NOI_NPS-19-NERO-0054.pdf

NATIONAL PARK SERVICE

FINANCIAL ASSISTANCE: NOTICE OF INTENT TO AWARD

This announcement is not a request for applications.

This announcement is to provide public notice of the National Park Service’s intention to award financial assistance for the following project activities. Refer to Section 2. Grants.gov Posting Determination.

ABSTRACT

Grants.gov Opportunity Number Project Title Recipient Anticipated Federal Funding Non-Federal Cost Share Total Anticipated Award Amount

Award Instrument

Anticipated Period of Performance

Legal Authority

CFDA # and Title

Single Source Justification Criteria

National Park Service Point of Contact

PROJECT GOALS AND OBJECTIVES

STATEMENT OF PUBLIC PURPOSE

Section 1. Project Summary

Task Agreement Cooperative Agreement

Grant Agreement

Current as of 10/29/2018

STATEMENT OF WORK SUMMARY

RESPONSIBILITIES OF THE PARTIES

A. The recipient shall be responsible for the following items under this agreement:

B. The NPS Responsibilities:

A task agreement is proposed;

A cooperative agreement is proposed;

therefore substantial involvement by NPS is anticipated during the period of performance of this agreement. In support of this agreement NPS will:

A grant agreement is proposed, therefore no substantial involvement on the part of the NPS is anticipated for the successful completion of the statement of work. It is anticipated that involvement will be limited to actions related to monitoring project performance and technical assistance at the request of the recipient.

Section 3. Single Source Justification

NATIONAL PARK SERVICE

SINGLE SOURCE POLICY REQUIREMENTS

National Park Service Policy FAP&P 1443-2015-06 requires a written justification which explains why competition is not practicable. The justification must address one of the following criteria.

In order for an assistance award to be made without competition, the award must satisfy one or more of the following criteria:

(1) Unsolicited Proposal – The proposed award is the result of an unsolicited assistance application which represents a unique or innovative idea, method, or approach which is not the subject of a current or planned contract or assistance award, but which is deemed advantageous to the program objectives. The unsolicited proposal must demonstrate an innovative capability or concept not currently available to the government, and prepared without Government involvement. ;

(2) Continuation – The activity to be funded is necessary to the satisfactory completion of, or is a continuation of, an activity presently being funded, for which competition would have a significant adverse effect on the continuity or completion of the activity;

(3) Legislative intent – The language in the applicable authorizing legislation or legislative history clearly indicates Congress’ intent to restrict the award to a particular recipient of purpose;

(4) Unique Qualifications – The applicant is uniquely qualified to perform the activity based upon a variety of demonstrable factors such as location, property ownership, voluntary support capacity, technical expertise, or other such unique qualifications. Successful past performance, familiarity with existing requirements, capabilities that can be obtained or matched by a competitor, or a positive reputation, are not considered to be unique qualifications.

(5) Emergencies – Program/award where there is insufficient time available (due to a compelling and unusual urgency, or substantial danger to health or safety) for adequate competitive procedures to be followed.

NPS did not solicit full and open competition for this award based the following criteria:

Task Agreement issued under previously competed or single source master cooperative agreement per Section 2 above. Single Source Justification not applicable.

Continuation

Unique Qualifications

Unsolicited Proposal

Legislative Intent

Explanation of the proposed recipient’s qualifications or the criteria of the proposed project which requires use of the single source criteria cited.

Section 2. Grants.gov Posting Determination

Emergency

The National Park Service intends to award a task agreement under a previously competed or single source justified award.

The National Park Service intends to award a single source justified cooperative agreement. Refer to Section 3 Single Source Justification.

The National Park Service intends to award a single source justified grant agreement. Refer to Section 3 Single Source Justification.

Section 4. Department of the Interior Secretary’s Priorities

This award will support the following DOI Secretary priority(ies):

Other Key Initiatives:

Employment of veterans.

Supporting DOI Infrastructure needs.

Creating jobs in the American economy.

Access to outdoor recreation opportunities.

Priority 1: Creating a conservation stewardship legacy second only to Teddy Roosevelt Utilize science to identify best practices to manage land and water resources and adapt to changes in the environment.

Examine land use planning process and land use designations that govern public use and access.

Revise and streamline the environmental and regulatory review process while maintaining environmental standards.

Review DOI water storage, transportation, and distribution systems to identify opportunities to resolve conflicts and expand capacity.

Foster relationships with conservation organizations advocating for balanced stewardship and use of public lands.

Identify and implement initiatives to expand access to DOI lands for hunting and fishing.

Shift the balance towards providing greater public access to public lands over restrictions to access.

Priority 2: Utilizing our natural resources Ensure American energy is available to meet our security and economic needs.

Ensure access to mineral resources, especially the critical and rare earth minerals.

Refocus timber programs to embrace the entire 'healthy forests' lifecycle.

Manage competition for grazing resources.

Priority 3: Restoring trust with local communities Be a better neighbor with those closest to our resources by improving dialogue and relationships with persons and entities bordering our lands.

Expand the lines of communication with Governors, state natural resource offices, Fish and Wildlife offices, water authorities, county commissioners, Tribes, and local communities.

Priority 4: Ensuring sovereignty means something Support tribal self-determination, self-governance, and sovereignty.

Solidify mutual interests between the U.S. and the freely associated states and territories.

Priority 5: Generating additional revenues to support DOI & National interests Ensure that the public receives the full market value for the natural resources produced on Federal lands.

Ensure that fees or costs levied for DOI services are reasonable and targeted to achieve cost recovery.

Consider the impact of DOI decisions on economic development and job creation.

Priority 6: Protecting our people and the border Actively support efforts to secure our southern border.

Ensure DOI law enforcement staffing addresses public safety risks anticipated on DOI land.

Promote a "public service" demeanor within our law enforcement community.

Priority 7: Striking a regulatory balance

Reduce the administrative and regulatory burden imposed on U.S.

industry and the public.

Ensure that Endangered Species Act decisions are based on strong science and thorough analysis.

Priority 8: Modernizing our infrastructure Support the White House Public/Private Partnership Initiative to modernize U.S. infrastructure.

Remove impediments to infrastructure development and facilitate private sector efforts to construct infrastructure projects serving American needs.

Prioritize DOI infrastructure needs to highlight:

1. Construction of infrastructure;

2. Cyclical maintenance;

3. Deferred maintenance.

Senior executives are expected to provide leadership in achieving goals of the President and the Secretary.

The Management Team is expected to:

1. Ensure cost-effective operations and quality service to the public;

2. Facilitate organizational cooperation and conflict resolution;

3. Ensure the workplace environment is conducive to employee productivity and safety;

4. Hold individuals accountable for actions that violate DOI policies and requirements.

Priority 10: Achieving our goals and leading our team forward

The proposed project does not support any of the DOI Secretary priorities, but the project is being funded for the following reasons:

Priority 9: Reorganizing for the next 100 years

Improve alignment and integration of the DOI organizational structure. Redistribute organizational resources (people and funding) to enhance mission achievement and improved public service.

Improve organizational alignment with Executive Branch counterparts with major land management assets or influence.

The objectives of the award are three-fold: (1) craft a feasibility study for adaptive reuse of the William Burtis house to serve as a hub for activity at Annapolis City Dock; (2) engage stakeholders in building consensus on improvements to the character of the overall City Dock environment and expanding physical access to the Chesapeake Bay, including water-based experiences and connections with other gateway sites; (3) produce a detailed implementation strategy for carrying out those improvements; and (4) outline an interpretation and education plan for better connecting people with Annapolis’ historic maritime heritage.

PP: This National Park Service Chesapeake Office (NPS Chesapeake) award supports these particular public purposes: (1) the project engages recipients, partners, communities, and/or visitors in shared environmental stewardship; (2) the information, products and/or services identified or developed by this project will be shared through a variety of strategies to increase public awareness, knowledge and support for historic preservation and stewardship of the nation’s cultural and historical heritage; and (3) the project assists in the creation, promotion, facilitation, and/or improvement of the public’s understanding of natural, cultural, historic, recreational and other aspects of areas such as ecological conservation areas, and state and local parks.

Public purposes of this NPS Chesapeake financial assistance stems from the following:

A new Chesapeake Bay Watershed Agreement was signed in 2014 by the Governors of Maryland, Virginia, Pennsylvania, West Virginia, Delaware and New York, the Mayor of the District of Columbia, the Chesapeake Bay Commission and the federal government. The agreement, authorized under the Clean Water Act, sets out goals, outcomes and processes for conserving and restoring the Chesapeake Bay watershed through 2025 through a collaborative partnership among federal, state and local governments, non-governmental organizations, and citizens. The agreement tasks the National Park Service with leadership responsibilities in fostering public stewardship, promoting and increasing public access, and conserving lands of highest value for hunting, fishing, wildlife and maintaining water quality.

The Chesapeake Bay Initiative Act of 1998 (P.L. 105-312, Sections 501-2) authorizes the NPS to: identify, conserve, restore, and interpret natural, recreational, historical, and cultural resources within the Chesapeake Bay Watershed; identify and utilize the collective resources sites for enhancing public education of and access to the Chesapeake Bay; link sites with trails, tour roads, scenic byways, and other connections; develop and establish watertrails comprising water routes and connections to sites and other land resources within the Chesapeake Bay Watershed; and create a network of sites and watertrails.

The National Park Service Chesapeake Bay Office has long recognized the significance of Annapolis City Dock. The National Park Service has a history of partnering with the City of Annapolis (City) and Historic Annapolis to promote this area as an internationally recognized resource of outstanding significance. In 2001, a Memorandum of Understanding was executed between the City (in partnership with Historic Annapolis) and the National Park Service to formalize Annapolis City Dock’s participation in the Chesapeake Bay Gateways Network. The purpose of this agreement was to advance the goals of the Gateway Network through educational opportunities, conservation and restoration practices, and by promoting access for Bay-related resources. Further, Annapolis City Dock sits within the Annapolis National Historic Landmark District, recognized by the National Park Service, and the William Burtis house at City Dock is a contributing resource to the district and is historically significant due to its association with the Burtis Family and Annapolis' maritime heritage.

Overview: This project will produce the following:

1. Feasibility study for the adaptive reuse of the Burtis House. The Burtis house is one of the last surviving remnants of the working maritime community at City Dock. The feasibility study will build on the analysis and recommendations provided in a 2017 Historic Structures Report on the building to evaluate: (a) resiliency considerations – modifications that can be made to the building under current zoning and protections for flooding; (b) Harbormaster relocation – the feasibility of relocating the harbormaster function to this property; and (c) Visitor services: interpretation and recreational programming and potential for modifying this building to provide visitor amenities that may include a welcome center and/or interactive exhibit space.

2. Outreach Strategy for Community Engagement and Consensus Building: This effort will engage stakeholders in building consensus around incorporating the most promising elements of the numerous planning efforts for improving the City Dock into a cohesive approach for a public experience that is more walkable, water accessible and greener. The outreach strategy will identify the expectations and needs of the community, working with groups to identify ways in which that access can be expanded. Stakeholder groups would include: City-wide residential and community interests; existing youth, community groups and non-profits; downtown businesses, specifically city dock businesses; business organizations (Downtown Annapolis partnership, Maryland Avenue association, the Chamber of Commerce); working Maritime businesses and clubs; advocacy groups, to include art, recreation, bicycling, sailing and maritime disability groups; city boards/agencies; and federal, state and local agencies.

3. Implementation Strategy for the Annapolis City Dock: This will reflect the priorities identified during the community outreach effort which will include but are not limited to the following future investments by a wide range of partners: expanded open space and activity area at the end of City Dock to create a ‘Sense of Place’ which will serve as a ‘Gateway to the Bay’; replacing blacktop and parking with extensive greening and water-compatible, natural surfaces; programmed Activity Areas with direct access to the Bay; phased resiliency efforts in coordination with the United States Naval Academy; walkway adjacent to the water with pedestrian and bicycle connections; enhanced Maritime Heritage activities and displays, including in-water displays; and Burtis House repurposing with accessible public information, services and educational displays. The ‘Implementation Strategy’ will identify necessary actions including funding sources, timing and phasing and responsible departments with interagency coordination.

4. Interpretive Education Master Plan for City Dock. This planning effort will research, develop, and interpret the history of the City Dock area and prepare interpretive programs and program opportunities to enrich the visitor experience. A goal of the interpretive education master plan is to link Historic Annapolis, the City and the National Park Service to school programs, to the civic and business community, and to the broader maritime community through boating events and activities. As part of the education master plan, we will explore partnership opportunities with other heritage sites and organizations, such as the Maritime Museum and Gateway Network organizations.

2. Participating in community engagement sessions as part of the Placemaking and Outreach Strategy and providing expert technical assistance in stakeholder engagement design.

3. Participating in development of the implementation strategy, with a special emphasis on technical assistance geared towards public access.

4. Providing expert technical assistance in interpretive and education planning as part of the Interpretive Master Plan.

5. Coordinating integration and connections of the project with other related Gateways Network initiatives and partners, including other Gateways sites and hubs.

Justification: Established in 1952, Historic Annapolis is the leading nonprofit preservation and history organization in Annapolis, Maryland. Its mission is to “preserve and protect the historic places, objects, and stories of Maryland’s capital city, and provide engaging experiences that connect people to the area’s diverse heritage.”

Historic Annapolis, Inc. was founded to ensure that the legacy of Annapolis’s past would continue to enrich the city’s future. Historic Annapolis was instrumental in getting the Colonial Annapolis Historic District listed on the National Register of Historic Places as a National Historic Landmark in 1965. The organization has successfully advocated for ordinances and zoning restrictions that continue to safeguard the city’s unique architecture, welcoming waterfront, and scenic vistas. Because of these efforts, Annapolis has one of the largest concentrations of colonial buildings in the nation.

Historic Annapolis has restored and opened multiple historic structures in the city, including the colonial home and garden of William Paca, a signer of the Declaration of Independence. Other preservation efforts saved the more modest living and work spaces of early artisans and merchants. The organization hosts interpretive tours, museum exhibits, educational programs, and social gatherings for residents and and the millions of visitors to Annapolis each year.

Historic Annapolis and the City of Annapolis nominated Annapolis City Dock as a Chesapeake Bay Gateway and the National Park Service Chesapeake Office designated it as such in 2001. The purpose of the designation is to advance the goals of the Chesapeake Bay Gateways Network through educational opportunities, conservation and restoration practices, and by promoting access for Bay-related resources.

Historic Annapolis and the City are working closely together on an effort to provide expertise and resources to create a unique space in the City Dock that will enhance the character and livability of the downtown while ensuring that all residents and visitors can access the waterfront. Working cooperatively with the City’s elected officials and other partners, Historic Annapolis recently contracted with the Urban Land Institute to develop a Technical Assistance Panel report for guiding next steps; the report was issued in January 2019.

2. Coordinating partner engagement in the Burtis House feasibility study.

3. Providing overall project management for the Outreach Strategy.

4. Organizing and carrying out stakeholder involvement in the Outreach Strategy.

5. Developing the implementation strategy for City Dock improvements.

5. Providing overall project management for the Interpretive Education Master Plan.

6. Collaborating with the National Park Service in all aspects of the project.

7. Collaborating with the City of Annapolis in all aspects of the project.

8. Providing required 50% match to all subsequent task agreements.