National Park Service Urban Agenda in Tucson | Apply Online

Urban Agenda in Tucson (NPS) Grant - FAQs

1) What is the "Urban Agenda in Tucson" grant opportunity?

It was a National Park Service (NPS) grant opportunity titled "Urban Agenda in Tucson" (Funding Opportunity Number P15AS00060). It was structured as a discretionary, non-competitive cooperative agreement focused on demonstrating how an intentionally connected network of urban parks, community programs, and cross-sector partnerships can operate in a city setting.

2) What was the main purpose of this cooperative agreement?

The purpose was to strengthen public understanding of the National Park Service overall while deepening appreciation and long-term stewardship for local national park units in the Tucson area, with special emphasis on Saguaro National Park. The work emphasized making the NPS presence feel integrated into everyday urban life rather than isolated at the city edges.

3) Where was the project centered?

The effort was centered in Tucson, Arizona, and framed as a Southern Arizona regional initiative tied to urban engagement, partnership alignment, and visitor/education development.

4) Was this a competitive grant open to the public?

No. The opportunity was explicitly described as non-competitive and stated that applications were not being accepted. That indicates the award was intended for a specific partner or pre-identified recipient rather than an open competition.

5) What does "discretionary, non-competitive cooperative agreement" mean in this context?

Based on the listing, "discretionary" and "non-competitive" indicate the award was not part of an open competition. "Cooperative agreement" indicates NPS expected to play an active role in guiding, overseeing, and reviewing work products rather than acting solely as a funder.

6) What were the primary goals of the project?

The project had four primary goals:

1. Advance the NPS Urban Agenda initiative in Tucson through a coherent approach to urban engagement, outreach, and collaboration.
2. Move forward the concept and development pathway for a Southern Arizona regional visitor center, framed as an educational hub and an economic development strategy to encourage visitation, learning, and local spending.
3. Convene and align hundreds of regional partners to build momentum around creating a stronger "sense of place" for Southern Arizona.
4. Strengthen brand and institutional positioning by establishing NPS and the Western National Parks Association (WNPA) as leading, trusted partners for regional place-based initiatives.

7) How was the regional visitor center described?

It was framed as both an educational hub and an economic development strategy, with an emphasis on encouraging visitation, learning, and local spending across Southern Arizona.

8) What kinds of activities did the opportunity support?

The opportunity supported planning and coordination work that connects park resources, community needs, and partner capacity. It emphasized phased planning with defined work plans and deliverables.

9) Who provided leadership and coordination for the project?

Leadership and coordination were to be shared by the Saguaro National Park Superintendent and the WNPA Executive Director, functioning together as the project team responsible for overseeing execution and ensuring responsibilities tied to the NPS Urban Fellow role were carried out.

10) What was the National Park Service's role during implementation?

NPS was positioned as both guide and overseer. Responsibilities described in the opportunity included:

• Providing direction aligned with the broader NPS Urban Agenda framework.
• Monitoring the Urban Agenda and Urban Fellow program to confirm objectives were being met.
• Providing technical review and quality assurance for project content.
• Supporting government-to-government and related consultations, including consultations with affiliated tribes and pueblos on relevant parts of the work.

11) Why were consultations with tribes and pueblos mentioned?

The listing noted NPS would assist with consultations with affiliated tribes and pueblos on relevant parts of the work. This reflects an expectation that cultural, historical, and community considerations would be addressed appropriately as part of the project.

12) How many awards were expected?

The opportunity indicated a single expected award.

13) What was the estimated total funding amount?

The estimated total funding amount listed was $45,000.

14) Was cost sharing or matching required?

Yes. The listing indicated cost sharing or matching was required.

15) What were the award ceiling and award floor?

The award ceiling and floor were listed as $0 and $0. In the context of the notice, that typically signals the agency did not specify bounds in that field even though an estimated total funding amount ($45,000) was provided.

16) What was the funding activity category?

The funding activity category was Natural Resources.

17) What CFDA number was associated with this opportunity?

The opportunity was associated with CFDA number 15.946, described as Cultural Resources Management.

18) Who was eligible to apply?

Eligibility was listed broadly as "Others," with additional clarification referenced in the full notice. However, the listing also stated the announcement was non-competitive and that applications were not being accepted.

19) What were the key dates for this opportunity?

• Posted date: March 5, 2015
• Original closing date: March 10, 2015
• Current closing date: March 10, 2015
• Archive date: April 5, 2015

20) Where was the opportunity posted or referenced for access?

The announcement pointed users to Grants.gov for reference and access.

21) Who was listed as the awarding officer contact?

Todd Wilson was listed as the awarding officer contact, with the email address ToddWilson@nps.gov, for access issues or questions about the full announcement.

22) Which partner organization was explicitly mentioned alongside NPS?

The Western National Parks Association (WNPA) was explicitly mentioned, and the project goals included positioning NPS and WNPA as leading, trusted partners in regional place-based initiatives.

23) Which national park unit was especially emphasized?

Saguaro National Park was specifically highlighted as a key local national park unit for deepening appreciation and long-term stewardship.

24) What was the overarching approach described for making NPS relevant in the city?

The approach focused on connecting urban parks, community programs, and cross-sector partnerships so park resources and the NPS presence feel intentionally organized and integrated into everyday urban life.