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Reaching Out, Reaching In
A Guide to Creating Effective Public Participation
for State Historic Preservation Programs

by
Barry R. Lawson, Ellen P. Ryan, and Rebecca Bartlett Hutchison
Web Edition 2002 (originally published in 1993)

 

Reaching Out, Reaching In

Table of Contents

Preface
Introduction
A Note on the Authors

Section 1. Reaching Out
Section 2. Preservation Vision 2000
Section 3. Reaching In

Sources in Public Participation

 
 
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Disclaimer, Liability, & Ownership Notice
 
 
SLHR 2002

 
Section 1 -- Reaching Out
Creating Viable Public Participation Programs


Chart 4
Sample Public Participation Budget Format

Public Participation Program Budget
Fiscal Year ______

           Public Participation Tasks & Hours per Task

Program
Staff

Draft plan info material

Draft plan info work shops

News letter (4 issues)

Press releases, public notices

Advisory committee meeting/ support

Publicity for training program

National Register public meeting

Project mgmt.

Total Hours

$ Rate

Direct Labor Cost

SHPO

16

40

16

24

40

8

20

30

194

25.00

4,850

Plan Spvsr.

40

40

32

32

80

 

24

 

248

19.95

4,948

Public Partic. Specílst.

60

120

32

 

480

40

 

170

902

17.50

15,785

Info Specílst.

120

40

320

32

60

24

16

 

612

15.38

9,413

Program Asst.

 

 

24

 

60

     

84

14.30

1,201

Editor/ Desktop Publish.

40

 

48

40

20

12

4

 

164

17.50

2,870

Student Intern

 

80

           

80

10.50

840

Office Secretíy

20

40

   

40

 

8

 

108

11.25

1,215

Subtotal

296

360

472

128

780

84

72

200

2391

--

$39,906

 

Total Expenses, All Tasks

Print/Copy

$ 3,500

Travel

1,000

Telephone

1,200

Postage

2,100

Materials

1,000

Graphics

2,500

Miscellaneous

1,500

Total Expenses

$ 12,800

 

Budget Summary

Direct Labor (DL)

$ 39,906

Overhead = 80% of DL

31,925

Total Expenses, All Tasks

12,800

GRAND TOTAL

$ 86,631

Notes:

  1. A similar form could be created for each public participation task, differentiating among activities within that task.
  2. For offices with smaller staffs, perhaps one or two people would do the work that the eight assumed in this sample; perhaps the entire program would be more modest.
  3. Public agencies vary on what qualifies as overhead. In this example, it is assumed to include those costs not easily attributable to the public participation of other programs.
  4. The budget given in the example does not represent a model or suggested program. It is illustrative only of how the costs of labor and expenses could be included in developing a public participation budget.

[Return to Section 1 text]