Federal grant · project grant (b)
The High Desert Museum Will Embed Evaluative Thinking Into Organizational Practices by Building Staff Competencies in Evaluation. the Project Will Include a Mixture of Skill Building Workshops and Guided Studies Designed to Build Staff Skills and Confidence in Evaluation Processes. a Baseline Visitor Study and Logic Model Will Help the Museum Identify Its Evaluation Priorities. an External Consultant Will Act as an Evaluation Mentor, Offering Expert Advice and Working With a Cross-departmental Project Team to Guide the Development of Staff Skills. in Addition, an Advisory Group of Evaluation Experts Will Help Staff Develop a Toolkit of Evaluation Methods That Can Be Adapted to Fit Their Needs. the Project Will Culminate in the Development of an Institutional Evaluation Plan That Will Provide a Framework for Continuing a Culture of Evaluation Within the Institution. Through These Activities, the Museum Intends to Establish a Culture of Learning That Will Advance Its Capacity to Serve Its Visitors and the Central Oregon Community.
Committed
$73,534
Paid out
$43.7K
59%
Committed, not yet paid
$29.8K
41%
Everything here is this single award's whole record — signed, amended, paid — not a fiscal-year slice. The by-year charts elsewhere split an award across the years it was committed; this page keeps it whole.
Committed is what the government has legally promised on this award so far. Contracts can also carry a ceiling — the maximum if every option is exercised. Unspent ceiling is headroom, not money owed.
The cash actually disbursed against this award. The gap from committed is the disbursement pipeline: promised, not yet cashed.
Each transaction is a signing event — an action that created or changed the award, dated the day it was signed — not a payment. Negative amounts are real: money de-committed at closeout or renegotiation.
One bar, the award’s whole arithmetic: paid out, then committed, not yet paid, then .
Loading…