URBAN WATERS
FEDERAL PARTNERSHIP
Restoring Urban Waters, Revitalizing Communities
AMBASSADOR TOOLKIT
The Urban Waters Ambassador: Connecting People to Their Local Urban Waters
EPA 840-B-24-001
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Ambassador Toolkit Executive Summary
In 2011, the Urban Waters Federal Partnership was established to reconnect urban
communities, particularly those that are overburdened or economically distressed, with
their waterways to become stewards for clean urban waters. The UWFP is supported by 15
federal agencies, more than 28 nongovernmental organization, and more than 950 non-
federal partners working in designated locations across the country.
The UWFP created the Urban Waters Ambassador program to accelerate and coordinate on-
the-ground projects, promote community engagement and advance water and land protection
and restoration. Ambassadors at the UWFP locations serve critically important roles as local
coordinators, facilitators and leaders.
The Ambassador Toolkit includes information about the UWFP and the Ambassador
position, providing:
overview information on the Urban Waters Ambassador program;
materials that can be shared with Urban Waters partners to recognize the benefits of
the Ambassador role;
templates, resources and information for current Ambassadors; and
information on sustaining the Ambassador position and supporting Urban Waters
projects.
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Ambassador Toolkit Table of Contents
What is the Ambassador Toolkit?
This toolkit includes information about the Urban Waters Federal Partnership and the
Ambassador position. The toolkit includes both standalone materials, such as fact sheets,
that can be detached and comprehensive materials to educate current Ambassadors, recruit
for candidates for new positions and support local leadership at UWFP locations.
The toolkit was updated in 2024 to reflect updated resources and showcase new UWFP
successes.
The toolkit contains the following information:
I. GENERAL INFORMATION ON THE URBAN WATERS AMBASSADOR PROGRAM
1. The Urban Waters Ambassador Fact Sheet (new)
2. Program Resources and Contact Information (new)
3. Innovative Ambassador Models (new)
4. How Do Ambassadors Have an Impact? Quotes from the Field
5. Messaging "Taglines" for the Ambassador Position
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II. RESOURCES AND TOOLS FOR AMBASSADORS
1. Urban Waters Ambassador Position Description Template
2. Urban Waters Partnership Workplan Template (updated)
3. Outreach Messages for Locations to Leverage Awards
III. SUSTAINING THE URBAN WATERS AMBASSADOR ROLE
1. The Urban Waters Ambassador: Ambassador Sustainability Planning
2. Accessing Non-federal Resources for the Urban Waters Program: Guide to Building Partnerships and
Alliances (new)
3. Grant Writing Support Tips for Ambassadors and Urban Waters Partners
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URBANWATERS
FEDERAL PARTNERSHIP
Urban Waters Ambassadors:
Connecting Communities to their Local Urban Waters
The Urban Waters Federal Partnership created the Urban Waters Ambassador positions to accelerate and coordinate on-the-
ground projects, promote community engagement and advance water and land protection and restoration,
Urban Waters Federal Partnership Ambassadors help urban
communities particularly those that are underserved
and overburdened connect with and improve their
local waterways and surrounding lands, making them a vital
resource to help advance community revitalization, water
quality and equity and environmental justice.
Ambassadors develop annual workplans that identify local
priorities, advance both federal missions and local needs and improve coordination and communication
among partners.
Ambassadors are local staff from public and private sector
organizations who serve as local coordinators, facilitators and
leaders. They coordinate efforts between federal and state
government agencies, Tribes, local municipalities, academic and
private sector partners and local non-profits in Partnership
locations.
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ROLE OF THE AMBASSADOR
The Ambassador is the local connector, convener and champion in the watershed. Ambassadors typically have deep
connections with historically disadvantaged communities and can lead collaboration among federal, Tribal, state and local
agencies, identifying community needs, achieving common goals and supporting on-the-ground projects that align with
the community's plan or vision, improve the watershed and benefit residents.
Benefits of an Ambassador:
Strengthens ties within the community
Leverages resources and connects needs with funding
opportunities
The Ambassador:
Increases local capacity
Coordinates communities, federal and state agencies, NGOs
and businesses at the watershed-level
Accelerates on-the-ground projects
Ambassadors accelerate and prioritize on-the-
ground projects that are critical to improving water
quality, restoring outdoor spaces and fostering
community stewardship in urban watersheds.
Ambassadors engage a wide network of
stakeholders around particular issues, such as
brownfields, resiliency and flooding, increasing
capacity for effective projects.
Measures Performance and Success
Ambassadors measure and report results to drive
future success. Ambassadors routinely review and
report on progress to showcase the success of the
program.
Builds Trust and Minimizes Conflict
Ambassadors encourage transparency and network-
building among local Partnership agencies and
organizations. They help partners minimize
competition, duplication, and conflict. Having a
resilient group of partners increases the likelihood
of a swift and amicable resolution.
Advances Local Priorities
Partnership projects reflect the needs of the
watershed and its residents and can advance the
goals of local government and community missions.
Ambassadors serve as strategic leaders identifying
federal and non-federal funding and coordination
among partners.
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ROLES OF THE URBAN WATERS AMBASSADOR
Collaborator
Leverages
resources
to increase
local capacity
Champion
Identifies
opportunities
for partner
engagement
and recruitment
Advances water
and land
protection
and restoration
Strengthens
ties within the
community
Communicator
Convener
Measures
Creates a
Minimizes
Ensures all
and reports
network to
competition,
partners and
program success
share lessons
duplication and
community-based
and performance
learned
conflict among
partners
organizations
have a voice
Coordinator
Coordinates communities,
federal and state agencies,
non-profits and businesses
at the watershed level
IT
Connects needs with
funding opportunities
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Program Contacts and Resources
The Environmental Protection Agency Headquarters Urban Waters Team Staff Members:
Jeanine Finley: finlev.jeanine@epa.gov
Abu Moulta-Ali: moulta-ali.abu@epa.gov
Tanja Crk: crk.tanja@epa.gov
Tara O'Hare: ohare.tara@epa.gov
Urban Waters Learning Network:
https://urbanwaterslearningnetwork.org/
Urban Waters Learning Network Mobilize peer-to-peer sharing site:
Join here: https://urbanwaterslearningnetwork.org/join/
Urban Waters Federal Partnership Mobilize peer-to-peer sharing site:
All active Urban Waters Ambassadors and Locations Leads can join the Urban Waters Federal Partnership Locations Mobilize Site by
emailing:
urban-waters-federal-partnership-locations(g)groups.rivernetwork. org.
These Mobilize sites are spaces for Urban Waters Ambassadors and Leads to support each other and share best practices,
inspiration, tips and ideas. Updates on events, activities and programs are also shared. Resources such as the Urban Waters
newsletter, contact information for Ambassadors and leads, and call notes from the UWFP locations calls are uploaded to this site
under Resources.
Additional Information on the UWFP
Urban Waters Federal Partnership Fact Sheet: https://www.epa.gov/sites/default/files/2021-
03/documents/urban waters fact sheet 2021 final.pdf
Urban Waters Federal Partnership Vision, Mission and Principles:
https://www.epa.gov/sites/production/files/2014-06/documents/urbanwaters-visionv2012.pdf
Urban Waters Framework for the Future:
https://www.epa.gov/urbanwaterspartners/framework-future-urban-waters-federal-
partnership-2021-partner-recommitment
Urban Waters Partnership Handbook:
https://www.epa.gov/sites/production/files/2016-07/documents/uw partnership handbook v2k.pdf
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Innovative Ambassador Models
The Ambassador position can be supported through a variety of host organizations, including
local/state/federal agencies, universities or foundations. Through their critical work, Ambassadors have
provided unique benefits across the country. Examples of their diverse contributions include the
following:
At the Rio Reimagined - Rio Salado UWFP location in Greater Phoenix, Arizona, the Ambassador
is supported under an interagency agreement by and among the partners of the watershed:
Maricopa County, the Salt River Pima-Maricopa Indian Community, the Salt River Project
Agricultural Improvement and Power District, the Maricopa Association of Governments and
Arizona State University. Arizona State University, through its University City Exchange, hosts the
Ambassador position. The UWFP's ongoing efforts in restoring and revitalizing the Salt River have
garnered national attention and praise from two U.S. Senators representing the area, even
introducing legislation to support the Urban Waters Federal Partnership.
At the Northwest Indiana UWFP location, the Ambassador is hosted by Purdue University, the
U.S. Department of Agriculture, Forest Service and the EPA. The Ambassador has initiated a
variety of local projects, including (1) planting 10,000 trees and engaging 2,5000 volunteers in an
effort to increase tree canopy in areas impacted by the Emerald Ash Borer through the
CommuniTree program; (2) installing Indiana's first wheelchair-accessible canoe launches; and 3)
educating more than 6,000 students and residents about local waterways and natural resources
through watershed education programs, which featured paddling with Canoemobile.
At the Blue River UWFP location in Kansas City, Missouri, the Ambassador is hosted by the
Heartland Conservation Alliance, a local NGO. The Ambassador is leading new projects on
reclaiming formerly abandoned sites and engaging new stakeholder groups in the watershed.
Under the leadership of the Ambassador, Blue River Urban Waters Partners were awarded a $5
million Missouri American Rescue Plan Act Stormwater Infrastructure grant. The Ambassador
convened the following partners and helped to write the grant application: the Missouri Parks
and Recreation Department; the City of Kansas City, MO; Jackson County, MO; the Mid-America
Regional Council; and other nonprofits. The funded project seeks to restore 200-270 acres of
riparian habitat along the Blue River, restore green infrastructure in three nodes along the Blue
River corridor and plant 2,000-2,500 trees in neighborhoods and business districts adjacent to the
corridor.
At the Green-Duwamish location in Seattle, Washington, the Ambassador is supported by the
U.S. Forest Service, the EPA Urban Waters Program and the EPA National Estuary Program
through the Puget Sound Partnership, a Washington State agency charged with leading the
recovery of the Puget Sound and its watersheds. The UWFP's workplan commits half of the
Ambassador's time toward collaborating with partners with the Puget Sound Partnership and the
EPA National Estuary Program.
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How Do Ambassadors Have an Impact? Quotes from the Field
"You can think of our position as kind of a catalyst to get work going that community leaders,
organizations and the state has started, but they keep running into barriers, and they just need that
extra push. We are here to connect them to those resources; to catalyze the process; and to get that
work going on the ground."- Natalie Johnson, Former Ambassador for the Northwest Indiana Area
Partnership
"[An element] of the Partnership's secret sauce is its own dedicated infrastructure for managing [its]
efforts ... The Urban Waters Federal Partnership's solution is something called "Ambassadors," who
are typically local employees of a nongovernmental organization or nearby federal agency assigned
to work on a project at one of the Partnership locations for one to two years at anywhere from one-third
to full-time." - Steve Kelman, Harvard University
"[An Ambassador's] work includes Partnerships with local, state and federal agencies, businesses,
nonprofits and philanthropies to clean up pollution; spur redevelopment of abandoned properties;
promote new businesses; and provide parks and access for boating, swimming, fishing and
community gatherings." -
Service to America Medal finalist nomination
"For us, the benefit in bringing an Ambassador on was capacity. All of our friends or partners had full
time jobs already, so having somebody who was dedicated to convening and advancing the Partnership
was really important to making progress."- Michael Galvin, Former Ambassador for the Patapsco
Watershed/Baltimore Partnership
"Without an Ambassador in a coordinating role, it would be very difficult to have continued
momentum."- Michael Leff, Former Ambassador for the Delaware River Partnership
"I, Eric Garcetti, as Mayor of the City of Los Angeles, do hereby commend and offer appreciation
to Pauline Louie (former Los Angeles River Watershed Urban Waters Ambassador) and the Urban Waters
Federal Partnership for the exceptional service to the City of Los Angeles in bringing new
life to our Los Angeles River."- Eric Garcetti, mayor of the City of Los Angeles
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Messaging "Taglines" for the Ambassador Position
Purpose: Many Ambassadors have voiced support for taglines or slogans for the Ambassador position to
convey the role of the Ambassador quickly and succinctly. These taglines could serve to provide "branding"
for the Ambassador position and could be used as part of Ambassador-specific materials, including the
Ambassador fact sheet, other portions of this Toolkit and business cards. These tagline options have been
sent in by Urban Waters stakeholders and could be provided for suggested use.
> Connecting People to their Local Urban Waters
> The Ambassador Is at the Heart of Every Urban Waters Partnership
> A Lifeline to Urban Waters
> Connecting Communities and Decision-Makers with their Urban Waters
> A Key to Unlocking Watershed Potential
> Bridging the Gap between River and Community
> Bridging People to their Local Waters
> Connecting People, Restoring Urban Lands and Water
> Urban Waters Ambassadors - Connecting People to their Urban Waters Since 2011
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Urban Waters Ambassador
Position Description Template
Summary: This document serves as a job description template for an Urban Waters Ambassador
position. It is intended to provide a model for Partnerships or hosting organizations to emulate. Please
modify this template to reflect your location's specific needs.
Position Title: Urban Waters Partnership Ambassador for the {insert watershed name}
Region or City Name:
Part-Time/Full-Time:
Length of Position:
Start Date:
Salary/Stipend/Hourly Wage:
Position End Date:
Funding Source for the Position:
Background: The {insert watershed name} Urban Waters Partnership is seeking to fill the position
of Urban Waters Ambassador. The Urban Waters Federal Partnership comprises 15 federal
agencies and 28 nongovernmental organizations working collaboratively in designated locations
to help urban and metropolitan areas, particularly those that are underserved or economically
distressed, connect with their waterways and work to improve them.
Ambassadors serve as coordinators, facilitators, navigators and reporters, providing support in both
strategic planning and project/program execution. The Ambassador plays a variety of key roles and
responsibilities, making the position critical to a Partnership's accomplishments. The Urban Waters
Ambassador serves as a driving force in community efforts to enhance the environmental and economic
benefits of clean, safe and accessible urban waters. Ambassadors work with government, businesses,
nonprofit organizations and other partners to better address the needs of individual communities,
maximizing expertise and resources to protect health, improve the environment and strengthen local
economies.
[Ambassadors: Insert a brief description of your local Partnership's history, what makes it unique and
how the local Partnership functions to reach its goals.]
Responsibilities as Coordinators. Neutral Conveners and Navigators: (Ambassadors: Modify to reflect
specific responsibilities, or projects, for your location. Not every responsibility listed below will be
applicable to your location's Ambassador. Also, consider tailoring the list to arrange it according to most
important to least important roles.)
if
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Implement, refine and update the annual Partnership workplan.
Connect federal resources to local needs in collaboration with the local Partnership.
Identify existing federal tools and resources available for local projects.
Identify opportunities to improve the Partnership by engaging with participating
organizations and recruiting new partners.
Identify funding opportunities (role may be limited if position is funded with federal funds).
Identify and assist in preparation of grant applications.
Identify appropriate use of resources.
Lead and execute projects.
Track and monitor projects advanced by diverse location partners.
Convene meetings and conference calls, being proactive and inclusive to ensure all
partners and community-based organizations have a seat at the table.
Report on the progress, value and outcomes of the Partnership, including local success
stories, barriers and best practices. Reports may take various forms, including annual
reporting, web updates, participation on conference calls, newsletters, blogs, weekly reports
to the National Coordinator,etc.
Develop a Partnership communications plan or strategy.
Travel required for meetings and project visits.
Minimum/Preferred Qualifications (Ambassadors: Tailor to the requirements of each location.):
Minimum Qualifications (examples):
o A bachelor's degree related to one of the following: water resources management,
biological sciences, environmental sciences, environmental studies, social sciences,
forestry, community and urban planning,
o X number of years minimum experience in strategic planning and community development,
o X number of years as a volunteer and/or engaged in community service.
Preferred Qualifications (examples):
o Knowledge of and/or experience in community planning and urban planning,
o Knowledge of and/or experience working in diverse sectors, including public, private,
nonprofit and community-based sectors,
o Knowledge of local government and political decision-making processes related to
urban and community issues and economic development,
o Experience developing and analyzing proposals, grant programs and requirements;
identifying opportunities; and organizing and managing varied work programs,
o Capable of effectively communicating and documenting accomplishments,
o Willingness and enthusiasm to participate in agency-wide teams, committees and
special assignments, and/or other duties as assigned,
o Willingness to actively engage in the community, cultivating relationships with
partners and potential partners,
o Skills in working with various stakeholders to achieve creative solutions,
o Ability to find connections and build strong working relationships with
communities, other agencies, nonprofit organizations, partners and stakeholders.
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Desired Qualifications (examples):
o Possesses an innovative, self-starting and entrepreneurial spirit to adapt to a constantly
changing environment,
o Extremely organized, flexible and reliable within a complex environment,
o Experience in making professional presentations, meeting facilitation and
partner/stakeholder coordination,
o Strong writing and communications skills.
o Ability to develop and write plans based on an analysis of data and ongoing stakeholder input,
o Excellent problem-solving skills,
o Committed to safety, quality and professionalism.
Application Information: \Ambassadors: Insert recommended information below.]
Required application materials.
How to/to whom to submit materials.
Contact information for further questions about the position and the application process.
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Urban Waters Partnership
Workplan Template
Summary: This document serves as a Partnership workplan template for Urban Waters Federal
Partnership) locations. It is intended to provide a model for a Partnership workplan approach to define
goals, summarize priority projects and specify milestones. You may modify the content and approach to
optimize the plan for your Partnership. Provided below are workplan options depicted by a yearly
reporting structure or a three-five-year reporting structure. Workplans can also be organized by theme
or topic that resemble the priorities of your Partnership.
In the process of developing a workplan, key partners (federal, state and local government, Tribes, NGOs,
community, academia, etc.) and the Urban Waters Ambassador should meet to outline priorities and
projects that best align with the Partnership's mission and goals. Once priorities and projects are agreed
upon by key stakeholders, actions and initiatives should be documented in this workplan template to
ensure outcomes are achieved and projects are completed.
A finalized workplan serves as a valuable resource to align and coordinate future projects, investments
and funding opportunities. It serves as a resource to communicate back to partner agencies and the
community the benefits of their participation. It also serves as a resource for Partnerships that may
experience a leadership or Ambassador transition. Be sure to send your workplan to your Partnership
lead and the EPA Headquarters Urban Waters team; the EPA will post it on urbanwaters.gov.
Urban Waters Partnerships operate in constantly changing environments; therefore, workplans should
be regularly reviewed and updated if necessary.
Partnership workplan examples:
Anacostia River (DC/MD)
Blue River (MO)
Bronx & Harlem Rivers (NY)
Cano Martin Pena (PR)
Location: [Insert Partnership/watershed name]
Points of Contact: [Insert name of Ambassador, federal lead, etc.]
I. Background
The Urban Waters Federal Partnership seeks to "revitalize urban waters and the communities that
surround them, transforming overlooked assets into treasured centerpieces and drivers of urban revival."
This collaboration will:
align federal government programs and investments in these communities;
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expand partnerships;
build local capacity; and
find innovative ways to communicate the environmental and economic potential of safe and
clean urban waters.
[Ambassadors: Insert an overview/description of the location's watershed. For example, "The 870-
square-mile Los Angeles River Watershed includes the 51-mile-long Los Angeles River, with its
headwaters in the Angeles National Forest to its discharge to the Pacific Ocean in Long Beach."]
II. Partners and Partnership Structure
This workplan has been developed by partners working for the [insert location name] as part of the
UWFP. It is intended to define goals, detail key partners, summarize priority projects and specify
milestones. List partners:
Federal Agency Partners:
State Agency Partners:
Local Government Partners:
Nongovernmental Organizations/Community Organizations:
Private Sector/Academia/Foundations:
III. Accomplishments
The Ambassador worked throughout the year to strengthen and build partnerships with federal
partners that will lay a foundation for the continuity of UWFP projects. Highlights included: see
example accomplishments on page 4 of the Blue River UWFP workplan.
IV. Overall Goals and Objectives
The [insert location] Urban Waters Partnership will work to protect, restore and revitalize urban water
sources in
[insert city/region name]. The Partnership will use the mission, vision and principles of the Urban Waters
Federal Partnership to:
Promote clean waterways
Reconnect citizens to their waterways
Conserve water
Promote access to clean and healthy water for everyone
Promote economic revitalization and prosperity through existing networks of urban water resources
Encourage community involvement and stewardship through active Partnerships
Engage and hear the needs of the communities
Measure results and evaluate factors to future success
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V. Initiatives (upcomingprojects)
Given that Urban Waters Partnerships operate in a constantly changing environment, the focus of a
workplan is subject to shift from a project-based workplan toward a theme-based workplan. Templates
are provided below for a Partnership to set and track goals on an annual basis (Template 1), or the
additional and supplemental workplan as a planning resource for a three- to five-year scope (Template
2).
Template 1: (workplan tracked annually)
[See example below]
Initiative l
[Ambassadors: Insert description/overview of project/vision]
Federal Partners:
Other Partners/Stakeholders:
Year 1 - Initiative Activities:
a.
b.
c.
Year 1 Expected Outputs and Outcomes: [Insert tangible achievements or milestones, aligned with the UWFP metrics
below. Report on the metrics that are available.]
Metrics:
Optional: Submit photos of applicable workplan activities to partnership leads and the EPA Headquarters
team along with metrics.
Year 2 - Initiative Activities:
a.
b.
c.
Year 2 - Expected Outputs and Outcomes:
Metrics:
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Optional: Submit photos of applicable workplan activities to partnership leads and the EPA Headquarters team
along with metrics.
Initiative 2
[Insert description/overview of project/vision]
Federal Partners:
Other Partners/Stakeholders:
Year 1 - Initiative Activities:
a.
b.
c.
Year 1 - Expected Outputs and Outcomes: [Insert tangible achievements or milestones, aligned with the
UWFP metrics below. Report on the metrics that are available.]
Metrics:
Year 2 - Initiative Activities:
a.
b.
c.
Year 2 - Expected Outputs and Outcomes:
Metrics:
Optional: Submit photos of applicable workplan activities to partnership leads and the EPA Headquarters team
along with metrics.
Initiative 2
[Insert description/overview of project/vision]
Federal Partners:
Other Partners/Stakeholders:
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Year 1 - Initiative Activities:
a.
b.
c.
Year 1 - Expected Outputs and Outcomes: [Insert tangible achievements or milestones, aligned with the
UWFP metrics below. Report on the metrics that are available.]
Metrics:
Optional: Submit photos of applicable workplan activities to partnership leads and the EPA Headquarters
team along with metrics.
Year 2 - Workplan Activities:
a.
b.
Year 2 - Expected Outputs and Outcomes: [Insert tangible achievements or milestones, aligned with the
UWFP metrics below. Report on the metrics that are available.]
Metrics:
Optional: Submit photos of applicable workplan activities to partnership leads and the EPA Headquarters
team along with metrics.
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Ontion 2: (3-5-year workplan)
[See example below]
Workplan Activities: (1-3-year plan):
a.
b.
c.
Expected Outputs and Outcomes (by the end of the 3-5-year plan) [Insert tangible
achievements or milestones, aligned with the UWFP metrics above. Report on the metrics that
are available]
Federal Partners:
Other Partners/Stakeholders:
Workplan Activities: (3-5 year plan):
a.
b.
c.
Expected Outputs and Outcomes (by the end of the 3-5-year plan) [Insert tangible achievements or
milestones, aligned with the UWFP metrics above. Report on the metrics that are available]
Federal Partners:
Other Partners/Stakeholders:
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VI. Other Partnership Activities
Activities listed here are not required to be directly correlated to an initiative.
Project:
[Insert description/overview of project/vision]
Federal Partners:
Partners/Stakeholders:
Milestones:
VII. Additional Initiatives/Projects Suggested by [insert location]
These are initiatives that have been identified or suggested and should further be explored to determine
viability.
The Ambassador, in working with their governance structure, should revise or update the workplan on an
annual or semi-annual basis.
***
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Option 1 Initiative Example
(from Bronx and Harlem River Watersheds UWFP Workplan):
0. [Click here to see the full workplan.]
Initiative 1: Public Access Advancements through the Harlem River Greenway and
Public Programming - Harlem River
Overview - Harlem River Greenway
The Harlem River Greenway is a 30-year-old vision to develop a complete system of bike/walking paths along
the Harlem River, connecting community residents to the Harlem River and linking to other recreational
bike/ped facilities in NYC and Westchester County. The Harlem River Greenway consists of a series of partner
projects to improve public access and recreational resources, advance green infrastructure and habitat
restoration, and community engagement.
The recently completed NYC Parks Harlem River Watershed and Natural Resources Management Plan for the
Bronx recognized that access to the nine miles of River is severely limited and that meeting long expressed
community desire by the Harlem River Working Group for a continuous greenway along the waterfront as
well as improved connections from upland neighborhoods is a priority. Working through the Bronx and
Harlem Rivers Urban Waters Federal Partnership and the New York-New Jersey Harbor & Estuary Program,
Bipartisan Infrastructure Law funds will be used to support community engagement and planning services
that will advance this work. These efforts will accelerate efforts to assess opportunities and implement
bicycle and pedestrian improvements under New York City Department of Transportation's proposed Harlem
River Greenway Implementation Plan, being done in conjunction with New York City Department of Parks &
Recreation and New York City Department of Environmental Protection.
Harlem River On-Water Access
Access for boating on the Harlem River is limited and there are no boat houses or boat clubs on the Bronx
side of the Harlem River. The State Park has created a dock during its recent renovation, and the Urban
Waters Federal Partnership and Harlem River Working Group and Bronx Council for Environmental Quality
have supported Wilderness Inquiry programs but there is potential to do more, possibly including additional
events that introduce boating to the public, planning work, capacity building for local boat clubs to helping
create infrastructure for human powered boat activities.
Partner 2023/2024 Plans
NY-NJ Harbor & Estuary Program will support Harlem River Greenway focused community engagement
and communication efforts using Bipartisan Infrastructure Law funding, in coordination with Harlem
River Working Group, New York City Department of Transportation, and New York City Department of
Parks & Recreation.
NYC Parks will support the Economic Development Corporation and private developers in the
advancement of the Mill Pond Park Expansion, Bronx Point Esplanade, Bankside Public Access
Esplanades, 144th Street Park and Lower Concourse Redevelopment projects.
NYC Parks will track projects completed to date and work with the UWFP to identify new priorities and
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partners for implementation.
The Bronx Council for Environmental Quality, Harlem River Working Group, and New York-New Jersey
Harbor & Estuary Program will engage/inform New York City Department of Transportation's Harlem
River Greenway Implementation Plan in conjunction with New York City Department of Parks &
Recreation and New York City Department of Environmental Protection.
The Bronx Council for Environmental Quality and the Harlem River Working Group will coordinate the
Wilderness Inquiry events in October and an eels project to celebrate Roberto Clemente State Park's
50th Anniversary.
Billion Oyster Project is creating an activity center at Mill Pond Park which will include a field station
with oyster reef and education/program opportunities.
Partner and Project Needs
Supporting public access on the Harlem River through programming and such resources as increasing
capacity of local boat clubs/number of boat houses.
Coordinating/communicating with Community Boards about the Harlem River Greenway visioning and
programming.
Coordinating with Westchester County contacts to advance cross-county communication and to
understand connections to Harlem River habitat impacts.
Potential Urban Waters Support
The Partnership can help create a map of access and other activities as a first step for understanding
what the limitations (programming, capacity, and physical) are for creating new on water activities and
possibly a desired network of sites.
The Partnership can support inquiries in developing a boat house on the Harlem River
Involved Partners:
Federal Participants: U.S. Environmental Protection Agency, U.S. Geological Survey; U.S. Department
of Transportation
Non-federal Partners/Stakeholders: New York-New Jersey Harbor & Estuary Program; Harlem River
Working Group; Bronx Council for Environmental Quality; NYC Parks; NYC Department of
Environmental Protection; NYC Economic Development Corporation; Randall's Island Park Alliance,
New York Restoration Project
Years 1-2 Workplan Activities:
The Ambassador will work with New York-New Jersey Harbor & Estuary Program to support
community engagement and communications services through a grant program to support
community-led programming and public engagement in assessing opportunities and
implementing bicycle and pedestrian improvements under New York City's Department of
Transportation's proposed Harlem River Greenway Implementation Plan.
The Ambassador will support partner planned on-water programming, including the Wilderness
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Inquiry, New York State Department of Conservation's Eels Project at Roberto Clemente and
Bronx-based City of Water Day events.
The Ambassador will inventory upcoming federal transportation funding opportunities and/or
other current federal agency actions that can address greenway challenges.
Years 1-2 Key Milestones
Project planning/internship recruitment - Spring 2023
Student training & site monitoring - Summer 2023
Internship reporting - Fall 2023
Sherman Creek Advisory Council meetings - March-December 2023
Expected Outputs and Outcomes Years 1-2:
Three-day training courses held during Summer 2023 to teach student interns how to implement
the NNBF monitoring methodology.
Intern presentations on NNBF project field experience.
Data to demonstrate the capacity of NNBF.
Final report of intern field experience and monitoring results.
Advancement of more effective living shoreline projects throughout the watershed.
Development of the next generation of environmental leaders.
Review and development of a conceptual design for Sherman Creek Park wetland/shoreline
restoration.
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Option 2 Initiative Example
(from Rio Reimagined Watershed UWFP Workplan):
0 I [Click here to see the full workplan.]
Initiative 14: Invasive Species Removal/Revegetation
To support removal of invasive salt cedar and restore native vegetation to areas of the Gila and Salt rivers and
to promote beneficial ecosystem management through fire management, two resolutions passed by the Gila
River Indian Community Council will allow the Department of Environmental Quality and Bureau of Indian
Affairs Pima Agency Fire Management to begin restoration work commencing in the Fall of 2017. Resolution
GR-104-17 approves the implementation of the fuel reduction and native plant communities restoration
project and resolution GR-105-17 approves the Pima Agency's programmatic burn plan for piles.
These two resolutions will be utilized to remove portions of the Gila and Salt rivers of salt cedar, re-plant
native plants in their place, and burn or distribute the left-over organic material to the Community. The areas
of the Gila and Salt rivers that will be restored are located within Districts 6 and 7 of the Gila River Indian
Community. The focus of the removal and revegetation will be areas of significant dense stands of salt cedar
along the Gila River just east of St. Johns, and westward to the confluence with the Salt River, and the lower
Salt River starting at the Pee Posh wetlands down to the confluence with the Gila River.
Involved Partners: Gila River Indian Community - Department of Environmental Quality and Bureau of
Indian Affairs - AZ Pima Agency, Fire Management
Milestones: Resolution adopted October 2017
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Outreach Messages for Locations to Leverage Awards
Objectives
The objectives of providing Ambassadors with sample outreach messages are to: 1. Leverage support from local
decisionmakers for Partnership projects; 2. Encourage UWFP locations to apply for and be selected for other
local environmental and sustainability awards; and 3. Generate interest from new local stakeholders to be
involved in the Partnership's work An overarching goal is to show how committed partners can improve
America's waterways and the surrounding communities and builds trust among all entities.
Highlighting the following UWFP honors and awards in outreach messages can help to generate further
support:
Sammies People's Choice Award
National Arbor Day Foundation Awards Finalist
U.S. Forest Service Chiefs Honor Award
Governor's Award for Environmental Excellence - Northwest Indiana
NPCA's 10 under 40 - Los Angeles River
Sample messaging
The Urban Waters Federal Partnership - including federal and local partners - have received numerous honors
and awards over the past few years. Across the nation, the Urban Waters Federal Partnership is working with
federal agencies, state and local governments, neighborhood associations and nonprofit organizations to bring
positive change to diverse urban areas, from the Bronx River to the Middle Rio Grande to the Los Angeles River.
The Partnership works in underserved communities through public-private partnerships to clean up and
revitalize urban waterways and surrounding lands.
The positive impact of the Federal Partnership is reflected in the range of awards received. Most notably, the
Urban Waters Federal Partnership won the Service to America Medal "People's Choice" Award. On September
27, 2017, the nonprofit Partnership for Public Service announced the award, sometimes referred to as the
"Oscars of Government Service." Out of 430 nominees, the Urban Waters Federal Partnership was chosen by
popular vote for making "the most admirable contribution to the American people."
Other awards recognize specific successes of the Federal Partnership. For example, the U.S. Forest Service Chiefs
Honor Award recognized the Federal Partnership's achievements to advance national priorities, address the
needs and challenges faced by our forests and grasslands, and meet the demands of citizens. In January 2018,
the Partnership was also selected as an Arbor Day Foundation Headwaters Award finalist, an award that
celebrates innovative programs supporting the improvement of water quality and quantity through forestry
activities.
On a regional level, locations have received multiple awards. For instance, the Los Angeles River Partnership has
been recognized for "exceptional service to the City of Los Angeles" and the Northwest Indiana Partnership
recently received an award for its Hansen Park restoration project.
These awards attest to the success of the Partnership to reconnect 46 million citizens to their local urban
waters and improve their waterways, resulting in educational, recreational, environmental, economic and
health benefits in communities across the U.S. Here in [location name], partners have achieved many
successes including: [provide locations specific examples].
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This award-winning program continues to gain support as more local stakeholders continue to join the Urban
Waters movement. This is a movement, not a moment! [Add location-specific accomplishments and upcoming
priorities of interest] So please join the [Add location name] Urban Waters Federal Partnership as we need
your support to continue to inspire new clean water stewards and engage citizens to improve the quality of
their urban waters and the communities surrounding them.
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The Urban Waters Ambassador:
Ambassador Sustainability Planning
Purpose: This document discusses transition and funding approaches to help ensure continuity of the
Ambassador position. This guidance seeks to help local Partnerships find staffing or funding for the
Ambassador role. The diverse approaches to sustain the Ambassador position are explained below. To
support the longevity of the Urban Waters Ambassador position over many years, local governments,
state governments, academia, foundations and nongovernmental organizations (NGOs) are encouraged
to be actively engaged and/or support a leadership role.
Background on Ambassador Funding
When the Urban Waters Federal Partnership was founded, federal partners provided seed money to
establish a network of Ambassadors at UWFP locations. The current leadership model for an Urban
Waters Partnership location can take several forms, ranging from federal support for a single
Ambassador position to several co-leads sharing the responsibilities of the Ambassador position. This
network allowed Ambassadors to build relationships and capacity to further engage state and local
agencies and other organizations in the Partnership.
Various Models of Ambassador Leadership
As UWFP locations plan for transition, they can look to other UWFP locations that have successfully
transferred Ambassador responsibilities to new partners. Several UWFP locations that have
successfully made this transition include the Los Angeles River Watershed (CA) and Bronx and Harlem
River Watersheds (NY). Details on how these locations transitioned to a new funding model are below.
Local Partners Fund and Support the Ambassador Position (Los Angeles River Watershed)The Los
Angeles River Partnership, made up of over 40 government and community partner organizations,
welcomed their first Urban Waters Ambassador in the summer of 2012. The Los Angeles River
Ambassador was an employee ofthe U.S. Department of Housing and Urban Development (HUD),
and, after four years, returned to their responsibilities at HUD. Due to the notable success of the Los
Angeles River Partnership under an Ambassador's leadership, local partners stepped into fund and
sustain the Urban Waters Ambassador position. An incoming Ambassador was identified to fulfill the
Ambassador function and responsibilities, and the position was then funded by local field offices of
the U.S. Department ofthe Interior-National Park Service and the U.S. Department of Agriculture -
Forest Service, with support from The Nature Conservancy. The incoming Ambassador worked with
the original Ambassador for several months prior to starting, ensuring a smooth transition. When the
second Los Angeles Ambassador moved on to a new position within the National Park Service years
later, a new Ambassador was welcomed into the role through the U.S. Army Corps of Engineers' LA
District. The City of Los Angeles and local partners are extremely supportive of the new and
continued leadership of the Los Angeles River Ambassador, noting how the role enhances the
region's ability to convene stakeholders and execute projects to revitalize the watershed.
Transition from Co-Leads to an Ambassador (Bronx & Harlem River Watersheds)Since the
Partnership's inception in 2011, this location was co-led by the U.S. Department ofthe Interior/U.S.
Geological Survey and the EPA. In January 2017, the first full-time Ambassador was hired to serve the
Bronx & Harlem River Watershed. The EPA provided funds to the New York-New Jersey Harbor &
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Estuary Program for the Ambassador position, and USGS also contributes funding to the Ambassador
position. The Ambassador is an employee of the New York-New Jersey Harbor & Estuary Program.
Transition Planning for Outgoing and Incoming Ambassadors to Sustain Ambassador Responsibilities and Ensure
Continuity
Currently, most Ambassador positions are funded by federal agency partners. Transitions of this
position may happen on occasion due to a change in funding sources or the departure of an
Ambassador. If this happens, a transition plan that clearly outlines the status of projects and key
partners to either maintain the Ambassador position or temporarily delegate roles to other partners
should be developed. Leadership or funding transitions should seek to maintain the Partnership's
activities, an active Ambassador and local partner involvement.
To transition leadership, partners should follow a thorough planning process. Partners in the
transition planning process can include state or local agencies, NGOs, community organizations,
academia and businesses.
Transitioning to a new leadership model may take up to one year; at a minimum the Partnership
should plan six months in advance of the transition to negotiate a transition process. This helps ensure
that in the instance an Ambassador position is not funded the key functions are picked up by other
partners until funding becomes available. Identifying clear goals for the Partnership and selecting
partners to fulfill those goals will ensure that the Ambassador's functions are sustained. Check-in
meetings on leadership transitions should occur regularly since unforeseen shifts in funding and
staffing can happen over a short timeframe. Examples are shared below.
During the transition planning process, one organization or agency may take responsibility for all the
Ambassador's functions. It is possible that multiple partners can assume the Ambassador's functions,
in a shared model where partners agree on certain functions and work together to ensure continuity of
the Partnership's initiatives.
Documentation of the transition process is recommended. Creation of a transition plan, which outlines
objectives and goals from transition meetings, responsible stakeholders and priorities, will be a useful
reference document for those involved with leadership duties and for UWFP stakeholder awareness as
well.
Transitioning to local agencies and/or other organizations being responsible for leadership and/or
Ambassador funding can increase ownership of and involvement in UWFP projects. As new members
become involved in leadership roles, engage other members and bring new parties to the table, an
increased number of individuals will have a stake in seeing Ambassador functions performed
successfully, thus facilitating a greater impact (e.g., foundations may align their missions with
Partnership Workplans).
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Accessing Non-federal Resources for the Urban
Waters Program:
Guide to Building Partnerships and Alliances
Introduction
The mission of the Urban Waters Federal Partnership is to help urban and metropolitan areas, particularly those
that are underserved or economically distressed, connect with their waterways and work to improve them. The
focus of the UWFP has been on creating bridges among entities to develop strong partnerships to serve the
mutual goals of ail participants.
UWFP partners are evaluating best approaches and practices for
funding their projects and growing partnerships. With the desire to
expand their programs and local partnership work, diverse sources
for funding are needed. Diversified funding that includes federal,
state, local, foundation, nonprofit and business sources will support
the strength and sustainability of the UWFP locations.
This how-to guide contains best practices for accessing non-federal
resources from UWFP partners, foundations, philanthropic
corporations and other non-governmental organizations that have
experience in obtaining or awarding non-federal funding or in-kind
contributions. This guide was developed based on interviews and
discussions with several such organizations. We gratefully acknowledge input from Carrie Clingan of the National
Fish and Wildlife Foundation, and former and current Urban Waters Ambassadors including Darryl Haddock of the
West Atlanta Watershed Alliance, Matt Chapman of Grand Rapids Whitewater, Jill Erickson of the Heartland
Conservation Alliance and Rob Pirani, Senior Director for Engagement and Policy of the Hudson River Foundation
and Director of the NY-NJ Harbor & Estuary Program and Clay Hiles, Special Advisor for the Hudson River
Foundation.
Purpose
This guide describes best practices for finding and applying for non-federal resources to fund the variety of urban
waterway restoration projects and the Ambassador position. It builds upon the success the UWFP locations have
already achieved in accessing non-federal resources.
Examples of Government Encouraging the Leveraging of Non-federal Funding for
Restoration
Some Urban Waters Federal Partnership agencies have been exploring ways to support efforts to seek non-federal
funding. For example, the U.S. Department of Housing and Urban Development explored how to encourage
communities to leverage non-federal resources through several of its offices. HUD's Office of Community Planning
and Development issued a report, "Scaling Solutions: A How-to Guide for Unleashing the Potential for Public-
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Figure 1: Mystic River Watershed. Photo courtesy of the
EPA.
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Philanthropic Partnerships," which summarizes multiple case studies that demonstrate strategies for success and
the role of philanthropies.
Local governments are also pursuing non-federal funding. An example is the City of Toledo and their ongoing work
on brownfield site redevelopment. They explored multiple sources of funding for brownfield site redevelopment
at the Overland Industrial Park in Toledo, Ohio. The focus of the project shifted to include revitalization of the
community surrounding the property with the assistance of the Toledo Community Foundation, the University of
Toledo and other partners.1 The city continues to draw on partnerships for growing uses of the site and
developing the surrounding communities.2,3
Types of Resources
Foundations: Foundations are entities often organized as non-profit corporations or charitable trusts that are
created with the purpose of making grants for charitable purposes. Foundations often offer grants through
requests for proposal processes. Hundreds of nonprofit foundations exist with varying missions, and many focus
on building and improving communities. Many metropolitan areas also have community foundations which can
serve as a central grant-making organization or as a conduit to smaller foundations. Examples of community and
local foundations include:
The Community Foundation for Greater Atlanta serves as the philanthropic center for the 23-county
Atlanta region. Some of their grant opportunities focus on community development and education.
Grand Rapids has tapped into local foundations and businesses to assist in a major legacy conservation
effort to restore 127 acres of its urban waters. The project is estimated to have a robust economic impact
of $15-19 million annually, bring more than 500,000 visitors to the river per year and create 80-100 new
jobs. Grand Rapids Whitewater, the lead Urban Waters Partnership organization, secured $4.4 million in
new public and foundation funding for the restoration efforts of the Grand River. The restoration project
has secured private sector resources from more than 10 organizations and foundations.
Online resources, such as the Foundation Center, can be useful tools to locate community foundations and
information about their goals and interests. Such services often charge fees for the information. Many
public libraries subscribe to the Foundation Center and provide free access.
Businesses: Business commitment to conserving, protecting, and restoring water in business operations and the
environment is growing. Identify which corporations have corporate responsibility goals that align with your
mission, and consider what their benefit will be, e.g., demonstrating leadership in the cleanup efforts. Examples of
businesses supporting urban waters work include:
1 https://www.epa.ohio.gov/portals/30/Brownfield Conference/docs/Presentations/4-Diversifving%20the%20BF%20Portfolio.pdf
2 http://www.toledocf.org/news/2018/09/12/home-news/support-of-toledo-s-solar-proiect-will-reinvigorate-the-overland-
neighborhood/#.XKy8iFVKiM8
3 A cautionary note that all federal employees are prohibited from fundraising for their specific projects (see Office of Government Ethics
summary). Fundraising costs for the purposes of meeting the Federal program objectives are allowable with prior written approval from
the Federal awarding agency; 2 CFR 200.442(a). This rule does not apply to non-federal organizations involved in the UWFP partnerships.
All parties must be cognizant of any possible conflicts of interest.
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The native trout habitat restoration project at Pine Tree Brook in Milton, Massachusetts, near Boston,
found funding through the River Network's Business for Water Stewardship Project Bank. The
Massachusetts Corporate Wetland Restoration Program and Trout Unlimited represented business
interests that supported the project.
The West Atlanta Watershed Alliance secured a large grant from the Coca-Cola Foundation after a long
period of relationship building and discussions about goals and outcomes that favor both partners.
Universities: Universities are active members of Urban Waters Partnerships and, along with non-governmental
organizations, have signed a statement of support to advance the Urban Waters mission. Universities can provide
UWFP partners with access to technical assistance, facilities and staff that can advance UWFP projects. Several
sites have university-hosted Ambassadors, including the interim Ambassador for the Rio Reimagined Partnership
through Arizona State University. In the Patapsco River Partnership, the University of Maryland is a very active
partner via its Sea Grant Extension Watershed Protection and Restoration Program; and most recently the
University of the District of Columbia began hosting the Anacostia Ambassador under its C2 Equity Academy.
State and local entities: There are a variety of funds that Urban Waters partners have accessed at the state and
local level. Examples include the Supplemental Environmental Project and the EPA's State Revolving Fund
program. In 2016, the Cano Martin Pena Urban Waters location secured SRF funding for the development of
infrastructure projects that include green infrastructure interventions and comprehensive stormwater planning
Spotlight: The EPA State Revolving Funds
The EPA's Clean Water State Revolving Fund program is a federal-state partnership that provides low-cost
financing to communities for a wide range of water quality infrastructure projects, including municipal
wastewater facilities, nonpoint source pollution control, decentralized wastewater treatment systems,
stormwater runoff mitigation, green infrastructure, estuary protection and water reuse.
CWSRF eligible entities include:
Municipalities, intermunicipal, interstate, or State agencies
Nonprofit entities
Private, for-profit entities
Watershed groups
Community groups
Homeowners Associations
Individuals
This list of State CWSRF Program Contacts webpage provides links to each state's SRF program; each state's
SRF webpage walks you through the specific state's guidance and provides steps to apply.
Contact information for the EPA Regional Office CWSRF Contacts can be found here.
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for Cano Martin Pena. Such plans include the development of a baseball field that will serve as water detention
during community flooding events. The funding also helped in the development of a Comprehensive Infrastructure
Master Plan.
Innovative funding mechanisms: Urban Waters Ambassadors and stakeholders can utilize alternative sources of
financing to generate more revenue for necessary water quality improvement projects. This section highlights a
selection of examples and case studies of several types of programs that are used across the country to generate
revenue specifically for water and aquatic habitat restoration efforts.
Tax Options:
Property Tax/General Fund
Communities can fund stormwater management through residential property taxes paid into the general funds.
Though appropriated for specific purposes through the budget process, general funds are relatively consistent
from year to year and may be used by local governments for any legal purpose. Tax revenue is generally very
consistent from year to year and usually contributes the greatest amount to municipal general funds.
Conservation Sales Tax
A conservation sales tax on all taxable goods is one mechanism that can be used for funding water quality
improvement projects. Through this mechanism, the monies collected are deposited into an account to be used
expressly for restoration purposes.
Example: State of Maryland
Maryland implements a pooled, flat fee to fund wastewater treatment plant and septic tank upgrades. The Bay
Restoration Fund is a Maryland state fund dedicated to upgrading wastewater treatment plants with enhanced
nutrient removal technology. This fund is divided into two subsets, the Wastewater Treatment Plant Fund and the
Onsite Disposal Fund, and each subset has its own revenue source. The Wastewater Treatment Plant Fund is
supported by monthly fees charged to residential dwellings with sewer bills and onsite sewage disposal,
residential dwellings with sewage holding tanks that pay water bills, and commercial and industrial users. The Bay
Restoration Fee generates about $100 million annually from wastewater treatment plant users.
Special Parcel Tax
Property owners are taxed per square foot of impervious surface on parcels. The tax revenue is collected along
with property taxes. The dollars can be held by a newly created program governed by the municipality or county.
Example: Los Angeles County
In November 2018, Los Angeles County voters passed a referendum allowing for the creation of the Safe Clean
Water Program funded by a parcel tax of 2.5 cents per square foot of impervious surface. The objective of this
program is to increase water supply, improve water quality, and invest in the local community. The money is held
by the Safe Clean Water Program which is governed by Los Angeles County. The funds are then divided between
the Los Angeles County Flood Control District, municipalities within the District, and nine regional programs that
are run by watershed area steering committees. The funds can be used for eligible projects, including
infrastructure development, stormwater monitoring and approaching, and investments in new technology that
increase water capture and decrease runoff pollution.
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Stormwater fees
A stormwater utility fee is paid by a customer to convey stormwater from their properties, similar to a fee
employed by a water or sewer utility. If a city has the legal authority to establish a stormwater utility fee, the
revenue generated can be used to fund programs and activities that improve surface water quality, help meet
regulatory requirements and address a variety of critical stormwater and drainage management needs.
Stormwater utility fees are based on the area of impervious surface, or land that does not absorb water
(pavements, roofs, sidewalks, etc.) on a customer's parcel. The revenue is held by the local government
stormwater utility and may be collected on a utility bill, a standalone bill, or a property tax bill. The local
government stormwater utility may be part of a municipality, county or regional authority. Spending of
stormwater revenue must be done within jurisdictional boundaries for the entity that generates the revenue.
Example: Newton, Massachusetts
The City of Newton established a stormwater utility fee in 2006. The fee generates revenue for the city to manage
and upgrade stormwater infrastructure protect nearby natural waterbodies (e.g., Charles River and Crystal Lake),
provide technical assistance with stormwater management issues and provide educational programs for residents
and schools.
License Plates
Many states offer specialty license plates that help fund environmental programs. In Maryland, drivers have the
option of purchasing Chesapeake Bay-themed license plates for their vehicles. License plate sales at the
dealerships, tag and title agencies, and state Motor Vehicle Administration branches, are directed toward the
Chesapeake Bay Trust Fund. Of the $20 that a customer spends on the license plates, $10 is kept by the MVA, and
the other $10 is directed to the Trust Fund. Dollars collected by the Chesapeake Bay Trust Fund are distributed in
the form of grants for projects that improve the water quality of the Bay.
Income Tax Check-Off
Income tax check-off programs allow an eligible organization to appear on an individual tax form and for the
taxpayer to donate a portion of their income tax refund to a cause of their choice. In Maryland, the organization
that contributes to water quality improvement is listed as the Chesapeake Bay and Endangered Species Fund. The
funds raised from the tax check-off program are split evenly between the Chesapeake Bay Trust and the Maryland
Department of Natural Resources.
Watershed Improvement Districts
Another source of revenue for funding investments in green infrastructure and other water remediation
technologies is the creation of a watershed improvement district. In this case, funding is sourced from a special
property tax on all properties within the watershed. A WID allows for several options for a governance structure.
The board of county commissioners can exercise their powers in the district, create watershed improvement
commissions or delegate their powers to the watershed improvement district. The proceeds of a WID can be used
for a broad range of public purposes, including constructing stormwater infrastructure. In addition, the
mechanism allows local residents to obtain expanded services that they want at a price they are willing to pay.
Bond Mechanisms
General Obligation bonds
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General obligation bonds are backed by the general revenue of the issuing municipality. GO bonds rely on taxation
and involve the municipality pledging its tax revenues to pay the interest and principal on the debt as it matures.
The issuer of general obligation bonds guarantees the repayment of debt via any means necessary. It can raise
taxes, issue another round of bonds, or even sell physical assets, called collateral, to collect funds. GO bonds can
be secured through ad valorem property taxes, which are proportionate to the estimated value of the goods or
transaction concerned. Rules on how ad valorem taxes may be levied on property vary by state.
Due to the nature of the repayment, GO bonds typically require voter approval for issuance and are the most
secure form of municipal debt from the perspective of a bondholder. Voter approval is achieved through a
majority vote in a bond referendum. In addition to voter approval, general obligation bonds must satisfy any
substantive or procedural requirements contained in the agency's governing statute. All communities can issue
GO bonds for any public purpose pertaining to their local government and affairs.
Revenue bonds
Another type of municipal bond, revenue bonds can be issued by state or local governments for the purpose of
issuing bonds for facility construction. In the water sector, these bonds often rely on the revenue stream from a
water utility for repayment. Generally, state constitutions or statutes will give utilities the authority to issue
revenue bonds, but only for certain purposes. Due to the necessity of the services that water utilities provide, it is
common for utility revenue bonds to pledge their rate setting authority as the security behind this type of debt.
There is no physical collateral pledged to the lender as there is with GO bonds, and no promise to use tax money.
Water and sewer revenue bonds are issued with the purpose of financing upgrades to water utility and sanitation
facilities. Debt service is provided from revenue collected from usage rates and connection fees.
Environmental impact Bonds
An Environmental Impact Bond is a relatively new type of financing tool that provides up-front capital from private
investors for environmental project. Unlike municipal bonds, it employs a Pay-for-Success model that conditions
payback to issuers on project performance. Following construction and evaluation, the issuer - the public agency
or private institution leading the project - repays the investor an agreed upon amount depending on the outcome
of the program. In this way an EIB allows for risk-sharing: if a project underperforms, the issuer receives a
performance payment from investors. If the project overperforms, the issuer pays the investors an agreed-upon
total that matches cost savings from the project impact on water quality. This approach matches impact investors
with municipalities planning environmental resilience projects, such as the construction of green infrastructure.
ElBs are tied to a firm, Quantified Ventures, that structures the bond and has been leading ElBs in states and
municipalities throughout the country. Washington D.C.'s not-for-profit
water utility, DC Water, was the first entity to use an EIB to fund green
infrastructure to manage stormwater runoff. Structured like a
traditional tax-free bond, the EIB allows for risk associated with a given
infrastructure project to be transferred from the bond issuer, DC Water,
to the investors, in this case, Goldman Sachs and the Calvert
Foundation. The EIB funded 25 acres of green infrastructure as part of
DC Water's Clean Rivers Project, which aims to reduce runoff into
combined sewer systems and combined sewer overflows. The project
reduced stormwater runoff by almost 20%, evaluated at to be within
the anticipated performance range set at the onset of the project.
Figure 2: WAWA held an MLK Service Day that
engaged community in rejuvenation efforts. Photo
courtesy of WA WA.
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Quantified Ventures also worked with Atlanta's Department of Watershed Management to to help structure an
EIB to fund green infrastructure and much of the funds will be applied to the current Proctor Creek UW
Partnership. The EIB will help finance six green infrastructure projects in the Proctor Creek Watershed to manage
stormwater, reduce local flooding, alleviate water quality impacts, increase access to green space and create local
green jobs. ElBs are an innovative, outcomes-based financing as a tool for the public municipal bond markets.
Quantified
Ventures
Investors
Provide up-front capital
investment
Quantified Ventures
Develops outcomes-based
solutions and performance
metrics; aligns and
coordinates partners,
delivers new sources of
capital
Evaluator
Ventres that project
outcomes are achieved
Public Entity or
Service Provider
Launches projects and
programs that ftelp
achieve desired
outcomes
Human Impact
Resutts in direct or
indirect benefits due
to the project's
primary or secondary
objectives
/
Payor
\ Repays investors bas&J on /
\ achievement of outcomes /
Figure 3: The Environmental Impact Bond (EIB) Financing Mechanism. Photo courtesy of Quantified Ventures.
How to Approach Funding Sources
Once possible funding sources are identified, take these steps to be prepared to approach them for funding.
Accessing funds, technical assistance or staff resources provided by foundations, businesses or universities
requires a variety of sustained efforts.
1) Understand the Value of the Urban Waters Program
A key step in approaching organizations about grants or other types of support is knowing and being able to
persuasively communicate the value of your Urban Waters Partnership and the Ambassador position to local,
state and regional organizations. Locations are unique and vary by watershed needs, communities and partner
organizations. Knowing what the Ambassador contributes and the types of projects and contributions that are
valued by partner organizations helps identify which funds to pursue and shapes communications to funders.
2) Gather Information About the Funding Source
Next, research the foundation, business or academic unit that has potential to be a good fit with your project.
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Understand the mission and objectives of the funding
source and check that your goals align with their goals, e.g.,
the Hudson River Foundation prefers to support
environmental justice communities.
Realize that foundations can be constrained in what they
can offer because of constraints placed on them by their
donors or board of directors.
During this process, determine whether any possible
conflicts of interest might exist between any of the parties.
Consider if engaging with other organizations to partner on
the approach could make the pitch stronger.
Jill Erikson, formerly of the Heartland
Conservation Alliance, recently reached
out to a large local foundation for the
first time. She researched the foundation
to learn their goals and what they fund.
"It's like dating," Jill said, "and I was
looking for a long-term relationship." She
learned that they like to fund grants that
were $100K+, and that was consistent
with Alliance goals. She also explored
what geographic areas and demographic
preferences they funded in previous grants
awarded.
3) Develop a Funding Plan and Build Relationships
In collaboration with committed partners, develop a plan to pursue funding opportunities. The plan should include
strategies, key contacts and timelines for building a relationship and securing funding or other resources. The
organizations included in this plan should be selected intentionally and have alignment with the UWFP.
Relationship building with potential funding sources should happen before there is any money or other support on
the table. For multi-partner collaborative projects, relationships need to be fostered among all the partners. This
process requires an investment of time, but the payoff can be substantial.
When evaluating the opportunities, consider convening a community meeting and discussing current goals and
needs of the community. After refining plans, determine if current planning efforts can gather data on the
availability of funds from both community and national foundations. A point person can be assigned to evaluate
the areas of overlap between the UW workplan and the goals of the foundations, businesses and academia.
Concrete steps to building a relationship
include: go to potential funders'
meetings and events; support their
initiatives; add items to their agendas
(great opportunity to present
information to them); and offer to serve
as a delegate at conferences.
Leverage existing connections or local
partnerships, e.g., local water
department officials, to garner support of
the UWFP. These relationships could lead
to letters of support that are helpful for
grant applications.
Get to know the foundation program
officer and staff by contacting them
Darryl Haddock of the West Atlanta Watershed Alliance
recently courted a large, nationwide corporation based in
Atlanta for funding local projects. Darryl engaged with them
for a long time and learned about their dynamic philanthropy
that emphasizes water issues. He attended community events
they sponsored where he sought out company executives and
board members to introduce himself, even though there was no
money on the table at the time. Darryl also volunteered at the
events. He brought them many projects, trying to find a good fit
for their high-profile philanthropy image. For example, cleaning
up trash from rivers where most of the trash is their product is a
negative image. Eventually, Darryl obtained a $400,000 grant
that included activities to divert plastics out of the water
stream.
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directly. Be judicious and authentic in contacting them with questions; unimportant calls can be off-putting
to busy people.
Structure your funding activities with a long-term approach of finding funds.
4) Prepare to Approach Potential Funders
Build case statements. The case statement describes applicant's needshow you'll solve it; why you are the best
to do that; how is your organization and your project different from others who are applying for fundingand
your timeline, costs, activities and outcomes. Back everything up with credible citations and sources (e.g., CDC
health statistics). The case statement should reflect the partnership and intention and ability to coordinate
activities. The statement should tell a compelling story that captures the reviewers' interest.
Always know your own needs and have case statements ready so when someone makes an offer on short
notice, you'll know which needs they might be able to fill. For example, a funder might give you a few days'
notice to let them know what you might do with a $5,000 donation.
Document your operating expenses and note that administrative expenses need to be less than 20 percent of
your total budget to be considered acceptable as a nonprofit. Staff time can be split between time spent on
projects and time spent doing administrative work to keep administrative costs down.
o It is very common for foundations to fund specific projects. Once projects are funded, typically over
half of that funding is for staff hours. In the case of the UWFP, staff hours could be allocated to the
Ambassador position.
5) Dive in and Approach Them
Plan well for the first meeting with a potential funder and treat it
like a job interview. Determine if an in-person or virtual first
encounter is best. You need to research the company or
foundation and be prepared with specific questions to ask them.
The delivery of your message is important. Consider getting
training in public speaking. Use the Urban Waters network for
support in developing presentations if needed.
Explicitly state your mission and goals. Speak clearly about their
needs and the fit between you in that context. Don't write a grant
for a project you can't deliver.
Deliver your prepared case statement that speaks to the
interests of the funding source. Be honest about what your
Partnership is, what you can do and what you will be using the
funds for.
Stay on top of deadlines with grant administrators, stay in touch with them, and do exactly what they ask you to
do including following their reporting requirements, such as adhering to page limits.
Tips for grant applications:
Review all materials provided by the
funding source and follow instructions
exactly.
Check that your project and application
meet all criteria required by the funding.
Be thoughtful in contacting the funding
source directly, calling with questions and
not calling just for the sake of calling.
Plan to have all requirements for
submission, such as registration numbers,
in advance so you can meet deadlines.
Check your math on project costs before
submitting.
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Best Practices for Success
To leverage funding from non-federal sources for project success, consider these key elements.
Take time to build trust in the community.
Start small with your initial project activities and short-term goals; the major project activities and
accomplishments will come later in the project period. Initially, focus on continuing to build relationships with the
community and your partners on a personal level. For example, schedule and successfully hold small community
meetings and/or outreach events during the early part of the project. These smaller successes will be tangible
evidence of the work you are doing and will increase trust that you are working with the community and working
for the community.
Engage all partners, including local philanthropies, early.
Make projects relevant to business, philanthropic and academic partners and involve them throughout the
process. If your group is not a nonprofit organization, consider forming one or partnering with an existing one.
Nonprofit status offers benefits and opportunities. Nonprofit organizations can also get funds outside of formal
grant-writing processes such as direct donations.
It is important to include all parties in visioning and allow them a voice in determining the direction of the project.
This process encourages investments either through direct funding, in-kind contributions or grant opportunities.
This process might also reveal new opportunities for some parties to provide valuable expertise to enhance
funding applications and project activities.
Be flexible and open-minded while developing projects and seeking partners.
Be prepared to adapt your project plans based on the needs and interests of the community and funders. For
example, the Hudson River Foundation (HRF) was interested in increasing use of the Hudson River by developing a
rowing center along the river. They approached the community with the idea and learned that the center would
not be used by community members because they were afraid of being in the water because many did not know
how to swim. HRF then revised their project to include swimming lessons.
Develop and document measures of progress
and success.
Develop and use measures of progress and
success early, such as number of acres
restored, during planning and throughout the
project. Documenting efforts and progress is
important to instill confidence in the value of
the monetary investments and future
additional funding opportunities.
Identify people in your partnership who can procure non-federal funding.
Consider identifying individuals who can focus efforts on procuring funding and serve as a central resource for the
partnership and a central point of contact for the funding sources. These individuals can also take trainings in
Carrie Clingan of the National Fish and Wildlife Foundation
works on both sides of the fence. She reviews applications for
NFWF grants, and she applies for grants from corporations to
fund NFWF. She says that, to solicit funds from corporations,
you'll need to build a business case statement to show how your
project aligns with their bottom line. Many companies look for
outcomes that use metrics like number of trees planted.
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grant writing and develop expertise. They might also tap other resources such as local government offices who
can provide the grant writing expertise.
Look for collaborative solutions and develop solutions that are attractive to all partners.
Know what you offer and seek collaborators to fill other needs for the project. You can attract collaborators by
finding ways to suit their goals and needs as well as your own. In Big Marsh, Illinois, a heavily contaminated
brownfields site, the state and federal agencies worked with the city of Chicago, the Audubon Green Corps and
the Student Conservation Association for landscape management. The site has become an ecological destination
with summer camps and an all-terrain bike park. The National Fish and Wildlife Foundation made contributions, as
well as several private parties.
Communicate progress and success through events and social media.
Celebrating progress through events that can be documented in a variety of media encourages additional
participation. This approach can include events such as bridge walks, festivals or galas. Partners then receive
public credit for their efforts. WAWA. for example, engages the community through events like the Urban Forest
Festival that is a celebration of urban forests, and an educational event that provides media coverage
opportunities.
Develop new partnerships and maintain current relationships during the project period.
It is critical to continue your relationship-building efforts even during your project. While you should work to
continue strengthening your relationships with the partners listed in your grant application, it is also important to
build new partnerships with new organizations and stakeholders.
Be realistic (do not over-promise).
Many community members will be excited about your project. Therefore, it is very important that the goals and
timeline of the project are made clear for as many people as possible.
Conclusion
A concerted effort for UWFP partners, under Ambassador leadership and other interested communities, to
explore opportunities provided by foundations, philanthropies, businesses and academia might significantly
increase investments in the watershed. Each UWFP Ambassador has potential to be the linchpin in exploring
where opportunities exist and what the benefits may be. Local groups can then implement and expand their
current efforts with the infusion of additional resources.
Appendix - List of Resources
Foundations that support Urban Waters projects:
Urban Waters Funders Network is designed to create a forum to build relationships and catalyze action
around water projects in urban settings that benefit the environment, and support equity and local
economies.
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The Kresge Foundation-The Kresge Foundation funds outcome-based work and innovation developed at
the local, state or national levels to strive for an equity-focused system of health and climate-ready
communities.
National Fish and Wildlife Foundation - NFWF provides funding on a competitive basis to projects that
sustain, restore and enhance the nation's fish, wildlife and plants, and their habitats.
Pisces Foundation - The Pisces Foundation strives to advance strategic solutions to natural resource
challenges and prepare the next generation by supporting environmental learning.
The Robert Wood Johnson Foundation - The Robert Wood Johnson Foundation works to help achieve
health equity and expand opportunity to pursue the best health possible, through investments in four
broad areas: healthy communities, healthy children and weight, health leadership and health systems.
Rockefeller Foundation - The Rockefeller Foundation works to advance new frontiers of science, data,
policy and innovation to solve global challenges related to health, food, power and economic mobility.
Ford Foundation: Challenging Inequality Grants -The Ford Foundation works and make grants in seven
interconnected areas: civic engagement and government; free expression and creativity; equitable
development; gender, racial and ethnic justice; inclusive economies; internet freedom; and youth
opportunity and learning.
The Health and Environmental Funders Network - HEFN is committed to activities at the nexus of
environment and health. It produces information resources and organizes funder events to allow funders
to collaborate around shared goals and projects. HEFN is currently working with the EPA and the National
Institute of Environmental Health Sciences to establish better lines of information sharing and
collaboration. HEFN does not itself make grants.
Health Impact Project- Launched by the Pew Charitable Trusts and the Robert Wood Johnson Foundation,
the Health Impact Project offers funding to communities and organizations seeking to promote the
consideration of health in policy and decision-making. It funded 13 Health Impact Assessments in 2009 in
10 states. Eligibility varies based on the specific call for proposals.
The National Resource Network - Operated by the Enterprise Communities Partners (a non-profit), the
National Resource Network empowers local government leaders from economically challenged
communities to take on their toughest problems. The Network partners with them by providing cross
cutting technical assistance support to develop and execute strategies for economic turnaround.
Additional information on these foundations can be viewed on page 6 of the Urban Waters Ambassador's Toolkit
here.
Online resources:
Foundation Center is a paid subscription service. Many public libraries are members, and you can access
their resources at your local library. Several interviewees for this paper recommended this resource.
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GrantStation is a paid subscription service for weekly emails of grant opportunities, and they offer grant
writing trainings.
Funding Integration Tool for Source Water is a one-stop-shop tool that explains how users can integrate
various federal funding sources to support activities that protect sources of drinking water.
Training resources:
Many universities often offer nonprofit management and fundraising courses and programs. For example,
the Midwest Center for Nonprofit Leadership at the University of Missouri-Kansas City offers workshops
and classes. The University of Cincinnati has outstanding resources for nonprofit management and grant
procurement strategies and is highly regarded in the profession.
Some communities have coalitions of local nonprofits that can offer help to each other with grant writing
and contacts. Sometimes local coalitions can be competitive amongst each other, but it's better to be
cooperative, celebrate each other's successes and write letters of support for each other. Kansas City has
Nonprofit Connect, a local organization that helps local nonprofits connect with each other and with
donors. Check with your city, county, or state for similar organizations.
Technical Assistance to Brownfields provides free technical assistance to communities and other
stakeholders with brownfields redevelopment efforts including free workshops, webinars, online training
tools and e-tools.
The Funders Network is committed to helping funders understand and address racism, economic
inequality, and the imbalance of power while engendering community-driven solutions and amplifying
the expertise and experiences of those communities who are least heard.
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Grant Writing Support Tips for Ambassadors and
Urban Waters Partners
Purpose: This document provides guidance to Ambassadors and federal employees representing their
agency in a local Urban Waters Partnership on how to identify funding opportunities and assist in
preparing grant applications. It seeks to provide answers to the following questions:
What can Ambassadors and federal agency partners do to help state and local partners seek
grant funds? What are the limitations on grant seeking help that Ambassadors and federal
partners can provide?
What should Ambassadors do/not do to help provide training?
What language should Ambassadors use to contact their funding agency for clarification?
Improving Grant Writing Capacity through the Urban Waters Partnership
One of the Urban Waters Federal Partnership's key roles has been to foster partners' ability to
achieve their Urban Waters-related goals. To help do this, the Ambassador and the core federal team
may work to compile and share funding opportunities, provide grant guidance and assistance as
appropriate, and promote collaboration.
How can Ambassadors work with local partners to prepare grant applications?
UWFP Ambassadors can take the following approaches to provide grant writing assistance:
Coordinate a grant writing workshopAmbassadors are encouraged to assist in coordinating
a grant writing workshop and to invite speakers to share information regarding Grants.gov.
Many Urban Waters locations have developed grant workshop presentations and, depending
on audience experience, presentations can be specific to target audience needs. The
Ambassador can reach out to federal leads regarding resources available to the UWFP
Partnership. If an Ambassador is unable to coordinate a grant writing workshop, the
Ambassador can seek contractor support for assistance. The Ambassador can also research and
identify potential funding opportunities to gain contractor support.
Compile and share funding opportunities with partnersThe Ambassador and core federal
partners identify, compile and share funding opportunities that may further partners' Urban
Waters-related goals and projects. The national bi-weekly newsletter and many local Urban
Waters Partnership e-newsletters feature a regular "Funding Opportunities" section. Further,
special email alerts can be scheduled for especially relevant or time-sensitive opportunities.
Funding opportunities are also announced and/or discussed at Partnership meetings.
Provide grant guidance and assistancePartners sometimes need help preparing quality
proposals, connecting with partners, or managing and reporting on grants. While the
Ambassador and federal leads cannot complete this work for the partner, they can provide
guidance, such as reviewing grant applications and contacting partners about grant
opportunities. As an example, the Northwest Indiana team often helps partners identify ways
to meet match requirements to obtain grants, particularly when in-kind match is allowable.
Ambassadors may also help develop a proposal narrative if this type of assistance is offered to
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all partners equally and conflicts of interest are carefully avoided. Under the Justice40 Initiative,
the EPA's Environmental Justice Thriving Communities Technical Assistance Centers (TCTACs)
also provide training and other technical assistance to build capacity for navigating federal
grant application systems, writing strong grant proposals and effectively managing grant
funding. Ambassadors can connect with their EPA Regional Coordinators to seek out TCTAC
support.
It is important to note that federal employees never assist in developing or reviewing grant
proposals for funding from their home agency and/or department. Federal partners are
cognizant of their agency conflict of interest rules and always follow those carefully. Because the
UWFP includes multiple agencies, at least one partner is typically unconnected to the funding
agency and able to provide assistance. (Please see section below: In what cases should an
Ambassador avoid providing grant application assistance?).
Promote collaborationLocal capacity to obtain grants can be limited by the ability of small
organizations to administer large grants. Similarly, the funding range for certain grants often exceeds
the amount required for individual projects. For this reason, local Partnerships can work to increase
regional capacity by promoting collaboration among organizations to share resources and expertise,
combine similar projects, and work together to prepare and administer grants.
In what cases should an Ambassador avoid providing grant application assistance?
Based on how the Ambassador position is funded, there are limits on the extent to which Ambassadors
can provide direct grant writing assistance to local partners. If the Ambassador works for a nonprofit
that is funded through a federal grant, the individual may not write or prepare a grant application
(federal, state or private), unless approved by the agency funding their position. In some cases, it may
make sense for Ambassadors to raise this issue at a Partnership meeting to find out what grant seeking
support would be helpful and what conflicts of interest the partners are most concerned about.
While the Partnership often participates in grant-funded projects, letters of support are rarely issued,
and Urban Waters is rarely listed as a formal partner. Given the range of federal agencies engaged in
the UWFP, it is often inappropriate to issue letters of support for federal funding. For example, more
than 60 organizations are part of the Northwest Indiana Partnership, and the team is careful to not
advocate for one project or partner over another.
How should Ambassadors contact their funding agency for clarification?
If any questions arise, contact your funding agency for clarification on the extent to which you can
provide guidance. If your Ambassador position is funded through the EPA, check with the EPA
Headquarters' Urban Waters team and/or the EPA's grant office for further information or clarification.
When contacting the grant office, here is some example language you can use:
Can an employee/grant-funded person/contract-funded person (etc.) assist partners with
applications for grant funding from our agency?
Can an [employee] assist partners with applications for grant funding from other federal agencies
or other nongovernmental organizations?
The goal is to determine: Is there a concern of a conflict of interest or favoritism legally or even in
appearance?
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Summary: How Ambassadors Can Provide Grant Writing Support
Ambassadors and Urban Waters Leads can assist with grant applications through (1) coordinating grant
writing workshops, (2) compiling and sharing funding opportunities, (3) promoting partner
collaboration, and (4) providing grant writing guidance. However, Ambassadors cannot directly write or
prepare a grant application and typically cannot issue letters of support for funding. When providing
grant writing assistance, Ambassadors and leads must be cognizant of, and avoid, potential conflicts of
interest.
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