| A | B | |
|---|---|---|
1 | Budget Form Instructions | |
2 | Overview | Click on the tabs below to navigate to the Budget Form and an Example Budget Form. On the Budget Form, insert rows as needed and follow the instructions below. Contact the RDPO if you need help: PBEM-UASIgrants@portlandoregon.gov |
3 | Personnel | UASI funds cannot be used to displace existing paid staff. If a staff person is already 100% funded, an agency cannot ask for UASI funds to do UASI work assigned to that staff person. If an agency wants to hire a temp or add to part time position, that would be okay. |
4 | Contractors | Projects that are highly technical, logistics heavy, or complex may benefit from a contracted project manager. Consultants are typically $120-$150/hour depending skills and experence. Include their travel costs here (not in the travel section). Sole source contracts must meet specific criteria and justification to ensure public funding competes fairly in the marketplace. Contact the RDPO for guidance. rdpo@portlandoregon.gov |
5 | Travel | Expenses must be calculated at current federal rates. Mileage: gsa.gov/mileage Lodging: gsa.gov/travel/plan-book/gsa-lodging Per diem: gsa.gov/travel/plan-book/per-diem-rates |
6 | Equipment | Itemize anything that costs more than $5k/unit. All UASI-funded equipment must be on FEMA's Authorized Equipment List (AEL). Provide the AEL number for each item. The owning agency will need to capitalize and track over the useful life of each asset. |
7 | Supplies | Items that cost less than $5k, including items such as chart paper, markers, office supplies, copy paper, copier ink, etc. Sometimes this can be estimated on a prorated basis (e.g., office supplies estimated at $12/mo x 12 mos). |
8 | Administrative Overhead | Indirect or Administrative Overhead costs are allowable. Provide a percentage and a description of how it was calculated. |
9 | Scalability Notes | You are not required to provide scalability information. However, it can be helpful when the RDPO Steering Committee is reviewing their funding package plan. Often there are more worthy projects than available funds, and they need to make difficult decisions. If a project can be scaled, it may make it easier for the Steering Committee to accommodate the project. Examples of scaling include: downsizing, segmenting and completing over several funding cycles, using existing staff instead of a contracted project manager, forgoing indirect or admin costs, etc. If your project is scalable, it will help if you can show the dollar amounts associated with the potential scaling. You can also describe this in the scalability question on the Application Form. |
10 | ||
11 | ||
12 | ||
13 | ||
14 | ||
15 | ||
16 | ||
17 | ||
18 | ||
19 | ||
20 | ||
21 | ||
22 | ||
23 | ||
24 | ||
25 | ||
26 | ||
27 | ||
28 | ||
29 | ||
30 | ||
31 | ||
32 | ||
33 | ||
34 | ||
35 | ||
36 | ||
37 | ||
38 | ||
39 | ||
40 | ||
41 | ||
42 | ||
43 | ||
44 | ||
45 | ||
46 | ||
47 | ||
48 | ||
49 | ||
50 | ||
51 | ||
52 | ||
53 | ||
54 | ||
55 | ||
56 | ||
57 | ||
58 | ||
59 | ||
60 | ||
61 | ||
62 | ||
63 | ||
64 | ||
65 | ||
66 | ||
67 | ||
68 | ||
69 | ||
70 | ||
71 | ||
72 | ||
73 | ||
74 | ||
75 | ||
76 | ||
77 | ||
78 | ||
79 | ||
80 | ||
81 | ||
82 | ||
83 | ||
84 | ||
85 | ||
86 | ||
87 | ||
88 | ||
89 | ||
90 | ||
91 | ||
92 | ||
93 | ||
94 | ||
95 | ||
96 | ||
97 | ||
98 | ||
99 | ||
100 | ||