| New York State Library | Division of Library Development |
VI. INSTITUTIONAL CONTRIBUTION TO THE PROJECT
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CHECKLIST …4 … Time existing staff will spend directly on project activities |
NOT-SO-GOOD EXAMPLE:
VI. INSTITUTIONAL CONTRIBUTION TO THE PROJECT
A. Contributions of staff time by existing institutional staff
The demand from patrons for village and library historical materials has demanded a consolidation of resources in both microfilm and stored original forms. It is the intent of the Library to continue this process of consolidation with other materials in the future, once its groundwork has been financially established. In fact, this endeavor is called a "Project" since it will be continued in the coming years.
COMMENTS:
No concrete information is provided. Reviewers might conclude from this response that the institution is not contributing anything to the project--neigher staff time nor financial resource. Since it is hard to imagine how a project could be carried out without at least some contribution of staff time, it is too bad the institution does not take credit where it is due.
Phrase like "the demand from patrons…had demanded a consolidation of resources…," and "once its groundwork has been financially established," re meaningless and contribute nothing to the information reviewers need to evaluate this section of the application.
NOT-SO-GOOD EXAMPLE:
A. Contributions of staff time by existing institutional staff
The Society will provide a working area for helpers for the summer season. Over 40 volunteers work each summer to carry out activities of the Society including docent tours. Part of the historian's and the major library liaison's salaried time will be provided by the Society.
COMMENTS:
There seems to be some contribution of staff time here, but not much information is provided. Volunteers can sometimes provide valuable services, but we are not told here what these services are. It sounds as if there is a regular troop of summer volunteers, which would suggest they have some special seasonal function, perhaps dealing with large crowds of visitors. The docent tours do not seem to relate to the project at all. The historian's and library liaison's time seem like legitimate and direct contributions to the project, but no details are provided here, nor is it possible to learn much more from looking elsewhere in the application.
NOT-SO-GOOD EXAMPLE:
A. Contributions of staff time by existing institutional staff
The Director will act as Project Manager and work at least a half day per week at this project. The Administrative Assistant, for whom an additional day per week is being requested, can not guarantee having any time to give to the project during her regular two-day stint. It is hoped that an extra one or two volunteers can be recruited who can help occasionally on this project. Present volunteers have specific responsibilities which already keep them busy. Donations of these fine collections at this time was not anticipated; we have been caught unprepared so far as staff time an budget needs demand.
COMMENTS:
Reviewers are told much more about what will not be done by the staff than what they will do. It sounds as if they were not only unprepared to receive a large donation of materials, but that they are still unprepared to manage the project. One half day per week may be as much as the director is able to allocate to this particular project, but the impression conveyed is that this is not enough, and applicants hope for some extra volunteers to help out. It therefore remains uncertain whether or not the project could be finished during the grant period--what if not other volunteers materialize? Even if this proposal has an excellent Plan of Work otherwise, reviewers would not recommend it for funding without assurance that staff and/or qualified volunteers were available to do the work.
GOOD EXAMPLE:
VI. INSTITUTIONAL CONTRIBUTION TO THE PROJECT
A. Contributions of staff time by existing institutional staff
The Head Archivist will devote 12 percent of her time to the project; 15 percent of the Assistant Archivist's time will be contributed. (See Budget, p.9 and description of activities under Plan of Work). The staff will perform all processing involved in the project, including cleaning before shipment to the vendor, and reboxing and revoldering original materials after their return.
GOOD EXAMPLE:
A. Contributions of staff time by existing institutional staff
As Project Director, the Curator of Collections will spend 5 percent of his normal working hours supervising this project as described in the plan of work (IV.B).
VI. INSTITUTIONAL CONTRIBUTION TO THE PROJECT
B. Financial contribution towards overall project costs
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CHECKLIST …4 … Portion of total project budget to be provided by the institution |
NOT-SO-GOOD EXAMPLE:
VI. INSTITUTIONAL CONTRIBUTION TO THE PROJECT
B. Financial contribution towards the overall project costs
The Town has provided the manpower and materials to renovate the facilities for the historical collection. They also maintain the building, provide heat, lights and show a lot of interest in this program. There is a $1,400 budget for historical expenses plus the volunteer time of the Historian and her staff. These costs are significant if the taxpayers had to pay for this service.
COMMENTS:
Building renovation and maintenance, heat, and lights are indirect costs. They are certainly real costs and obviously contribute to the safety and accessibility of the collections. But they are also part of the ordinary responsibility of the institution and are not very impressive "contribution" in a grant proposal.
What is requested here is information on the financial contribution to the project costs. If a portion of the $1,400 budget for "historical expenses" is being used to directly support project activities this should be mentioned. If volunteers are contributing to the project they should certainly be mentioned, probably in VI.A, but trying to translate the value of volunteer time into dollars--taxpayer dollars or others--is not very convincing.
NOT-SO-GOOD EXAMPLE:
B. Financial contribution towards the overall project costs
I do not see any item in the budget from which we can take cash to contribute toward costs of this project.
COMMENTS:
Many smaller institutions have very limited funds to support their activities, preservation or otherwise. This may be the case here, but a clear statement and some explanation would be more appropriate.
NOT-SO-GOOD EXAMPLE:
B. Financial contribution towards overall project costs
The Archives will provide supplies and other special needs which at this time can not be foreseen. Due to the limited nature of our staffing and budget, we will only be able to contribute in-kind expenses to the project. The Executive Director will be made available to pursue other sources of funding for this project once the grant is approved. Local businesses and individuals have already expressed interest in the project and may well be interested in helping to fund it. At this time it is difficult to estimate the amount of local funding which could be obtained for the project.
COMMENTS:
It sounds like the local funding needed for this project, even if they receive a grant, is not yet secure. Since Discretionary Grant projects are limited to 12 months there is not much time to try to raise funds after receiving an award. If funding beyond that available through the Discretionary Grant Program is required, reviewers would need to be convinced that additional funds were forthcoming before recommending an award.
The in-kind contributions are probably staff time, and should be explained in VI.A, above--in-kind contributions are not the same as direct financial contributions.
NOT-SO-GOOD EXAMPLE:
B. Financial contribution towards the overall project costs
The Center's financial contribution to this project will cover all incidental expenses beyond the partial salary of a part-time archivist. These costs include telephone calls to the Media Resource Service Center (long distance) and to the vendors chosen by MRSC, photocopying, postage, and all supplies used by the project team.
COMMENTS:
Once again these are mostly indirect costs, which reviewers will consider part of the ordinary responsibility of the institution. If the project team will use significant quantities of supplies, more information should be given. The project budget will provide a list of supplies to be purchased for the project. This provides an opportunity to itemize the institution's contribution in this category, but a description here would serve to emphasize the institutions commitment.
GOOD EXAMPLE:
VI. INSTITUTIONAL CONTRIBUTION TO THE PROJECT
B. Financial contributions towards the overall costs of he project
The Center currently pays for storage of archival negatives in an environmentally controlled "vital media unit" at a commercial facility. At least two more media boxes will be rented for the microfilms resulting from the project. The Center will also fully fund the purchase of a new microform reader/printer to replace an older, wet copy model. The head Archivist is currently investigating available equipment and surveying neighboring facilities to determine which machine will best meet our needs. This equipment will cost approximately $5,000. Funds are provided to purchase archival quality boxes, folders and Permalife paper for use in photoduplication - approximately $1,000 was spent last year. The Archives also uses funds from its general budget to make archival negatives, and prints of fragile photographs required by researchers.
GOOD EXAMPLE:
B. Financial contributions towards the overall costs of the project
The Historical Society will contribute $1,918 of the total $4,796 for the project, or 39 percent of the total budget. The Society will pay from its own operating budget for the Project Director's (Curator of Collection) salary and benefits, the "use" copies of the printed material, the film and processing for the photographs of the artifacts from the collection, and miscellaneous expenses of telephone and postage. The time that the collection management consultant will be spending on this project to photograph the 76 artifacts will be paid to the Society from NYSCA collection management project award.
GOOD EXAMPLE:
B. Financial contribution towards the overall costs of the project
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The Council will absorb additional expenses not budgeted for the project. These include, but may not be limited to: |
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Preparation and Distribution of Registration Materials |
$600.00 |
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Project Manager Time |
510.00 |
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Support Staff Time |
325.00 |
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Publicity |
100.00 |
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Meeting Supplies |
75.00 |
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Follow-Up Meetings and Planning |
340.00 |
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Projected Other Expenses |
175.00 |
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The total direct and indirect financial contribution anticipated by the Council is $2,125.00. |
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Last modified on January 20, 2000/djr
For questions or comments contact Barbara Lilley
URL: http://www.nysl.nysed.gov/libdev/cp/instcont.htm