Work Session Agenda Washington State Parks and Recreation Commission
January 24, 2018 Montesano City Hall, 112 N Main Street, Montesano, WA 98563
Commissioners: Chair Mark O. Brown, Vice Chair Ken Bounds, Michael Latimer, Cindy Whaley, Patricia Lantz and Steve Milner. Director: Donald Hoch
Time: Opening session will begin as shown; all other times are approximate.
Public Comment: This is a work session between staff and the Commission. The public is invited but no public comment will be taken. No decisions will be made by the Commission at the work session.
9:00 a.m. CALL TO ORDER – Ken Bounds, Commission Vice Chair • Call of the roll • Introduction of Staff • Changes to agenda • Logistics
9:10 a.m. LEGISLATIVE PROVISO ON RECREATIONAL FEE SYSTEM AND 2018 LEGISLATIVE REPORT– Daniel Farber, Policy & Governmental Affairs Director • This item provides the Commission an update on progress in the Ruckelshaus Center-facilitated project to prepare options and recommendations to the Legislature on how to make the recreational access fee system in Washington State simpler, more consistent and more equitable. A brief report on the 2018 legislative session will also be provided.
10:10 a.m. SHELLFISH – Lisa Lantz, Stewardship Program Manager • This item provides the Commission an overview of shellfish season setting and harvest on state park beaches.
11:10 a.m. BREAK
11:25 a.m. DEPARTMENT OF NATURAL RESOURCES – Hilary Franz, Commissioner of Public Lands • This item provides the Commission the opportunity to meet the new commissioner and learn about the direction of the Washington State Department of Natural Resources for the upcoming biennium.
12:10 p.m. LUNCH
12:50 p.m. CAMPING FEES – Todd Tatum, Business Development Manager • This item provides the Commission with an overview of potential camping fee changes beginning in CY2019, and with proposed changes to Commission
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Policy 37-13-1 (Fees & Rates for Programs and Services) in preparation for an agenda item for approvals on those topics in March
1:50 p.m. BOARD TRAINING – Michael Young, Assistant Attorney General • This is a mandatory training for Commissioners on Public Records Act and Open Public Meeting Act compliance.
2:45 p.m. STAFF REPORTS
3:45 p.m. FOLLOW UP FROM 2018 PLANNING MEETING
4:00 p.m. ADJOURN
Commission Meeting Agenda Washington State Parks and Recreation Commission
January 25, 2018 2
Montesano City Hall, 112 N Main Street, Montesano, WA 98563
Commissioners: Chair Mark O. Brown, Vice Chair Ken Bounds, Michael Latimer, Cindy Whaley, Patricia Lantz and Steve Milner. Director: Donald Hoch
Time: Opening session will begin as shown; all other times are approximate.
Order of Presentation: In general, each agenda item will include a presentation, followed by Commission discussion and then public comment. The Commission makes decisions following the public comment portion of the agenda.
Public Comment: Comments about topics not on the agenda are taken during General Public Comments.
Comments about agenda topics will be taken with each topic.
If you wish to comment at a meeting, please fill out a comment card and provide it to staff at the sign in table. The Chair will call you up to the front at the appropriate time. You may also submit written comments to the Commission by emailing them to [email protected] by 5 p.m. on January 19, 2018.
9:00 a.m. CALL TO ORDER – Mark O. Brown, Commission Chair • Flag Salute • Call of the roll • Introduction of Staff • Recognition of State and Local Officials • Approval of the Agenda • Approval of minutes of previous meetings: November 16, 2018 – Westport
9:10 a.m. COMMISSIONER REPORTS
10:00 a.m. DIRECTOR REPORT
10:15 a.m. RECOGNITION • Service Pins o Billie Gwen Russell - 30 year State o James Schmidt - 40 year State 10:30 a.m. PUBLIC COMMENTS: Pre-Arranged Speakers • Friends of Schafer and Lake Sylvia
10:45 a.m. GENERAL PUBLIC COMMENTS: Topics not on the agenda
10:55 a.m. BREAK
11:05 a.m. EXCUTIVE SESSION
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11:30 a.m. REQUESTED ACTION • Item E-1: Director’s Performance Agreement This item asks the Washington State Parks and Recreation Commission to adopt the 2018 Director’s Performance Agreement. It also asks the Commission to document their conclusion that the Director performed satisfactorily in 2017, and that a meaningful evaluation process was used to reach this conclusion.
11:50 a.m. OTHER BUSINESS • Election of Officers for 2018 o Recognition of 2017 Chair Mark Brown o Committee Assignments
12:05 p.m. LUNCH
12:35 p.m. REQUESTED ACTION • Item E-2: 2019-2021 Washington Wildlife and Recreation Program State Parks Category This item asks the Washington State Parks and Recreation Commission to approve a list of projects for which staff will seek grant funding from the Washington Wildlife and Recreation Program’s State Parks category.
2:00 p.m. REPORT • Item E-3: Boating Program Update This report provides to the Washington State Parks and Recreation Commission an overview of Boating Programs and an update of accomplishments for 2017. Boating Programs is comprised of two federally funded programs that serve all Washington boaters both within and without State Parks. The two programs are the Recreational Boating Safety Program (RBS) and the Clean Vessel Act Program (CVA). 2:30 p.m. REPORT • Item E-4: Financial Update This item reports to the Washington State Parks and Recreation Commission on the status of: 1) State Parks’ 2017-19 biennium operating and capital budget expenditures, 2) Parks Renewal and Stewardship Account (PRSA) revenue, 3) State Parks’ 2018 supplemental budget requests and 4) a Strategic Plan update.
3:00 p.m. BREAK
3:15 p.m. REPORT • Item E-5: Recreational Conveyance Inspection Program This item reports to the Washington State Parks and Recreation Commission on the Recreational Conveyance Inspection Program (commonly called Ski Lift Program), proposed revisions of the Washington Administrative Code and updated status.
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3:45 p.m. ADJOURN
The services, programs and activities of the Washington State Parks and Recreation Commission are covered by the Americans with Disabilities Act (ADA). If you need special accommodations to participate in this meeting, please contact the commission assistant Becki Ellison at (360) 902-8502 or [email protected]. Accommodation requests should be received at least five business days prior to the meeting to ensure availability. Please provide14-day notice for requests to receive information in an alternative format and for ASL/ESL interpretation requests
Item E-1: 2018 Director’s Performance Agreement and 2017 Performance Evaluation- Requested Action
EXECUTIVE SUMMARY: This item asks the Washington State Parks and Recreation Commission to adopt the 2018 Director’s Performance Agreement. It also asks the Commission to document their conclusion that the Director performed satisfactorily in 2017, and that a meaningful evaluation process was used to reach this conclusion. This item advances the Commission’s strategic direction: “Adopt a business approach to park system administration.” 5
SIGNIFICANT BACKGROUND INFORMATION: The Commission has historically created Director’s Performance Agreements on an annual basis. These agreements have contained a combination of goals and tasks that relate specifically to actions the Director performed as well as agency actions that the Director was to accomplish through staff and other agency resources.
The proposed 2018 Performance Agreement (Appendix 1) includes, as it did in 2017, expectations regarding Executive Performance for the Director. It also includes the Commission and Director identified priorities for 2018 (Appendix 2). Lastly, the proposed Agreement outlines the process to be used by the Commission to evaluate the Director’s performance at the end of 2018.
The effective dates for the 2018 agreement are from February 1, 2018 to December 31, 2018.
2017 COMMISSION CHAIR RECOMMENDATION: The Chair recommends the Commission record their satisfaction with the Director’s 2017 performance and that a meaningful evaluation process was used.
2018 COMMISSION CHAIR RECOMMENDATION: The Chair recommends the Commission approve the 2018 Director’s Performance Agreement.
SUPPORTING INFORMATION: Appendix 1: 2018 Director’s Performance Agreement Appendix 2: Commission and Director identified priorities for 2018
REQUESTED ACTION FROM COMMISSION: That the Washington State Parks and Recreation Commission: 1. Record their satisfaction with the Director’s 2017 performance, and that a meaningful evaluation process was used. 2. Adopt the 2018 Director’s Performance Agreement as presented in Appendix 1.
Author(s)/Contact: Becky Daniels, Human Resources Director [email protected] (360) 902-8575
Reviewer(s): Jessica Logan, SEPA REVIEW: Following review, staff has determined that the action proposed for the Commission by staff is exempt from the State Environmental Policy Act (SEPA) pursuant to WAC 197-11-800(14)(g). Shelly L. Hagen, Fiscal Impact Statement: This performance agreement is a plan; therefore there is no fiscal impact that results from the plan itself. New costs, cost savings, or changes in revenue may be associated with the implementation of an individual activity; and if appropriate, be determined at that time. Otherwise, these cost and revenue changes will be a part of normal operations. 6
Michael Young, Assistant Attorney General: January 10, 2018
Approved for Transmittal to Commission
______Mark O. Brown, 2017 Chair
Approved for Transmittal to Commission
______Ken Bounds, 2018 Chair
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APPENDIX 1
Washington State Parks and Recreation Commission and Donald A. Hoch, Director
2018 Performance Agreement February 1, 2018 to December 31, 2018
In order to ensure accountability and alignment in purpose with the administration of the Washington State Parks and Recreation Commission, the Commission and the Director enter into this agreement to establish performance expectations. This agreement provides focus to the Director’s personal efforts within the full range of his responsibility for leadership and management of the Agency.
The Commission continues to fully support the Agency’s 2014-2019 Strategic Plan; this agreement is an extension of the agency’s management framework and a tool to help managers understand the Director’s expectations for excellent performance. The Director’s Agreement focuses on 1) Expectations for Executive Performance, 2) the Commission and Director identified priorities for 2018 (attached), and 3) effective operations of the Agency. Together these form the framework for aligning the activities of the agency with the interests of the public in an effective, professional manner.
The Washington State Parks Commission and agency Director, Donald Hoch, endorse the purposes of this agreement which are to affect agency accountability and to provide an objective approach to improving agency performance while working together in a manner that respects their unique roles and responsibilities. The Executive Performance Elements will be the primary tool used by commissioners to evaluate the Director’s key competencies. In addition, a short document (no more than four pages each) outlining major divisional accomplishments and progress on the 2017-19 Strategic Initiatives will be summarized and provided by the Director to the Commission, no later than December 1st. These will include: Operations, Parks Development, Administrative Services, Human Resources, Communications, Governmental Affairs and the Director's Office. These materials will be considered by the Commission in their 8
evaluation of the Director’s Performance, to be conducted at the December 2018 Commission planning meeting.
The Commission and the Director affirm that this agreement does not create an employment contract nor does it alter in any way the Director’s status as an exempt employee pursuant to RCW 41.06.070(1)(f).
Executive Performance
Overall Conduct: The Director must assure that no organizational practices, activities, decisions or circumstances are allowed that are unlawful, imprudent, or in violation of commonly accepted business and professional ethics and practices.
Ability to work collaboratively with the Commission: The Director must maintain a collaborative working relationship with the Commission. The Director is expected to provide sufficient support to the Commission so the Commission can successfully fulfill its role in providing policy leadership for the Agency.
Ability to work collaboratively with important external stakeholders and acting as the face of the agency in public settings: The Director must maintain ongoing and effective communications and collaborative working relationships with leadership in the State Park Foundation, NGOs, legislature, the Governor’s office and the public.
Performance and Accountability: The Director must keep the workforce motivated to pursue excellence. The Director is expected to set high standards for performance and foster a climate in which all employees strive to meet those standards. He is also expected to see that supervisors provide regular positive reinforcement to recognize excellence. He must demonstrate expertise in management techniques that effectively hold employees accountable.
Problem solving skills to resolve longstanding problems: The Director should make progress in resolving longstanding problems. The Director is expected to be energetic and creative in looking for innovative means to address priority issues and conflicts among constituent groups. He must actively seek out new ideas and methods that may be brought to bear to advance the Agency’s mission.
Strategic and Visionary Leadership: The Director must demonstrate strategic and visionary leadership, while supporting and embracing the state parks mission, vision, and core values. The Director is expected to assess and decide the best way to achieve substantial cost savings; while preserving critical functions and increasing agency efficiency. He must lay the foundation for a stronger and more effective and respected agency, by directing the strategic elimination of lower priority activities and the consolidation of effort and energy in higher priority programs. The Commission charges the Director with continuing to build toward a healthy and sustainable park system.
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Work ethics: The Director must act as a role model for staff. The Director is expected to be personally accountable for the accomplishments and shortcomings of the agency. The Director is expected to assume direct responsibility for all aspects of agency leadership.
Attachments: Commission and Director identified priorities for 2018
Signed and approved this 25th day of January 2018
______Ken Bounds Chair, Washington State Parks and Recreation Commission ______Don Hoch, Director, Washington State Parks and Recreation Commission
APPENDIX 2 COMMISSION AND DIRECTOR IDENTIFIED PRIORITIES FOR 2018
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1. Advance the system of cross state trails, collaborating with user groups to identify and make improvements.
2. Suggest improvements and initiate changes to the Discover Pass program where possible and consider legislative proposals to increase Commission flexibility to improve revenue generation.
3. Continue to address improvements regarding the Americans with Disabilities Act.
4. Develop a stewardship plan and continue efforts to address forest health issues.
5. Make progress advancing the Commission’s adopted Statewide Park Acquisition and Development Strategy including identifying the next park for development.
6. Improve relationship and cooperation with the State Parks Foundation.
7. Continue emphasis on employee training and development with a focus on mandatory training requirements and succession planning.
8. Increase youth engagement with State Parks and the outdoors.
9. Update the agency’s 10-year capital plan.
10. Make progress on advancing development of Recreation Concession Areas.
Item E-2: 2019-2021 Washington Wildlife and Recreation Program State Parks Category - Requested Action
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EXECUTIVE SUMMARY: This item asks the Washington State Parks and Recreation Commission to approve a list of projects for which staff will seek grant funding from the Washington Wildlife and Recreation Program’s State Parks category. This item advances the Commission’s strategic direction: “Develop amenities and acquire lands that advance transformation.”
SIGNIFICANT BACKGROUND INFORMATION: In 1989, business, political, and environmental leaders formed the Washington Wildlife and Recreation Coalition (WWRC). This group enlisted former governors Dan Evans and Mike Lowry as co-chairs to lead an effort to create in statute the Washington Wildlife and Recreation Program (WWRP). Former State Parks commissioners Joan Thomas and Russ Cahill were among the founding board members of the WWRC. Today, the WWRC consists of a coalition of 250 organizations representing conservation, business, farming, labor, and recreation interests who advocate for state funding for the WWRP. Commissioner Pat Lantz and Director Hoch currently serve on the WWRC board of directors.
The WWRP provides funding for a broad range of land protection and outdoor recreation projects, including park acquisition and development, habitat conservation, farmland preservation, and construction of outdoor recreation facilities. The program was envisioned as a way for the state to accomplish two goals: acquire valuable recreation and habitat lands before they are lost to other uses, and develop recreation areas for a growing population. WWRP includes twelve categories for funding, one of which is the State Parks category.
WWRP is administered by the Washington State Recreation and Conservation Office (RCO). By statute, the WWRP includes three accounts, Habitat Conservation Account, Outdoor Recreation Account, and Farm and Forest Account. The Habitat and Conservation Account and the Outdoor Recreation Account each receive 45% of the total biennial WWRP appropriation approved by the legislature, and the Farm and Forest Account receives 10% (see Appendix 1). Thirty percent of the Outdoor Recreation Account is distributed to a State Parks category dedicated entirely to land acquisition and development of state parks. By statute, at least forty percent, but no more than fifty percent of funds in the State Parks category must be used for land acquisition. State Parks is the only recipient of WWRP funding with its own dedicated category. The WWRP State Parks category funds cannot be used for restoration or renovation of existing facilities and infrastructure, only for acquisitions or new developments.
The amount of WWRP State Parks category funding the agency receives each biennium is a function of the total legislatively approved capital budget appropriation for the WWRP. In past biennia, the total WWRP appropriation has ranged from $35 million to $100 million (see Appendix 2). As an example, if the Legislature were to appropriate $50 million for WWRP projects, State Parks would receive about $6.5 million in grant funding that biennium, and if the total WWRP appropriation were $100 million, State Parks would receive $12.9 million. Since the first WWRP appropriation in 1990, the State Parks category has received nearly $113 million.
Project Evaluation Because of the need to present fully vetted, ranked project lists to the legislature in advance of the legislative session, the grant process, from application to grant award, spans 18 months. The grant process for the WWRP State Parks category begins in January of even-numbered years,
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before applications are due. At the Commission’s January meeting, it is asked to approve a list of proposed State Parks category projects for the next round of applications. The Commission may add or remove projects from the list. Then applications are submitted electronically through RCO’s online grant management system in early May.
In advance of the formal project evaluation, applicants are invited to a technical review meeting in May, where they present their project to WWRP advisory committees and RCO staff. The State Parks category advisory committee is made up of twelve people, six external members selected by RCO, and six State Parks staff members. The technical review process ensures that projects are eligible, identifies any issues with the proposals, and provides feedback on each proposal’s strengths and weaknesses.
During the formal evaluation in August, applicants make an oral presentation to the advisory committee, which scores each proposal against a set of criteria adopted by the Recreation and Conservation Funding Board (RCFB) (see Appendix 3). In addition to the criteria scored by the advisory committee, the State Parks category also has one question that is scored by the Commission at their July meeting. The Commission will be asked how well each project implements the Commission’s priorities. Each commissioner will rank the projects from highest to lowest. The advisory committee’s and the Commission’s scores are then combined to create a ranked list of projects.
In October, the RCFB considers the ranked project lists. This is an open public meeting, and comments and testimony from the public are welcome. The RCFB’s approved projects lists are then submitted to the governor. The ranked lists normally include alternate projects for each category, in the event that approved projects are later not able to be completed, or if additional funding becomes available. The governor and legislature may remove projects from the RCFB ranked lists, but may not re-rank or add projects to the lists.
Projects funded by the legislature are intended to be completed to the fullest extent possible within that biennium, but project lists are active until all the funding is used or until there are no remaining feasible projects on the list. If a biennial list is completed and funds still remain, they may be awarded to legislatively approved alternate projects in future years. See Appendix 4 for the 2017-19 ranked list of WWRP-State Parks category projects. These projects have not yet been funded, due to the lack of a capital budget.
Operating Budget Impacts Proposed land acquisition projects for the 2019-2021 biennium do not initiate the creation of any new, stand-alone state parks. Instead, projects seek to acquire properties that are: • Within or adjacent to existing state parks • Within delineated long-term park boundaries adopted by the Commission as part of public outreach and planning efforts • Within or adjacent to undeveloped park properties undergoing initial property assembly.
Impacts, both positive and negative, on park operations and the agency operating budget necessarily result from both land acquisition and development projects. Staff intends to assess these costs during the detailed project scoping and preparation of grant materials. Identified costs, depending on their scope, will them be consciously absorbed or reflected in the agency’s operating budget request. 13
Staff believes that incurring operating costs as a result of land acquisition or facility development is appropriate in some circumstances, particularly where these projects demonstrate the value of the park system to all Washingtonians, and therefore help build support for the agency through advocacy, partnerships, volunteerism, and other forms of support.
STAFF RECOMMENDATION: Appendix 5 is a list of new WWRP State Parks category proposals for Commission consideration. These projects are the result of a collaborative effort between region and headquarters staff in both Operations and Parks Development to identify the projects most likely to score well with the grant criteria. Staff also considered likely funding levels to avoid having staff spend time applying for more grants than can be funded.
The Statewide Acquisition and Development Strategy adopted by the Commission in July 2016 served as the inspiration for the recommended projects. The project descriptions in Appendix 5 reference which of the 5 Acquisition and Development Strategy goals the project supports (Places to Be, Stories to Know, Things to Do, Ways to Grow, or Something for Everyone), or for some of the acquisition proposals, whether the property is within a designated long-term park boundary. The Statewide Acquisition and Development Strategy identified long-term park boundaries as the primary guidance that should drive land acquisitions within or adjacent to existing state parks.
Staff recommends that the Commission approve the land acquisition and development projects described in Appendix 5. If approved, staff will prepare detailed project scopes, cost estimates, construction timelines, and other detailed information in support of each grant application.
The project scopes and cost estimates provided to the Commission at this time are preliminary and conceptual, and have only been developed to the extent necessary to determine whether they are serious grant candidates. The projects in Appendix 5 are unranked and listed in alphabetical order.
It should also be noted that staff may not ultimately have the capacity to submit applications for all of the recommended projects. Through scoping, staff may determine that a project is better suited to a different grant category, or that it is not feasible at this time. Staff therefore recommends that the Commission authorize the Director to defer applications for specific projects or pursue funding for projects through other grant categories.
The list in Appendix 5 also includes alternate projects. Projects on the alternate list were determined to exceed staff’s capacity to prepare grant requests. If any of the recommended projects are not able to move forward due to problems like unwilling sellers, then a replacement project from the alternates list may be selected. Additionally, some of the alternate projects are ones that may receive funding through the 2017-19 capital budget, if it is approved. If they are not funded through that budget, staff anticipates applying for grants to fund them. Staff recommends that the Commission authorize the Director to substitute projects from the alternate list if any of the recommended projects must be deferred.
LEGAL AUTHORITY: RCW 79A.05.030 Powers and duties - Mandatory
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RCW 79A.15.050 Outdoor recreation account - Distribution and use of moneys
SUPPORTING INFORMATION: Appendix 1: WWRP Categories and Funding Allocations Appendix 2: Past WWRP Appropriations Appendix 3: WWRP State Parks Category Scoring Criteria Appendix 4: 2017-2019 WWRP State Parks Category Ranked List Appendix 5: Proposed 2019-2021 WWRP State Parks Category Projects
REQUESTED ACTION OF COMMISSION: That the Washington State Parks and Recreation Commission: 1. Authorize the Director or designee to seek funding from the Washington Wildlife and Recreation Program State Parks Category in the 2019-2021 biennium for the projects listed in Appendix 5 2. Authorize the Director or designee to defer applications for specific projects or pursue funding for projects through other grant categories 3. Authorize the Director or designee to make necessary project scope and cost changes as project applications are prepared 4. Authorize the Director or designee to substitute projects in the alternates list in Appendix 5 for projects that are found to be infeasible through the detailed scoping process
Author(s)/Contact: Nikki Fields, Parks Planner (360) 902-8658 [email protected]
Reviewer(s): Jessica Logan, SEPA Review: Following review, staff has determined that the action proposed for the Commission by staff is exempt from the State Environmental Policy Act (SEPA) pursuant to WAC 197-11-800 (14)(d). Christeen Leeper, Fiscal Impact Statement: The fiscal impact on the operating budget will be assessed and identified as the projects are more fully developed. Operating costs will be identified, and if needed, funding will be requested through the budget request process. Michael Young, Assistant Attorney General: Reviewed December 18, 2017 Peter Herzog, Assistant Director
Approved for Transmittal to Commission
______Don Hoch, Director
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APPENDIX 1 WWRP CATEGORIES AND FUNDING ALLOCATIONS
State Parks 30%
Local Parks 30%
Outdoor Recreation Account Trails 45% 20%
State Lands Development 10%
Water Access 10%
Critical Habitat 35%
Natural Area 25% WWRP Appropriation
Habitat Conservation Account Riparian 45% 15%
Urban Wildlife 15%
State Lands Restoration 10%
Farmland 90% Farm & Forest Account 10% Forestland 10%
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APPENDIX 2 PAST WWRP APPROPRIATIONS
BIENNIUM FUNDING (Million) 1990 $53 M 1991 – 1993 $60 M 1993 – 1995 $65 M 1995 – 1997 $45 M 1997 – 1999 $45 M 1999 – 2001 $48 M 2001 – 2003 $45 M 2003 – 2005 $45 M 2005 – 2007 $50 M 2007 – 2009 $100 M 2009 – 2011 $70 M 2011 – 2013 $42 M 2013 - 2015 $65 M 2015 - 2017 $55 M 2017 - 2019 $80 M Proposed
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APPENDIX 3 WWRP STATE PARKS CATEGORY SCORING CRITERIA
1. Public Need and Need Satisfaction. What is the need for the proposed project? To what extent will the project satisfy the need? Consider the following: • Cited in a Classification and Management Plan (CAMP), if one exists? • Identified in a park master plan or other approved planning document? • Included in the current State Parks’ 10-year capital plan? • Consistent with State Parks’ strategic plan? • Project or property is suited to serve the state need? • To what degree will the project: o Further care for Washington’s most treasured lands, waters, and historic places. o Connect more Washingtonians to their diverse natural and cultural heritage. o Improve quality or expand capacity for recreational and educational experiences.
Point Range below. Evaluators award a maximum of 5 points.
0 points No CAMP or other plan, indirectly implements mission and vision. 1-2 points Implements mission and vision despite a CAMP. Adequately addresses stated need. 3-4 points Implements mission and vision. Consistent with CAMP or other plan, resolves a management problem, essential to a partnership, or will increase park visitation. Greatly addresses stated need. 5 points Strongly implements mission and vision. High priority in a CAMP or other plan, resolves a management problem, essential to a partnership, or will increase park visitation. Maximizes the satisfaction of the stated need.
2. Project Significance. Describe how this project supports State Parks’ strategic goals. Does it: • Serve underserved visitors or communities? • Protect or restore natural or cultural resources? • Have a demonstrated ability to save money or increase park net revenue? • Provide recreational, cultural, or interpretive opportunities people want? • Promote meaningful opportunities for volunteers, friends, and partners? • Facilitate a meaningful partnership with other agencies, tribes, or non-profits?
Point Range below. Evaluators award a maximum of 5 points that are multiplied later by 3.
0 points Does not directly support strategic goals 1-2 points Indirectly supports one or two strategic goals
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3-5 points Directly supports at least one strategic goal or indirectly supports three or more strategic goals 3. Threat and Impacts (acquisition and combination projects only). Describe why it is important to acquire the property now. Consider: • Is there an immediate threat to the property that will result in a loss in quality or availability of future public use? • Will the acquisition result in additional operating impacts, and if so, is there potential for those impacts to be offset by additional revenue?
Point Range below. Evaluators award a maximum of 5 points. Scores for acquisition projects are multiplied later by 2.
0 points No evidence of threat to the property, and/or the acquisition will result in unreasonable operating impacts 1-2 points Minimal threat to the property, or the acquisition will result in moderate operating impacts 3-5 points Imminent threat of the property losing quality or becoming unavailable for future public use, or a threat led to a land trust acquiring rights in the land at the request of State Parks, and operating impacts will be minimal or offset by additional revenue
4. Project Design (development and combination projects only). Is the project well designed? Consider the following: • Does this property support the type of development proposed? Describe the attributes: size, topography, soil conditions, natural amenities, location and access, utility service, wetlands, etc. • How does the project design make the best use of the site? • How well does the design provide equal access for all people, including those with disabilities? How does this project exceed current barrier-free requirements? • Does the nature and condition of existing or planned land use in the surrounding area support the type of development proposed? • How does the design conform to current permitting requirements, building codes, safety standards, best management practices, etc.? What, if any, are the mitigation requirements for this project? • Does the design align with the described need? • Are the access routes (paths, walkways, sidewalks) designed appropriately (width, surfacing) for the use and do they provide connectivity to all site elements? • For trails, does the design provide adequate separation from roadways, surfacing, width, spatial relationships, grades, curves, switchbacks, road crossings, and trailhead locations? • Is the cost estimate realistic?
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Point Range below. Evaluators award a maximum of 5 points. Scores for acquisition projects are multiplied later by 2.
0 points Design is not appropriate for the site or the intended use 1-2 points Design is moderately appropriate for the site and the intended use 3-4 points Design is very appropriate for the site and the intended use, it addresses most elements of the question, and cost estimates are accurate and complete 5 points Design addresses all elements of the question very well, and cost estimates are accurate and complete
5. Sustainability and Environmental Stewardship. What techniques or resources are proposed to ensure the project will result in a quality, sustainable, recreational, cultural preservation, or educational opportunity, while protecting the integrity of the environment?
Describe how the project will protect natural resources and integrate sustainable elements such as low impact development techniques, green infrastructure, or environmentally preferred building products.
Point Range below. Evaluators award 0-5 points that are multiplied later by 2.
0 points No or little stewardship elements. 1-2 points Contains stewardship elements and protects natural or cultural resources. Consistent with State Parks’ Sustainability Plan and goals. 3-4 points Numerous stewardship elements, protects and enhances natural resources or cultural resources. Implements many of State Parks’ sustainability goals. 5 points Maximizes natural or cultural resource protection, enhances natural resources or cultural resources, and contains innovative and outstanding stewardship elements. Implements many of State Parks’ sustainability goals.
6. Expansion/Phased Project. Does this project implement an important phase of a previous project, represent an important first phase, or expand or improve an existing site? Consider: • Is the project part of a phased acquisition or development? • To what extent will this project advance completion of a plan or vision? • Is this project an important first phase? • What is the value of this phase? • How does the project complement an existing site or expand usage, preservation, or education within a site?
Point Range below. Evaluators award a maximum of 5 points that are multiplied later by 3. 21
0 points Neither a significant phase or expansion, nor a distinct stand-alone project 1-2 points Project is a quality or important phase or expansion 3-4 points Project is a key first phase or expansion or moves a project significantly towards realizing a vision 5 points Project is a highly important first phase, final (or near final phase), moves a project a great deal towards realizing a vision.
7. Project Support. What is the extent to which the public (statewide, community, or user groups) has been provided with an adequate opportunity to become informed, or support for the project seems apparent.
Broadly interpret the term project support to include, but not be limited to: • Extent of efforts by the applicant to identify and contact all parties, (i.e. an outreach program to local, regional, and statewide entities). • The extent that there is project support including: o Voter-approved initiatives, bond issues, referenda o Public participation and feedback o Endorsements or other support from advisory boards and user and friends groups o Media coverage
Point Range below. Evaluators award a maximum of 5 points that are multiplied later by 2.
0 points No evidence presented. 1-2 points Marginal community support. Opportunities for only minimal public involvement (i.e. a single adoption hearing), or little evidence that the public supports the project. 3 points Adequate support and opportunity presented for participation. 4-5 points The public has received ample and varied opportunities to provide meaningful input into the project and there is overwhelming support. The public was so supportive from the project’s inception that an extensive public participation process was not necessary.
8. Partnerships or Match. Describe how this project supports strategic partnerships or leverages matching funds. Consider: • Does the project help form strategic partnerships with other agencies, tribes, or nonprofits? (A strategic partnership is one that ultimately is expected to offset expenses, leverage investments, or stimulate activity that directly or indirectly generates a financial return.) • Does the partnership facilitate a key State Parks’ goal or objective? • Does the project have a match of cash, grants, or in-kind services?
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Point Range below. Evaluators award a maximum of 5 points.
0 points No partners or match 1-2 points One partner or up to 10 percent match 3-4 points Two partners or 10.01-24.99 percent match 5 points Three or more partners or 25 percent or more match
9. Readiness to Proceed. Describe the project’s timeline. Is the project ready to proceed? Consider: • For development projects, is it fully designed and permitted? • For acquisition projects, is there written documentation indicating a willing seller? • For acquisition projects, is there a written sales agreement or option with the property owner? • Are there any significant zoning, permitting issues, or encumbrances? • Has State Parks completed an economic impact analysis or business plan for the project that identifies operational impacts and potential for revenue enhancement?
Point Range below. Evaluators award a maximum of 5 points that are multiplied later by 2.
0 points Not ready, business case not evident. (Acquisition) No agreement with landowner and fiscal impact will be substantial and require operational impact from the Legislature. (Development) No construction drawings, no formal (or negative) business case determined, and fiscal impact will be substantial and require operational impact from the Legislature.
1-2 points (Acquisition) Willing seller and economic impact analysis identified or positive cost benefit. (Development) Construction drawings at or near 60 percent complete. Economic impact analysis identifies minimal operating impacts. Positive cost-benefit analysis exists.
3-4 points (Acquisition) Property (purchase) secured in some way by legal instrument to include a letter of intent, or being held in trust or by a non- governmental organization (for example). Positive cost-benefit analysis exists. (Development) Construction drawings at or more than 60 percent complete and economic impact analysis identifies potential revenue from the project or positive cost-benefit analysis exists.
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5 points (Acquisition) State Parks has “Purchases and Sale Agreement or Option” and the purchase will be made within its existing term, has very strong business case, and cost-benefit analysis exists. (Development) Plans completed and all permits in hand, economic analysis identified potential revenue from the project. Positive cost-benefit analysis exists. Completed business plan identifies potential revenue from the project.
Scored by Washington State Parks and Recreation Commission -Applicants do not answer. 10. Commission’s Priority. How well does this project implement the commission’s priorities?
Point Range: 0-6 (after multiplier). The commission provides RCO with a ranked list of its applications. RCO assigns a point value to each project based on its rank. The highest priority project shall receive a point score equal to the number of applications ranked, and the lowest priority application shall receive a value of 1.
RCO will apply a variable multiplier to the scores so the highest ranked application will receive a point value of 6, and all other applications will have a point value less than 6 and proportional to their rank.
Scored by RCO Staff—Applicants do not answer. 11. Proximity to Human Populations. Where is this project located with respect to urban growth areas, cities and town, and county density?
This question is scored by RCO staff based on a map provided by the applicant. To receive a score, the map must show the project location and project boundary in relationship to a city’s or town’s urban growth boundary.
Point Range below. The result from A is added to the result from B. Projects in cities with a population of more than 5,000 and within high density counties receive points from both A and B. RCO staff awards a maximum of 3 points.
A. The project is in the urban growth area boundary of a city or town with a population of 5,000 or more. Yes 1.5 points No 0 points
AND
B. The project is in a county with a population density of 250 or more people per square mile. Yes 1.5 points 24
No 0 points
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APPENDIX 4 2017-2019 WWRP STATE PARKS CATEGORY RANKED LIST
Rank Project Project Name Grant Match Total Number Request Amount 1* 16- Lake Sammamish Picnic Area $2,739,500 $2,739,500 $5,499,750 1975D Sunset Beach Phase 7 2 16- Iron Horse Tekoa Trestle Decking $1,450,612 $83,775 $1,534,387 1320D and Railing 3* 16- Inholdings and Adjacent Properties $1,000,000 $350,000 $1,350,000 1974A 4* 16- Iron Horse Renslow Trestle Decking $1,235,663 $10,600 $1,246,263 1886D and Railing 5 16- Iron Horse Malden to Rosalia Trail $1,664,947 $80,000 $1,744,947 1930D Development 6** 16- The Klickitat Trail Bridging the $1,522,500 $87,500 $1,610,000 1887D Final Gap 7 16- Lake Sylvia State Park Pavilion $646,350 $200,000 $846,350 1925D 8 16- Dosewallips Campsite Relocation $1,411,137 $244,951 $1,656,088 1812D 9 16- Kopachuck State Park Beach Area $1,224,000 $0 $1,224,000 1994D Improvements 10* 16- Moran Lawrence Point Acquisition $2,874,520 $0 $2,874,520 1985A 11 16- North Head Lighthouse Access $406,920 $0 $406,920 2068D Improvements 12** 16- Jones Property Acquisition Moran $2,182,300 $0 $2,182,300 1950A State Park 13 16- San Juan Area Harndon Island $888,760 $1,100 $889,860 1728A Acquisition 14 16- Willapa Hills Trail Marwood Farms $676,871 $40,000 $716,871 1926A Acquisition 15 16- Miller Peninsula Jones Trust $1,040,998 $1,000 $1,041,998 1933A 16 16- Brooks Memorial State Park $434,746 $0 $434,746 1624A $21,399,824 $3,859,176 $25,259,000
*Funded at proposed $80 million WWRP appropriation **Partially funded at proposed $80 million WWRP appropriation (The Klickitat Trail project would receive $1.202 million, and the Jones Property acquisition would receive $1.303 million) Note: In the proposed $80 million WWRP budget, all of the unfunded projects are alternates, with the exception of the Tekoa Trestle project and the Malden to Rosalia project. Alternates can be funded later if additional funds become available.
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APPENDIX 5 PROPOSED 2019-2021 WWRP STATE PARKS CATEGORY PROJECTS
Proposed Acquisition Projects
Flaming Geyser - Nelson Property $ 600,000 This approximately 37-acre property adjacent to Flaming Geyser State Park includes the furthest downriver portion of the Green River Gorge. The property also includes a well, which may be useful since the park currently does not have a water system. The property is within the long- term boundary, and the owner is willing to sell.
Inholdings and Adjacent Properties 2018 $1 million This project will purchase small or low-cost properties within or adjacent to the boundaries of existing state parks. It is intended to be a flexible source of funding for opportunities that present themselves through the biennium. This grant will allow State Parks to act quickly to purchase inholdings as they come on the market, and it will facilitate the purchase of smaller properties that might not score well as individual competitive grants, but that are nonetheless essential to park operations. This project support the Acquisition and Development Strategy by infilling long-term park boundaries, or by supporting the other strategy goals. The specific goals will vary, depending on which properties are acquired.
Joemma Beach - Foss Property $1.5 million This 133-acre property north of the park is included in the long-term boundary, and includes approximately 5,000 feet of Puget Sound shoreline, along with feeder bluffs, forested uplands, and a stream. It will also allow for the park to have a trail system.
Moran - Jones Property $900,000 This 140-acre property is completely surrounded by Moran State Park. It has been a priority acquisition for over 85 years, and it is included in the park’s long-term boundary. The acquisition will allow for the development of multi-use trails in the park. The total property cost is estimated to be $2.2 million, and $1.3 million is expected from a 2016 grant. This project will secure the remaining $900,000 needed to complete the acquisition.
Moran - Wilcox Property $350,000 This 55-acre property would add to the park’s shoreline on the Strait of Georgia in the northeast corner of the park. Most of the shoreline along the Strait is high-bank, but this property would provide an opportunity for the park’s trail users to walk to the water. This property supports the Acquisition and Development Strategy goal of Things to Do.
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Mount Spokane—Mount Kit Carson and Scout Properties $365,000 The Mount Kit Carson property is 153-acres owned by Boston Timber, and is completely surrounded by Mount Spokane State Park. The park’s trail system runs through this private property. The current owners are willing to sell, so now is a good opportunity to resolve this park inholding. The Scout property is an 80-acre parcel completely surrounded by the park. The property formerly included a Boy Scout camp, closed in 1979. The current owner of the property is a willing seller. Both properties are within the park’s long-term boundary.
Obstruction Pass - Spring Bay Property $1.2 million This 56-acre property east of Obstruction Pass will provide easier beach access and possibly cabins or a small campground. This acquisition supports the Acquisition and Development Strategy goal of Things to Do. This acquisition may include a partial donation which could reduce the purchase price considerably.
Steamboat Rock - Northrup Canyon Brunner Property $2 million This approximately 2,400-acre property east of Steamboat Rock includes the headwaters of Northrup Canyon. The property is within the park’s long-term boundary. This acquisition also supports the Acquisition and Development Strategy goal of Places to Be, due to its Ice Age flood-formed landscape.
Steptoe Butte - Bassett Property $700,000 This approximately 450-acre property includes a portion of the road that leads to the top of the butte, so it is likely that some park visitors already believe it is part of the park. This acquisition will help protect the butte’s south-facing views of the Palouse. The acquisition is supported by the people who attended a recent CAMP meeting for the park. As part of Steptoe Butte, this acquisition supports the Acquisition and Development Strategy goal of Places to Be.
Proposed Combination Projects
Haley Property - Anne Haley Property and Initial Park Development $600,000 This project will acquire a 49-acre parcel within the long-term boundary of the Haley Property. The project will also develop a trailhead and a trail to the beach, resolving a grant compliance issue with the property.
Proposed Development Projects
Cape Disappointment - North Head Lighthouse ADA $400,000 This project will develop an accessible route and viewpoint so that people with disabilities can visit one of the most iconic landscapes and structures in Washington. This project supports the Acquisition and Development Strategy goal Stories to Know.
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Columbia Plateau Trail - Amber Lake to Martin Road $2.6 million This project will complete the third phase of development of the Columbia Plateau Trail, which runs 130 miles from Cheney to Pasco. The project will add crushed rock surfacing to the trail and will make improvements to two trestles. This project supports the Acquisition and Development Strategy goal of Things to Do.
Dosewallips - RV Camp Loop $1.4 million This project will replace 38 standard campsites that flood regularly with 14 utility campsites in a new location that will be useable year-round. The project will also develop a comfort station for the new camp loop. This project is part of an extensive, multi-year, multi-phased habitat restoration project that is being conducted in association with the Wild Fish Conservancy. The Wild Fish Conservancy is also contributing over $240,000 to this project as match (not included in the estimate above). This project supports the Acquisition and Development Strategy goal of Something for Everyone.
Iron Horse - Malden to Rosalia Trail Development $1.2 million This project will develop 9 miles of trail between the towns of Malden and Rosalia, the first trail development east of the Columbia River on Iron Horse. The project’s design and cultural resources review are already complete, and this project will secure permits and complete construction. This project is included in the park’s Master Plan, and supports the Acquisition and Development Strategy goal of Things to Do.
Iron Horse - Tekoa Trestle Decking and Railing $1.5 million This project will add decking and safety railings to the 975-foot long Tekoa trestle, connecting the town of Tekoa to Iron Horse State Park Trail. Completing this project will complete a “missing link” that will result in a contiguous 34-mile trail experience from Malden to the Idaho border. This project is included in the park’s Master Plan, and supports the Acquisition and Development Strategy goal of Things to Do.
Kopachuck - Beach $1.2 million This project will redevelop the beach area at Kopachuck State Park to enhance its appeal as a day-use park after the campground was closed. It will include parking, ADA access, a hand boat launch, a restroom, pathways, scenic viewpoints, a picnic plaza, a pocket beach, and a marine trail campsite. This project was included in the park’s Master Plan, and supports the Acquisition and Development Strategy goal of Things to Do.
Lake Wenatchee - Pedestrian Bridge $2.3 million This project will install a pedestrian bridge across the Wenatchee River to connect the park’s north and south campgrounds. Currently the only connection between the two areas is on a highway bridge without shoulders for pedestrians. This project supports the Acquisition and Development Strategy goal of Places to Be.
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Willapa Hills Trail - Raymond to Lebam $1.3 million This project will improve 15 miles of trail between the city of Raymond and the community of Lebam with compacted gravel surfacing and improve several trail features. Specific improvements will be used to construct a bridge at mile 38.59 and improve existing bridges with safety rails and surfacing. The project will address embankment scouring at bridge 48. Trailheads at Lebam and Menlo will receive ADA compliant parking and vault toilets and directional and information signs. This project supports the Acquisition and Development Strategy goal of Things to Do.
Total Proposed Acquisition Projects: $8,815,000 Total Proposed Development Projects: $12,300,000
Alternate Acquisition Projects
Green River Gorge—Butt Property $300,000 This 24-acre property includes a portion of the Green River Gorge and it provides access around a tight point in the proposed trail system along the north rim of the Gorge. This property supports the Acquisition and Development Strategy goal of Places to Be.
Joemma Beach - Camp Joshua Taylor Property $600,000 This 20-acre property directly east of the park is within the park’s long-term boundary, and was identified as a future group camping facility.
Miller Peninsula Property - Jones Trust Property $1.1 million This 21-acre property includes ¼ mile of shoreline on the Strait of Juan de Fuca. It is one of the few places along the north side of Miller Peninsula where it may be possible to build beach access, since most of the current property is high bank. This property supports the Acquisition and Development Strategy goal of Places to Be.
Moran - Youngren Property $6 million This 247-acre property connects Moran State Park to the water at East Sound. It would provide opportunities for additional parking and a possible shuttle service to busy areas of the park, as well as opportunities for cabin or camping development. This property supports the Acquisition and Development Strategy goal of Places to Be.
Willapa Hills Trail - Marwood Farms Property $700,000 This 178-acre property near Ceres Hill Road would provide access to the Chehalis River, as well as picnicking and camping opportunities. The acquisition would also resolve conflicts with local landowners who drive on the trail. This property supports the Acquisition and Development Strategy goal of Things to Do. 30
Alternate Development Projects
Anderson Lake - Olympic Discovery Trail Connection $400,000 This project would construct the section of the Olympic Discovery Trail that runs through Anderson Lake State Park. In addition to the Olympic Discovery Trail, this trail segment would also serve as part of the Pacific Northwest National Scenic Trail. This project supports the Acquisition and Development Strategy goal of Things to Do.
Columbia Plateau Trail - Snake River to Farrington $2 million This project will complete the 3rd phase of development of the Columbia Plateau Trail. Staff is investigating whether this project or the Amber Lake to Martin Road project is more likely to score well. The intention is to apply for only one of the two. This project supports the Acquisition and Development Strategy goal of Things to Do.
Deception Pass - Bowman Bay Pier $1.3 million This project would replace the current, structurally deficient and environmentally unsound pier at Bowman Bay and make ADA improvements to the site. A recent condition assessment resulted in a recommendation to immediately restrict access across a portion of the current pier. This project supports the Acquisition and Development Strategy goal of Things to Do.
Klickitat Trail Final Gap $1.6 million This project would replace the bridge over the Klickitat River at Suburbia and construct a new bridge over Snyder Creek in Klickitat. The project will also add parking near the Suburbia bridge, a trailhead at Wahkiakus, and trail surfacing between Klickitat and Wahkiakus. This grant is only needed if the 2016 grant is not funded. This project supports the Acquisition and Development Strategy goal of Things to Do.
Lake Sylvia Pavilion $850,000 This project would construct a 3,000 square foot pavilion at Lake Sylvia State Park in cooperation with the Friends group. The project includes an ADA-compliant walkway, parking, and flush restrooms. This project is only needed if the project is not funded through the capital budget. This project supports the Acquisition and Development Strategy goal of Things to Do.
Sacajawea Trail Connection $1.1 million This project would connect the 23-mile Sacagawea Heritage Trail to Sacajawea Historical State Park. It would develop a 0.7 mile, 12-foot wide multi-purpose trail from the park entrance to the day-use area. This project supports the Acquisition and Development Strategy goal of Things to Do.
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Item E-3: Boating Programs – Report
EXECUTIVE SUMMARY: This report provides an overview of Boating Programs and an update of accomplishments for 2017. Boating Programs is comprised of two federally funded programs that serve all Washington boaters both within and without State Parks. The two programs are the Recreational Boating Safety Program (RBS) and the Clean Vessel Act Program (CVA). This item advances the Commission’s strategic direction: “Provide recreation, cultural and interpretive opportunities people will want”.
SIGNIFICANT BACKGROUND INFORMATION – RECREATIONAL BOATING SAFETY: All states and territories have recreational boating safety programs under authority delegated by the U.S. Coast Guard in a memorandum of agreement. Federal law supports and encourages state participation through financial support (46 US Code 13102). In 1983, the Washington State Legislature authorized and directed the Commission to undertake a program of recreational boating safety with the passage of legislation now codified as RCW 79A.06.310. In 1984, Washington’s program was authorized by the Legislature, making Washington the 49th state to initiate a boating safety program. The Commission adopted rules as stipulated in the legislation to initiate the legal requirements for Washington State’s boating safety program. Once the legal requirements were set in place, the U.S. Coast Guard (USCG) signed a memorandum of understanding (MOU) with State Parks, recognizing the Commission’s role as the designated agency, eligible to receive and expend federal funds for recreational boating safety. The Washington State Boating Safety Advisory Council composed of boaters and stakeholders helps set program priorities and provides recommendations to the program on recreational boating issues. Current members and their affiliations:
• Loyd Walker, Recreational Boating Assoc. of • Peter Schrappen, NW Marine Trade Assoc. Washington (Chair) (Vice Chair) • Robert Miller, US Power Squadrons • Dan Shipman, 13th Coast Guard District • Greg Whittaker, Human Powered Boaters • Steve Exe, Washington Kayak Club, Education • Aimee D’Avignon, DOH, Injury Prevention • David Tribolet, US Coast Guard Auxiliary • Lewis County Sheriff Rob Snaza, Washington • Gig Harbor Police Chief Kelly Busey, Assoc. of Assoc. of Counties Washington Cities • Vacant, Wash. Water Trails Assoc. • Jim Virgin, White Water Boaters • Nigel Malden, Personal Watercraft Owners • Paul Wenzel, Private Citizen, Representing Anglers and Hunters • Ray Williams, Unaffiliated Boaters • Andrew Nelson, Sailing Foundation
Following is a summary of notable Commission actions and legislative milestones with regards to the RBS program:
• 1989: The Legislature authorized the Commission to approve local government boating safety programs in order for the state to allocate a portion of the annual vessel registration funds to support local boating safety efforts (RCW 88.02.650). • 1995: The Commission voted to recommend agency request legislation requiring the mandatory use of lifejackets by children 12 years of age and younger on vessels 26 feet in length or less. • 2005: Mandatory boater education was passed into law.
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• 2008: The phase-in of mandatory boater education began. As of December 31, 2013, over 170,000 boater education cards have been issued. The phase-in will end in 2014 and apply to all boaters born after December 31, 1954 (unless specifically exempt in the statutes). • 2013: Boating under the influence legislation passed making operating a vessel under the influence a gross misdemeanor, creating implied consent for breathalyzer tests (with a $2,000 fine for refusal), authority to cite for violations of boating safety rules if probable cause found during investigation, and clarified boat rental requirements. • 2017: Legislation passed giving vessel impound authority and immunity for officers and assisting entities when arrest is made pursuant to a violation of 79A.60.040 and no other qualified operator is available to take control of the vessel.
PROGRAM GOAL: To promote recreational boating while growing a culture of safe boating so that over time the rate of accidents (per 100 million hours of boating exposure) decreases.
FUNDING/AUTHORITY: Funding for the RBS program is administered from the US Coast Guard from the Sport Fish Restoration and Boating Trust Fund. The USCG allocates funds among the states using the following formula: • 1/3 of the funds are distributed equally • 1/3 of the funds are distributed by each states percent of total registered vessels • 1/3 of the funds are distribute by each state’s percent of total state spending on boating
The grant is not competitive. Washington State Parks will continue to receive funding as long as it meets the grant requirements. The USCG allocation is tied to the number of registered vessels and the amount of state spending on boating. When either or both of these increases, generally, Washington State Parks sees and increase in its funding. The trust fund typically has approximately $105 million per year. State Parks generally receives around $2 million per year.
Authority for the program comes from the 1983 statute RCW 79A.05.310 Powers and Duties – Program of boating safety education – casualty and accident reporting program that directs State Parks to: (1) Coordinate a statewide program of boating safety education…; (2) Adopt rules…as needed for the efficient administration and enforcement of this section; (3) Enter into agreements aiding the administration of this chapter; (4) Adopt and administer a casualty and accident reporting program…; (5) Adopt and enforce recreational boating safety rules…; (6) Coordinate with local and state agencies the development of biennial plans and programs for the enhancement of boating safety, safety education, and enforcement of safety rules and laws; allocate money appropriated to the commission for these programs as necessary; and accept and administer any public or private grants or federal funds which are obtained for these purposes under chapter 43.88 RCW; and (7) Take additional actions necessary to gain acceptance of a program of boating safety for this state under the federal boating safety act of 1971.
KEY ACTIVITIES:
Marine Law Enforcement: In Washington, marine law enforcement is largely decentralized. County Sheriff’s Offices and a few municipal police departments along with the Washington 33
Department of Fish and Wildlife receive funding to enforce Washington’s boating laws. The Recreational Boating Safety Program (RBS) program supports marine law enforcement in a number of ways: 1. The RBS program administers the state’s vessel registration funds for disbursement to “approved programs” as defined in WAC 352-65. These regulations have been translated to an annual agreement that State Parks signs with each participating agency. The criteria include boating accident investigation and reporting, boater assistance, training, on-water enforcement and boater education. 2. The program provides a variety of specialized training courses including a 40-hour basic marine law enforcement class, detection and investigation of boating under the influence, enhanced vessel operation, boat operation for search and rescue, and operation of personal watercraft for law enforcement. 3. The program provides pass-through federal assistance funds to partner agencies to increase the amount of patrols during the boating season. 4. The program has signed an MOU with the Department of Fish and Wildlife to provide additional funding to support their boating safety patrols. 5. The program hosts an annual marine law enforcement conference to support continuing education and training, information sharing and technology transfer.
Boating Education and Outreach:
1. Boater safety education is required by law in Washington State. The law was phased in by age group from 2008 to 2014. To date over 300,000 boating education cards have been issued. All boaters born after December 31, 1954 are required to take a boating safety course and obtain the boater card, when operating a motorboat of 15 horsepower or greater in Washington waters. 2. Washington’s basic education course curriculum is compliant with the national standard developed by the National Association of State Boating Law Administrators (NASBLA). The courses are delivered online by agency-approved course providers, in classrooms by law enforcement agencies, the U.S. Power Squadron, the USCG Auxiliary, and through a self-study program administered by State Parks staff. All online and classroom courses offered by outside organizations and vendors are required to meet NASBLA and agency standards. 3. The program markets and promotes the boater safety education law to increase the level of boat operator competency, change boat operator’s behavior, encourage boaters to get the boater card, and encourage safe boating practices like wearing a life jacket and never boating under the influence. 4. The program has a successful life jacket loaner program that supports life jacket loaner sites near recreational boating activities. Currently, 19 State Parks participate in this program.
Accident Reporting: In Washington, boating accidents that result in any injury that requires medical attention beyond first aid, damage of more than $2,000, or death or presume death must be reported to the State Parks Boating Program. Program staff utilize the accident statistics with other data to guide injury prevention strategies and priorities.
SIGNIFICANT BACKGROUND INFORMATION - CLEAN VESSEL PROGRAM:
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The Clean Vessel Act of 1992, 33U.S.C.1322, 106 Stat 5039, Subtitle V(F) of P.L. 102-587, signed November 4, 1992, established a recreational boater sewage disposal program and amends the Federal Aid in Sport Fish Restoration Act (Wallop-Breaux Act; 16 U.S.C. 777) to allow the Secretary of Interior to issue grants to coastal and inland States for pumpout stations and waste reception facilities to dispose of recreational boater sewage. The Act directs the Secretary of the Interior: • To provide grants to States to pay for the construction, renovation, operation, and maintenance of pumpout stations and waste reception facilities. • Requires each coastal State to conduct a survey to determine the number and location of all operational pumpout facilities and the number of recreational vessels in the area with certain marine sanitation devices (Type III) or portable toilets. • Requires coastal States to develop and submit a plan for the construction and/or renovation of pumpout stations and waste reception facilities within the coastal zone of the State. • Requires the Under Secretary of Commerce for Oceans and Atmosphere to publish charts indicating the locations of pumpout and waste reception facilities. • Allows the Secretary of the Interior to issue grants to inland States which demonstrate a need for pumpout stations and waste reception devices.
The act allows only one state agency to apply for Clean Vessel grant funds and in 1994 Governor Mike Lowry designated Washington State Parks as the administering agency for the state.
Clean Vessel Act grant funds are available to both the public and private sector. This includes all local and Tribal governmental entities and private businesses that own and operate boating facilities that are open to the general public during their normal business hours.
Grants fund 75% of the purchase and installation of waste disposal facilities on a reimbursement basis. The grant also funds 75% of the annual operation and maintenance costs, reimbursed one time annually at the close of the federal fiscal year.
PROGRAM GOAL: The goal of the Clean Vessel Act is to ensure boat sewage disposal facilities (BSDF) are strategically located throughout the state to accommodate the need of recreational boaters during peak use times and so that there is no more than 30 minutes’ travel time from one facility to the next in high use areas.
Support for locations that have BSDF to ensure functional facilities for boaters is an element of this goal as is educational outreach to inform boaters of the location of BSDF and the environmental risks of dumping waste into the waters of the state.
KEY ACTIVITIES: The Clean Vessel Program Manager applies for grants on behalf of the agency, from the U.S. Fish and Wildlife Service each December for the following year’s award. Ensuring expenditure of grant funds to accomplish the goals of the program requires active promotion of the program which is accomplished through several avenues.
ACCOMPLISHMENTS:
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Clean Vessel Program – Selected 2017 Accomplishments:
• As a condition of funding, the program requires all grantees to report how many gallons, CVA funded equipment pumped during the year. As of 12/31/2017, the program has received reports from marinas totaling 10,250,612 million gallons collected from October 1, 2016 – September 30, 2017 with the Port of Port Townsend, Port of Friday Harbor and Elliott Bay yet to report. • Operations and Maintenance: $430,070 in annual operation and maintenance costs were reimbursed to contract marinas ($340,816 to coastal marinas / $89,254 to inland). • Seven coastal grant projects were funded: $988,095. o All seven projects have been completed. o $192,119 for educational outreach to inform marinas about CVA grant opportunities and education for boaters of the importance of proper sewage disposal to avoid unfortunate mishaps. • Three inland projects o Sunset Marina on Lake Chelan - $180,784 o New pumpout boat for Lk. Washington free service - $184,000 o Fluidion sampler / analyzers in partnership with the Lake Chelan Research Institute • Total amount spent or obligated in 2017 for both grants on capital projects was $ 1,389,871. With total operation and maintenance expenditures included, the total spent or obligated by the program in 2017 was $2,012,020. • The program conducted CVA grant workshops in Kingston in partnership with the Recreation and Conservation Office, Northwest Marine Trade Association, Sea Grant, and Puget Soundkeeper Alliance to help raise the awareness of the program and the level of knowledge of prospective partners. • Partnerships: The program manager participated in the following: o RCO Advisory Committee for the Boating Infrastructure Grant (BIG) and Boating Facilities Grant Program (BFP) o No Discharge Advisory Committees for State Department of Ecology and the Recreational Boating Association of Washington (RBAW) o State’s Organizations for Boating Access (SOBA) Task Force for CVA Best Management Practices o USFWS CVA Best Management Practices Task Force and Clean Vessel Act Rules Committee o Clean Marina Advisory Committee o Agencies Boating Committee
Recreational Boating Safety (RBS) Program – Selected 2017 Accomplishments:
As of 12/27/2017, the Recreational Boating Program has confirmed and documented accidents involving 13 fatalities. This is the lowest number of fatalities in a calendar year since the program began keeping records in 1984. The State Parks Boating Program cannot claim that its actions have led to this decline, but we are hopeful that the innovative
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strategies adopted over the last 6 years have contributed to it.
Administration
• Paddlesports Advisory Committee (PAC): This committee (which is technically a subcommittee of the Boating Program Advisory Council) has been advising State Parks since November of 2015 on strategies to help the agency promote paddlesports (kayaking, canoeing and stand-up paddling) while growing a culture of safety. Most recently the PAC helped State Parks develop a number of strategies for 2018 including a first ever Paddlesport Safety Week, increasing the reach and number of life jacket loaner programs and an augmented media presence by utilizing guest authors to write pieces for publications with broad readership. The committee will continue to advise State Parks in 2018. The program hired Haley Rice as a Program Specialist 3, in a two-year project position, to manage this and other special projects for the recreational boating safety program.
• Legislative proposals: The RBS program received approval from the State Parks leadership and the Governor’s office to sponsor three pieces of legislation in the 2017 session.
o Vessel impound: State Parks led a successful effort to pass legislation creating authority and immunity for marine law enforcement officers to impound a vessel pursuant to an arrest for boating under the influence or reckless boating. The law, RCW 79A.60.045 went into effect on July 23, 2017. The law also created due process for boaters who have had their vessel impounded, provides immunity protection for facilities used to impound a vessel, and creates a process for the foreclosure on vessels that go unredeemed.
o Pyrotechnic Visual Distress Signals: State Parks began the process of introducing agency request legislation that would exempt pyrotechnic visual distress signals from the legal restrictions associated with firearms. State Parks reached out to the Washington Alliance for Gun Responsibility (WAGR) in the process of gathering stakeholder input. WAGR decided to run this bill themselves so State Parks rescinded its bill. The WAGR bill successfully passed the legislature and also went into effect on July 23, 2017 as RCW 9.41.010 (10). The new definition of firearm is as follows: "Firearm" means a weapon or device from which a projectile or projectiles may be fired by an explosive such as gunpowder. "Firearm" does not include a flare gun or other pyrotechnic visual distress signaling device, or a powder-actuated tool or other device designed solely to be used for construction purposes. • Mandatory Boater Education: State Parks sought a third bill that would amend Washington’s mandatory boater education law so that 1) the agency would have additional spending flexibility for the revenues generated by the sale of boater education cards and 2) remove the phase-in language to eliminate a contradiction in the law which has created confusion among boaters. The law passed the Senate unanimously and made it all the way to the House Floor but the session ran out before it received a vote of that body. Subsequently it went back to the Senate and passed that body two additional times unanimously in special sessions. It remains active and will be reintroduced in the 2018 session.
• SECTOR Maritime Phase I: State Parks was successful in launching SECTOR Phase I and it went into production in May 2017, just ahead of the boating season. This project expanded
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the Statewide Electronic Collision and Ticketing Online Records (SECTOR) system to include forms for boating safety inspections, warnings and citations (known as SECTOR Phase 1) so that State Parks would have near-real time access to more and richer data that will help the program make better decisions faster. Because the transactions are reported automatically, it has the added benefit of eliminating the need for the law enforcement agencies to report this data to State Parks. Shortly after the system went into production, Washington State Patrol rolled out a new database software package (required by SECTOR to process data in the background) that created significant statewide problems with the entire SECTOR system. Also, the SECTOR Phase I system had significant bugs in transmitting the data packages to State Parks. These issues required significant staff time to resolve and both have been addressed so that the SECTOR system is now in full operation. State Parks is now focusing efforts on increasing the number of agencies using the system. State Parks has reserved funds to help purchase equipment needed to move more agencies to using the SECTOR system.
• GIS project: State Parks hired a GIS contractor that took three years of recreational boating accident data and mapped them and then fused the data with other data such as the National Oceanic and Atmospheric Administration’s historic tide, current, temperature and wind speeds. The contractor then conducted analysis that revealed patterns that may be useful in determining when and where to deploy resources during different weather conditions. State Parks is pursuing the next phase in this project in 2018 by working to create interactive maps that will be displayed on the State Parks website.
Accident Reporting Program
Timeliness: In 2017, 78% of accidents were entered into the Boating Accident and Reporting Database (BARD) system and submitted to the US Coast Guard within the required 30 days. In 2016, 90% of accidents were entered into the BARD system and submitted to the US Coast Guard within the required 30 days.
Accidents and Fatalities: In 2017, there were 108 reportable accidents submitted to the USCG and 13 confirmed fatalities. In 2016, there were 105 reportable accidents submitted to the USCG and 15 fatalities, not including one accident where the victim has not been recovered.
Marine Law Enforcement
Training Summary: In 2017, the RBS program offered the following classes to marine law enforcement agencies: • Two Basic Marine Law Enforcement/Boat Crew Member courses • Boat Operator for Search and Rescue • Personal Watercraft for Law Enforcement Course • Two Detection of Vessel Operators Under the Influence courses – one basic course and one advanced course • Two Enhanced Vessel Operator Courses 38
The RBS program grew the roster of State/NASBLA Certified Instructors from 29 to 37. To increase the willingness of local agencies to make officers available as instructors, State Parks offered a $5000 bonus in grant funds. This has resulted in more instructors and increased willingness of their home agencies to allow them to provide more time instructing. State Parks also increased the number of instructors with NASBLA certification, including certification in the following courses: • 5 instructors for Boat Operator for Search and Rescue • 23 instructors for Basic Marine Law Enforcement • 2 instructors for Detection of Vessel Operators Under the Influence • 2 instructors for Boating Accident Investigation Level 1 • 16 instructors for the Enhanced Vessel Operator Course
State Parks put on the first Advanced Boating Under the Influence course in 2017. It combined the Advanced Roadside Impairment and Detection Enforcement course along with instruction on a number of practical areas associated with this type of enforcement. It also included a “green lab”; one of the first of its kind in the nation, it provided an opportunity for officers to use impairment detection techniques on individuals that had recently consumed marijuana. This was accomplished through a partnership with a marijuana grower’s association that recruited the volunteers and had them consume donated marijuana at a private facility. Those volunteers were then brought to the training location. It is an innovative approach that provides officers that are increasingly encountering operators impaired by substances other than alcohol, on the water.
Grant Administration: The Marine Law Enforcement program administered $700,000 in federal assistance grants to 45 eligible agencies. The purpose of the grant is to help participants increase their effectiveness in preventing recreational boating safety injuries.
New Patrol Vessel: State Parks helped the Lincoln County Sheriff’s Office purchase a new vessel for their marine law enforcement program. The Vessel is a 23’ Lifeproof Boat by Inventech Marine with a 250 HP outboard Evinrude motor. The vessel, (which has not yet been named) will soon be delivered to Lincoln County. Below is an excerpt from an email from the Lincoln County Sheriff Wade Magers:
“I wanted to reach out and thank you both for being our partners and helping sooooo much with acquiring a new vessel. We can’t thank you enough...Please let us know the next move and again thank you gentleman we greatly appreciate it and are grateful.
Wade and team…..boating 2018 will be much more effective, enjoyable, and efficient!
Wade Sheriff Wade W. Magers Lincoln County Sheriffs Office”
Marine Law Enforcement Conference: State Parks held its annual MLE fall conference at the Hotel Murano in Tacoma September 21-22. The Washington State conference was done in conjunction with – the Maritime Security West conference. State Parks retained Neak Media to manage several components of the conference including the website and conference registration. This has had the benefit of increasing our capacity to manage this conference without impacting 39
staff resources. See www.mleconference.com for complete details. The conference served 127 attendees. State Parks offers advanced training opportunities in conjunction with the MLE conference. This year State Parks offered two Enhanced Vessel Operator’s courses in conjunction with the conference that trained 44 officers.
Data management upgrade: in 2017, the Boating Program, as part of an agency wide effort, retained an IT consultant, Affirma, to help it install a new database management package for the program. Through this project, the program is updating all of its business processes with the 53 marine law enforcement agencies replacing paper based work flows with web based processes. The new system will be launched in January 2018. Parks converted the Summary of Activity Report Form (SOAR), Training Currency report form, the Vessel Registration Fee Application Form (#A-299) and the Federal Financial Assistance Grant Application Form (#A-300) into web based forms. These new forms were vetted to streamline the information that they capture and dynamically link them to an internal database. Going forward, the database, linked to the Customer Relationship Management Software interface, will provide Parks managers with “dashboards” and year-to-date reports that will highlight key metrics of each marine law enforcement agency. These reports will be used to improve agency effectiveness. The power of this new software package is further enhanced with the inclusion of data from the SECTOR system. All transactions (boating safety inspections, citations and warnings) conducted through the SECTOR system are auto-loaded into the State Parks database eliminating the need for the agencies to report that data and providing near real-time data to Parks and the home agency. Furthermore, the web based forms will make it possible for officers to (hopefully easily) report their accomplishments on a daily basis. This again provides near real-time data to Parks and their home agency and should reduce the administrative burden of reporting.
Improving administration of vessel registration fees: The boating program spent considerable resources developing internal and external procedures to guide the administration of state vessel registration fees and the federal assistance grants. This was done in conjunction with the data management project so that external stakeholders would understand the metrics State Parks is using to judge performance. Internal guidance documents were also created so that staff, using the new digital system, would have clear guidance based on data in the system of when to engage with marine law enforcement agencies.
Public Education and Outreach
Mandatory Boater Education Cards: The Mandatory Boater Education Program is still the workhorse of the Washington State Boater Education program. The agency has issued 314,490 cards since inception (2008) and 27,449 new cards in 2017. Online courses continue to be popular as the online providers improve their courses to meet the new NASBLA online course standards.
Partnership Development: In 2017, the Outreach and Education Team added partners to our network bringing our total to over 150 individuals representing 60 organizations. State Parks developed and distributed 14 content “packages” to all of these partners between April and September. Content package materials were varied but generally included a variety of different types of messages centered on a central theme packaged for various social media platforms. For example, a cold water package would include a number of tweets, Facebook posts, news release and images all focused on helping the intended audience understand and mitigate the risks 40
associated with boating in cold water. This strategy called “message amplification” is designed to leverage the social media networks of all our partners so that we can greatly increase our reach with the messages we distribute. The content of these packages were focused on the most critical prevention topics such as cold water preparedness, and paddling safety.
Boating Under the Influence Campaign: State Parks and Fish and Wildlife partnered to increase the reach of the statewide Designated Skipper campaign. This partnership included the joint funding of a mobile boating under the influence processing trailer which was utilized in seven emphasis patrols statewide and a combined media campaign that included paid, earned and owned media. Emphasis patrols in conjunction with targeted messaging and educational campaigns were used to help influence behavior and establish new cultural norms regarding the use of alcohol while operating vessels statewide.
Media Tour: For the fifth year in a row, State Parks organized and led a regional media tour. The purpose of the tour is to “deputize” local media stations into helping us promote key boating safety messages. The tour is done ahead of the boating season typically in early May. This year, for the third year in a row, a coordinated media tour was conducted in Seattle and Portland media markets while a third was conducted in Spokane County under the leadership of the Spokane County Sheriff’s Office. As in prior years, this was a collaborative effort among the US Coast Guard, Washington State Parks, Oregon Marine Board, and local law enforcement. As a result, 13 news agencies were pitched news stories that centered on boating safety.
Community Event Outreach: In February the boating program hired two project positions to attend and staff high impact events around Washington with a boating safety message. This increased capacity and enabled the RBS outreach team to attend 44 events in 27 cities, and 15 counties with a measured attendance of over 1.2 million. Following is a comprehensive list of all events attended during 2017:
Jan 25 - 29 Washington Sportsmen Show Jul 15 - 16 Kent Cornucopia Days Jan 28 – Feb 4 Seattle Boat Show Jul 16 Foss Seaport Port Tours Feb 8 - 12 PNW Sportsmen Show Jul 22 Delin Docks Safety Days Feb 17 - 19 Central WA Sportsmen Show Jul 22 - 23 Des Moines Waterland Feb 24 - 26 Wenatchee Sportsmen Show Jul 28 - 30 Aqua Festival Mar 16 - 19 Bighorn Sportsmen Show Aug 1 National Night Out Apr 1 - 2 Scuba & H2O Adventure Show Aug 4 - 6 Seafair Apr 7 - 9 Monroe Sportsmen Show Aug 11 - 12 Cape Disappointment State Park Apr 15 April Pools Day Aug 25 - 26 Fort Casey State Park Apr 15 Swantown Marina Safety Day Sep 1 - 24 Puyallup Fair Apr 20 - 23 Puyallup Spring Fair Sep 1 - 3 Olympia Harbor Days Apr 29 Elliott Bay Marina Safety Day Sep 19 Edge of Amazing Apr 30 Shell Festival Penrose Sep 21 PCC Harbor Master Conference May 12 Paddle Festival Sep 23 Seattle Fisherman Festival May 20 Wear It – Seattle Ferry Sep 22 - 23 USCGAux District 13 Fall Conf. Jun 10 Boatfest - Shilshole Oct 6 Oyster Festival
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Jun 17 Cabela’s Open House Oct 6 - 7 USPS District 32 Conference Jun 24 Shell Festival Camano Island Oct 19 – 20 NMTA Marina Conference Jun 24 Get Out and Boat Festival Oct 19 USCGAux Flotilla 1-1 Meeting Jun 24 - 25 Kitsap Water Trails Festival Oct 25 Queen City Yacht Club Jul 9 Aqua Sox Safety Day Oct 27 - 28 USPC District 16 Conference Jul 8 - 9 Summer Celebration Mercer Island Nov 28 USPS Tacoma General Meeting
______Author/Contact(s): Wade Alonzo, Boating Program Manager [email protected] (360) 902-8836 Ed Girard, Operations Manager [email protected] (360) 902-8847
Reviewer(s): Jessica Logan, SEPA REVIEW: Pursuant to WAC197-11-704, staff has determined that this Commission agenda item is a report and therefore is not subject to State Environmental Policy Act (SEPA) review. Christeen Leeper, Fiscal Review: Report only, no impact at this time. Michael Young, Assistant Attorney General: 01/04/2018 Mike Sternback, Assistant Director
Approved for Transmittal to Commission
______Don Hoch, Director
Item E-4: Financial Update - Report
EXECUTIVE SUMMARY: This item reports to the Washington State Parks and Recreation Commission on the status of: 1) State Parks’ 2017-19 biennium operating and capital budget expenditures, 2) Parks Renewal and Stewardship Account (PRSA) revenue, 3) State Parks’ 2018 supplemental budget requests and 4) a Strategic Plan update. This item advances the
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Commission’s strategic direction: “Adopting a business approach to park system administration”.
CURRENT BIENNIUM FINANCIAL INFORMATION (2017-19)
2017-19 Biennium Operating Budget and Expenditures: State Parks’ 2017-19 biennial operating budget is $165.4 million. The general operations budget is $144.7 million. Of the $144.7 million, $29.6 million is supported by tax dollars from the General Fund and Litter Tax revenue. The remainder is supported by earned revenue.
As of November 30, 2017, the Agency spent $38.4 million, of which $31.6 million was for general operations. The biennium-to-date spending variance for general operations continues to be essentially zero. This is primarily due to the operating budget picking up additional costs as a result of having no capital budget.
Contingency planning within the agency is ongoing until a 2017-19 capital budget is passed. These efforts will determine if the plan is producing expected results and whether further spending adjustments need to be made.
The November 30, 2017 PRSA fund balance is $11.1 million, down $3.4 million from the September 30 balance of $14.5 million. This decline in fund balance is expected and will continue during the off season months.
2017-19 Biennium Capital Budget and Expenditures: Currently, State Parks has only a re- appropriation capital budget for 2017-19 which totals $15.7 million (State Building and Construction Account). In addition, some grant dollars are available from old projects. These total $12.5 million. Together, the two components total $28.2 million. As of November 30, 2017 the agency spent $9.2 million ($6.8 million on the re-appropriated projects and $2.4 million on grant related projects).
2017-19 Biennium Revenue: The initial $107.2 million earned revenue forecast was adjusted in November to $107.8 million. In addition, during this biennium the agency will receive $10 million in Litter Tax revenue that will be deposited into the PRSA account for a total of $117.8 million in expected revenue.
Collectively, PRSA revenue collections for Discover Pass sales, camping, cabins and other lodging, “opt-out” donations through the Department of Licensing, and other earned revenue are 5.9% above estimates as of November 30, 2017.
Comparing biennium-to-date revenue collections against estimates for the five categories shows: 1) Discover Pass revenue is 5.8% above projection 2) Revenue from camping is 4.9% above projection 3) Cabins and other lodging revenue are 5.4% above projection 4) Donations through the “opt out” program are 0.9% above projection 5) Other revenue sources are 12.4% above projection
2018 SUPPLEMENTAL BUDGET REQUESTS
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Operating. The Governor introduced his 2018 Operating budget in December. For State Parks he proposed $0.9 million in funding that will maintain funding for current efforts. A comparison of the Governor’s proposal to the agency request in in Appendix 3.
Capital. The Governor also introduced his 2018 Capital budget in December. His proposal contained new emergent projects totaling $0.7 million and included a modified resubmission of the original 2017-19 capital budget request. For State Parks, the Governor proposed $57.7 million in his supplemental that followed Commission priorities. A comparison of the Governor’s proposal to the agency request is in Appendix 4.
2019-21 BUDGET DEVELOPMENT
Appendix 5 shows a high-level timeline for development of State Parks’ 2019-21 Operating and Capital budget requests.
STRATEGIC PLAN UPDATE
Work has also begun on the update to State Parks’ Strategic Plan. This will be the second update to the 2014 – 2019 plan.
SUPPORTING INFORMATION Appendix 1: 2017-19 Operating and Capital Budget Financial Report Appendix 2: 2017-19 Parks Renewal and Stewardship Account (PRSA) Revenue Summary Appendix 3: Earned Revenue – 2018 Operating Budget – Comparison of Agency Request to Governor Proposal Appendix 4: Earned Revenue – 2018 Supplemental Capital Budget – Comparison of Agency Request to Governor Proposal Appendix 5: 2019-21 Budget Development Timeline
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Author/Contact(s): Shelly Hagen, Assistant Director, Administrative Services [email protected], (360) 902-8621
Reviewer(s): Jessica Logan, SEPA Review: Pursuant to WAC197-11-704, staff has determined that this Commission agenda item is a report and therefore is not subject to State Environmental Policy Act (SEPA) review. Christeen Leeper, Fiscal Review: Report only, no fiscal impact. Michael Young, Assistant Attorney General: Report only, no impact at this time.
Approved for Transmittal to Commission
______Don Hoch, Director 44
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APPENDIX 1 OPERATING AND CAPITAL BUDGET FINANCIAL REPORT 2017-19 BIENNIUM As of November 30, 2017 Operating Budget:
Biennial Expenditures Percent Fund/Account Budget To Date Balance Spent General Operating Funds General Fund - State* 19,590,000 3,861,787 15,728,213 19.7% Parks Renewal and Stewardship Acct. (PRSA) 124,759,000 27,782,486 96,976,514 22.3% Subtotals 144,349,000 31,644,272 112,704,728 21.9%
Other Funds PRSA/Dedicated Funds** 21,068,000 6,789,663 14,278,337 32.2% Totals 165,417,000 38,433,936 126,983,064 23.2% * Includes Avalanche Center and LID Property Assessments ** Restricted for private/local grants, donations, Boating and Winter Recreation Programs, ORV, Roads, and non-appropriated funds
PRSA Fund Balance Information:
Date Balance June 30, 2017 8,914,440 November 30, 2017 11,107,023
Capital Budget:
Biennial Expenditures Percent Funding Source Budget To Date Balance Spent New Projects - State Bldg. Constr. Acct. 0 0 - 0.0% Reappropriations - State Bldg. Contstr. Acct. 15,734,700 6,787,238 8,947,462 43.1% Subtotals 15,734,700 6,787,238 8,947,462 43.1%
Grants/Donations/Pass Through Funds State Grants/Donations/Parkland Acquisition* 12,512,781 2,459,575 10,053,206 19.7% Federal Grants/Pass through Funds** 0 0 - 0.0% Totals 28,247,481 9,246,812 19,000,669 32.7% * Includes private/local spending authority for grants including re-appropriations ** Includes Clean Vessel grants issued to other entities, and spending authority for grants
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APPENDIX 2 PARKS RENEWAL AND STEWARDSHIP ACCOUNT (PRSA) REVENUE SUMMARY 2017-19 Biennium As of November 30, 2017 Percent Actuals Biennial Estimate Actuals Variance To Over/Under Revenue Category Estimate To Date To Date Date To Date Discover Pass Sales 40,545,000 8,192,800 8,669,859 477,059 5.8% Camping & Related Sources 34,469,000 10,389,612 10,903,634 514,022 4.9% Cabins/Yurts/Other Lodging 5,477,000 1,358,788 1,432,422 73,634 5.4% License Renewal Donations 12,100,000 2,582,500 2,606,541 24,041 0.9% Other * 15,186,000 3,842,700 4,318,215 475,515 12.4% Subtotal 107,777,000 26,366,400 27,930,672 1,564,272 5.9%
Litter Tax 10,000,000 2,083,334 2,083,333 (1) 0.0% Totals 117,777,000 28,449,734 30,014,005 1,564,271 5.5% * Other revenue sources include leases, reservation fees, retreat centers, boat moorage and watercraft launch fees, day use fees, etc.
Percent of Revenue Collected by Source
6.9%6.9% Discover Pass Sales 28.9%
Camping Related Sources 36.3% 14.4% 28.9%
Cabins/Yurts/Other Lodging 4.8%
License Renewal Donations 8.7% 8.7%8.7%
4.8% Other 14.4% 4.8%
36.3% Litter Tax 6.9%
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APPENDIX 3 2018 SUPPLEMENTAL OPERATING BUDGET COMPARISON OF AGENCY REQUEST TO GOVERNOR PROPOSAL
Agency Request Governor Budget Diffe re nce
FUND SUMMARY FTEs Dollars FTEs Dollars FTEs Dollars
Parks Renewal and Stewardship Account 0.0 768,000 0.0 533,000 (235,000) General Fund - State 0.0 1,170,000 0.0 (1,381,000) (2,551,000) Pension Stabilization Account 0.0 0 0.0 1,498,000 1,498,000 Dedicated & Other Funds 1.3 262,000 1.3 254,000 (8,000) Total Request 1.3 2,200,000 1.3 904,000 0.0 (1,296,000)
REQUEST ITEMS FTEs Dollars FTEs Dollars FTEs Dollars
Discover Pass Fulfillment Costs 0.0 104,000 0.0 104,000 0.0 0 Attorney General Costs 0.0 8,000 0.0 8,000 0.0 0 Spending Authority Increases 1.3 262,000 1.3 262,000 0.0 0 Compensation Costs (Minimum Wage) 0.0 976,000 0.0 565,000 0.0 (411,000) Reduce Wildfire Risk 0.0 500,000 0.0 0 0.0 (500,000) Preventive Maintenance 0.0 350,000 0.0 0 0.0 (350,000) Subtotal 1.3 2,200,000 1.3 939,000 (1,261,000)
Move $1.498M Pension Costs Between Funds 0.0 0 0.0 0 0.0 0 Statewide Compensation Adjustments 0.0 0 0.0 (201,000) 0.0 (201,000) Statewide Central Services Cost Adjustments 0.0 0 0.0 166,000 0.0 166,000 Total 2017-19 Proposed Supplemental 1.3 2,200,000 1.3 904,000 0.0 (1,296,000)
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APPENDIX 4 2018 SUPPLEMENTAL CAPITAL BUDGET COMPARISON OF AGENCY REQUEST TO GOVERNOR PROPOSAL
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APPENDIX 4 – CONTINUED 2018 SUPPEMENTAL CAPITAL BUDGET COMPARISON OF AGENCY REQUEST TO GOVERNOR PROPOSAL
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APPENDIX 5 2019-21 BUDGET DEVELOPMENT TIMELINE
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Item E-5: Recreational Conveyance Inspection Program - Report
EXECUTIVE SUMMARY: This item reports to the Washington State Parks and Recreation Commission on the Recreational Conveyance Inspection Program (commonly called Ski Lift Program), proposed revisions of the Washington Administrative Code and update status. This item advances the Commission’s strategic direction: “Adopt a business approach to park system administration”
SIGNIFICANT BACKGROUND INFORMATION: In 1959, the Washington State Legislature directed the responsibility to inspect recreational conveyance systems to State Parks. The State Parks ski lift inspection program was later created to conduct safety inspections of existing ski lifts and to approve new construction or major modifications of ski lifts, with a single exception for Hurricane Ridge ski area, located in the Olympic National Park (Appendix 1). Unlike U.S. Forest Service (USFS) lands, the National Park Service lands are not subject to state laws and are exempt from the inspection program. The purpose of this report is to help the Commission better understand what the program accomplishes and to describe its future.
Currently, Recreational Conveyance Program inspections are managed by State Parks with three contracted professional engineers and an on-call contract. The program covers a wide range of facilities, with 18 ski areas and approximately 118 lifts state-wide. Ski areas are located on a mix of public and private lands with ten ski areas on USFS lands, seven on private lands, and one on State Parks land (Appendix 2).
One of the most important facets of the inspection program concerns malfunction and incident reports of lifts. Reports are submitted when the skiing public is injured or when an injury could have occurred. According to State Parks data, since 2006, there were 50 malfunction and incident reports including four injuries. Examples of reported injuries include frost bite, a bruised hip, split lips, and a bloody nose. The highest concentration of reports occurred between 2008 and 2009; there were no reports filed in 2013.
Risk management sessions at the Pacific Northwest Ski Area Association (PNSAA) conferences suggest that ski lift operations represent a low risk when compared to the overall operation of a ski area. The PNSAA is a non-profit trade association, which represents the interest of 35 ski and snowboard facilities located in Oregon, Washington, Alaska, Idaho, Montana, and California. Collectively, these ski operations receive an estimated 5.1 million visits annually. A ten-year average for Washington includes almost 2 million visits a year. Most risk results from trips and falls or accidents on ski slopes or terrain parks, which are the equivalent of a typical skate park where athletes participate in challenging snowboarding tricks and activities.
Today, State Parks statewide ski lift inspection program remains as important as ever; however, it is sometimes necessary to reevaluate the program to assure improvements and efficacies. The following proposed change to the Washington Administration Code (WAC) and to general program administrative procedures represent how the process is evolving. The proposed WAC update was requested by the USFS Region Engineer and discussed with the president of the PNSAA. Internally, State Parks staff worked to align and streamline the inspection program processes with development of electronic billing, creation of an electronic filing system, and an updated system to track funding. Specific updates include:
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• Proposed WAC Revisions A proposed revision to WAC 352-44-060 would clarify the specific date when State Parks makes safety standards “effective” after these standards are actually published by the American National Standards Institute (ANSI). This action would also align State Parks with USFS procedures. Today, there is no indication when State Parks adopts ANSI updates. By contrast, the USFS establishes their effective dates at one year after the ANSI publication of standards. State Parks is planning to propose changes to the WAC to ensure consistency with the USFS protocol. Removing the uncertainty will ensure that all parties are aware of standards consistently enforced. The USFS Region 6 Tramway Engineer requested this revision, which should be presented to the Commission for adoption at their July 12, 2018 meeting.
• Electronic Billing and Filing State Parks moved to electronic billing to speed up payments, which after several months are moving twice as fast. Tracking documentation is much more efficient and is significantly reducing the need for retention of hardcopies as records.
• Tracking of Funding Changes made to this system now include an internal cost code to track inspector billings and ski lift administrative fee payments separately. The administrative fee is used to cover the costs of operating the inspection program, which according to statute, must be self-sustaining. One benefit of this new system is that, through improved tracking, a clear evaluation can be made to assess indirect costs and to analyze the true costs to administer the program.
The future of the program remains important despite the fluctuation in popularity over time, which is related to several issues, including slope conditions. Information provided by the National Ski Area Association (NSAA) indicates that ski visits were down 2.6 percent in the 2016/17 season compared to the 2015/16 The PNSAA information for Washington State shows a ten-year average of 1,947,643 visits per year. It appears from the discussions that the popularity of skiing will remain stable in the coming years.
With the USFS opening up summer use, the projection is an increase in use during the summer months by mountain bicyclists and hikers. Ski lifts are required to have inspections before each season, winter or summer. With increased summer use, the number of overall inspections will increase. Today, there are two lifts used in summer including the Mt. Rainer Gondola at Crystal Mountain Ski area and a single lift at Stevens Pass. Summit at Snoqualmie has also announced that they will be applying to the USFS to include mountain biking at their location in 2018.
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LEGAL AUTHORITY: Chapter 79A.40 RCW Conveyances for persons in recreational activities.
SUPPORTING INFORMATION:
Appendix 1: Ski Area Locations Appendix 2: Ski Areas and Property Owners
Author(s)/Contact: Nata Jo Hurst, Program Specialist 3, Ski Program Administrator Email: [email protected] Phone Number: (360) 902-8638
Reviewer(s): Jessica Logan, SEPA REVIEW: Pursuant to WAC197-11-704, staff has determined that this Commission agenda item is a report and therefore is not subject to State Environmental Policy Act (SEPA) review. Christeen Leeper, Fiscal Review: Report only, no impact at this time. Michael Young, Assistant Attorney General: 12/13/2017 Peter Herzog, Assistant Director
Approved for Transmittal to Commission
______Don Hoch, Director
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APPENDIX 1 SKI AREA LOCATIONS
This map shows the locations of ski area locations state-wide that participate in the ski lift safety inspection program.
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APPENDIX 2 SKI AREAS AND PROPERTY OWNERS
Ski Areas on Private Property (7)
• Badger Mountain • Bear Creek • Echo Valley at Lake Chelan • Mountaineers Meany Lodge • Sahalie • Sitzmark Ski Club • Suncadia Ski Area on Washington State Parks property (1)
• Mt. Spokane Ski Areas on USFS property (10)
• 49 Degrees North • Bluewood • Crystal Mountain Resort • Leavenworth • Loup Loup • Mission Ridge • Mt. Baker • Stevens Pass • Summit at Snoqualmie (four areas) 1. Alpental Ski Area 2. Summit Central 3. Summit East (Hyak) 4. Summit West • White Pass
Note: Hurricane Ridge in Olympic National Park is not subject to state inspection.
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