearly three decades, AmeriCorps has tapped the

indomitable spirit of the American people to meet our

nation’s toughest challenges.

AmeriCorps has a proven record of meeting a wide range

of community needs in education, health, economic

opportunity, disaster services, supporting veterans and

military families, and preserving public lands. Working

with thousands of community partners, AmeriCorps

engages 250,000 individuals in results-driven service at

40,000 locations across the country, helping Americans

succeed in school, live independently, and rebuild their

lives after homelessness, job loss, or natural disasters.

As our nation looks forward, AmeriCorps will use the

Fiscal Year 2022-2026 Strategic Plan to continue to

connect local organizations with the people power to

meet pressing challenges, including building a more

inclusive and equitable future for all.

Strategic Plan Development

AmeriCorps began developing its Fiscal Year 2022-2026

Strategic Plan in early 2021 to provide clarity, direction,

and focus on the strategic outcomes that AmeriCorps will

prioritize over the next five years. This plan was informed

by 11 months of intentional planning that started with 18

stakeholder input sessions and engaged 71 state

commission staff, 332 grantees and sponsors, 152

AmeriCorps staff, and received 287 written comments.

AmeriCorps also hosted five all-staff listening sessions.

AmeriCorps engaged the House Committee on Education

and Labor; the Senate Committee on Health, Education,

Labor, and Pensions; and the agency’s Office of Inspector

General for feedback and refinement. The agency

established a strategic plan governance structure to

oversee the planning process, composed of executive

decision-makers, a steering committee of career staff,

strategic objective coordinators, and a strategic plan

project management team.

This plan defines the agency’s goals, objectives, and

strategies to both meet and exceed the agency’s mission

to improve lives and strengthen communities.

AmeriCorps will support the following priorities in the

next five years to better position the agency to respond

to national and local needs and help the communities it

serves prosper.

1. Partner with communities to alleviate poverty and

vance racial equity

2. Enhance the experience for AmeriCorps members

nd AmeriCorps Seniors volunteers

3. Unite Americans by bringing them together in service

4. Effectively steward federal resources

5. Make AmeriCorps one of the best and most equitable

aces to work in the federal government

AmeriCorps looks forward to ensuring that, as we expand

our community impact, we also are increasing our

operational accountability and ensuring resources are

used appropriately to assist underserved individuals and

communities across the nation.

Our Commitment to Diversity

AmeriCorps has a decades-long commitment to advance

racial and economic equity through national service and

volunteerism. These efforts are designed to expand

pathways to opportunity for all Americans. Racial and

economic equity will be central to our planning and

implementation of all priorities, including that we ensure

AmeriCorps members and volunteers reflect the diversity

of the American people and the communities in which

they serve.

Uniting Americans in Service

For decades, national service has engaged Americans of

all backgrounds in tackling the nation’s toughest

challenges, uniting people to work together for the

common good. Time and time again, we have seen that

when our nation invests in national service, we all win.

Together with thousands of community partners,

AmeriCorps will engage dedicated individuals in making

our nation fairer and more equitable. The Strategic Plan

will guide and focus this smart investment in the

American people – an investment that solves problems,

expands opportunity, strengthens communities, connects

us with our neighbors, and unites our nation.

In service,

Michael D. Smith

Chief Executive Officer

ABOUT

Our Goals

Partner with

communities to

alleviate poverty

and advance racial

equity

Goal 1

Enhance the

experience for

AmeriCorps

members and

AmeriCorps

Seniors volunteers

Goal 2

Unite Americans

by bringing them

together in service

Goal 3

Effectively

steward federal

resources

Goal 4

Make AmeriCorps

one of the best

and most

equitable places to

work in the federal

government

Goal 5

ABOUT
Table of Contents

GOALS

Goal 1

Partner with communities to alleviate

poverty and advance racial equity

Goal 1

Partner with

communities to

alleviate poverty and

advance racial equity

Our Narrative

It is the policy of the Biden-Harris administration that “the Federal Government

should pursue a comprehensive approach to advancing equity for all, including

people of color and others who have been historically underserved, marginalized,

and adversely affected by persistent poverty and inequality” (Executive Order

13985). Over the next five years, we will invest in existing and new

partnerships with non-profit, faith-based, and Tribal organizations, and state

service commissions, to get things done for America. We will focus on the most

critical issues of our time — public health, climate and the environment, and

education and economic opportunity — and we will increase our efforts to ensure

our AmeriCorps members and AmeriCorps Senior volunteers reflect the

communities where they serve. We will target our investments toward

communities where the need is greatest, particularly those with populations that

face racial inequality and poverty. These steps will enable more Americans than

ever to strengthen the communities that need it most across the nation through

their service.

Over the next five years, we project that AmeriCorps will help 27.5 million people

and 17,000 organizations and improve 2.3 million places across America.

Moreover, we aim to have 40% or more of our portfolio dedicated to helping

people in poverty.

What success looks like over 5 years

Help more than 18.3M people

mitigate the impacts

of COVID-19 and other public health crises.

Help more than 2,500 organizations build capacity

to help people mitigate the impacts of COVID-19 and

other public health crises.

By FY 2026, 64.9% of AmeriCorps program

funding

in mitigating the impacts of COVID-19 and

other public health crises will have moderate or strong

levels of evidence.

Goal 1

Partner with

communities to

alleviate poverty and

advance racial equity

Objective 1.1

Mitigate the impacts

of the COVID-19

pandemic and other

public health crises

Why we’re prioritizing this objective

The COVID-19 pandemic has exposed and

exacerbated racial and economic disparities in

communities across the country. Significant

challenges remain in the months and years to come,

particularly in our hardest hit communities, many of

which were in the greatest need prior to the

pandemic.

Annual key performance indicator

Percentage of the AmeriCorps portfolio dedicated to

mitigating the impacts of COVID-19 for those hardest hit

by the pandemic.

Strategies to achieve the 5-year targets Responsible coordinating office

1. Prioritize health care, social support, and food security interventions in

AmeriCorps programs’ applicant recruitment and award/project selection.

Program Offices

2. Help stabilize existing national service programs supporting health care, social

support, and food security interventions.

Program Offices

3. Establish a Public Health AmeriCorps (PHA) initiative in partnership with the

Centers for Disease Control and Prevention (CDC) to support needed capacity

in public health departments and related settings and grow a diverse pipeline

of talent for the public health workforce.

CEO Immediate Office

4. Create a new place-based planning grant competition directed to

communities disproportionally impacted by COVID-19.

Office of the State and National Program

5. Expand AmeriCorps’ cohort-based Food Security Initiative — doubling the

size of the cohort — to increase food security, create new networks, and

identify best practices to support issue-focused sponsor cohorts.

Office of the VISTA Program

What success looks like over 5 years

Help more than 1.9M people directly by reducing

greenhouse gas emissions, conserving lands and waters, and

adapting to the changing climate.

Help improve more than 2.3M locations and structures by

reducing greenhouse gas emissions, conserving lands and

waters, and adapting to the changing climate.

Help more than 2,900 organizations build capacity to help

reduce greenhouse gas emissions, conserve lands and

waters, and adapt to the changing climate.

By FY 2026, 68.9% of AmeriCorps program funding in

reducing greenhouse gas emissions, conserving lands and

waters, and adapting to the changing climate will have

moderate or strong levels of evidence.

Goal 1

Partner with

communities to

alleviate poverty and

advance racial equity

Objective 1.2

Reduce greenhouse

gas emissions,

conserve lands and

waters, and adapt to

the changing climate

Why we’re prioritizing this objective

Climate change, including environmental, health, and economic

impacts, disproportionally damages low‐income and Black,

Indigenous, and people of color communities. Through broader

investments in mitigating climate change through measures that

reduce greenhouse gas emissions and conserve land and water,

and through targeted interventions that aid and empower

underserved communities (e.g., improving food systems,

increasing disaster preparedness and resilience, and retrofitting

homes to be more energy efficient and less disaster-prone),

AmeriCorps can work towards environmental justice and ensure

the most vulnerable are able to adapt to climate change. “When

we invest in climate resilience and infrastructure, we create

opportunities for everyone.” – President Joe Biden

Annual key performance indicator

Percentage of the AmeriCorps portfolio dedicated to reducing

greenhouse gas emissions, conserving lands and waters and

adapting to the changing climate.

Strategies to achieve the 5-year targets Responsible coordinating office

1. Prioritize reducing greenhouse gas emissions, conserving land and water, and climate change

adaptation-related interventions in AmeriCorps programs’ award/project selection.

Program Office

2. Help stabilize existing national service programs supporting reduction of greenhouse gas emissions,

land and water conservation, and climate change adaptation.

Program Offices

3. Establish interagency and public/private partnerships to expand the number of grantees and

AmeriCorps members and AmeriCorps Seniors volunteers supporting reduction of greenhouse gas

emissions, land and water conservation, and climate change adaptation-related interventions.

CEO Immediate Office

4. Develop and implement coordinated outreach plan to target potential grantee/sponsors who serve

underserved communities impacted by climate change.

Office of External Affairs

5. Develop and implement member recruitment and/or provide training and resources to

grantees/sponsors to recruit members/volunteers to serve on climate grants/projects.

Office of External Affairs

6. Provide climate literacy education to grantees and members. CEO Immediate Office

7. Facilitate the sharing of grantee best practices and provide examples for scaling. CEO Immediate Office

8. Incorporate climate priorities and objectives into Days of Service campaigns.

Office of Chief of Program Operations

What success looks like over 5 years

Help more than 7.2M people expand their

educational and economic opportunity.

Help more than 11,500 organizations build

capacity to help people expand educational and

economic opportunity.

By FY 2026, 87.5% of AmeriCorps program

funding in expanding educational and economic

opportunity will have moderate or strong levels of

evidence.

Goal 1

Partner with

communities to

alleviate poverty and

advance racial equity

Objective 1.3

Expand educational

and economic

opportunity

Why we’re prioritizing this objective

Supporting educational and economic opportunity –

including employment, financial literacy, and housing

services – can be an effective approach to reducing

racial and other forms of inequity, as well as alleviating

poverty. The relationship between education and

poverty is very clear: educated people have increased

income potential and quality of life. Meanwhile,

economic conditions including employment, quality and

affordable housing, and access to government benefits

can increase disposable income and prevent material

deprivation.

Annual key performance indicator

Percentage of the AmeriCorps portfolio dedicated to

expanding educational and economic opportunity.

Strategies to achieve the 5-year targets Responsible coordinating office

1. Prioritize education and economic opportunity interventions in

AmeriCorps programs’ applicant recruitment and award/project

selection.

Program Offices

2. Help stabilize existing national service programs supporting education

and economic opportunity service interventions.

Program Offices

Why we’re prioritizing this objective

The federal government is responsible for affirmatively

advancing civil rights, racial justice, and equal opportunity

for all as outlined in the Executive Order on Advancing Racial

Equity and Support for Underserved Communities Through

the Federal Government. Investment of AmeriCorps

resources in underserved communities will increase access

to national service opportunities for communities that may

otherwise not have access. The infusion of AmeriCorps

resources will advance diversity, equity, inclusion, and

accessibility and contribute to the alleviation of poverty.

Goal 1

Partner with

communities to

alleviate poverty and

advance racial equity

Objective 1.4

Prioritize investment

in the most

underserved

individuals and

communities

Strategies to achieve the 5-year target Responsible coordinating office

1. Prioritizing Investments: Prioritize awards to programs and projects focused on

serving underserved populations.

Program Offices

2. Expanding Award-making: Launch planning grants to help small and new-to-

AmeriCorps organizations leverage AmeriCorps programs.

Office of State and National programs

3. Expanding Outreach: Increase outreach, engagement, and partnership

development to expand and diversify the community organizations that

successfully operate and support AmeriCorps programs.

Office of Regional Operations

4. Expanding Engagement & Support: Increasing technical assistance and support

to organizations serving underserved communities.

Office of Chief of Program Operations

5. Engage stakeholders to examine legislation, current match requirements,

policies and processes to remove potential barriers for administering an

AmeriCorps program.

Office of Chief of Program Operations

6. Track and report AmeriCorps’ investment in rural America. Office of Chief of Program Operations

What success looks like over 5 years

40% of all those served by AmeriCorps

members and AmeriCorps Seniors

volunteers are people in poverty.

AmeriCorps uses people in poverty as its

measure for “underserved”.

Annual key performance indicator

Percent of newly awarded/resourced Member Service Years,

Volunteer Service Years, and Volunteers allocated to

programs/projects, weighted by percent of total people

helped who are underserved (defined as people in poverty).

Goal 1

Partner with

communities to

alleviate poverty and

advance racial equity

Objective 1.5

Recruit a diverse

corps of members

and volunteers who

reflect those we are

serving

Why we’re prioritizing this objective

AmeriCorps members and volunteers are more racially

diverse than the U.S. average. However, disparities in

specific programs and communities — and a misplaced

perception that AmeriCorps lacks diversity — hinder our

efforts to advance racial equity and alleviate poverty. We

believe that by reducing barriers to recruiting members and

volunteers with greater understanding of the communities

being served, trust in AmeriCorps’ ability to achieve this goal

and the effectiveness of our programs will increase.

Annual key performance indicator

Total number of leads generated/applications initiated for

national service in specified target markets where diverse

populations are underrepresented by current member and

volunteer demographics.

What success looks like over 5 years

Race, ethnicity, gender, socioeconomic,

and geographic diversity of members

and volunteers progressively reflects

the demographic diversity of those we

serve.

Strategies to achieve the 5-year target Responsible coordinating office

1. Launch coordinated agency-wide member/volunteer recruitment campaigns to

reach individuals who reflect the communities we serve.

Office of External Affairs

2. Improve recruitment tools available to grantees and project sponsors to support

recruitment of a diverse applicant pool of potential of members and volunteers who

reflect the communities we serve.

Office of External Affairs

3. Increase the prominence and focus of creative messages, visuals, and video content

featuring multi-cultural and diverse representation in marketing and recruitment

materials.

Office of External Affairs

4. Modernize our member and volunteer matching and management system to reduce

barriers to entry (see Objective 2.2

Department of Chief Operating Officer

5. Increase the agency's capacity to collect and report on race, ethnicity, gender,

socioeconomic status, and geographic diversity of the member corps.

Office of Chief of Program Operations

6. Measure and promote strong outcomes across the member corps, from program

completion to pathways into education, employment, and other opportunities (

see

Objective 2.3

Office of Chief of Program Operations

GOALS

Goal 2

Enhance the experience for AmeriCorps

members and AmeriCorps Seniors volunteers

Goal 2

Enhance the

experience for

AmeriCorps members

and AmeriCorps

Seniors volunteers

Our Narrative

“When more Americans step forward to serve, it renews our sense of

community and strengthens our democracy. Acts of service unite people

from different backgrounds and allow us to truly see and hear one another”

– President Joe Biden. Over the next five years, we will focus our efforts on

improving the experience for AmeriCorps members and AmeriCorps Seniors

volunteers, making it easier and more rewarding than ever to serve. Service

and volunteering creates positive results for the communities we serve, the

organizations we partner with, and the AmeriCorps members and

AmeriCorps Seniors volunteers who serve. Our research has demonstrated

the transformative nature of national service for the members and volunteers,

often resulting in improved access to educational and employment

opportunities and increased civic engagement long after their term of service

has ended. Additionally, we will focus on modernizing the application and

placement technology we use to be more user-friendly, expanding the

benefits that members and volunteers receive, and providing support to

ensure a compelling and rewarding service experience.

What success looks like over 5 years

The percentage of AmeriCorps

members who complete their service

term will increase to 89%.

Increasing by 2% each year over the course of

the period FY 2022-26 from our baseline of 79%

AmeriCorps Seniors programs will

reach pre-COVID-19 enrollment

levels.

Goal 2

Enhance the

experience for

AmeriCorps members

and AmeriCorps

Seniors volunteers

Objective 2.1

Empower

AmeriCorps members

to thrive and

complete their term

of service, and

empower AmeriCorps

Seniors volunteers to

continue their service

Why we’re prioritizing this objective

AmeriCorps provides a range of benefits to members during their

term of service. However, a recent analysis revealed that 18% of

AmeriCorps members do not complete their term due to “non-

compelling circumstances.”

Successful completion of a service term reinforces our triple

bottom line: it benefits the community, the sponsoring

organization, and the AmeriCorps member. Moreover, substantial

post-service benefits (namely, the Segal Education Award) are

contingent on successful completion of the member’s service

term.

COVID-19 significantly disrupted AmeriCorps Seniors

programming. AmeriCorps Seniors programs will need time and

attention to rebuild programming and volunteers to pre-pandemic

levels.

Annual key performance indicators

• Number of benefits expanded or made easier to access

• Number of additional guidance and resources produced to help AmeriCorps Seniors programming return

to pre-COVID-19 levels

Strategies to achieve the 5-year targets Responsible coordinating office

1. Develop and implement recommendations that improve program completion

(based on attrition data).

Office of the Chief of Program Operations

2. Increase the member living allowance and volunteer stipend. Program Offices

3. Produce resources to make benefits more understandable and accessible.

Office of the Chief of Program Operations

4. Implement a technology system for better matching applicants to organizations

(Objective 2.2

) so individuals find the best fit AmeriCorps service opportunity for

them.

Department of the Chief Operating Officer

5. Establish a “Member and Volunteer Experience Position” or

ombudsman responsible for making recommendations and tracking

implementation about member/volunteer feedback and grantee feedback to

improve the service experience.

Office of the Chief of Program Operations

Goal 2

Enhance the

experience for

AmeriCorps members

and AmeriCorps

Seniors volunteers

Objective 2.2

Simplify the applicant

journey and update

AmeriCorps’ member

and volunteer

technology system

Why we’re prioritizing this objective

Our current applicant system—the MyAmeriCorps

portal—is optimized to run on Internet Explorer, an

outdated and unsupported internet browser. Moreover,

the portal is not mobile friendly, which renders the

system impractical for people who predominantly or

exclusively access the internet on a mobile device.

Beyond sub-optimal technology, the user experience is

confusing and burdensome.

Only 15% of prospective AmeriCorps members

complete the entire application process, and the

current system does not support AmeriCorps Seniors

volunteers. Because our system is built on antiquated

technology, we are unable to make enhancements that

add significant value to the platform or correct existing

pain points in the application process. We will

undertake a comprehensive modernization and re-

design of this system resulting in better

applicant/opportunity matching and an improved user

experience.

What success looks like over 5 years

Anyone interested in service with

AmeriCorps can find and apply to

our programs with ease.

Specifically, 30-40% of prospective applicants

will start and complete the entire process, up

from our baseline of 15%.

Annual key performance indicators

FY 2022: Is a decision made on technology

platform to be used for new system? (Y/N)?

FY 2022-26: Percentage of progress completed

toward the launch of a new member/volunteer

match and management system.

Strategies to achieve the 5-year target Responsible coordinating office

Define, resource, and execute AmeriCorps’ Information Technology

modernization plan resulting in a new MyAmeriCorps portal.

Department of Chief Operating Officer

Goal 2

Enhance the

experience for

AmeriCorps members

and AmeriCorps

Seniors volunteers

Objective 2.3

Strengthen pathways

to education,

employment, and

other opportunities

Why we’re prioritizing this objective

Preparing participants for opportunities after, or outside

of their AmeriCorps service, enhances the overall service

experience, increases engagement during service, and

improves life after AmeriCorps.

Annual key performance indicators

• % of progress toward defining skills/competencies and a

methodology to measure member/volunteer development

• Launch three AmeriCorps Seniors projects supporting

Seniors’ encore career development

• # of agency provided professional development

opportunities annually

• # of awards to grantees/sponsors that offer professional

development opportunities

What success looks like over 5 years

40% of grantees/programs provide opportunities

where members/volunteers can gain an agency

defined set of skills/competencies

Produce a replicable model for seniors’ encore

career development.

75% of members (ASN, NCCC, VISTA) and 30% of

volunteers (Seniors) are offered professional

development opportunities during service

Grow by 10% annually the number of

Employers of

National Service

and Schools of National Service.

Strategies to achieve the 5-year targets Responsible coordinating office

1. Support grantees with training and resources to provide professional development

opportunities to their members and volunteers; provide agency-led professional

development training to members and volunteers.

Office of the Chief of Program Operations

2. Develop partnerships with organizations that can scale and provide professional

development opportunities.

Office of External Affairs

3. Develop a formal competition/demonstration grant for projects that use service as a re-

entry point for older adults to stay/return to the workforce.

Office of AmeriCorps Seniors

4. Develop an agency tool to measure skill and competency growth. Office of the Chief of Program Operations

5. Expand post-service benefits to all volunteers and members; increase use of the Segal

Education Award for AmeriCorps members.

Office of the Chief of Program Operations

6. Deepen the commitments of and relationships with existing Employers and Schools of

National Service and grow the numbers of employers and institutions making commitments

to AmeriCorps members and volunteers.

Office of External Affairs

GOALS

Goal 3

Unite Americans by bringing them

together in service

Goal 3

Unite Americans by

bringing them

together in service

Our Narrative

“To meet the unprecedented challenges of today and build back better

for tomorrow, we must unite around a renewed commitment to service

and to civic duty” – President Joe Biden. National service through

AmeriCorps is a proven model for building bridges and uniting

communities, bringing out the best of America. Service also creates

positive health and well-being outcomes for people who serve,

improving lives and increasing civic engagement. By increasing the

number of available service opportunities and elevating national

awareness of AmeriCorps, more community volunteers will serve

alongside members and volunteers, amplifying the impact in the

communities that need help the most. Over the next five years, we plan

to expand volunteering in America, encouraging Americans to volunteer

their time and talents alongside their neighbors to produce a positive

impact and a stronger, more unified national spirit.

Goal 3

Unite Americans by

bringing them

together in service

Objective 3.1

Increase awareness of

AmeriCorps and

favorability toward

national service

among the American

public

Why we’re prioritizing this objective

Uniting the country through service requires support from

the public for national service, which in turn requires

awareness of national service, as an institution, and its ability

to address our largest national challenges (racial equity,

climate change, public health, economic opportunity, etc).

Increased awareness and favorability towards national

service will position national service as an institution to

promote national unity, and associate service to one’s

country with serving in one’s community.

Annual key performance indicator

Number of media placements made by the agency and associated with the AmeriCorps brand. We believe this

metric is the best measure of our performance which is directly under the control of the agency and the best proxy

for the public being exposed to the concept of national service and AmeriCorps as the agency for national service

and volunteerism. As the public experiences higher levels of exposure to AmeriCorps, its impact and its

opportunities, we believe that interest in and engagement with AmeriCorps will rise.

What success looks like over 5 years

75% awareness of AmeriCorps,

66% favorable toward national

service

Increase to 75% by FY 2026 the percentage of

Americans aware (aided awareness) of AmeriCorps’

role bringing Americans together to serve communities

(up from an est. 43% in FY 2021) and to 66% the

percentage of Americans who are favorable towards

national service (up from an est. 27% in FY 2021).

Strategies to achieve the 5-year targets Responsible coordinating office

1. Implement coordinated public outreach in traditional and digital media

on behalf of AmeriCorps, its leadership, and brand ambassadors.

Office of External Affairs

2. Complete stakeholder training on and external implementation of

AmeriCorps’ unified brand.

Office of External Affairs

3. Create and execute annual, coordinated AmeriCorps recruitment and

awareness campaigns.

Office of External Affairs

4. As part of an expanded recruitment and awareness campaign, engage

members, volunteers, and alumni as ambassadors for national service.

Office of External Affairs

Goal 3

Unite Americans by

bringing them

together in service

Objective 3.2

Increase the number

of AmeriCorps

member and

AmeriCorps Seniors

volunteer service

opportunities through

partnerships and

philanthropy

Why we’re prioritizing this objective

The more people who can participate from more

communities across America, including communities of

color and persons otherwise adversely affected by

persistent poverty, discrimination, or inequality, the more

people will have the opportunity to share the common bond

of AmeriCorps and service, and the more communities will

experience the benefits of engagement with national

service.

Annual key performance indicator

Annual number of ‘pitches’ to other federal agencies about the role AmeriCorps members or AmeriCorps

Seniors volunteers could play to advance their agency’s mission. AmeriCorps has a strong history of

employing its members and volunteers to support other agencies’ missions, including its now 10-years old

partnership with FEMA. We believe this metric is a strong proxy to measure the agency’s efforts to grow

the number of service slots.

What success looks like over 5 years

Grow by 10% the number of

Member Service Years, Volunteer

Service Years, and Volunteers

over the course of the five-year period FY 2022-26.

AmeriCorps will measure this against an adjusted

baseline that accounts for the expected member

decreases that will occur from our agency’s decision

to increase the annual living allowance for

AmeriCorps members.

Strategies to achieve the 5-year target Responsible coordinating office

1. Educate and grow the number of agencies who leverage AmeriCorps

members and volunteers through interagency agreements.

CEO Immediate Office

1. Educate philanthropic, corporate, and private entities about the impact

of AmeriCorps programs and how they can support them in their

communities.

CEO Immediate Office

3. Elevate public awareness of AmeriCorps’ return on investment. Office of External Affairs

What success looks like over 5 years

By FY 2026, more than 90% of

members and volunteers report they

feel a strong affiliation to AmeriCorps.

AmeriCorps does not have a baseline measure in place.

By FY 2026, 80% or more of AmeriCorps members/

volunteers report positive outcomes related to their

civic engagement.

By FY 2026, 80% or more of AmeriCorps members/

volunteers report positive outcomes related to bridging

differences.

Goal 3

Unite Americans by

bringing them

together in service

Objective 3.3

Create a stronger,

universal identity for

AmeriCorps among

members and

volunteers

Why we’re prioritizing this objective

Unity and shared understanding can start with those who

participate in AmeriCorps programs. Every year,

AmeriCorps enrolls more than 250,000 individuals to serve

as an AmeriCorps member or AmeriCorps Seniors volunteer

in organizations making a difference in communities across

America. These service experiences vary based on the

program of service and the organization with which they

serve. We believe there is untapped opportunity to create a

stronger shared identity across AmeriCorps programs so

that those who participate develop bonds transcending

geography, time, focus area, and other variations across

their service experiences.

Annual key performance indicator

Progress and completion of identified project milestones. We believe this metric — which will define

specific stages of project development and implementation — is the best measure of what we control and

need to do to achieve our five-year performance target.

Strategies to achieve the 5-year target Responsible coordinating office

1. Develop and implement a common vision and set of goals for

AmeriCorps service across programs.

Office of the Chief of Program Operations

2. Partner with outside organizations to foster connection and

lifelong volunteering among AmeriCorps alumni.

Office of External Affairs

Goal 3

Unite Americans by

bringing them

together in service

Objective 3.4

Grow volunteering in

America

Why we’re prioritizing this objective

Volunteering in a community is one way to bring people

together across lines of difference in pursuit of a common

cause. We believe that more Americans engaging locally

and volunteering alongside their neighbors will produce a

stronger, more unified national spirit and build thriving

communities.

We see an opportunity to tap into the can-do spirit of

Americans by inviting them to engage in issue-based

volunteer opportunities. We will gauge the success of our

efforts with the biennial “Volunteering in America”

research report.

What success looks like over 5 years

In every state, 1-in-3 adults will

volunteer at least once a year.

Annual key performance indicators

• Biennial production and publication of the

“Volunteering in America” report.

• Report the number of volunteers leveraged by

AmeriCorps programs.

Strategies to achieve the 5-year target Responsible coordinating office

1. Leverage AmeriCorps’ research findings to inform the country on rates of

volunteerism, leading with the “Volunteering in America” research report and

provide best practices for volunteer management.

Office of Research and Evaluation

2. Leverage AmeriCorps’ national stature to communicate about the value and

benefits of volunteering, and drive Americans to take action through

volunteering by sharing individual and community research outcomes of

volunteering.

Office of External Affairs

3. Position AmeriCorps as a top national aggregator of volunteering

opportunities.

Office of External Affairs

4. Prioritize volunteer recruitment as a desired outcome across all AmeriCorps

programs, where possible.

Office of Chief of Program Operations

5. Leverage AmeriCorps’ volunteer programs to mobilize volunteers and raise

awareness of volunteer opportunities, with emphasis addressing critical

issues, especially in states not reaching our 1-in-3 target.

Office of Regional Operations

GOALS

Goal 4

Effectively steward federal resources

Goal 4

Effectively steward

federal resources

Our Narrative

“The Federal Government must design and deliver services in a

manner that people of all abilities can navigate. We must use

technology to modernize Government and implement services that

are simple to use, accessible, equitable, protective, transparent, and

responsive for all people of the United States” (Executive Order

14058). AmeriCorps is committed to operational excellence. In the

next five years, we will build modern and effective systems for

financial, human capital, procurement, information, and grants

management. These efforts will enable us to steward taxpayer

resources more effectively and amplify our efforts to strengthen

communities and foster civic engagement through service and

volunteering.

Goal 4

Effectively steward

federal resources

Objective 4.1

Simplify AmeriCorps’

application and

administration

procedures for grants

and projects

Why we’re prioritizing this objective

The agency wants to create a reasonable knowledge

attainment expectation and workload for its frontline

staff. Frontline staff are most able to effectively steward

federal resources when they can provide outreach and

technical assistance to grantees/partners/sponsors and

implement agency grantmaking processes and

procedures. There must be balance. Current workloads

are skewed toward grantmaking processes and

procedures with limited time to do the work of outreach

or provide technical assistance and training.

Annual key performance indicator

# of processes simplified or harmonized

What success looks like over 5 years

80% of frontline staff report a healthy balance

between providing training and technical

assistance to grantees, sponsors, and partners

and grantmaking and administrative functions on

behalf of grantees, sponsors, and partners.

80% of grantees are satisfied that AmeriCorps

executed award actions in a timely manner.

Strategies to achieve the 5-year target Responsible coordinating office

1. For applicants and agency staff: Document grantmaking processes with the end goal of

being consistent where possible/understanding the business reasons where not possible.

Office of the Chief of Program Operations

2. For applicants and agency staff: Revise grantmaking processes and provide the training

materials to conform with the outcomes of #1.

Program Offices

3. For grantees and agency staff: Document grant policies with the end goal of being

consistent where possible/understand the business reasons where not possible.

Office of the Chief of Program Operations

4. For applicants and agency staff: Revise grant policies and provide training materials to

grantees, partners, sponsors, and agency staff to conform with the outcomes of #3.

Program Offices

5. For grantees and agency staff: Document grant actions with the end goal of being

consistent where possible and understanding the business reasons where not possible.

Office of the Chief of Program Operations

6. For grantees and agency staff: Revise grant actions and provide the training materials to

grantees, partners, sponsors, and agency staff conform with the outcomes of #5.

Office of Grant Administration

7. For grantees: Excellent training for grantees, partners, and sponsors about the system of

record.

Office of Information Technology

8. For agency staff: Excellent training for line staff about the system of record.

Office of Information Technology

Goal 4

Effectively steward

federal resources

Objective 4.2

Modernize

AmeriCorps’ grant

management

technology

Why we’re prioritizing this objective

We hear loud and clear from the organizations who

already work with AmeriCorps that the number one

way we can support the organizations that apply for

and administer our awards is to improve the

operational performance and user-friendliness of

the technology platform – eGrants, a 20+ year old

system – through which organizations apply for and

administer grants. Additionally, AmeriCorps

employees indicate that the antiquated system is a

source of operational inefficiency and employee job

dissatisfaction.

Annual key performance indicators

• FY 2022: Is a decision made on shared services

for a new system? (Y/N)?

• FY 2022-26: Percentage of total project

completed

What success looks like over 5 years

We will measure success utilizing the

performance metric(s) and target(s)

established for Objective 4.1 “Simplify

AmeriCorps application and administration

procedures for grants and projects.”

Strategies to achieve the 5-year target Responsible coordinating office

Define, resource, and execute AmeriCorps’ Information Technology

modernization plan resulting in a new eGrants portal.

Department of the Chief Operating Officer

Goal 4

Effectively steward

federal resources

Objective 4.3

Ensure responsible

management of

financial resources

Why we’re prioritizing this objective

A fundamental element of stewardship is ensuring responsible use

and management of taxpayer dollars, pertaining both to how our

agency administers those funds and how recipients use those funds.

AmeriCorps has identified five areas for strategic focus to ensure and

strengthen responsible management of financial resources.

Our sub-objectives

1. Foster effective financial grants management

2. Improve grantee monitoring and compliance with applicable laws,

regulations, and terms and conditions

3. Improve the agency's financial management and audit resolution program

4. Increase equity in contracting by contracting with businesses owned or

operated by women, minorities, veterans, and socioeconomic programs

pursuant to the Federal Acquisition Regulation

5. Strengthen program integrity by protecting AmeriCorps grantees from

fraud and mismanagement

What success looks like over 5 years

Increase the number of resolved compliance and

other risk issues prior to issuing awards as

evidenced by a reduction of special conditions

from 15% to 2% of the portfolio.

Reduce overdue agency grant closeouts to ≤5%

of all closeouts

90% of grants management staff are enrolled or

have completed a financial management

certificate program

Goal 4

Effectively steward

federal resources

Objective 4.3

Ensure responsible

management of

financial resources

Sub-Objective 1: Foster effective financial grants management

Why we’re prioritizing this sub-objective

AmeriCorps is required to track if grantees meet their

financial grants management requirements. AmeriCorps has

an opportunity to strengthen management-level visibility,

training, and technical assistance response to grantees and

project sponsors not meeting performance levels established

at time of award.

Annual key performance indicators

• # of financial training sessions provided to grantees,

sponsors, and applicants

• # of grant processes automated and/or reliant only on

primary data sources and systems

• % of grants staff participate in at least one formal skill-

building training opportunity on financial grants

management in addition to all required training

Strategies to achieve the 5-year target Responsible coordinating office

1. Pre-Award: Develop standardized budget development and financial grants

management trainings for all grant fund recipients and grants staff.

Office of Grant Administration

2. Post-Award: Develop and execute training and technical assistance related to

federal financial grants management (including close out requirements), anti-fraud

controls, and corrective actions.

Office of Grant Administration

3. Technology and Systems: Automate components of due diligence, Federal Financial

Report review, grantee training and technical assistance participation, and other

internal processes to improve efficiencies and effectiveness of financial grants

management oversight.

Office of Information Technology

4. Staff Development: Build internal expertise through increased training opportunities

related to financial grants management and oversight for grants staff.

Office of Human Capital

5. Conduct analysis to identify root cause drivers of untimely closeouts and implement

mitigation.

Office of the the Chief Risk Officer

What success looks like over 5 years

Each susceptible program will maintain improper

payments beneath the susceptibility federal

threshold (<$10M) and have improper payment

estimates <10%.

Reduce compliance findings in key priority areas

Decrease in number of issues identified in

improper payments testing for grantees receiving

grants financial management training

Goal 4

Effectively steward

federal resources

Objective 4.3

Ensure responsible

management of

financial resources

Sub-Objective 2: Improve grantee monitoring and compliance with

applicable laws, regulations, and terms and conditions

Why we’re prioritizing this sub-objective

AmeriCorps "susceptible programs" under the Payment Integrity

Information Act each remain above the susceptibility threshold of

improper payment estimates (10%) and two programs remain above

the federal susceptibility threshold of $10M, resulting in additional

annual testing required of AmeriCorps. Reduction of the rates will

demonstrate publicly the agency’s commitment to effective

stewardship of federal resources and accountability. AmeriCorps

monitors these programs, and VISTA and Days of Service grants, to

ensure our grantees are effective stewards of federal dollars.

Annual key performance indicators

• % completion of the agency-wide corrective action plan

• # of high-risk grantees who are monitored

• Track and report annual monitoring outputs for each transaction

Strategies to achieve the 5-year target Responsible coordinating office

1. Implement the agency-wide corrective action plan for the Payment Integrity

Information Act

Office of the Chief Risk Officer

2. Expand monitoring reach across AmeriCorps grant portfolio to assess

compliance trends and support longitudinal data collection of monitoring

outputs

Office of Monitoring

3. Evaluate monitoring outputs to identify priority compliance areas for grantee

training and technical assistance

Office of Monitoring

4. Conduct ongoing assessment of capacity to meet monitoring demands and

ensure the agency can effectively implement its grant monitoring program

Office of Monitoring

5. Ensure AmeriCorps grantees implement corrective measures for resolving

noncompliance and mitigating repeat findings

Office of Monitoring

Goal 4

Effectively steward

federal resources

Objective 4.3

Ensure responsible

management of

financial resources

Sub-Objective 3: Improve the agency’s financial management and audit

resolution program

Why we’re prioritizing this sub-objective

The agency is focused on improving audit readiness by

ensuring internal controls promote operational effectiveness,

and equipping staff with the skills and tools necessary to

better anticipate and correct issues with data quality,

compliance and reporting. The agency will work to identify

root causes to eliminate repeat audit findings and related

material weaknesses, implement a robust corrective

action/preventive action program, and increase leadership

accountability and transparency.

Annual key performance indicators

• # of material weaknesses resolved

• # of significant deficiencies resolved

• # of corrective actions completed in the audit management

and audit resolution Corrective Action Plan (CAP)

What success looks like over 5 years

Eliminate repeat findings.

Achieve a clean audit opinion.

Strategies to achieve the 5-year target Responsible coordinating office

1. Improve the agency’s audit readiness, responsiveness, and resolution.

Multiple: Offices of the Chief Financial Officer, the

Chief Risk Officer, and CEO Immediate; Risk

Management Council

2. Implement improved governance that supports sound financial management

and reporting.

Multiple: Board of Directors; Risk Management

Council; Offices of the CEO Immediate, Chief

Operating Officer, and Chief Financial Officer

3. Increase staff capacity and knowledge. Office of the Chief Financial Officer

4. Improve financial data quality. Office of the Chief Financial Officer

Goal 4

Effectively steward

federal resources

Objective 4.3

Ensure responsible

management of

financial resources

Sub-Objective 4: Increase equity in contracting by contracting with businesses owned

or operated by women, minorities, veterans, and socioeconomic programs pursuant to

the Federal Acquisition Regulation

Why we’re prioritizing this sub-objective

AmeriCorps will continue to advance initiatives to address

gaps in contracting with small businesses and FAR

socioeconomic programs. In addition to continuing to

increase awareness of and reenforcing FAR requirements

and compliance, AmeriCorps will commit to an annual goal

of setting aside 10% of its total number of contracts to small

businesses and FAR socioeconomic programs

Annual key performance indicator

A minimum of 10% of total annual contract volume set-aside for

small businesses and FAR socioeconomic programs

What success looks like over 5 years

At least 10% of total annual contract volume goes

to small businesses and FAR socioeconomic

programs

Up from a baseline of 25% in FY 2021.

Strategies to achieve the 5-year target Responsible coordinating office

1. Increase awareness of an enforcement of FAR requirements including the

Rule of Two analysis

Office of Procurement Services

2. Increase ease of access for diverse contracting groups to take advantage of

contracting opportunities with AmeriCorps

Office of Procurement Services

3. Continue participation in the annual HBCU Industry Day, an event providing

HBCUs the opportunity to present their offerings and services to agencies

Office of Procurement Services

4. Explore posting procurement announcements in alternative platforms

specifically dedicated to reaching veteran-owned, Tribal and other women

and minority owned-businesses, and small businesses

Office of Procurement Services

Goal 4

Effectively steward

federal resources

Objective 4.3

Ensure responsible

management of

financial resources

Sub-Objective 5: Strengthen agency and program integrity by protecting AmeriCorps

resources from fraud and mismanagement.

Why we’re prioritizing this sub-objective

AmeriCorps is committed to making its agency, grants, and

programs more resistant to fraud and mismanagement.

Concerns about fraud are not unique to AmeriCorps but cut

across all government grants and pandemic relief programs.

AmeriCorps’ efforts, in partnership and consultation with the

Office of Inspector General, will strengthen agency, grants,

and program integrity and ensure responsible management

of federal resources.

Annual key performance indicators

• # trainings provided to grantees

• # trainings provided to agency staff (% of agency staff

trained)

What success looks like over 5 years

% increase in awareness among grantee

population regarding fraud and internal controls

% increase in awareness among agency staff

regarding fraud and internal controls

% knowledge increase among training

participants regarding fraud and key internal

control best practices

AmeriCorps does not have baseline measures and will establish

numerical targets after implementing trainings.

Strategies to achieve the 5-year target Responsible coordinating office

1. Develop a grantee training program around fraud prevention in consultation

with the Office of Inspector General.

Office of the Chief of Program Operations

2. Hire staff dedicated to fraud prevention and detection and obtain specialized

training.

Office of Monitoring

3. Conduct annual fraud risk identification and maintain fraud risk profile with

mitigation steps to address identified fraud risk. Maintain fraud risk working

group.

Office of the Chief Risk Officer

4. Build grantee performance data analytics to identify fraud risk trends. Office of the Chief Risk Officer

5. Enhance assessment activities to detect potential fraud indicators. Office of Monitoring, Office of the Chief Risk Officer

6. Continued refinement of the risk-based monitoring selection methodology to

ensure that identified fraud risks inform prioritization of monitoring compliance

activities across the portfolio.

Office of Monitoring

GOALS

Goal 5

Make AmeriCorps one of the best and most

equitable places to work in the federal government

Goal 5

Make AmeriCorps

one of the best and

most equitable places

to work in the federal

government

Our Narrative

President Biden has “made it the policy of the United States to protect,

empower, and rebuild the career Federal workforce” including

“Continuing to build a diverse, equitable, inclusive, and accessible

workforce that reflects our nation.” Over the next five years, we will

elevate the experience of AmeriCorps employees, fostering an

equitable, engaging and supportive workplace. We recognize that

people are our most valuable resource at AmeriCorps, so building and

retaining a diverse, satisfied, and motivated workforce is vital to

maximizing our impact in communities across our nation. We will

prioritize the well-being and productivity of our workforce, strengthen

the foundation of DEIA in the workplace, build a workplace culture that

enables all employees to thrive, and uplift the employee journey by

investing in leadership development.

What success looks like over 5 years

Work/Life Balance

At least 70% of AmeriCorps employees will agree or

strongly agree that their workload is reasonable – from a

baseline of 40% in FY 2020 – as reported in the Federal

Employee Viewpoint Survey.

Goal 5

Make AmeriCorps

one of the best and

most equitable places

to work in the federal

government

Objective 5.1

Foster employee

well-being and

productivity

Why we’re prioritizing this objective

Enabling employees to bring their best self to work drives

productivity, reduces turnover, and positions AmeriCorps

as a desirable employer of choice. Supporting the well-

being of our workforce by providing programs, tools, and

resources that promote wellness, a sense of community in

the workplace, a healthy work/life balance and enables

employees to be successful in their jobs will lead to a

happier, healthier, and thriving workforce.

Annual key performance indicators

• Well-being and Productivity: Increase in employee

satisfaction and motivation

• Productivity: Retention rate

Strategies to achieve the 5-year target Responsible coordinating office

1. Identify and modify staffing levels to right-size workloads. Department Heads

2. Expand wellness campaigns. Office of Human Capital

3. Provide easy-to-use technology tools, easy-to-access information and

business processes, and define and promote best practices for virtual

collaboration.

Office of Information Technology

4. Grow employee affinity groups. CEO Immediate Office

• FEVS Q: “My workload is reasonable” – this is the only question in

FY 2020 FEVS that was categorized as a challenge, defined as 35%

negative or higher responses.

• FEVS Q: My supervisor supports my need to balance work and other

life issues. 89% positive.

• FEVS Q: Senior leaders demonstrate support for Work-Life

programs. 66% positive.

• FEVS Q: How satisfied are you with the telework program in your

agency? 89% positive.

• FEVS Q: How satisfied are you with the following Work-Life

programs in your agency? Alternative Work Schedules (for example,

compressed work schedule, flexible work schedule)? 89% positive.

What success looks like over 5 years

DEIA is integrated into the culture and

practices of the agency.

At least 80% of AmeriCorps employees will agree or

strongly agree that DEIA is integrated into the culture

and practices of the agency–as reported in the Federal

Employee Viewpoint Survey.

Goal 5

Make AmeriCorps

one of the best and

most equitable places

to work in the federal

government

Objective 5.2

Strengthen the

foundation of

diversity, equity,

inclusion, and

accessibility in the

workplace

Why we’re prioritizing this objective

Organizations that prioritize DEIA in the workplace

outperform those that do not. At AmeriCorps, we will

strive to embed DEIA into the fabric of our workplace, one

where employees have a sense of belonging, and are

empowered to contribute, collaborate, and innovate. We

are committed to creating a work environment that values

a diverse range of perspectives and lived experiences.

Annual key performance indicators

• Percentage of DEIA Strategic Plan milestones completed on

time

• Percentage of DEIA training attendees who believe the

training enhanced their understanding of DEIA issues

• Percentage of workforce who participate in DEIA events or

programs

Strategies to achieve the 5-year target Responsible coordinating office

1. Develop and implement a workforce DEIA strategic plan per the

Executive Order to advance Diversity, Equity, Inclusion, and Accessibility

in the Federal Workforce (E.O. 14035).

CEO Immediate Office

2. Invest in DEIA-specific training for staff at all levels Office of Human Capital

3. Develop and execute DEIA staff recruitment and retention strategies. Office of Human Capital

4. Strengthen DEIA in workforce policies and practices. Office of Human Capital

• FEVS Q: “My supervisor is committed to a workforce

representative of all segments of society.” – 80% positive in

2020

• FEVS Q: DEIA is integrated into the culture and practices of

my workplace.

What success looks like over 5 years

Employees are satisfied with their jobs,

their pay, and their organization.

Global Satisfaction Index*: achieve a score of at least 72 (the

combined small agency average) – from a baseline of 54 in FY

2020 – on the Federal Employee Viewpoint Survey.

Goal 5

Make AmeriCorps

one of the best and

most equitable places

to work in the federal

government

Objective 5.3

Build a workplace

culture that enables

all AmeriCorps

employees to thrive

Why we’re prioritizing this objective

Fostering a workplace culture that moves beyond a survive

mindset to a thrive mindset is what fundamentally

distinguishes a good workplace from a great one. Taking

deliberate steps to assess, adjust, and define core values and

guiding principles into all aspects of our workplace is an

integral part of building a workplace culture that optimizes

results.

Annual key performance indicators

• Implement quarterly pulse surveys and identify at least two

actions to take resulting from the survey results. This will

enable AmeriCorps to more quickly measure employee

sentiments and identify opportunities to improve their

experience, cultivating a culture of continuous feedback

and improvement.

• Employee turnover rate

Strategies to achieve the 5-year target Responsible coordinating office

1. Develop and launch pulse surveys. Office of Human Capital

2. Define the culture and values we want for our agency. CEO Immediate Office

3. Increase opportunities for employee recognition and appreciation. Office of Human Capital

* This index combines employees’ satisfaction with their jobs,

their pay, and their organization, plus their willingness to

recommend their organization as a good place to work.

1. Job Satisfaction: Considering everything, how satisfied are

you with your job? (Q.36)

2. Pay Satisfaction: Considering everything, how satisfied are

you with your pay? (Q.37)

3. Organization Satisfaction: Considering everything, how

satisfied are you with your organization? (Q.38)

4. Recommend Organization: I recommend my organization

as a good place to work. (Q.17)

What success looks like over 5 years

An engaged workforce that pursues

leadership development opportunities.

Employee Engagement Index*: achieve a score of at least

75 (the combined small agency average) – from a

baseline of 71 in FY 2020 – on the Federal Employee

Viewpoint Survey.

Goal 5

Make AmeriCorps

one of the best and

most equitable places

to work in the federal

government

Objective 5.4

Invest in leadership

development

Why we’re prioritizing this objective

Investing in leadership to develop, expand, and retain a highly

skilled and motivated workforce is vital to more effectively

delivering our mission. Leadership development not only grows

and strengthens our leadership capacity; it ignites purpose in

employees in a transformative way, shifting the workplace from

good to great. AmeriCorps understands the value of providing

pathways to accelerate career advancement and building and

sustaining leaders by creating the space and time to invest in

their growth and development.

Annual key performance indicators

• Percent of workforce who completed at least one leadership

development course and internally advance

• Percent of AmeriCorps senior leaders – both career and

political appointees – who complete a 360 reviews

• Percent of leaders who have a corresponding leadership

development plan in follow up to 360 reviews

Strategies to achieve the 5-year target Responsible coordinating office

1. Implement annual 360 reviews for senior staff. Office of Human Capital

2. Develop leadership development plan based on 360 reviews. Office of Human Capital

3. Develop clear and measurable work plans for all employees. Office of Human Capital

4. Expand implementation of training and development plans for staff. Office of Human Capital

5. Launch a mentoring program. Office of Human Capital

* This index concentrates on factors that lead to an engaged

workforce (e.g., supporting employee development,

communicating agency goals).

1. Leaders Lead: Employees’ perceptions of leadership’s

integrity as well as leadership behaviors such as

communication and workforce motivation. (Q.26, 27, 28, 30,

and 31)

2. Supervisors: Interpersonal relationship between worker and

supervisor, including trust, respect, and support. (Q.21, 22,

23, 24, and 25)

3. Intrinsic Work Experience: Employees’ feelings of

motivation and competency relating to their role in the

workplace. (Q.2, 3, 4, 6, and 7)

Let’s get things done

for America.