This manual provides an overview of the Office of Grants and Research, and the Office of Corporate and Foundation Relations at the College of William & Mary. Its purpose is to outline the services provided by these two offices in assisting faculty to obtain external funding, and to provide faculty with information about corporate, foundation and other giving programs.
October 1995; revised April 10, 2007
The following examples of awards received in the last several years illustrate the types of projects for which each Office is responsible.
Grants & Research Administration
The Grants Office is the first point of contact for faculty research projects whether the prospective funding sources are federal, state, local, or private organizations. The main telephone number for the Grants Office is 221-4563. A listing of the Grants Office staff with telephone numbers and email addresses is given in Appendix I. The Office is located at 314 Jamestown Road.
When faculty seek funds from private foundations and corporations,
the Grants Office collaborates with the Office of University Development
to ensure proper coordination with other university projects.
University Development staff also raise gifts from alumni through such efforts as the Annual Fund, a yearly solicitation of the University's 50,000 graduates (solicitation takes place on a fiscal year basis from July 1 to June 30). In 1995, the Annual Fund raised $2.09 million in restricted gifts and $1.75 million in unrestricted gifts for a total of $3.84 million. These funds support the most pressing general operating needs of the College. Endowments, on the other hand, are pooled into the University's permanent endowment fund which has a current market value of more than $132,000,000 up from $50,000,000 in 1987.
Before contacting the Office of University Development, faculty members must first check with their Department Chair and Dean who will determine the priority the project has within the university. Development staff and resources will be allocated accordingly. If the project is designated as a priority, faculty members will be invited to contact the Office of University Development at 221-1001. A listing of the development staff with telephone numbers and email addresses is contained in Appendix II.
However, where faculty members are planning to pursue funding that does not support their own individual research, the Development Office is available to assist in 1)identification of funding sources, and 2)review of the proposal. In such cases faculty will need to provide the Development Office with a brief project description or case statement.
The Executive Office for University Development, located in the Corner House at 402 Jamestown Road, coordinates the College's development activities. Development staff work out of the Corner House, Galt Houses/Dillard Complex, and Old Dominion Hall. Additionally, constituency development officers are housed in the Athletic Department, the Business School, the Law School, and the School of Marine Science.
Corporate and Foundation Relations staff coordinate corporate and foundation requests partly in order to prevent confusion on behalf of the donor. Some donors will consider only one proposal per institution per year and reject others automatically. Some, such as the W. M. Keck Foundation, will recognize only officially established contacts at the University and return proposals from anyone else.
Large requests often require months of work by many faculty members. If another faculty member submits a different proposal to a prospect for whom a major request is being prepared, the prospect may fund the smaller one simply because it came in first, thus hurting the larger proposal's chances of success. With better coordination, both may have succeeded. Coordination of proposal submissions is extremely important to institutional success in the grant seeking process. The Office of C&F Relations coordinates and provides clearance for approach on all corporate and foundation proposals. If you would like to approach a private corporation or foundation, please contact the Office of C&F Relations.
Multiple interests. Many corporations and foundations have multiple areas of interest and a given development officer's or faculty member's proposal may not be in competition with other William and Mary proposals if they are in different disciplines. The C&F Relations staff can inform you when multiple proposals may be submitted.
The size of requests plays a role in multiple request
scenarios as well. For example, the C&F Relations office may negotiate
a major endowment with a company's top officers and at the same time a
student organization may negotiate a one-time sponsorship with that company's
marketing department. The requests are separated by size and level in the
company, may not conflict with each other, and are likely to originate
from different budgets within the corporation.
At William & Mary, approximately one-third of all faculty have applied for external funding. Of the proposals submitted, about one-third have received funding. Most applications are submitted to federal agencies; approximately seventy-five percent of the funds administered by the Grants Office come from the federal government. Grants staff are here to help you join those who have submitted applications and have received funding.
Pre-award Services. Pre-award staff perform the following duties:
Many federal programs will have nearly a year's lead time from submission to funding -- with private sources the time is generally less -- and most federal and private programs have only one yearly deadline. Thus it is imperative to start your funding search as soon as possible in order to have the funds ready when you need them.
Search services: If you would like the Grants Office to perform a search to match your research with funding sources, you should provide a brief, one-page description of your project. Include key words that you think will help us when searching; a basic budget in which you estimate costs for personnel, travel, supplies, equipment, and other necessary items; and other information such as your name, age, years since you received your Ph.D., and whether you would be interested in residential opportunities at other sites. Within two weeks you will receive information from the Grants Office about sources that may fund your work.
Electronic resources: You may also use the COS database where you can search for possible funding sources by discipline, deadline date, key words, or sponsor. Please contact the Grants Office if you need assistance accessing or using COS.
The Grants Office webpage includes links to numerous federal and non-federal funding sources. Funding announcements with broad appeal are distributed via email.
Printed resources: The Grants Office also distributes the monthly "Grant Advisor" via a hard-copy to each department and the WMDigest.
For federal agencies obtaining applications usually involves contacting the appropriate office. We can help you locate that information, if necessary. Once contacted, the agency will then mail you the application and guidelines. In some cases, program descriptions and applications are available on the Internet and can be downloaded to your own computer.
Foundations and corporations generally suggest that a letter of inquiry be sent that informs them of what you propose to do, why it is important, how you will do it, and how much it will cost. At this time you should also request that an application and guidelines be sent to you. However, if you know the sponsor's phone number you may call and ask to speak to a program officer or someone who can tell you if the sponsor is likely to fund a project such as yours. (See Appendix IV, "Questions and Talking Points," for assistance when approaching a foundation or corporation.) If you are unable to speak with someone about your project, simply request that an application and guidelines be sent to you.
If you would like the assistance of the Office of University
Development when developing a proposal to a foundation or corporation,
first consult with your Department Chair and Dean. They will determine
the priority level of your project. If your project is to receive priority
ranking, you may then contact University Development for assistance; otherwise,
you will be working exclusively with the Grants Office.
Common elements of most proposals
1. COVER PAGE - provides basic information such as title, name of the principal investigator, name of the institution, amount requested, and project period.
2. TABLE OF CONTENTS
3. ABSTRACT/SUMMARY - summarizes the request clearly and concisely; ideally it is less than a page. Write the abstract after you have completed the proposal and have a clearer idea of what is to be distilled and summarized. Take time to ensure that the abstract is one of the strongest parts of your proposal. Some reviewers acknowledge, "This is the only part I read."
4. TEXT - documents the needs to be met or problems to be solved by the proposed funding and usually begins with a Project Statement or Needs Assessment. Three key elements should be readily identifiable in the text: objectives, methods, and evaluation. Objectives establish the benefits of the funding in measurable terms. Methods describe the activities to be employed to achieve the desired results. Evaluation present a plan for determining the degree to which objectives are met and methods are followed.
5. REFERENCES/LITERATURE CITED/BIBLIOGRAPHY - list the background on what has already been done in your field on this particular research or type of project.
6. CURRICULUM VITAE/RESUME - lists only academic specifics (not personal) and ends with any publications on the subject you are proposing. It should not be more than 2 pages long.
7. BUDGET - provides cost estimates for the project. Most of the salary requirements requested by a project director in the average proposal are for summer funding. Exceptions are made to provide for release time during the academic year or for a full-time salary for a new position. Most proposals will have at least a one-year project period even if the project only takes a few months. For multi-year projects, federal agencies encourage multi-year budgets. Some proposals may require cost-sharing, which generally includes items such as donated faculty or student time. For cost-sharing that involves an actual cash match, additional approval from a department chair, dean, or other administrator is required. All budgets must also include full indirect costs unless specifically restricted by the sponsor.
8. BUDGET EXPLANATION/JUSTIFICATION - be brief. Explain any "blanket" expenditures or large amounts.
9. APPENDICES - includes, if allowed, any information
that clarifies or strengthens your case. Examples of material found in
appendices are letters of endorsement or commitment, brochures, and newspaper
articles on you or your project.
Federal agencies will have their own instructions, requirements, and forms, which in some ways makes the process easier because you will know exactly what they want. Proposals to federal agencies will be sent for peer review.
Private sponsors such as foundations and corporations generally do not provide application forms. All instructions are usually contained within their application guidelines. Private sponsors will not send your proposal for peer review. They will need to be convinced by you alone why they should fund what you are doing. If they are interested, you will either be funded outright or you will be asked to submit a more information.
Please telephone or email us before you visit the Grants
Office library so we can have the materials you need ready when you arrive.
1. Have institutional priority as defined by the President and Provost.
2. Have the potential to obtain funding from corporations or foundations.
3. Focus on philanthropic support and not on contracts for service or sponsored research.
4. Encompass a program or project orientation, which generally involves more than one person's specific research interests.
5. Have approval of the appropriate Dean or academic leadership as a priority for funding within a given academic area.
Preference is given to institutional priorities that are most likely to produce significant income.
However, where faculty members are planning to pursue
funding that does not support either their own individual research or broad-based
institutional projects, the Development Office is available to assist in
1)identification of funding sources, and 2)review of the proposal. In such
cases faculty will need to provide the Development Office with a brief
project description or case statement.
1. Enlightened self-interest
2. Research
3. Social and community concerns
4. Publicity
5. Recognition
Development Officers will coordinate the following activities with faculty members:
Coordinating requests prevents confusion for prospective funders. In the past, foundation officers, after receiving multiple requests, have called C&F Relations staff seeking clarification on the University's priorities. Coordinating the timing, negotiations and emphasis of proposals will ensure an efficient flow of proposals, maintain productive relations with prospects, and ultimately, secure maximum funding.
The C&F Relations staff will be glad to let you know
what has recently been submitted, what currently is being considered, and
what plans exist to submit a proposal. In some cases, where foundations
are decentralized, multiple proposals may be submitted. In the event that
more than one proposal is being considered by a foundation or corporation
with a centralized submission process, the C&F Relations office will
contact the Provost or the appropriate Dean to ask which proposal reflects
the University's top priority.
Requests for research can generally be accommodated within
three weeks. When a particular prospect is identified, C&F Relations
staff can provide information about recent contacts with the prospect and
its philanthropic priorities.
To initiate a request, faculty members first need to get the approval of their Department Chair and Dean. Once the request has been prioritized, the faculty member will be directed to the Office of University Development or, in the case of Business, Law or SMS/VIMS, to their constituent development officer who will coordinate with C&F Relations staff. (See Appendix II for the list of development staff, email addresses and telephone numbers.)
The second step is to gather information about corporations and foundations in order to identify prospective funders. The Office of Development Research will generate a list of corporate and foundation funding prospects based on the project summary. Faculty input can be vital at this stage especially if the department already has established contacts with prospects. Professional journals may be useful in identifying prospects.
Third, faculty members and C&F Relations staff will
work with the appropriate contacts at the prospective corporation or foundation
to assess the chances for success of a proposal. Once a funder is identified,
development staff will work with faculty to create and submit a well-timed
proposal tailored to each specific prospect, and ensure follow-up with
prospects to maximize the chances of success.
Sometimes faculty can redirect projects, (for example, broaden the scope of the project), to create a good match of interests. One way this can be accomplished is by developing interdisciplinary projects or by entering into consortial arrangements with other universities or social agencies. Providing support for interdisciplinary projects and consortia increasingly is appealing to corporations and foundations.
Private foundations also will send out Requests for Proposals
(RFPs) that are received by the C&F Relations Office. When this occurs,
C&F Relations staff will direct faculty attention to such opportunities
and provide help in responding appropriately.
A case statement forms the core of a proposal and serves as the basis of a funding search. It is a statement that outlines the best arguments in favor of a project. The case statement is usually used for internal planning, but is sometimes included as part of the initial request to a funder. It has three parts: need, justification, and benefits.
The case statement can help explain society's need for a project, not just the department's need for funds. It provides persuasive arguments justifying why the donor should support the project at the College of William and Mary rather than at another institution. Lastly, it states the expected outcomes and benefits of the program or project.
Proposals should have a clear emphasis on (1) what you want, (2) why you require support, and (3) what impact your program will have, if funded. Because most corporate and foundation program officers are not specialists in your field, plain English is preferred over technical jargon. Attachments should be included only as needed; extensive resumes or curriculum vitae usually are not necessary, though short biographical summaries are often appropriate.
Proposals should be easy to disassemble and duplicate. Avoid bindings that are difficult to remove. Fancy, high-gloss or color-printed proposals tend to send a mixed message to funders. (If you can afford to create expensive documents, do you really need extra money?) With the exception of stand-alone attachments, keep the body of the proposal simple. The proposal should be printed with black ink on white paper.
Generally, the items to be covered in a proposal are stated in a corporation or foundation's guidelines.
Common Elements of Most Corporation and Foundation Proposals
1. COVER SHEET - names the contact person at William and Mary and provides the address and telephone number.
2. PROJECT OR PROGRAM SUMMARY - answers who, what, where, when, why and how much? It introduces the reader to the purpose of the proposal. The first paragraph of a proposal or letter of inquiry should state the amount needed from the funding source.
3. STATEMENT OF NEED/PROBLEM - describes what the proposed program intends to accomplish. How unique is this program? Is it replicable? Will it serve as a model for other schools?
4. SOLUTION - gives a brief overview of the proposed program and explains how the donor's money will be used.
5. COLLEGE'S QUALIFICATIONS - discusses special strengths relevant to the problem and its solution and answers why the funder should support William and Mary over other institutions. Special "boiler plate" material describing the College may be included here or put separately in an Appendix. (See Appendix III for an example of "boiler plate" information)
6. METHODS - details specifics of the program such as who will do what? What will they do? How long will it take?
7. EVALUATION METHODS - answers the questions how did we do? Did we accomplish what we intended to? How do we know if the program was a success?
8. FUTURE FUNDING PLANS - addresses the long-term funding plans for the project/program.
9. BUDGET AND NARRATIVE - outlines and explains planned expenditures.
10. APPENDICES - provide additional information as required or needed; 501(c)(3) letter of tax exempt status, most recent audited financial report, annual report, Board of Visitors list, and Endowment Association Trustees list.
In addition, foundations often require completion of their standard application form or a cover letter from the President or Provost. C&F Relations staff can assist you in pulling together this information.
Above all, proposals must meet the prospect's deadline.
Proposal writers need to build time for review into the preparation schedule,
well ahead of the deadline.
Foundations have specific agenda. Foundations are established for the explicit purpose of making grants to nonprofit organizations. They know exactly what causes they want to support. Reading foundation guidelines and contacting them to obtain specifics on current funding priorities are vital steps to follow prior to submitting a proposal.
Currently, many foundations' priorities include effecting social change. Emerging trends in philanthropic giving include providing grant support at the K-12 level and gifts for community development.
Nothing is constant but change. The budgets
of many companies' corporate philanthropy offices depend on the corporate
bottom line. In bad years, charity suffers. Takeovers and mergers change
funding priorities, as well. Similarly, foundation boards change trustees,
program officers exert pressures for change, and foundation agenda alter.
C&F Relations staff and College contacts help faculty stay informed
of changes.
Stewardship may also take the form of special events, plaques in public places, invitations to special on-campus events, notes expressing appreciation, and articles in newspapers or alumni publications. With corporations and foundations, the Office of Development will propose various stewardship/recognition options as well as ask what other types of stewardship the donors require.
The C&F Relations office sends acknowledgment letters and reports to corporate and foundation donors. It is extremely helpful for stewardship purposes when faculty members keep the C&F Relations office informed of who their corporate contacts are and to whom letters and other stewardship items should be sent. Such recognition items as books, art prints, bookends, and so forth, are available for donors at various levels. To find out more about presenting such items to donors, please call the Office of Stewardship or C&F Relations staff.
Some projects are just not fundable. No matter how great
your idea, how expert your University Development support, or how reliable
your volunteers, there may not be donors interested in your project. In
that case, it is advisable to rethink the project's financing options.
A gift comes without expectation of tangible return. Generally, gifts are made by corporations to further a positive corporate image, strengthen recruiting potential, and achieve greater visibility. The corporate gift generally requires a "stewardship" report to account for how we used the funds provided and what impact they had on our program/students/faculty. Here, the primary relationship is between the corporation and the College and not with any single member of the faculty. All corporate, foundation or individual gifts must come to the Office of Development to be processed and accounted for.
A grant comes with clear expectation of tangible return on the investment made. Receiving a grant constitutes a contractual agreement between the grantor and grantee. When receiving a grant, there is no expectation of "visibility" or other forms of recognition. Simply, the researcher is expected to fulfill the terms of the grant. The primary relationship is not between the corporation and the College, but between the corporation and individual faculty member. The grant must be accepted by the College's Grants Office. Because College resources are being used to fulfill the terms of the grant, an overhead fee is assessed to cover such indirect costs as electricity, space, personnel, materials, supplies, etc. The Grants Office will work with faculty to create appropriate budgets calculating indirect costs as well as other budget items.
How do I process a monetary gift? Faculty receiving gifts or offers of gifts should contact the Vice President or the Director of Development of the Office of University Development. The gift you receive will go into an account where expenditures can be easily processed and monitored for bookkeeping and audit purposes. The Office of University Development will create an account/endowment when a cash gift is received.
How do I process a gift-in-kind? Contact the Office of University Development as soon as you are aware of a donor's interest in donating a gift-in-kind, and certainly before accepting it. Typical examples of gifts-in-kind include computers, scientific equipment, furniture, or library materials. Some gifts-in-kind require careful handling, especially gifts of real estate, and a few cannot be accepted. Our staff can advise you on appraisals, tax implications, appropriateness of the proposed gift, necessary approvals, IRS reports, and so forth.
How does the College process an endowment? Currently, the minimum level for establishing a scholarship fund is $25,000. The minimum level for funding an endowed professorship is $300,000, and an endowed chair is $1.25 million. Once an endowment is established, a resolution is drafted and then passed by the Endowment Association stating the purpose of the endowment. For information about establishing an endowment, contact the Vice President for University Development or the Director of Development.
Office of Grants and Research Staff
Pre-award staff to contact for assistance:
Director of Sponsored Programs:
Mike Ludwick
email: mike.ludwick@wm.edu
phone: 221-3485
Assistant Director of Sponsored Programs:
Cindy Corbett
email: cacorb@wm.edu
phone: 221-3966
Research Administrator:
Liz Montalvo
email: eamont@wm.edu
phone: 221-3901
Post-award staff to contact for assistance:
Director of Grants Fiscal Administration:
Mark Roberts
email: mark.roberts@wm.edu
phone: 221-3970
Assistant Director of Grants Fiscal Administration
Cheryl Pope
email: cheryl.pope@wm.edu
phone: 221-3968
Grants Administrator (Non-Federal Awards):
Gloria Sciole
email: gloria.sciole@wm.edu
phone: 221-3969
Grants Administrator (Federal Awards):
Mark Roberts
email: mark.roberts@wm.edu
phone: 221-3970
Fiscal Technician:
Bonnie Willard
email: bonnie.willard@wm.edu
phone: 221-3971
Office of University Development
Vice President, University Development
Sean Pieri
email: smpier@wm.edu
phone: 221-1001
Associate Vice President, Development
Susan Pettyjohn
email: shpett@wm.edu
phone: 221-1011
Director of Corporate and Foundation Relations
Linda Luvaas
email: lsluva@wm.edu
phone: 221-1016
Associate Directors of Corporate & Foundation Relations
Kristen Gladsky
email: khglad@wm.edu
phone: 221-7647
Lynn Farrugia
email: lmfarr@wm.edu
phone: 221-1036
Constituent Officers
Athletics:
Associate Athletic Director, Development Athletics
Bobby Dwyer
email: rtdwye@.wm.edu
phone: 221-3350
Marshall-Wythe School of Law:
Associate Dean, Development and Alumni Affairs
Sarah F. Kellum
email: sfkell@wm.edu
phone: 221-2637
School of Business Administration:
Associate Director of Development
Kimberly Sperling
email: kimberly.sperling@mason.wm.edu
phone: 221-4963
School of Education:
Director of Development
Andrew C. Barry
email: acbarr@wm.edu
phone: 221-3712
School of Marine Science:
Director of Development
Anne A. Marshall
email: aam@vims.edu
phone: 804-684-7107
Sample of "Boiler Plate" Material
THE COLLEGE OF WILLIAM AND MARY IN VIRGINIA
AN OVERVIEW
Chartered in 1693 by King William III and Queen Mary II of England, the College of William and Mary is the second oldest institution of higher education in the United States. Between 1776 and 1781, the College adopted America's first elective system of study; introduced the Honor System; founded the first chapter of Phi Beta Kappa; and became the nation's first true university by uniting the faculties of law, medicine, and the arts. Over time, this once small private college has grown into a distinctive, public, liberal arts university of national stature, offering graduate and professional programs in areas where it has natural strengths. Undergraduate education in the arts and sciences remains the primary mission of the institution, however, accounting for over two-thirds of the College's total enrolment of nearly 7700 students.
It is widely agreed that William and Mary is probably the most selective public university in the nation. The College accepts approximately one-third of its undergraduate applicants, three-quarters of whom place in the top ten percent of their high school classes. The median combined SAT score for entering freshman now exceeds 1220.
In addition to 23 departments in the arts and sciences, the College offers fourteen master's programs; doctoral programs in American studies, applied science, computer science, history, marine science, physics and PsyD in psychology; and professional programs in education, business, and law.
QUESTIONS & TALKING POINTS
PRE-QUALIFICATION OF CORPORATE/FOUNDATION PROSPECTS
1) Briefly explain that William and Mary has an excellent program that fits well with the corporation/foundation's funding priorities and that you would like to submit a proposal. However, you may want to ask a few questions first just to make sure the fit is as strong as you perceive it is.
2) Briefly describe the program.
3) Ask whether the program, as you have described it, supports the foundation/corporation program goals.
4) If YES, tell the program officer that cost of the program is $______ per year. Be prepared to tell them where else you are sending the proposal.
5) Ask whether the corporation/foundation would be willing to consider a request for funding that would extend over a 2-3 year period. (Some small foundations will not consider multi-year grants). Let the program officer know that you were thinking of requesting $_______ over this period of time. Ask if this is consistent with the size grants they make.
6) Ask what the typical proposal length is. Generally proposals will not be more than 5 pages in length. Sometimes corporations/foundations will want to see a "letter of inquiry" first. These are generally no more than 3 pages long.
7) Confirm deadlines. Ask when proposals are due, when trustees meet to review proposals, and when we might expect to hear from the corporation/foundation regarding our proposal.
8) Ask whether it would be appropriate for the president or provost to sign the letter. Corporations/foundations will want to know that this project is a PRIORITY of the institution.
9) Ask whether they need us to send any additional materials with the proposal. Most corporations/foundations will require that we include a 501C3, letter of tax exempt status, and the College's audited financial report.
10) Finally, ask whether it would be helpful in any way for you and a member of the development staff to visit the program officer. Sometimes corporations/foundations WILL NOT receive visitors.
11) Ask if there is anything else that you should know that would help your proposal to be as competitive as possible.
12) Thank the program officer for his/her time and let them know how helpful they have been.
Publications: Office of Grants and Research
Books
Annual Register of Grant Support
Directory of Grants in the Humanities
The Foundation Directory
Periodicals
ARIS (Creative Arts and Humanities Newsletter)
The Grants Advisor
Federal Grants and Contracts weekly
Humanities
Information On-file
We maintain guidelines and applications for many funding agencies and programs. The following is a non-exclusive list of what is available in our office.
Federal
ED--U.S. Department of Education
FIPSE Programs and others
DOD--U.S. Department of Defense
Army Research Office (ARO)
Air Force Office of Scientific Research
(AFOSR)
Office of Naval Research (ONR)
Naval Research Lab (NRL)
National Security Agency (NSA)
Advanced Research Projects Agency
(ARPA)
DOE--U.S. Department of Energy
NASA--National Aeronautics and Space Administration
NEA--National Endowment for the Arts
NEH--National Endowment for the Humanities
NHPRC--National Historical Publications and Records Commission
NIH--National Institutes of Health
National Institutes of Mental Health
(NIMH)
NSF--National Science Foundation
State and Private
American Chemical Society/Petroleum Research Fund (ACS/PRF)
American Council of Learned Societies (ACLS)
American Philosophical Society (APS)
Social Science Research Council (SSRC)
Jeffress Memorial Trust (Virginia)
Gwathmey Memorial Trust (Virginia)
Virginia Foundation for the Humanities and Public Policy
(VFHPP)
Travel Programs
CIES--Center for the International Exchange of Scholars
Publications: Office of University Development
SOURCES FOR INFORMATION ON INDIVIDUALS:
Books/Magazines in the Research Office
*Alumni Directory
*America's Wealthiest People
*Catalogue of Alumni, 1866-1932
*Colonial Echo
*Colonial Re-Echo
*Directory of Medical Specialists
*The Forbes 400
*Fundraiser's Guide to Private Fortunes
*Martindale-Hubbell
*People in Philanthropy
*Quantas
*S&P's Register: Directors and Executives
*Student directories
*The Taft Trustees of Wealth
*Telephone books
*Virginia Business 100
*Who Was Who in America
*Who's Who in America
*Who's Who of American Women
*Who's Who in the East
*Who's Who in Finance & Industry
*Who's Who in the Midwest
*Who's Who in the South & Southwest
*Who's Who in the West
*Who's Who in the World
*Williamsburg City Directory
SOURCES FOR INFORMATION ON CORPORATIONS OR FOUNDATIONS:
Books/Magazines in the Research Office
*Corporate Yellow Book
*The Fortune 500
*The Foundation Directory
*Hoover's
*Moody's Handbook
*Almanac of Va. Politics
*S&P's Register: Corporations
*Taft Foundation Reporter
*Taft Corporate Giving Directory
*Virginia Industrial Directory
*Virginia Giving (DSV)
*Virginia Foundations
Professional Resource Center
*ABI/INFORM
*Compact Disclosure
*Corporate 1000
*Dun's Million Dollar Disk
*Dun's Regional
*InfoTrac
*MacMillan Directory (if works for private company)
*Moody's International Manual
Swem Library
*International Directory of Co. Histories
*Directory of Corporate Affiliations
*Reference Book of Corporate Managements
SOURCES FOR INFORMATION ON INDIVIDUALS, CORPORATIONS, AND FOUNDATIONS:
*Advance (order bio, gift, and prospect reports for individuals;
CDR's for corporations or foundations)
*Dialog
*Dow Jones/News Retrieval
*Datatimes
Sample Budget for a Proposal to a Federal Agency
PERSONNEL
Principal
Investigator/Project Director
(Name), 2 months summer salary
$10,000
20% release time, Academic Year salary
9,000
Graduate Research Assistant, 50% time, 12 months 12,000
Clerical Assistance, 25% time, 12 months 4,000
Total Salaries &
Wages
35,000
FRINGE BENEFITS (currently 7.65%)
PI,
social security x summer salary
765
PI,
28% x Academic Year salary
2,700
GRA, s.s. x summer salary 191
Clerical, s.s. x salary 306
Total Fringe Benefits
3,962
TRAVEL
One
professional meeting/year
1,000
EQUIPMENT
Atomic
Absorption Spectrophotometer
10,000
SUPPLIES
(Short
description if over $500)
1,000
PUBLICATION 1,500
COMMUNICATION (telephone, postage, photocopy) 1,000
SUBCONTRACT (Univ. of Va.) 40,000
OTHER
Student
Tuition, Consultant
3,200
TOTAL DIRECT COSTS 96,662
INDIRECT COSTS, 46% MTDC* 33,103
TOTAL PROJECT COSTS
$ 130,065
*Modified Total Direct
Costs
(This means that indirect
costs are calculated based on Modified Direct Costs (MTDC) rather than
Total Direct Costs. Modified Total Direct Costs equals the Total Direct
Costs minus the cost of equipment and amounts of subcontracts in excess
of $25,000).
Sample Budget for a Proposal to a Corporation or Foundation
Institute for Teaching and Learning at the
College of William and Mary
Budget Summary
Year 1 Year 2
Expenses Jessie Ball duPont W&M Jessie Ball duPont W&M Challenge
Institute Coordinator
Salary $ 50,000 $15,000
$ 50,000 $15,000
Secretarial Salary
18,000 5,400
18,000 5,400
Departmental Teaching
Improvement
Grants
20,000
20,000
Statewide Teaching Conference 7,500 7,500
Summer Teaching/Curriculum
Support
Grants
20,000
20,000
Speaker and Consultants
Honoraria
6,000
6,000
Teaching Evaluation Project 16,500 16,500
Cross-Departmental May
Seminars
for Faculty 12,000
12,000
Maintenance and Operations
for
Institute
6,500
6,500
TOTALS FOR TWO YEARS:
$150,000 $26,900
$150,000 $26,900 $100,000
Total Amount requested from Jessie Ball duPont: $300,000 over two years
Total William and Mary Contribution: $ 53,800 over two years
Total Challenge: $100,000 in year two
In order to make this manual as practical and effective
as possible, we would appreciate your comments on what you found useful
and what you would change. Please be specific about what you did and did
not find useful and if possible include suggestions on how the manual might
be improved.
Comments and suggestions should be directed to Linda
Luvaas (lsluva@facstaff.wm.edu).