REQUEST FOR STATEMENT OF INTEREST AND QUALIFICATIONS FOR
VANISHING TREASURES SUSTAINABILITY EVALUATION AND STRATEGY PROJECT
TO BE INITIATED THROUGH THE NATIONAL PARK SERVICE (NPS)
AND THE COOPERATIVE ECOSYSTEM STUDIES UNIT (CESU) NETWORK
Responses to this Requests for Statement of Interest will be used to identify potential collaborators who are partners with any of the 17 CESUs to provide organizational development assistance for the National Park Service’s (NPS) Vanishing Treasures (VT) Program.
Work Description:
The three-part project will complete research about VT Program operations by conducting interviews with stakeholders and compiling and analyzing responses received, conduct a stakeholder workshop to explore operations alternatives and conclude with a report recommending at least two program operations alternatives.
Background:
The NPS VT Program supports the preservation of traditionally-built architecture in the Western United States, facilitates the perpetuation of traditional skills, and promotes connections between culturally associated communities and places of their heritage. The program’s mission areas—expert technical assistance, training, and project management/implementation—merge to serve parks and build a community of practice throughout the NPS Intermountain (IMR), Pacific West, and Alaska Regions. IMR provides organizational support for the program across these regions.
Scope:
• Goal:
o Complete a sustainability evaluation and develop an operating plan for the VT program, including:
(a) Reviewing operation of current core program areas of:
a. Expert Technical Assistance (consider VT staff skills and needs of park customers)
b. Training in historic preservation skills and cultural resources management
c. Project Management and Implementation
(b) Addressing questions about core program areas, including, but not limited to:
a. Who are the audiences served?
b. What are the park needs in technical assistance, project management/execution and training?
c. What are the staffing challenges/opportunities?
d. What are the operational challenges/opportunities?
e. How does the housing shortage in Jackson, WY impact programs?
f. How does the management of White Grass affect WCHP operations?
g. How are the programs functioning relative to staff and funds?
h. Are there ways to capitalize on economies of scale within other NPS programs?
i. How can VT add value to other NPS programs?
(c) Assessing budgets (including sources and uses of funds) for each program area and identifying challenges and opportunities.
(d) Identifying the costs and benefits of each of the three program areas including, but not limited to, addressing questions such as:
a. What is the cost of the operation of core program areas relative to the number of people, projects, and parks served?
b. What other similar services exist in the marketplace? Where else in NPS is similar work being done or could be done?
c. How is VT filling a unique service unavailable elsewhere?
d. How is VT balancing mission vs. margin activities?
(e) Analyzing budget trajectory and alternative means to meet desired outcomes in each program area, assessing questions such as:
a. Does NPS have the resources needed to carry out or expand the three core program areas?
b. Are there ways to work more efficiently?
c. Should we add, modify or subtract core programs? If so, how?
d. What partners should we be working with?
• Tasks:
o After award, conduct in-brief with NPS staff. Review NPS-provided VT budget documents (approximately 2014 to present), staffing (last three years of org charts and position descriptions), operations materials (GRTE/WHCP operating agreement, 2017 White Grass pro forma), and program supporting documents (training brochure 2014-present, technical assistance spreadsheet 2014-present, program work plan 2014-present, 2014 strategic plan and 2017 training needs assessment and curriculum development document, sampling of program annual reports) to prepare for interviews and workshop. Will take place virtually.
o After award, and with NPS input, develop stakeholder interview questions about current program approaches and sustainability issues; identify ~20-25 stakeholder interviewees; conduct stakeholder interviews and document responses. Anticipated interviewees will include representatives from VT, the VT leadership committee, VT training participants, park staff (including those who have had park projects managed by VT), National Trust for Historic Preservation, NPS Learning and Development, and other partners. Will take place virtually.
o After award, and following the completion of stakeholder interviews, organize and lead a 2- day in-person planning workshop with ~15 key stakeholders at the NPS Intermountain Regional Office (12795 West Alameda Parkway, Lakewood, CO, 80228) to gather additional stakeholder input, explore alternatives as further described above and analyze:
operation of the core program areas
budgets (including sources and uses of funds) for each program area
costs and benefits of each of the three program areas including alternative means to meet desired outcomes in each program area.
Convey expression of interest to:
Amy Cole
Chief of Cultural Resources
National Park Service, Intermountain Region
P.O. Box 25287
Denver, CO 80225-0287
Office: (303) 969-2894
Cell: (720) 413-0211
Fax: (303) 987-6675
amy_k_cole@nps.gov
FED EX Mailing Address:
National Park Service
12795 W. Alameda Pkwy.
Denver, CO 80228
Proposal receipt is required on or before June 15th
A scope of work and task agreement for this project, under the master CESU cooperative agreement, will be executed as soon as possible.
NPS_Vanishing_Treasures_CESU_RSI