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Home , Columbia Plateau Trail, Curlew Lake State Park, Fields Spring State Park, Fort Townsend State Park, Joemma Beach State Park, Nisqually Reach

Regular Commission Meeting Agenda State Parks and Recreation Commission

Thursday March 27, 2014 Veterans Memorial Museum, 100 SW Veterans Way, Chehalis, WA 98532

Time: Opening sessions 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 item.

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 to the front at the appropriate time. You also may submit written comments to the Commission by emailing them to [email protected] by Friday @ 5:00pm March 21, 2014.

9:00 a.m. CALL TO ORDER • Flag Salute • Call of the roll • Introduction of Staff • Recognition of State and Local Officials • Approval of Agenda • Approval of Minutes of Previous Meeting: January 23, 2014 – Olympia

9:15 a.m. PUBLIC COMMENTS: Pre-Arranged Speakers

9:35 a.m. GENERAL PUBLIC COMMENTS:

9:45 a.m. REQUESTED ACTION EXPEDITED • Item E-1: Seashore Conservation Area (Grayland Beach Ocean Beach Approach), Perpetual Easement This item asks the Washington State Parks and Recreation Commission to consider granting Mr. Christopher Sweeney a perpetual easement for ingress and egress across agency-owned property west of SR105 commonly known as Grayland Beach Road located in Grays Harbor .

9:55 a.m. REQUESTED ACTION • Item E-2: Park Naming Policy 1

This item asks the Washington State Parks and Recreation Commission to consider adoption of a consolidated naming policy, effecting the naming of parks, portions of parks, and park facilities, and renaming all parks and park properties consistent with the new policy upon implementation by the Director.

10:15 a.m. BREAK

10:30 a.m. REQUESTED ACTION • Item E-3: – Master Plan Addendum This agenda item asks the Washington State Parks and Recreation Commission to consider approving an addendum to the Iron Horse State Park Master Plan adopted in 2000 and approve Land Classifications and Long-Term Boundary for the eastern 34- mile portion of the Iron Horse Palouse Section from Malden to the Border.

11:00 a.m. REQUESTED ACTION • Item E-4: WWRP – State Parks Category 2014 Project List This item asks the Washington State Parks and Recreation Commission to consider a list of projects for which staff will seek grant funding from the Washington Wildlife and Recreation Program’s State Park category.

12:00 p.m. LUNCH

12:30 p.m. REQUESTED ACTION • Item E-5: 2014 Directors Performance Contract This item asks the Washington State Parks and Recreation Commission to consider adoption of the 2014 Directors Performance Agreement.

12:50 p.m. REQUESTED ACTION • Item E-6: Request Lease Renewal - This item asks the Washington State Parks and Recreation Commission to consider a staff recommendation to seek a lease renewal from the Army Corps of Engineers for that portion of Bridgeport State Park that is on federally owned land.

1:10 p.m. AREA REPORT • LEAN in State Parks – Diana Dupuis and Colleen Maguire The purpose of this presentation is to highlight the Lean improvement projects that have occurred in State Parks. From Value Stream Mapping sessions to Rapid Improvement Workshops, Lean tools are helping to create a more effective and efficient park system. State Parks has held large scale events in the cash receipt transmittal process, the hiring of employees, and the time leave and attendance process with Environmental Learning Center reservations up next. These process improvements are saving the agency hundreds of hours of staff time.

1:30 p.m. OTHER RECOGNITION • Vivian Spidel, Park Ranger, Beacon Rock - Stewardsip Certification pin

1:35 p.m. SERVICE PINS

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• James Schmidt, North Beach Area Manager- 35 years

1:45 p.m. COMMISSIONER’S REPORTS

2:10 p.m. REPORT • Item E-7: Skokomish Tribal Nation Proposed Transfer of This item reports to the Washington State Parks and Recreation Commission on the Skokomish Tribal Nation’s proposal to assume ownership and operation of Potlatch State Park.

2:30 p.m. BREAK

2:45 p.m. REPORT • Item E-8: Legislative Session This item reports on the progress during the 2014 session of the Washington State Legislature.

3:05 p.m. REPORT • Item E-9: Centennial 2013 wrap-up Wrap-Up This report provides an overview of the Washington State Parks and Recreation Commission’s Centennial 2013 campaign, which effectively ends on March 19, 2014, when Washington State Parks turns 101 years old. This item is intended to tell the story of where State Parks has been through the ten-year history of Centennial 2013, which helped build a foundation for the agency Transformation Strategy, Agency culture and core values.

3:30 p.m. REPORT • Item E-10: Financial Update This item reports to the Washington State Parks and Recreation Commission on the status of (1) State Parks’ 2013-15 biennium operating and capital expenditures, (2) Parks Renewal and Stewardship Account (PRSA) revenue collections, and (3) State Parks’ 2014 operating budget supplemental request.

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Work Session Agenda Washington State Parks and Recreation Commission

Wednesday March 26, 2014 Holiday Inn, 730 Liberty Plz., Chehalis, WA 98532

Time: Opening sessions 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 – Steve Milner, Commission Secretary • Call of the roll • Changes to agenda.

9:05 a.m. SAINT EDWARD STATUS UPDATE - Peter Herzog, Assistant Dirctor – Parks Development & Michael Hankinson, HQ Parks Planner • This item outlines a planning process and potential historic preservation treatment options for the Saint Edward seminary building. Staff is interesting in discussion on the merits and appropriateness of treatments ranging from adaptive reuse of the structure, vacating it in place, or razing it either partially or entirely.(Information & Discussion)

9:35 a.m. DISCOVER PASS - Peter Herzog, Assistant Dirctor – Parks Development & Kathleen Manning, Business Development Manager • This item outlines plans developed by the agency’s new Business Development Program for increasing revenues from the Discover Pass. (Information)

10:05 a.m. BREAK

10:20 a.m. SEPA 101 – Randy Kline, WSPRC SEPA Official • This item provides the Commission an introduction/re-introduction to the State Environmental Policy Act and its purpose and function in agency decision making. (Information)

10:50 a.m. UPDATE - Peter Herzog, Assistant Dirctor – Parks Development & Lisa Lantz, Stewardship Manager • This item updates the Commission on efforts by Mount Spokane 2000 and staff to complete environmental review of proposed ski area expansion at . (Information)

11:30 a.m. GOVERNOR’S OUTDOOR RECREATION TASK FORCE – Daniel Farber, Policy and Govermental Affairs Director

12:00 p.m. LUNCH

12:45 p.m. STAFF REPORTS 4

• Don Hoch, Director • Executive Leadership Team

1:15 p.m. STRATEGIC PLAN- Daniel Farber, Policy & Govermental Director

1:30 p.m. ROLE OF THE COMMISSION- Cindy Whaley, Chair & Mark Brown, Commissioner

3:00 p.m. BREAK

3:15 p.m. 2014 DIRECTOR’S CONTRACT AND COMMISSION WORK PLAN

4:00 p.m. EXECUTIVE SESSION

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Item E-1: Seashore Conservation Area (Grayland Beach Ocean Beach Approach), Perpetual Easement- Requested Action – Expedited

EXECUTIVE SUMMARY: This item asks the Commission to consider granting Mr. Christopher Sweeney a perpetual easement for ingress and egress across agency-owned property west of SR105 commonly known as Grayland Beach Road located in Grays Harbor County. This item aligns with Agency core values and advances the Commission Transformation Strategy, “Adopt a business approach to park system administration”.

SIGNIFICANT BACKGROUND: Mr. Christopher Sweeney is requesting a perpetual easement for ingress and egress utilizing the Grayland Beach Road. Grayland Beach road is a designated State Parks Ocean Beach Approach (OBA) and serves as a primary public access to oceanfront in the Grayland area. Without the benefit of use of State Park land, the access road desired by the applicant would impact sensitive wetland areas located on adjacent private property. In addition to wetland impacts, Mr. Sweeney would incur significant additional costs if he were required to utilize only private property to access his land. Details related to the proposed access route are attached as Appendices 2 and 3.

COMPENSATION: In lieu of paying cash, Mr. Sweeney has agreed to provide and install a much needed flush CXT style restroom at the Grayland Ocean Beach Approach. The approximate value of this new public sanitation facility is estimated at $50,000.

STAFF RECOMMENDATION: Staff has reviewed this proposal and recommends that the Commission authorize the Director to grant a perpetual easement as detailed in Appendix 3 to Mr. Christopher Sweeney for the purpose of ingress and egress.

LEGAL AUTHORITY: RCW 79A.05.070 – Further Powers (5) Grant franchises and easements for any legitimate purpose on parks or parkways, for such terms and subject to such conditions and considerations as the commission shall specify; Commission Policy 55-06-1 Real Estate Transactions and Non-recreational Uses of Parklands, Section II, General Principles.

SUPPORTING INFORMATION: Appendix 1: Location and Vicinity Map Appendix 2: Site Map Appendix 3: Proposed Project Plan

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REQUESTED ACTION FROM COMMISSION:

That the Washington State Parks and Recreation Commission:

1. Receive staff’s “Determination of Non-Significance” that the proposed action is minor and the environmental effects are not significant. 2. Authorize the Director or designee to grant a perpetual easement as detailed in Appendix 3 to Mr. Christopher Sweeney for the purpose of ingress and egress.

Author(s)/Contact: Steve Hahn, Real Estate Program Manager [email protected] 360-902-8683 Lynn Harmon, Property & Acquisition Specialist 4 [email protected] 360-902-8656

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Item E-2: Park Naming Policy – Requested Action

EXECUTIVE SUMMARY: This item asks the Washington State Parks and Recreation Commission to consider adoption of a consolidated naming policy, effecting the naming of parks, portions of parks, and park facilities, and renaming all parks and park properties consistent with the new policy. This item aligns with Agency core values and advances the Commission Transformation Strategy “Adopt a business approach to park system administration.”

SIGNIFICANT BACKGROUND INFORMATION: As previously reported to the Commission in January (Item E-11: Park Naming and Counting Report), the Commission has broad authority to name state park areas and anything on or within such areas (RCW 709A.05.030). This naming authority has been used by the Commission hundreds of times in its history.

The Commission has developed rules on park naming (WAC 352-16-010) and has adopted a set of naming policies (POL 72-78-1, 72-06-1, and 72-65-1). Unfortunately, the “Official Park List” of 117 state parks is not consistently descriptive of the list of Commission-named parks, nor consistently descriptive of the character defining features of each state park area. State park names are also not consistent with commonly used park categories developed by the National Association of State Park Directors. Developing and communicating consistent park data about the type and number of parks within the state park system will be helpful with park system marketing and branding. It will also be a vital tool in describing in understandable ways the scope and breadth of resources in the state parks system.

Naming or categorizing can serve three principal functions for a state park system. These functions are not necessarily related to each other:

1. Names can direct the land use planning and management of a park. The existing State Parks Land Classification system serves that function. 2. Names can describe geographical units of park management. For example the “Tahoma Management Area” identifies a region of management control by a single “Area Manager” and his/her staff. 3. Names can be used to distinguish one park site from another for purpose of public information and data sharing.

The Director enlisted the assistance of an interdisciplinary agency staff committee to prepare a recommendation for Commission consideration to deal exclusively with the last naming function above. The committee was to complete work with the following objectives:

1. Create simple and clear ways of summing up the state parks system in both the type and number of facilities available; 2. Provide consistent descriptors for each state park site that effectively communicates to the public what they are likely to experience there; 3. Advance the effectiveness of a state parks brand for marketing purposes; and 4. Consolidate the three previously adopted Commission policies into one comprehensive park naming policy.

Even with the recommended naming approach in this agenda item, however, there remains work to be done in characterizing the nature of the “State Park Property” category. Later in 2014, staff will bring for Commission consideration, sub-categorization of that category to deal with lands held for future development, special purpose recreation sites such as boat launches, potentially surplus lands, and other site descriptors. Staff will also identify and address any conflicting terminology among the principal naming functions listed above.

STAFF RECOMMENDATION: Staff recommends that the Commission rescind POL 72-78-1 Naming of Parks, POL 72-06-1 Naming Features within State Parks, and POL 72-65-1 Naming of Structures, and approve new Commission Policy 72-14-1, Naming of Parks, Structures, and Features Within State Parks. Staff also recommends that the Commission adopt the proposed Comprehensive List of State Parks Names by Category as shown in Appendix 2 as an initial breakdown of state park areas into the seven categories developed in Appendix 1. In so doing, this action would not change the unique portion of any previous Commission approved name. For example, “ State Park” would become “Sucia Island Marine State Park;” retaining the name “Sucia Island” found in both names.

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LEGAL AUTHORITY: RCW 709A.05.030, Powers and duties - Mandatory; WAC 352-16-010, Naming and Classification of State Park Areas.

SUPPORTING INFORMATION: Appendix 1: Proposed Commission Policy 72-14-1, Naming of Parks, Structures, and Features Within State Parks Appendix 2: Proposed Comprehensive List of State Parks Names by Category

REQUESTED ACTION FROM COMMISSION: That the Washington State Parks and Recreation Commission: 1. Adopt proposed Commisison Policy 72-14-1, Naming of Parks, Structures, and Features Within State Parks, and rescind Policies 72-06-01, 72-65-1 and 72-78-1. 2. Adopt the proposed Comprehensive List of State Parks names by Category as an initial application of the naming policy to state park areas; and authorize the Director to recategorize state park areas as appropriate, consistent with the revised naming policy. 3. Authorize the Director to change signage, printed materials and carry out other implementation functions in a timing and manner that is most efficient for agency administration.

Author(s)/Contact: Daniel Farber, Policy and Governmental Affairs Director [email protected], (360) 902-8504

Reviewer(s): Randy Kline, 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)(h). March 12, 2014 Terri Heikkila, Fiscal Impact Statement: Over time, financial costs will be incurred when changing physical signage in parks, and changing public information materials on the internet and on printed materials. Those costs will be lessened significantly if the Director implements the changes over time and in a manner which allows for the changes to occur incrementally. March 12, 2014 Jim Schwartz, Assistant Attorney General: March 12, 2014

Approved for Transmittal to Commission

______Don Hoch, Director

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APPENDIX 1

PROPOSED COMMISSION POLICY 72-14-1, NAMING OF PARKS, STRUCTURES AND FEATURES WITHIN STATE PARKS

WASHINGTON STATE PARKS AND RECREATION COMMISSION

POLICY

72-14-1 NAMING OF PARKS, STRUCTURES, AND FEATURES WITHIN STATE PARK AREAS

Commission Policy 72-14-1 supersedes POL 72-78-1 Naming of Parks, POL 72-06-1 Naming Features within State Parks, and POL 72-65-1 Naming of Structures

See Also: RCW 79A.05.030 Powers and duties WAC 352-16-010 Naming and classification of state park areas Cultural Resource Policy 12-98-1 Donor Recognition Policy 37-06-1

1. Policy

The authority to provide an official name for a state park and state park areas within a park rests with the Commission (WAC 352-16-010). In naming of state park sites, Commission priority shall be given to geographic locations, cultural significance or geologic features. State park sites may be named for a living person or family if the site has been donated by the individual or family. Where it is desirable to give recognition to a living person or family for their contribution to the state park system, it is permissible to name for them individual or human-made features within a park. State Parks may not be named for a corporation or commercial entity.

For the purpose of naming constructed features (roads, , buildings, etc.), landscapes, or natural features, the Commission delegates this authority to the agency Director; provided that the Commission retains the authority to name anything for a business, a family name, or a person living or deceased. In exercising the delegated authority, the Director should give preference to geographic locations, culturally significant events and places, or geologic features. The Director may also consider names using botanical or biological references. All naming shall be consistent with Cultural Resources Policy (12-98-1) and the Donor Recognition Policy (37-06-1).

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2. Definitions

When creating or changing a name of a state park area, the following categories will be used in public information and applied in the calculation of the number of distinct sites in the state park system:

State Park: A state park area, generally greater than 10 acres in size, managed to protect and conserve significant scenic, natural and cultural features and to provide public access, facilities, or programs that through recreational, educational, and interpretive experiences connect visitors with those features.

Historical State Park: A state park area meeting the definition of a state park, and possessing historical and/or cultural features that are its primary public attractions or purpose. The significance of the historic properties within a Historical State Park is of statewide or national significance.

Marine State Park: An island state park area, meeting the definition of a state park, typically accessible only by a boat or aircraft, with opportunities for recreational access and activities.

State Park : A linear state park area, distinct from other units of the state park system, and designated primarily for non-motorized recreational trail activities (e.g., hiking, cycling, horseback riding, etc.).

State Park Heritage Site: A state park site, possessing structures or assemblage of features, with significant natural, cultural, historical or scenic attributes that are preserved and interpreted for the education and enjoyment of the public. State Park Heritage Sites can be stand-alone properties or designated sites within a State Park. Often, these sites are less than 10 acres in size.

State Park Conservation Area: A state park site defined by statute as a conservation area. A State Park Conservation Area may contain an assemblage of differently categorized state park areas.

State Park Property: A state park area which is held for future development or is otherwise inconsistent in form, features or developments from any of the named state park areas listed above.

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APPENDIX 2 PROPOSED COMPREHENSIVE LIST OF STATE PARKS NAMES BY CATEGORY

STATE PARKS 89 Parks 90,354 Acres 65.3% of total land holdings

Proposed Park Name (gray = no Current Park Name Acres change recommended) 174.5 Alta Lake State Park 496.4 Anderson Lake State Park Battle Ground Lake State Park 275.3 Battle Ground Lake State Park 66.3 Bay View State Park 4456 Beacon Rock State Park 93.7 Belfair State Park 664.1 Birch Bay State Park 124.9 Bogachiel State Park 63.7 Bottle Beach State Park Bridgeport State Park 622.7 Bridgeport State Park 489.2 Bridle Trails State Park Brooks Memorial State Park 681 Brooks Memorial State Park 241.5 Camano Island State Park Cape Disappointment State Park 1754 Cape Disappointment State Park 97.2 Conconully State Park 87.4 Curlew Lake State Park 127.1 Daroga State Park 458.9 Dash Point State Park Doug's Beach State Park 378.7 Doug's Beach State Park State Park 3941 Deception Pass State Park 734.4 Dosewallips State Park Federation Forest State Park 574.1 Federation Forest State Park 832.2 Fields Spring State Park 644.1 Fort Ebey State Park Flaming Geyser State Park 503.6 Flaming Geyser State Park Ginkgo Petrified Forest State Park 6723 Ginkgo Petrified Forest State Park Wanapum Recreation Area 454

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Grayland Beach State Park 537.9 Grayland Beach State Park Griffith-Priday State Park 493.2 Griffith-Priday State Park 452.5 Ike Kinswa State Park 81.9 Illahee State Park 56.2 Jarrell Cove State Park 105.8 Joemma Beach State Park Kanaskat-Palmer State Park 534.7 Kanaskat-Palmer State Park Kitsap Memorial State Park 63.1 Kitsap Memorial State Park 279.9 Kopachuck State Park 147.2 Lake Chelan State Park 697 Lake Easton State Park Lake Sammamish State Park 532 Lake Sammamish State Park 251.5 Lake Sylvia State Park Lake Wenatchee State Park 490.4 Lake Wenatchee State Park 2748.1 Larrabee State Park Leadbetter Point State Park 1698.2 Leadbetter Point State Park Lewis & Clark State Park 626.6 Lewis & Clark State Park Lewis & Clark Trail State Park 36.4 Lewis & Clark Trail State Park Lime Kiln Point State Park 42 Lime Kiln Point State Park 74.5 Lincoln Rock State Park Manchester State Park 127.2 Manchester State Park 81.2 Maryhill State Park Millersylvania State Park 902.8 Millersylvania State Park 5665 Moran State Park Mount Pilchuck State Park 1903 Mount Pilchuck State Park Mount Spokane State Park 13203.4 Mount Spokane State Park 110.5 Nolte State Park Obstruction Pass Property 76 Obstruction Pass State Park 219.9 Ocean City State Park 2338 Olallie State Park Pacific Beach State Park 16.6 Pacific Beach State Park State Park 100.1 Paradise Point State Park 100.8 Paradise Point State Park Pearrygin Lake State Park 1185.2 Pearrygin Lake State Park 236.2 Penrose Point State Park Peshastin Pinnacles State Park 34.4 Peshastin Pinnacles State Park 774.5 Potholes State Park Potlatch State Park 124.7 Potlatch State Park

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Rainbow Falls State Park 131.4 169.2 Rasar State Park 10884.5 Riverside State Park Rockport State Park 636.4 Rockport State Park 325.9 Saint Edward State Park 136.7 Saltwater State Park 121.2 Scenic Beach State Park 122.2 Schafer State Park 505.2 Seaquest State Park 94 Sequim Bay State Park South Whidbey State Park 380.7 South Whidbey State Park 200 Spencer Spit State Park State Park 1591.5 Squak Mountain State Park 250.5 Squilchuck State Park Steamboat Rock State Park 5060.4 Steamboat Rock State Park Sun Lakes- State Park 3825 Sun Lakes-Dry Falls State Park 154.4 Tolmie State Park 187.7 Twanoh State Park Twenty-Five Mile Creek State Park 232.3 Twenty-Five Mile Creek State Park Twin Harbors Beach State Park 223.3 Twin Harbors Beach State Park 1438.4 Wallace Falls State Park Wenatchee Confluence State Park 194.1 Wenatchee Confluence State Park 79 Westhaven State Park Westport Light State Park 236.6 Westport Light State Park Yakima Sportsman State Park 266 Yakima Sportsman State Park

Historical State Parks 11 Parks 8884 Acres 6.4% of total land holdings

Current Park Name Acres Proposed Park Name 387.5 Cama Beach Historical State Park Columbia Hills State Park 3636 Columbia Hills Historical State Park State Park 1000.4 Fort Casey Historical State Park 623.1 Fort Columbia Historical State Park 1453.5 Fort Flagler Historical State Park

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Fort Simcoe State Park 200.8 Historical State Park 640 Fort Townsend Historical State Park State Park 433.5 Fort Worden Historical State Park Olmstead Place State Park 220.7 Olmstead Place Historical State Park Peace Arch State Park 18.7 Peace Arch Historical State Park 269.6 Sacajawea Historical State Park

Marine State Parks 19 Parks 4,019 Acres 2.9% of total land holdings

Current Park Name Acres Proposed Park Name Deception Pass State Park 11 Ben Ure Island Marine State Park State Park 1127 Blake Island Marine State Park Blind Island State Park 2.4 Blind Island Marine State Park Burrows Island Property 395.1 Burrows Island Marine State Park Clark Island State Park 50.5 Clark Island Marine State Park Doe Island State Park 10 Doe Island Marine State Park Hope Island (Mason) Marine State Hope Island (Mason) State Park 131.5 Park Hope Island (Skagit) Marine State Deception Pass State Park 181 Park James Island State Park 131.8 James Island Marine State Park Jones Island State Park 193.2 Jones Island Marine State Park State Park 4.8 Matia Island Marine State Park McMicken Island State Park 221.8 McMicken Island Marine State Park State Park 225.7 Patos Island Marine State Park Posey Island State Park 1.1 Posey Island Marine State Park Saddlebag Island State Park 25.5 Saddlebag Island Marine State Park Deception Pass State Park 25 Skagit Island Marine State Park 432.6 Stuart Island Marine State Park Sucia Island State Park 814.4 Sucia Island Marine State Park State Park 34.3 Turn Island Marine State Park

State Park Trails

5 Trails

10,389 Acres

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7.5% of total land holdings

Current Park Name Acres Proposed Park Name Trail State Park 3879.8 Columbia Plateau State Park Trail Iron Horse Palouse Property 1927.3 Iron Horse State Park Trail Iron Horse State Park 2336.2 (4901 acres) (includes the John Wayne Pioneer Lake Easton State Park Hyak 7 Trail) Lake Easton State Park Cle Elum Depot 17 Lake Easton State Park NT Ecosystem Alliance 17 Lake Easton State Park Palmer 55 Lake Easton State Park Crystal Springs 81 Lake Easton State Park Bullfrog Property 261 Olallie State Park - Bandera Property 199 Property 324.7 Klickitat State Park Trail Spokane River Centennial State Park Spokane River Centennial Trail Property 525.4 Trail Willapa Hills Trail State Park 759 Willapa Hills State Park Trail

Subtotal of State Parks, Historical State Parks, Marine State Parks and State Park Trails 124 Parks 113,645 Acres 82.2% of total land holdings

State Park Heritage Sites

16 Sites

55 Acres

0.4% of total land holdings

Current Park Name Acres Proposed Park Name Colbert House 1 Colbert House Heritage Site Crawford State Park 39.6 Crawford State Park Heritage Site Ebey's Landing 46.1 Ebey's Landing Heritage Site Goldendale Observatory State Park Goldendale Observatory State Park 5 Heritage Site Jackson House State Park Heritage Jackson House State Park 1.4 Site Kukutali Preserve State Park Heritage Deception Pass State Park 82 Site 16

Lake Lenore Caves State Park Sun Lakes-Dry Falls State Park 191 Heritage Site Matilda N. Jackson State Park Matilda N. Jackson State Park 5 Heritage Site Monticello Convention Site State Park Monticello Convention Site State Park 1 Heritage Site Old Ruby 6.9 Old Ruby State Park Heritage Site Ranald McDonald's Grave State Park Ranald McDonald's Grave State Park 1 Heritage Site Rothschild House State Park Heritage Rothschild House State Park 0.5 Site Spokane Plains Battlefield State Park Spokane Plains Battlefield State Park 1.1 Heritage Site Steptoe Battlefield State Park Steptoe Battlefield State Park 3 Heritage Site State Park Heritage Steptoe Butte State Park 168.3 Site Willie Keil's Grave State Park Willie Keil's Grave State Park 1 Heritage Site

Conservation Areas

2 Conservation Areas

9,545.2 Acres

6.9% of total land holdings

Current Park Name Acres Proposed Park Name Green River Gorge Conservation Green River Gorge - Black Diamond Property 332.5 Area Green River Gorge - Hanging Gardens Property 433.6 (1160* acres) * = Three state parks within GRG Green River Gorge - Jellum Property 350.8 (acres not included) Lower Green River Property 43.1 Seashore Conservation Area

Seashore Conservation Area 8385.2 (8385.2 acres)

Properties 74 Properties 14,522 Acres 10.5% of total land holdings

Current Park Name Acres Proposed Park Name

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Camp Calvinwood State Park Camp Calvinwood 115.2 Property Camp William T. Wooten State Park Camp William T. Wooten State Park 40.1 Property Cascade Island 39.0 Cascade Island State Park Property Chance A La Mer OBA State Park Chance A La Mer OBA State Park 3.5 Property Clallam Bay Park Community Beach 49.7 Clallam Bay State Park Property Conconully Lake State Park Property Conconully State Park (parcel) 2.5 (boat launch) Cone Island State Park 10.9 Cone Island State Park Property

Cranberry OBA State Park 1.6 Cranberry OBA (Ocean Beac Access)

Crown Point State Park 12.4 Crown Point State Park Property

Crystal Falls 160.6 Crystal Falls State Park Property

Deadmans Island State Park 351.2 Cutts Island State Park Property

Deception Pass State Park 12.0 Deception Island State Park Property

Dugualla State Park 600.5 Dugualla State Park Property

Eagle Island State Park 5.1 Eagle Island State Park Property

Elbow Lake State Park 318.7 Elbow Lake State Park Property

Everett Jetty State Park 160.0 Everett Jetty State Park Property

Everett Property 0.7 Everett State Park Property

Fisk Property 680.3 Fisk State Park Property

Forks of the Sky State Park 1364.0 Forks of the Sky State Park Property

Sun Lakes(Grant Co. Sportsmen) 179.0 Grant County Sportsmen Property

Sun Lakes (Grant Co. Property) 39.0 Grant County State Park Property

Grayland Beach Approach Property 5.7 Grayland Beach OBA

H J Carroll Site 1.4 H J Carroll State Park Property

Haley Property 215.9 Haley State Park Property

Fudge Point 55.0

Harstine Island Property 470.8 Harstine Island State Park Property

Scott Property 100.0

Helen McCabe State Park 64.4 Helen McCabe State Park Property

Hoko River / Cowan Ranch 918.3 Hoko River State Park Property

Ice Caves State Park 159.4 Ice Caves State Park Property

Iceberg Island State Park 2.9 Iceberg Island State Park Property

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Joseph Whidbey State Park 205.9 Joseph Whidbey State Park Property

Kinney Point 67.4 Kinney Point State Park Property

Lake Isabella 188.2 Lake Isabella State Park Property

Lake Newport State Park 158.0 Lake Newport State Park Property Lilliwaup Tidelands State Park Lilliwaup Tidelands 20.7 Property Loomis Lake State Park 385.0 Loomis Lake State Park Property

Loomis Lake State Park 15.0 Loomis Lake State Park Property

Lopez Island Tidelands 37.9 Lopez Island State Park Property

Mercer Slough 89.7 Mercer Slough State Park Property

Miller Peninsula 2863.2 Miller Peninsula State Park Property

Moclips 5.2 Moclips State Park Property

Mud Bay Tidelands 73.4 Mud Bay State Park Property

Mystery Bay 18.2 Property

Nisqually State Park 1287.3 Nisqually State Park

North Jetty 1.6 North Jetty State Park Property

O'Brien-Riggs State Park 93.8 O'Brien-Riggs State Park Property

Ocean City OBA State Park 13.2 Ocean City OBA State Park

Olga 1.3 Olga State Park Property

Oyhut OBA State Park 1.9 Oyhut OBA State Park

Pacific Pines State Park 10.3

Packwood 178.8 Packwood State Park Property

Pleasant Harbor State Park 1.2 Pleasant Harbor State Park Property

Point of Arches State Park 20.8 Point of Arches State Park Property

Possession Point 54.1 Possession Point State Park Property

Reed Island State Park 426.8 Reed Island State Park Property

Right Smart Cove 2.1 Right Smart Cove State Park Property

Brooks Memorial State Park (separate parcel) 168.0 Satus Pass State Park Property

Point Hannon Property 7.7

Shine Tidelands Property 45.7 Shine Tidelands State Park Property

Wolfe Property 197.1

Skating Lake 335.5 Skating Lake State Park Property

Skull Island State Park 3.2 Skull Island State Park Property

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Sol Duc 443.3 Sol Duc State Park Property Spring Creek Hatchery State Park Spring Creek Hatchery State Park 9.6 Property Square Lake Property 231.7 Square Lake State Park Property

Squaxin Island 28.4 Squaxin Island State Park Property

Steilacoom Lake Tidelands 2.0 Steilacoom Lake State Park Property

Deception Pass State Park 4.0 Strawberry Island State Park Property

Stretch Point State Park 8.2 Property

Tilton River 102.0 Tilton River State Park Property Toandos Peninsula State Park Toandos Peninsula Tidelands 62.5 Property 29.9 Triton Cove State Park Property

Victim Island State Park 3.6 Victim Island State Park Property

WA State Parks Eastern Region HQ 0.9 WA State Parks Eastern Region HQ

WA State Parks Headquarters 2.5 WA State Parks Headquarters WA State Parks Northwest Region WA State Parks Northwest Region HQ 0.9 HQ Washougal River 474.6 Washougal River State Park Property

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Item E-3: Iron Horse State Park – Master Plan Addendum – Requested Action

EXECUTIVE SUMMARY: This item asks the Washington State Parks and Recreation Commission to consider additions to the Iron Horse State Park Master Plan including Land Classifications and a Long-Term Boundary for the easternmost 34-miles of Iron Horse State Park, running from Malden to the Idaho Border. This item aligns with Agency core values and advances the Commission Transformation Strategy, “Provide recreation, cultural, and interpretive opportunities people will want”.

SIGNIFICANT BACKGROUND INFORMATION: Acquisition of Iron Horse State Park first began in 1984. The park is a linear property consisting of 212 miles of former railroad right-of-way, running from Rattlesnake Lake, near North Bend, at its western terminus, to the Town of Tekoa, on the Washington-Idaho border to the east. The primary feature of the park is the John Wayne Pioneer Trail (JWPT) developed within and on the roadbed, trestles, and tunnels of the old Milwaukee Road and Burlington Northern Santa Fe railroads. State Parks ownership is not continuous across the state, but does include a 110-mile continuous stretch from Rattlesnake Lake to the , and a 102-mile corridor from Lind to the Idaho border, acquired from the Washington State Department of Natural Resources in June 2006. This eastern section is commonly referred to as Iron Horse – Palouse.

In 2000, the Washington State Parks and Recreation Commission (Commission) adopted the Iron Horse State Park Master Plan for the trail section between Rattlesnake Lake and the west side of the Columbia River. In 2012, staff began a master plan addendum for the easternmost 34-miles of the Iron Horse- Palouse Section, from Malden to the Idaho border, funded by a Non-highway and Off-Road Vehicle Activities Program (NOVA) grant administered by the Recreation and Conservation Office, and with private funds donated to State Parks from the John Kono estate. Design and construction is scheduled to be completed within the 2013-2015 biennium for the nine-mile trail segment between Malden and Rosalia, using NOVA and privately donated funds. Acquisition of property for the easternmost trailhead, at Tekoa, is funded and scheduled to be completed this biennium.

Proposed Plans The proposed master plan addendum that would add the Iron Horse - Palouse section to the Iron Horse State Park Master Plan includes a trail inventory, public involvement, level-one environmental assessment, cultural resources assessment, conceptual trail development plans, construction cost estimates, SEPA review, and permit requirements for development of the Malden and Rosalia Trailheads.

As described by the Draft Master Plan (Appendix 2), trail development is proposed to include the following elements: • trailheads • new crushed rock trail surfacing • regrading of steep bridge abutments for trail access where bridges have been removed • decking and handrail improvements to existing bridges • pedestrian safety improvements at road crossings • drainage repair • elimination of trail detours currently extending outside the trail corridor • signage

Recreation Experience and Use The recreation experience along the Iron Horse-Palouse section of the JWPT is highlighted by the rural character of the area’s agricultural landscape and active farming operations, geological features from the Ice Age Floods, wildlife viewing, and the small communities of Malden (pop. 203), Rosalia (pop. 555) and Tekoa (pop. 800). Interpretive sign panels along the trail describing the area’s geology, cultural features, and a history of the Milwaukee Road are proposed to assist in introducing park visitors to this unique area of the state.

Non-motorized uses include hiking, bicycling, horseback riding, sightseeing, wildlife viewing, cross-country skiing, snowshoeing, mushing, and travelling with llamas and similar animals allowed within Iron Horse State Park. It is anticipated that trail users will come primarily from the Spokane to Lewiston-Clarkston service area, in addition to cross-state trail users, including the John Wayne Pioneer Wagons and Riders Association’s annual trail ride from Easton to Tekoa.

Community Involvement 21

State Parks staff held public meetings in Malden, Rosalia, and Tekoa, with 15-25 area residents attending each meeting, where they were presented conceptual trail plans. Citizens and the business communities in Malden, Rosalia, and Tekoa were supportive of the trail for recreation and economic development purposes. Adjacent landowners in rural areas were concerned with potential trespassing and property damage by trail users.

The following issues were raised during the meetings, along with staff responses:  Add fences along trail to control trail users and minimize trespassing on adjacent property. Staff response: State Parks will work with individual landowners to reduce trespassing problems, with fencing as a potential option.  Improve trail/county road intersections to not allow parking to access the trail. Staff response: Proposed plans will minimize roadside parking opportunities.  Rosalia Trailhead - concerns with impacts to adjacent landowners and to emergency services. It was also suggested to explore alternate trailhead sites identified by the public. Staff response: Staff reviewed the alternate trailhead sites, but none were feasible due to safety issues or distance from the trail.  Tekoa Trailhead land ownership options: a) acquire property adjacent to the trail or b) partner with the City to use lands at the nearby arena site. Staff response: State Parks has obtained acquisition funds this biennium to purchase the property along the trail.

A summary of community involvement is included in Chapter 4 of the Draft Master Plan (Appendix 2) and is provided separately in Appendix 3.

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Land Classification For the existing developed western portion of Iron Horse State Park, the Commission has previously adopted land classifications as follows:

Resource Recreation Areas: The trail and all trailheads and camping areas (except listed as Recreation Areas) to ensure a more primitive, remote visitor experience as compared to standard and utility campgrounds permitted in Recreation Areas,

Recreation Areas: Certain trailheads and camping areas with potential for high-intensity recreation use and development including comfort stations (flush toilets, showers), formal picnic areas, standard and utility campground hookups, and potential space for enterprise activity, and

Heritage Areas: The Kittitas Depot area and South Cle Elum Properties, identified on, or eligible to be listed on, the National Register of Historic Places (NRHP), are classified as Heritage Areas to ensure that any recreation use or development is conditioned to protect the long-range integrity of the area’s character defining cultural features.

STAFF RECOMMENDATION:

Master Plan Addendum The attached Draft Master Plan (Appendix 2) includes existing site inventory, cultural resource assessment, environmental assessment, proposed development and phasing options, proposed land classifications, and a proposed long-term park boundary for the 34-mile portion of Iron Horse State Park between the town of Malden and the Idaho border, as an addendum to the Iron Horse State Park Master Plan. The intent of the master plan addendum is to develop consistency with the developed portion of Iron Horse State Park, while considering the unique characteristics of the Palouse area. Staff recommends that the Commission adopt the master plan addendum as included in Appendix 2.

Land Classifications Staff recommends that the Palouse section of Iron Horse State Park be classified similarly to the rest of the park. Recommended land classifications Staff recommends that the Commission classify areas between Malden and the Idaho border as follows:

1. Classify the majority of the study area as a Resource Recreation Area to maintain the more primitive, rural character of the park. 2. Classify trailheads at Tekoa, Pandora, Rosalia, and Malden as Recreation Areas, providing the opportunity for more high-intensity recreational use and development including comfort stations and formal picnic areas. 3. Classify trestles, bridges, and structures eligible for the National Register of Historic Places (NRHP) as Heritage Areas. These include: • Concrete Rosalia RR Bridge (EE-90B at MP 153.7) listed on NRHP in 1982. • Iron Through-Truss Bridge (EE-70A at MP 163.7) recommended for NRHP eligibility in 2013. • Steel Tekoa Trestle (EE-62 at MP 171.25) recommended for NRHP eligibility in 2013

Long-Term Boundary There are three ownership gaps that are recommended to be included within Iron Horse State Park’s long-term park boundary. It may be that formal agreements were developed with the landowners when this portion of the trail was managed by the Washington Department of Natural Resources (DNR), but these agreements have not yet been confirmed. It is recommended that State Parks verify whether an existing agreement is in place, and if one is not, work with the landowners to acquire either trail easements or ownership of the following areas:

1. MP 156.9 to MP 157.6, private property (0.66 miles, 5-miles east of Rosalia). This area is identified on DNR maps as having permitted trail access, but verification of a formal agreement is needed; 2. MP 170.4 to MP 171.7, trailhead property in Tekoa (preferred location is both sides of Washington Street) 3. MP 173.8 to MP 174.1, private property (0.3 miles, 3.24 miles from of Idaho border) This area is identified on DNR maps as having permitted trail access, but verification of a formal agreement is needed.

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Appendix 1 provides a map of recommended land classifications and long-term park boundary.

LEGAL AUTHORITY: RCW 79A.05.030 (1) Powers and duties—Mandatory

RCW 79A.05.120 Cross-state trail – Transfer of lands in Milwaukee Road corridor (1-a), the eastern portion of Iron Horse State Park (Iron Horse Palouse) owned by the state between Lind and the Idaho border that were managed by the department of natural resources were transferred to the parks and recreation commission as of June 7, 2006.

RCW 79A.05.320 Milwaukee Road corridor – Duties and RCW 79A.05.325 Milwaukee Road corridor – Additional duties describe Park management and operational responsibilities.

Recreational access within the Iron Horse Palouse Section is currently limited to holders of permits issued by the commission in accordance with RCW 79A.0.5.325 Milwaukee Road corridor – Additional duties, Item (6) and subject to change by the commission at its discretion.

WAC Chapter 352-16 Naming of State Park Areas and the Land Classification System

SUPPORTING INFORMATION: Appendix 1: Draft Master Facilities Site Plan Appendix 2: Draft Master Plan Addendum Appendix 3: Summary of Public Involvement Process

REQUESTED ACTION FROM COMMISSION: That the Washington State Parks and Recreation Commission: 1. Accept staff’s “Determination of Non-Significance” that the proposed action is minor and the environmental effects are not significant. 2. Adopt the staff recommended land classifications for the portion of Iron Horse State Park between the Town of Malden and the Idaho border. 3. Adopt the staff recommended long-term park boundary for the portion of Iron Horse State Park between the Town of Malden and the Idaho border. 4. Approve the conditional activity of mushing/sled dogs in the Recreation Areas, Resource Recreation Areas, and Heritage Areas of the park. 5. Adopt the Iron Horse State Park Master Plan Addendum: Iron Horse Palouse - Malden to Idaho Border (Appendix 2) 6. Delegate to the Director the authority to approve minor changes to the Master Plan.

Author(s)/Contact: Jamie Van De Vanter, RLA Eastern Region Parks Planner [email protected] (509) 665-4333

Reviewer(s): Randy Kline, SEPA REVIEW: 24

Pursuant to WAC 197-11-310 and WAC 197-11-340, staff issued a “Determination of Non-Significance” for the staff recommendation finding that the action proposed by Commission staff was minor and the environmental effects not significant. Terri Heikkila, Fiscal Impact Statement: Approval of this item does not have a fiscal impact. Jim Schwartz, Assistant Attorney General: February 24, 2014 Peter Herzog, Assistant Director

Approved for Transmittal to Commission

______Don Hoch, Director

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APPENDIX 1 DRAFT MASTER FACILITIES SITE PLAN

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APPENDIX 2 DRAFT MASTER PLAN

Hard copy is available upon request by contacting [email protected] or by calling 360-902-8626.

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APPENDIX 3 SUMMARY OF PUBLIC REVIEW PROCESS

Public meetings were held by State Park staff in Malden, Rosalia, and Tekoa on the following dates: • Malden: October 20, 2012 • Rosalia: October 27, 2012 • Tekoa: November 2, 2012

At each meeting, there were people that supported future trail development; those that questioned whether the trail should be developed, given the state’s current economic condition; and adjacent landowners concerned about trespass.

At the meetings, staff explained that the trail corridor had been transferred to State Parks from the Department of Natural Resources, and asked for input on trail development and management issues.. Items presented at the meetings included: 1) General orientation to the entire JWPT network, with emphasis on the Malden to Tekoa section, 2) Information on the trails network in eastern WA, including the Spokane River Centennial Trail, Spokane’s Fish Lake Trail, , and Tri-Cities’ , 3) Conceptual plans for grading, gates, and bollards to be used at all trail/County Road intersections, and 4) Conceptual plans for trailheads at Malden and Rosalia, with options identified at Tekoa (including acquiring former RR property and/or using lands associated with the Tekoa Arena).

Public comments included: • RR lands should be transferred or sold to original or adjacent landowners, • With the condition of the State’s economy, State Parks should not spend any money on the project, • Adjacent landowners were concerned about potential fires generated by trail users and wanted clarification on State Parks liability responsibilities, • No improvements are necessary, the property should remain as is for locals to enjoy, • Trespass issues in the Rock Lake area and near Rosalia need to be addressed, • If the trail were to be developed, fences should be installed on both sides of the trail surface to control trail users and minimize trespassing on adjacent landowner property, • The Malden Trailhead Conceptual Plan was well received and trail supporters supported it’s development, • The Rosalia Trailhead Conceptual Plan had mixed opinions: trail supporters felt proposed development would be good for the trail and the Rosalia community, but others had concerns on the impact to immediate neighbors, the nearby rodeo grounds, and to emergency services, • At Rosalia, It was suggested to explore a site near the trail, but closer to US Highway 195 for a trailhead facility,

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• At Tekoa, because the railroad or DNR sold former depot lands to private landowners, two options were discussed, one, to acquire the former railroad lands to develop a trailhead facility, or two, to explore with the City the possibility of using lands at the nearby Arena for a partnership trailhead development, • At Tekoa, Idaho’s potential 10-mile trail link to the Trail of the Coeur d’Alenes was discussed, but it was identified that Idaho trail developers wanted to terminate that trail at Plummer, and not connect to Tekoa, • Comments on the plans to improve the trail/County Road intersections suggested minimizing any opportunity for parking along the County Road or on the access to the trail.

Public Meeting Follow-up: Staff responses to public meeting comments include the following: • The railroad corridor has major benefits to the State of Washington, and the State does not intend to transfer or sell this property, • Neighbors can report problems on the trail to a Park Ranger, and all such reports will be taken seriously, • State Parks intends to be a good neighbor and will work with landowners to develop methods to reduce trespass, with fencing as a potential option, • Both the Malden and Rosalia meetings were attended by residents near Rock Lake, which is not within the Malden-Tekoa project area. A number of the reported trespass issues were from individuals entering private property directly from Rock Lake, which is not managed by State Parks, • The suggested alternate trailhead sites in the Rosalia area were inspected and analyzed, but none were feasible sites for a trailhead facility, • Staff is exploring acquisition of the proposed Tekoa Trailhead Site, whose landowner has indicated a willingness to sell, but if acquisition is not possible, Parks will explore a use agreement to provide parking at the nearby Arena,

Proposed plans to improve trail/county road intersections will minimize roadside parking opportunities.

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Item E-4: 2015-2017 Washington Wildlife and Recreation Program, Washington State Parks Category - Requested Action

EXECUTIVE SUMMARY: This item asks the Washington State Parks and Recreation Commission to consider a list of projects for which staff will seek grant funding from the Washington Wildlife and Recreation Program’s State Park category. This item aligns with Agency core values and advances the Commission Transformation Strategy, “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 of the Washington Wildlife and Recreation Program.

Since the first WWRP appropriation in 1990 the legislature has funded $733 million in grants to complete more than 1,000 public land acquisition, resource restoration, and recreational development projects. Funding for the WWRP is legislatively appropriated as part of the larger Capital Budget for the State of Washington. WWRP is administered by the Washington State Recreation and Conservation Office (RCO). By statute the WWRP includes two accounts: Habitat Conservation Account and Outdoor Recreation Account. Each account receives 50% of the total biennial WWRP appropriation approved by the legislature. Grants made from the Habitat Conservation Account are oriented to acquisition, restoration, and limited development of lands principally for preservation of wildlife habitat and natural plant communities. State Parks does not typically pursue grants in this category.

The Outdoor Recreation Account includes a State Parks category dedicated entirely to land acquisition and the development of new recreation amenities in state parks. Statute requires that no less than 50% of funds in the State Parks category be used for land acquisition. Washington State Parks is the only recipient of WWRP funding with its own dedicated category. The WWRP State Park category funds cannot be used for restoration or renovation of existing facilities and infrastructure. As shown in Appendix 1, State Parks receives 30% of funds dedicated to the Outdoor Recreation Account. Therefore, the amount of WWRP-State Parks category funding the agency receives each biennium is a direct function of the total legislatively approved Capital Budget appropriation for the WWRP. In past biennia the total WWRP appropriation has ranged from $35 million dollars to $100 million dollars (Appendix 2). As an example, if the Legislature were to appropriate $50 million dollars for WWRP projects, State Parks would receive $7,500,000 in grant funding for that biennium. Since the first WWRP appropriation in 1990, Washington State Parks has received over $75 million dollars through the State Parks category. A complete listing of projects funded in the WWRP State Parks category is included as Appendix 3.

In the State Parks category, RCO is responsible for completing a technical review of projects and facilitating an evaluation and ranking of each project by a panel of State Parks staff and six citizen representatives. The Commission is responsible for scoring one question from the State Parks category project evaluation criteria: “How well does this project support the State Parks’ mission and vision?” Based on this score and scores assigned by the project evaluators for other category project evaluation criteria, a ranked list of State Park category projects is created. Final approval of the State Parks category ranked list and a WWRP capital budget request to the legislature is the responsibility of the Recreation and Conservation Funding Board (RCFB) as a policy body for RCO.

Project Evaluation Staff has provided in Appendix 5 a listing of new WWRP land acquisition and development project proposals for Commission consideration. The projects listed in Appendix 5 are the result of a collaborative effort between Operations and Parks Development staff. In developing the proposed list, staff pre-evaluated potential projects for general consistency with new criteria established cooperatively

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with staff of the Recreation and Conservation Office approved by the RCFB for the WWRP State Parks category. These refined criteria now incorporate the commission’s new mission, vision, and transformation strategy. Criteria include: • Public Need • Project Significance • Threat and Impact • Project Design • Sustainability and Environmental Stewardship • Expansion/Phased Project • Partnership or Match • Consistency with Mission and Vision • Proximity to Human Populations

Appendix 4 provides detail on the scoring criteria for the WWRP State Parks category.

Next Steps 1. May 1, 2014 – Initial grant applications must be entered into RCO’s database (PRISM) 2. July 18, 2014 – Project descriptions, scope, and cost estimates must be finalized (technical completion) 3. September 18, 2014 – Projects considered by Commission and scored for consistency with the agency mission and vision 4. September 30, 2014 – Projects evaluated and scored by staff/public review panel 5. October 29 and 30, 2014 – Ranked list of scored projects submitted to Recreation and Conservation Funding Board for consideration and approval 6. November 2014 – Ranked list of projects in all WWRP categories submitted by RCO to the Office of Financial Management for inclusion in the Governor’s 2015-17 budget proposal

STAFF RECOMMENDATION: The purpose of this item is for the Commission to consider and select a list of potential land acquisition and development projects for which it wishes staff to prepare grant applications in the WWRP State Parks category. For selected projects, staff will then prepare detailed project scopes, cost estimates, construction timelines, and other detailed information in support of individual grant applications.

Staff recommends that the Commission adopt land acquisition and development projects as described in Appendix 5. Total funding request:

Acquisitions: $8,450,000 Developments: $6,950,000 Total WWRP—State Parks request: $15,400,000

Staff has also provided alternate acquisition and development projects that were considered in developing the recommended list. Projects not included were determined to exceed staff’s capacity to prepare grant requests and were otherwise in initial stages of exploration and not yet at state refinement or readiness to proceed. Project scopes and cost estimates provided to the Commission at this stage in the evaluation process are preliminary and conceptual and only developed to the extent necessary to determine if they are serious grant candidates. Projects are unranked and listed in alphabetical order.

Proposed land acquisition projects for the 2015-17 biennium do not initiate the creation of any new, stand-alone state parks. Instead, projects seek to: 1. Acquire properties that are within or adjacent to existing state parks

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2. Acquire properties that are within delineated long-term park boundaries adopted by the Commission as part of extensive public outreach and planning efforts. 3. Acquire properties for existing 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 scoping and preparation of grant materials. Identified costs – depending on their scope – will then be consciously absorbed or reflected in agency’s operating budget request.

Staff believes that incurring operating costs as a result of land acquisition or facilities development is appropriate in some circumstances. Particularly where these projects demonstrate value of the park system to all Washingtonians and therefore help build support for the agency through advocacy, partnerships, volunteer and other forms of support.

SUPPORTING INFORMATION: Appendix 1: 2013-2015 Washington Wildlife and Recreation Program Categories and Funding Allocations Appendix 2: Summary of Washington Wildlife and Recreation Program Appropriations Appendix 3: Listing of Washington Wildlife and Recreation Program Funded State Park Category Projects since 1990 Appendix 4: WWRP State Park Category Scoring Criteria Appendix 5: Descriptions of Proposed Projects: 2015-2017 Washington Wildlife and Recreation Program “State Parks Category” Acquisitions & Development

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 2015-2017 biennium for the projects named in the attached Appendix 5. 2. Authorize the Director or designee to make necessary project scope and cost changes as projects are scoped and applications prepared.

Author(s)/Contact: Michael Hankinson, Parks Planner (360) 902-8671 [email protected]

Reviewer(s): Randy Kline, 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). Terri Heikkila, Fiscal Impact Statement: Operating impact will be weighed against revenue potential and recreational opportunities prior to execution of grant agreements. Some projects will have little to no impact. Jim Schwartz, Assistant Attorney General: February 19, 2014 Peter Herzog, Assistant Director

Approved for Transmittal to Commission

______Don Hoch, Director

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APPENDIX 1 2013-2015 WASHINGTON WILDLIFE AND RECREATION PROGRAM CATEGORIES AND FUNDING ALLOCATIONS

WWRP Appropriation 45% Critical Habitat $$$ 30% Natural Areas Habitat Conservation 20% Urban Wildlife Habitat Account 5% State Land: Habitat Restoration & Enhancement

Outdoor 30% State Parks Recreation Account 30% Local Parks

20% Trails

Riparian 15% Water Access Protection Account 5% State Land: Recreation Development & Renovation

Farmlands Preservation Account

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APPENDIX 2 SUMMARY OF WASHINGTON WILDLIFE AND RECREATION PROGRAM 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

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APPENDIX 3 WASHINGTON WILDLIFE AND RECREATION PROGRAM STATE PARK CATEGORY PROJECTS – 1990-2013

Grant Number Grant Name Grant Amount Match Amount Total Amount 89-91 Biennium 91-803 Hope Island 91 $3,175,095.86 $0.00 $3,175,095.86 91-804 Squak Mountain - 1991 $288,033.68 $0.00 $288,033.68 91-805 Riverside - Little Spokane $243,496.95 $0.00 $243,496.95 91-806 Peshastin Pinnacles $355,874.87 $0.00 $355,874.87 91-807 Keystone Spit (Fort Casey) $315.14 $0.00 $315.14 91-808 Sauk Mountain 91 $1,878,118.27 $0.00 $1,878,118.27 91-809 Burrow's Island, 1991 $1,543,429.02 $0.00 $1,543,429.02 91-852 Nisqually/Mashel Ph. 2 $1,791,655.39 $0.00 $1,791,655.39 89-91 BIENNIUM TOTAL $9,276,019.18 $0.00 $9,276,019.18

91-93 Biennium 92-522 Mt. Spokane/ Ingebretsen $33,520.53 $0.00 $33,520.53 92-527 Nisqually/Mashel, 1994 $1,006,368.93 $0.00 $1,006,368.93 92-536 Squak Mountain - 1994 $1,032,431.00 $0.00 $1,032,431.00 92-538 Green River Gorge Ph. 5 $350,062.80 $0.00 $350,062.80 92-539 Ocean Beaches, Sea Cons. $104,886.01 $1,207.76 $106,093.77 92-542 Fisk Property $1,503,523.39 $0.00 $1,503,523.39 92-543 Fort Casey , Keystone Spit $151,890.03 $0.00 $151,890.03 92-544 Larrabee/Chuckanut Ph. 1 $1,755,977.70 $0.00 $1,755,977.70 92-545 Osoyoos Lake, Entrance Lot $103,747.30 $0.00 $103,747.30 92-548 Cama Beach Ph. 1 $3,431,384.78 $2,793,291.00 $6,224,675.78 92-549 Squak Mtn., Section 9 Ph. 2 $491,780.62 $0.00 $491,780.62 91-93 BIENNIUM TOTAL $9,965,573.09 $2,794,498.76 $12,760,071.85

93-95 Biennium 93-802 Bottle Beach $249,209.82 $0.00 $249,209.82 93-804 Nisqually/Mashel, 1992 $1,438,505.18 $0.00 $1,438,505.18 93-805 Lewis & Clark State Park $244,480.44 $0.00 $244,480.44 93-806 Fort Casey $360,223.09 $0.00 $360,223.09 93-807 Green River Gorge, 1992 $862,564.21 $0.00 $862,564.21 93-808 Riverside-Little Spokane $213,422.13 $0.00 $213,422.13 93-812 Lake Isabella $733,654.53 $0.00 $733,654.53 93-813 Burrows Island, 1992 $165,125.39 $0.00 $165,125.39 93-814 Hoko/Cowan $296,549.38 $0.00 $296,549.38 Grant Number Grant Name Grant Amount Match Amount Total Amount 36

93-816 Ocean Beaches $201,482.66 $0.00 $201,482.66 93-819 Colbert House Acquisition $14,995.00 $0.00 $14,995.00 93-856 Crystal Falls $13,096.71 $0.00 $13,096.71 93-858 Crystal Springs $118,339.82 $0.00 $118,339.82 93-859 Millersylvania State Park (Acq) $78,305.70 $0.00 $78,305.70 93-862 Columbia Hills SP Inholding Acquisitions $10,862.17 $0.00 $10,862.17 93-863 Goldendale Observatory 93 $3,889.97 $0.00 $3,889.97 93-864 Ike Kinswa State Park 93 $46,626.46 $0.00 $46,626.46 93-95 BIENNIUM TOTAL $5,051,332.66 $0.00 $5,051,332.66

95-97 BIENNIUM 96-1078 Moran State Park-Cascade Lake (Acq) $699,840.11 $0.00 $699,840.11 96-1079 Camano Island-Cama Beach Phase 3 (Acq) $1,617,058.52 $909,000.00 $2,526,058.52 96-1084 Deception Pass - Ben Ure Island (Acq) $887,675.00 $0.00 $887,675.00 96-1122 Inholdings & Adjacent Properties - 1998 $500,000.00 $0.00 $500,000.00 96-121 Inholdings & Adjacent Properties - 1996 $550,000.00 $0.00 $550,000.00 96-122 Squak Mountain - 1996 $2,200,000.00 $0.00 $2,200,000.00 96-123 Larrabee/Chuckanut, Ph. 2 $1,782,406.80 $0.00 $1,782,406.80 96-124 Cama Beach Ph. 2 $1,671,065.00 $2,621,520.00 $4,292,585.00 95-97 BIENNIUM TOTAL $9,908,045.43 $3,530,520.00 $13,438,565.43

97-99 BIENNIUM 98-1060 Inholdings & Adjacent Properties - 2000 $500,000.00 $0.00 $500,000.00 98-1065 Deception Pass - Odell Property Acq $226,300.00 $0.00 $226,300.00 98-1066 Sun Lakes - McLeary Acquisition 1 $100,000.00 $0.00 $100,000.00 98-1067 Green River Gorge - Phased Acquisitions $1,148,600.00 $0.00 $1,148,600.00 98-1068 Grayland Beach - Ticor $117,490.24 $0.00 $117,490.24 98-1070 Dosewallips - Bloomfield Acquisition $159,787.83 $0.00 $159,787.83 98-1073 Nisqually Mashel - Phase 5 $500,000.00 $0.00 $500,000.00 98-1162 Mt. Spokane - Quartz Mtn. acquisition $812,223.97 $0.00 $812,223.97 97-99 BIENNIUM TOTAL $3,564,402.04 $0.00 $3,564,402.04

99-01 BIENNIUM 00-1380 Sun Lakes - McLeary Acquisition 2 $2,078,578.29 $0.00 $2,078,578.29 00-1430 Burrows Island - TNC Property $420,514.64 $0.00 $420,514.64 00-1434 Green River Gorge - 2001 Acquisitions $607,095.00 $0.00 $607,095.00 00-1453 Nisqually Mashel - Phase 6 $1,215,994.00 $0.00 $1,215,994.00 00-1547 Inholdings & Adjacent Properties - 2002 $500,000.00 $0.00 $500,000.00 01-1163 Sun Lakes - McLeary Acquision 3 $200,000.00 $200,000.00 $400,000.00 99-01 BIENNIUM TOTAL $5,022,181.93 $200,000.00 $5,222,181.93 Grant Number Grant Name Grant Amount Match Amount Total Amount 01-03 BIENNIUM 37

02-1027 Green River Gorge - 03-05 Acquisitions $9,869.00 $0.00 $9,869.00 02-1121 Deception Pass - Sunrise Resort Property $2,225,650.00 $0.00 $2,225,650.00 02-1123 Deception Pass - Stavig Property 2002 $315,580.00 $0.00 $315,580.00 02-1138 Inholdings & Adjacent Properties - 2004 $499,996.61 $0.00 $499,996.61 02-1139 Cape Disappointment - Seaview Dunes $1,000,000.00 $0.00 $1,000,000.00 02-1197 Nisqually-Mashel - 03-05 Acquisition $883,169.83 $0.00 $883,169.83 02-1239 Cape Disappointment Acquisitions 2003 $750,000.00 $0.00 $750,000.00 01-03 BIENNIUM TOTAL $5,684,265.44 $0.00 $5,684,265.44

03-05 BIENNIUM 04-1198 Pearrygin Lake Shoreline Acquisition $1,299,655.87 $0.00 $1,299,655.87 04-1235 Inholdings & Adjacent Properties - 2006 $499,929.83 $0.00 $499,929.83 04-1237 Cape Disappointment - Seaview Dunes Ph.2 $958,755.38 $0.00 $958,755.38 04-1268 Green River Gorge - 05-07 Acquisitions $169,594.33 $0.00 $169,594.33 03-05 BIENNIUM TOTAL $2,927,935.41 $0.00 $2,927,935.41

05-07 BIENNIUM 06-1640 Deception Pass - Hoypus Hill Addition $459,775.00 $0.00 $459,775.00 06-1651 Millersylvania- Miles Acquisition $1,556,849.43 $0.00 $1,556,849.43 06-1658 Pearrygin Lake Shoreline - Yockey Ph 3 $1,593,615.82 $0.00 $1,593,615.82 06-1659 Pearrygin Lake - Court Acquisition $1,493,481.60 $0.00 $1,493,481.60 06-1669 2007-2009 Inholdings $742,457.11 $0.00 $742,457.11 06-1676 Belfair State Park - Phillips $493,228.75 $0.00 $493,228.75 06-1680 2006 Seaview Dunes Acquisitions $1,199,918.99 $0.00 $1,199,918.99 05-07 BIENNIUM TOTAL $7,539,326.70 $0.00 $7,539,326.70

07-09 BIENNIUM 08-1363 Loomis Lake Acquisitions $718,644.06 $0.00 $718,644.06 08-1808 Seaview Dunes - Doney $1,463,274.76 $0.00 $1,463,274.76 Statewide Inholdings and Adjacent Lands 08-1822 2008 $747,996.68 $0.00 $747,996.68 08-1884 Pearrygin Lake - Hill Acquisition $1,989,194.19 $0.00 $1,989,194.19 09-1446 Kiket Island Conservation Acquisition $2,063,028.68 $7,288,804.00 $9,351,832.68 07-09 BIENNIUM TOTAL $6,982,138.37 $7,288,804.00 $14,270,942.37

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Grant Number Grant Name Grant Amount Match Amount Total Amount 09-11 BIENNIUM

10 -1242 Inholdings and Adjacent Properties 2010 $900,000.00 $0.00 $900,000.00 10-1244 Nisqually State Park - Acquisitions $900,000.00 $0.00 $900,000.00 Cape Disappointment - Seaview Dunes 10-1306 Acquisition $2,250,000.00 $0.00 $2,250,000.00 09-11 BIENNIUM TOTAL $4,050,000.00 $0.00 $4,050,000.00

11-13 BIENNIUM 12-1095 Fudge Point Acquisition $2,314,000.00 $0.00 $2,314,000.00 Nisqually State Park--Manke Property, Phase 12-1245 2 $1,381,500.00 $0.00 $1,381,500.00 12-1246 Inholdings and Adjacent Properties 2012 $1,000,000.00 $0.00 $1,000,000.00 Cape Disappointment Seaview Dunes Phase 12-1530 2 $750,000.00 $0.00 $750,000.00 11-13 BIENNIUM TOTAL $5,445,500.00 $0.00 $5,445,500.00

GRAND TOTAL - 1990 - PRESENT $75,416,720.25 $13,813,822.76 $89,230,543.01

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APPENDIX 4 DETAILED SCORING CRITERIA: “STATE PARKS CATEGORY” ACQUISITIONS & DEVELOPMENT

Detailed Scoring Criteria: State Parks Category Evaluation Team Scored

1. Public Need. Describe why this project should be built or property acquired? Is it: • Cited in CAMP (Classification and Management Plan)? • 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? • Identified and supported by the public or park partners?

 Point Range 0 points No CAMP or other plan, no or little public interest. 1-2 points Consistent with CAMP or other plan, some public support, property acquisition listed in CAMP but not essential. 3-5 points Consistent with CAMP or other plan, resolves a management problem, essential to a partnership or will increase park visitation, strong public support. Evaluators award a maximum of 5 points.

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 0 points Does not directly support strategic goals 1-2 points Indirectly supports one or two strategic goals 3-5 points Directly supports at least one strategic goal or indirectly supports three or more strategic goals Evaluators award a maximum of 5 points that are multiplied later by 3.

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 0 points No evidence of threat to the property, and/or the acquisition will result in unreasonable operating impacts

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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

Evaluators award a maximum of 5 points. Scores for acquisition projects are multiplied later by 2.

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?

 Point Range 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

Evaluators award a maximum of 5 points. Scores for acquisition projects are multiplied later by 2.

5. Sustainability and Environmental Stewardship. Will the project result in a quality, sustainable, recreational opportunity while protecting the integrity of the environment?

Factors to consider for acquisition and/or development and renovation projects are outlined in the table below.

Acquisition Development and Renovation

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• Does the acquisition and proposed • Does the proposed development protect natural development preserve the natural function of the resources onsite and integrate sustainable site? elements such as low impact development techniques, green infrastructure, or environmentally preferred building products?

• How do the proposed uses protect, enhance or restore the ecosystem functions of the property? • Are there invasive species on site? If there are, • Vegetation/Surfaces – Are you replacing invasive what is your response plan? plant species with native vegetation? Are you using pervious surfaces for any of the proposed facilities? • What is the strategy or plan for maintenance • Education – Are you installing interpretive and stewardship of the site? panels/signs that educate users about sustainability? • How do the natural characteristics of the site • Materials – What sustainable materials are support future planned uses? included in the project? • To provide for greater fuel economy, is the • Energy – What energy efficient features are you proposed acquisition located close to the adding? intended users? • What modes of transportation provide access to • What modes of transportation provide access to the site? the site? • Does this project protect wetlands or wetland • Water – Is the on-site storm water managed by functions? Describe the size, quality, and rain gardens, porous paving, or other sustainable classification. features? Does the design exceed permit requirements for storm water management? • How does the proposed acquisition help create • If there are wetlands on site, describe the size, connectivity? How many acres are already quality and classification and explain how the protected? How critical is this property to the design considers the wetland functions. overall plan? • What other noteworthy characteristics • What is the strategy or plan for long-term demonstrate how the natural features of the site maintenance and stewardship of the site? contribute to energy efficiency, less maintenance, fewer environmental impacts, or sustainability? • What other developed features will contribute to increasing energy efficiencies, reducing maintenance, minimizing environmental impacts, or being more sustainable?

6. Expansion/Phased Project. Describe whether this project supports past investments. Consider: • Is the project part of a phased acquisition or development? • When did the previous phases start and end? • Is this project a distinct stand-alone phase?

 Point Range 0 points Not a phased project or is not a distinct stand-alone project 1-5 points Project is a key phase in a statewide legacy project or it expands a popular or notable park or facility

Evaluators award a maximum of 5 points that are multiplied later by 3.

7. Partnerships or Match. Describe how this project supports strategic partnerships or leverages

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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?

 Point Range 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

Evaluators award a maximum of 5 points.

8. Readiness to Proceed. Describe the project’s timeline. 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 with the property owner? • Are there any significant zoning, permitting issues, or encumbrances? • Has an economic impact analysis been completed for the project that identifies operational impacts and potential for revenue enhancement?

 Point Range 0 points (Acquisition) No agreement with landowner, and fiscal impact will be substantial and require operational impact from the Legislature. (Development) Construction drawings less than 60 percent complete and fiscal impact will be substantial and require operational impact from the Legislature.

1-2 points (Acquisition) Willing seller and/or economic impact analysis identifies minimal operating impacts. (Development) Construction drawings over 60 percent complete, and/or economic impact analysis identifies minimal operating impacts.

3-5 points (Acquisition) Signed sales agreement, and/or economic impact analysis identifies potential revenue from the project. (Development) All permits in hand and/or economic analysis identifies potential revenue from the project.

Evaluators award a maximum of 5 points that are multiplied later by 2.

Scored by Washington State Parks and Recreation Commission—Applicants do not answer.

9. Consistency with Mission and Vision. How well does this project support the State Parks’ mission and vision?

 Point Range 0 points Does not support the State Parks’ mission or vision 1-2 points Moderately supports the State Parks’ mission and vision 3-5 points Strongly supports the State Parks’ mission and vision

The State Parks Commission awards a maximum of 5 points.

Scored by RCO Staff—Applicants do not answer.

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10. 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

A. The project is within 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 within a county with a population density of 250 or more people per square mile. Yes 1.5 points No 0 points

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.

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APPENDIX 5 DESCRIPTIONS OF PROPOSED PROJECTS: 2015-2017 WASHINGTON WILDLIFE AND RECREATION PROGRAM “STATE PARKS CATEGORY”

PROPOSED LAND ACQUISITION PROJECTS

Dosewallips State Park—Pope Resources Uplands -645 acres $1,300,000 Dosewallips State Park is traditionally known for camping and access to the Dosewallips River and . In cooperation with Jefferson County, the Trust for Public Land, The Nature Conservancy, the Jefferson County Land Trust and others, State Parks has begun acquiring land along the Dosewallips River up river from the park for a trail development and salmon enhancement. The Commission approved long-term boundary for the Dosewallips State Park includes all of the property proposed for acquisition in this project. In this proposed land acquisition the Trust for Public Land would purchase the development rights to this generally logged over property. State Parks would purchase residual land and timber value. Acquisition of this property would allow the future development of a trail connecting Dosewallips State Park with the trail system and the creation of readily accessible backcountry camping opportunities. While failure to acquire this property during the 2015-2017 biennium would not be damaging to Dosewallips State Park the opportunity to acquire it as part of a partnership with the Trust for Public Land is compelling.

Fudge Point—Additional Uplands - 40 acres $500,000 In late 2013, with the assistance of the Trust for Public Land, State Parks purchased 53 acres of land on Harstine Island with nearly a mile of salt waterfront. In February 2014 an additional 76 acres of generally logged over uplands was purchased to provide some of the upland land base needed for parking, day use and potentially camping and or cabins to support public use of what will be one of the finest beaches in the state park system. This project would purchase the rest of the land necessary for roads, parking and upland recreation amenities. The sellers of this property have indicated their desire to dispose of this property. While it is not currently listed as being for sale the opportunity to acquire this property is important to completing an adequate upland land base for what will someday be a premier destination state park. If the Commission agrees that it is important to pursue acquisition of additional lands at Fudge Point an extensive public planning process and meetings with local officials on the future benefits and impacts of a developed park would be necessary.

Griffiths—Priday State Park - Ghost Forest Access -101 acres $350,000 Griffiths Priday State Park includes ocean beach access and property purchased in 2012 along the Copalis River that includes a unique area known as the Ghost Forest. The Ghost Forest was created when coastal forest land was flooded during a historic tsunami event killing the trees. There is currently no dedicated public parking, non- motorized boat access area or restroom for people wanting to visit this unique landscape by canoe or kayak. This combination land acquisition ($250,000) and development ($100,000) project would purchase 101 acres for visual protection of the Ghost Forest visitor experience, future trails and includes construction of parking, non-motorized boat access and a restroom. The property owner is a willing seller. Failure to complete this project could result in the property in question being sold for development changing the character of this unique landscape.

Joemma Beach State Park—Upland Expansion - 40 acres $500,000 Located on the Joemma Beach State Park has 122 acres with 3000 feet of salt waterfront. The park provides beach access to for beach walking, boat launching and day use. This project proposes to acquire 40 acres of land currently owned by the Tacoma School District to allow future development of a group camp. The Tacoma School District intends to dispose of this property and is a willing seller. Failure to acquire this property could lead to it being logged and/ or converted to residential development.

Nisqually State Park—UW Forest Lands - 500 acres $1,000,000 Acquisition of land at Nisqually State Park was one of the original WWRP projects in 1990. Over the succeeding 25 years the Commission has continued to acquire lands for what will someday be an iconic state park close in to the Puget Sound Basin population core of the state. This proposed acquisition would add lands currently owned and managed by the University of Washington fronting the Mashel River that are part of the Commission approved long term boundary and master plan for Nisqually State Park. The University of Washington is a willing seller.

Saint Edward—McDonald Property $2,000,000

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Saint Edward State Park is a 316 acre property located on the northern tip of Lake Washington in the city of Kenmore. The site includes 3,000 feet of fresh water shoreline and is the largest undeveloped tract of land on the lake. The park is accessible to millions of people because of its centralized location within the Seattle area. The McDonald property includes 10 acres and 400 feet of fresh water shoreline. It is heavily forested and contiguous with the park. Acquiring this land will not only protect natural resources, but will solve a trespass issue at the park. One of the park’s loop trails crosses into the McDonald property and cannot be easily realigned because of the steep slopes on the shoreline. The immediate threat is related to the asking price. Five years ago the asking price rose to seven million. The asking price in 2014 is far lower and will therefore attract a larger pool of potential buyers.

Statewide Inholdings and Adjacents $1,000,000 Washington Wildlife and Recreation Program “State Park” category funding has, since the 1995-1997 biennium, included a Statewide Inholdings and Adjacents project. The purpose of this fund source is to give the Commission the flexibility to acquire smaller, less expensive parcels of land that come available during the course of a biennium that, if acquired, would eliminate inholdings in existing parks, resolve management issues or acquire lands adjacent to an existing park to assist in meeting agency goals. Failure to fund Statewide Inholdings and Adjacents would lead to the certain loss of irreplaceable land acquisition opportunities and/or the continuation of otherwise resolvable park level management issues.

Westhaven/Westport Light State Park—Westport Dunes—270 acres $1,800,000 Westport Light and Westhaven state parks are small ocean front parks located one mile apart. The land in between these two very popular parks is privately owned undeveloped oceanfront dunes that include a paved pedestrian/bicycle trail built by the City of Westport connecting the two parks. The owner of the Westport Dunes property is a willing seller that has the property listed for sale. If not acquired this property is likely to be developed into residential units leaving Westport Light and Westhaven state parks as small public ocean beach access points in a large housing/condominium development. ALTERNATE LAND ACQUISITIONS

Brooks Memorial—Western Pacific Timber—200 acres $300,000 This project will protect the view shed, offer trail hiking opportunities, and solve a trespass issue with a state park trail that traverse over this private property. It will protect important oak habitat and one of the last three regional habitats of the Western Grey Squirrel in Washington State. There is a willing seller. The threat is from development as more and more people build vacation homes in the area and there is a real potential for logging of the Doug fir/oak forest.

Columbia Hills State Park—Smith Property—760 acres $600,000 Columbia Hills State Park protects and provides significant opportunities for public education and interpretation of its very significant natural, cultural and historic resources. The park also provides recreation experiences ranging from trails offering sweeping vistas of the and spectacular spring wildflower viewing to camping and day use along the Columbia River. The Smith Property is surrounded on three sides by Columbia Hills State Park. The owner of the property has approached staff about State Parks interest in purchasing this property. Acquisition of this 760 property would protect and enhance the current purposes and public benefits of Columbia Hills State Park. Failure to acquire this property could lead to the loss of the significant natural, cultural and historic resources it contains and a loss of the quality of Columbia River Gorge views available from Columbia Hills State Park.

Lake Wenatchee State Park—Nason Ridge—3,714 acres $3,300,000 Located within the Lake Wenatchee State Park view shed the Nason Ridge Property is an undeveloped, partially logged parcel of land that includes a “by permission” winter recreation trail system. A number of conservation organizations have been meeting in the past two years to discuss the importance of protecting this property from development and the appropriate role each organization might play. State Parks has been a part of these meetings. Acquisition of this property would preserve the undeveloped view shed from Lake Wenatchee State Park towards Nason Ridge and allow continuation of both summer and winter trail opportunities. The owner is a willing seller.

Northrup Canyon—Bruner $600,000

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This 3,000-acre property, located near Steamboat Rock State Park, will protect the headwaters of Northrup Creek, the last remaining patch of forest in Grant County, and is adjacent to the DNR natural preserve, which is co- managed by State Parks.

Riverside—Granger $250,000 This is a 32-acre tract of land that is adjacent to Lake Spokane and is only partially within the long-term boundary of the park. It includes important wetland and grebe nesting habitat. The property was for sale in the past year, but it may have been taken off the market. Further research will be required.

Manchester State Park—Hamar Property $400,000 This project would acquire a 38-acre parcel adjacent to Manchester State Park. The property is included in the park’s Commission-approved long-term boundary, and was identified as a location for expanded RV camping; the property would also serve as a natural area buffer between park facilities and adjacent residential development.

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2015-2017 WASHINGTON WILDLIFE AND RECREATION PROGRAM “STATE PARKS CATEGORY”

PROPOSED DEVELOPMENT PROJECTS

Deception Pass State Park—Kukutali Preserve - Phase 2 $200,000 Kukutali Preserve located near Deception Pass State Park between Fidalgo and Whidbey Islands, is co-owned and co-managed by the Swinomish Indian Tribal Community and the Washington State Parks and Recreation Commission. Currently, access to the park is restricted as the property has no facilities, yet includes both natural and cultural resources that must be protected. The plan is to construct day-use infrastructure at the park to allow for public access without the need for guided tours. Project includes vault toilet, trails, picnic shelter/area, foot bridges, viewing platforms, non-motorized boat access, and interpretive signs.

John Wayne Pioneer Trail—Malden Rosalia $450,000 This segment of the trail runs through the Palouse appearing as a narrow, treeless corridor in northern Whitman County. It is the former transcontinental route of the Milwaukee Road and has been owned by the State of Washington since 1981. Since this time, the trail has not enjoyed much attention until the Commission in 2013 directed the development of a master plan for this segment of trail. This emphasis has provided momentum to develop the trail head to provide visitors better access in the communities of Malden, Rosalia, and Tekoa. The project will surface parking lots, install vault toilets, and picnic shelters with ADA compliant access to the trail.

Klickitat Trail $1,500,000 Located in southern Washington State, in the heart of the Columbia River Gorge, the Klickitat Trail follows the first 31 miles of an old railroad corridor linking the town of Lyle and Goldendale. It is unique among rail trails. It is gently graded and provides access to beautiful Swale Canyon and ends at the confluence of the Klickitat and Columbia Rivers. Spectacular views include carved gorges, abundant wildflowers, birding opportunities, rolling oak, and ponderosa pine forests. This project will develop several miles of the total 31 mile trail to improve continuity and will allow for more wheeled uses. Project will deck bridges, install safety rails, and surface trail.

Lake Sammamish State Park – Sunset Beach Day-Use Facilities $1,200,000 Lake Sammamish State Park, located on the south end of Lake Sammamish near the city of Issaquah, includes 512 acres with nearly 7,000 feet of freshwater shoreline. The park provides day-use water access, athletic fields, and is a popular family destination. This project will construct two green designed picnic shelters with solar panels, water, and electrical amenities. The cost estimate for the buildings was developed from 30% construction documents provided by Robert W. Droll Landscape Architect and Patano+Hafermann Architects. In addition, the project will also rehabilitate five acres of lawn at Sunset Beach and install sand surfaced volleyball courts. The current lawn area, however, is a wetland. To address the drainage problem, a new turf area will require engineered landscaping to create a more efficient, updated storm water drainage system. As a result, the underlying jurisdictional government will require mitigation for the Sunset Beach area. Trees in Sunset Beach are dying due to poorly drained soils and will be replaced. Landscaping efforts will add significant costs to the overall project.

Larrabee State Park—Clayton Beach Bridge $2,000,000 Larrabee State Park, located south of Bellingham, Washington, provides water access to a scenic location on Puget Sound offering breathtaking views of the and Samish Bay. The beach includes amazing sandstone slabs carved by the tides over the millennia that formed tide pools making this landscape compelling for visitors. Unfortunately, visitors must cross a very active Burlington Northern Santa Fe Railway line to access the beach. State Parks recognizes this issue and has been previously awarded small grants to explore options and a bridge across the tracks was found to be the best solution. This project will install a pedestrian bridge, capable of accommodating a small four wheeled vehicle for emergency and maintenance access, to span the BNSF tracks.

Sacajawea State Park—Trail Connection $400,000 Sacajawea State Park is a 284-acre day use park located at the confluence of the Snake and Columbia rivers. It offers scenic views of 9,100 feet of freshwater shoreline. The park, mainly a day-use destination with boat launches, also offers water trail camping and interpretive opportunities at the Sacajawea museum, which tells the story of the Lewis and Clark expedition of 1805. The purpose of the project is to link the Sacajawea parking lot with the Sacajawea Heritage Trail. It will require the development of a separate multi-use trail or bike lane to run parallel

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with Sacajawea Park Road. The bike lane will be constructed to meet federal multiuse trail standards, ten feet wide and surfaced with asphalt.

Tolmie State Park—Parking $200,000 Tolmie State Park is a 105-acre marine day-use park with 1,800 feet of saltwater shoreline on Puget Sound. The forested park is near the , and only few miles away from Olympia. The park offers a variety of beachside activities and an underwater park built by scuba divers. The park includes a salt marsh, beach, and steep forested hillsides. During the summertime the parking lot reaches capacity and visitors are sometimes turned away for lack of parking opportunities. The traffic also places a burden on Operations staff as they are forced to direct traffic during peak use periods. This project will ease the problem by expanding the existing parking lot to accommodate an additional thirty cars.

Willapa Hills Trail $1,000,000 Willapa Hills Trail, located in Lewis County, about twenty miles south of Olympia, is a 56 mile long rail to trail project that links the city of Chehalis with the City of Raymond in Pacific County. It offers an experience unlike any other multi-use trail in Western Washington as it is a portal that connects the Puget Sound Region and densely populated I-5 corridor with the waters of the Pacific Ocean. It is designed as a separated pathway that accommodates hikers, bikers, and equestrians. The trail, especially in Lewis County, has received over five million dollars using a mix of federal transportation and state funding for improvements and bridge repair. This project will seek to improve the trail in the Pe Ell segment and will specifically address trail surfacing with hardened gravel from the Pe Ell vicinity to the Pacific County line, approximately five miles. Deck bridges 22, 23, 25, and 26. Realign 300’ of trail near bridge 26. The end result will create 28 miles of continuous trail in Lewis County between Chehalis and the Pacific County/Lewis County line.

ALTERNATE DEVELOPMENT PROJECT

Cape Disappointment—Three Waters Trail $500,000 Complete the trail that was initially funded with a Scenic Byways grant in 2008. The project was partially completed. It will require about one half mile of ten foot wide trail surfaced with asphalt.

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Item E-5: 2014 Director’s Performance Agreement - Requested Action

EXECUTIVE SUMMARY: This item asks the Washington State Parks and Recreation Commission to consider adoption of the 2014 Directors Performance Agreement. This item aligns with Agency core values and advances the Commission Transformation Strategy “Adopt a business approach to park system administration.”

SIGNIFICANT BACKGROUND INFORMATION: The Commission has historically created Director’s Performance Agreements on an annual basis. These agreements have contained a mixture of goals and tasks that relate specifically to actions the Director was to perform as well as agency actions that the Director was to effectuate through staff and other agency resources. Appendix A contains the 2013 Director’s Performance agreement which includes a summary of the accomplishments over the year in meeting performance expectations. Appendix B contains the proposed 2014 Director’s Performance Agreement.

The agreement for the calendar year 2014 (Appendix B) demonstrates the Commission’s intent for the agency Director to focus his activities on implementation of the Transformation Strategy and development of the 2015/17 Budget.

STAFF RECOMMENDATION: Staff recommends that the Commission review the 2013 Director’s Performance Agreement and use it as one basis for evaluation of the Director’s performance, and approve the 2014 Director’s Performance Agreement.

SUPPORTING INFORMATION: Appendix A: 2013 Director’s Performance Agreement with Dispositions Appendix B: 2014 Director’s Performance Agreement

REQUESTED ACTION FROM COMMISSION: That the Washington State Parks and Recreation Commission: 4. Adopt the 2014 Director’s Performance Agreement as presented in Appendix B.

Author(s)/Contact: Daniel Farber, Policy and Governmental Affairs Director [email protected] (360) 902-8504

Reviewer(s): Randy Kline, 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). Terri Heikkila, Fiscal Impact Statement: All actions with an impact, intend to produce revenue or streamline effort and costs in this agenda item. Implementation of individual performance expectations by the Director will be brought to the Commission with fiscal impacts identified as appropriate. February 10, 2014. Jim Schwartz, Assistant Attorney General: February 10, 2014

Approved for Transmittal to Commission

______Don Hoch, Director

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Appendix A

Washington State Parks and Recreation Commission and Donald A. Hoch, Director

2013 Performance Agreement February 1, 2013 to January 31, 2014

January 2013 (with Dispositions as of February 2014)

In order to ensure accountability and alignment in 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.

In addition, this agreement is an element of the agency’s management framework and a tool to help managers understand the Director’s expectations for excellent performance. The Director’s Agreement emphasizes portions of the State Parks Strategic Plan activities that may require realigning resources and improving systems to achieve positive results.

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).

While all expectations in this agreement have value and should be accomplished, all understand that unknowns associated with the state’s economy and their potential impact on State Parks’ budget can affect outcomes. Because of the unknowns, we will review this agreement and adjust it as necessary according to State Parks’ budget.

1. Continue the success of the Discover Pass program by: • Assuring the three-agency collaboration holds tight, through a joint decision making structure, agile and effective responses to program criticism, and constant 360 degree communication (ongoing).

On-going: Oversight of the Discover Pass program in all three agencies was in transition during most of 2013. During this time however, a three-agency core team and other coordination teams continued to meet, address issues, and make progress on pass redesign as recommended in the Discover Pass Business Plan. In December 2013, the agency established its Business Development Program, hired a program manager, and assigned staff support. The Business Development Program is tasked with leading development of the Discover Pass and coordinating work among the three agencies.

• Developing and implementing effective communications and marketing programs (ongoing).

On-going: Oversight of Discover Pass marketing was also in transition during 2013. However, a large number of marketing activities were nevertheless initiated, continued, or successfully completed. Key activities included further development and operation of the agency’s Adventure Awaits marketing website, expansion of social media channels, and joint marketing campaigns with Carter Subaru, the North Face, and Subway Restaurants. Activities also included promoting the Discover Pass as a gift campaign in print (Alaska/Horizon Airlines magazine), broadcast and

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digital media. In June 2013, the agency established its Creative Services Program and assigned a program manager and support staff. The Creative Services Program has since led a reconstituted agency-wide marketing team in the development of an agency marketing plan.

• Working with constituencies, the legislature and governor to assure that changes to the law, if any, provide greater chances of program success. (Up to and including 2013 legislature).

On-going: The 2012 and 2013 legislative sessions resulted in several changes in the Discover Pass statutes. These included: o Making the pass transferrable between two vehicles, though still only valid for one vehicle at a time. o Granting the ability for the activation date to differ from the purchase date (the agencies made this option available for passes sold through WDFW’s licensing system, by giving purchasers the ability to choose the date they would like their passes to become valid). o Authorizing the three agencies to sell discounted Discover Passes for the purposes of bulk sales to retailers, product bundling and partnership opportunities that expand the accessibility and visibility of the Discover Pass and recreational opportunities on agency- managed lands. o Exempting the Discover Pass while driving on roads operated by DNR and WDFW, though the pass is still required to park when associated with recreation activities. o Assigning all revenue from Discover Pass infractions to the agencies. In December 2013, State Parks, the Department of Natural Resources, and the Department of Fish and Wildlife submitted a statutorily required report to the Legislature on improving consistency among the three agency’s recreational access policies and fees, as well as identifying any statutory impediments toward this goal. The report concluded that no additional statutory changes are necessary to improve consistency or otherwise improve success of the program at this time.

• Directing agency changes regarding operations, personnel, budget, or other areas in order to carry out the necessary work needed to make the Discover Pass Program successful.

Completed: Principal changes included establishing, assigning staff, and allotting budget capacity for the agency’s new Business Development and Creative Services programs to lead product development and marketing of the Discover Pass. These changes have allocated considerable staff and financial resources towards developing the Discover Pass program and increasing pass revenues.

• Increasing revenue opportunities through task force initiatives and operations strategies – in particular optimizing Discover Pass revenue compliance in parks.

Ongoing: Hiring and focusing the location of park aides and other personnel actions took revenue optimization into account. Awaiting completion of several task force initiatives in 2014 for further efforts.

• Initiating new opportunities to expand the sales of the Discover Pass, including expansion of the credit card fulfillment option in parks and establishment of more Friends Group agreements to sell the pass.

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On-going: The number of Discover Pass dealers and retail locations has not expanded greatly in the past year. Efforts are currently focused on redesigning the Discover Pass product to enable broader market opportunities and expanded retail sales.

The agency installed 30 Parkeon units in selected parks. These units allow visitors to purchase Discover Passes with credit and debit cards.

Agency staff has developed a model consignment agreement allowing friends groups to obtain books of Discover Passes and transmit proceeds of sales to the agency as passes are sold. Three such agreements were signed with friends groups in 2013. Most friends group members have opted to sell passes in an individual-volunteer capacity, thereby making a consignment agreement unnecessary.

2. Centennial 2013 Plan and Strategic Plan Fulfillment – focus agency resources to continue to meet existing goals or reset goals as necessary and appropriate. • Provide twice-annual updates to the Commission regarding progress on the Centennial 2013 goals or any revised goals coming out of the Transformation Strategies document.

Partially completed: The agency provided regular updates relating to events and celebrations in the parks.

• Provide a report to the Commission at the December 2013 meeting on the agency’s trail activities.

Completed: A report to the Commission on the agency’s trail program was postponed for scheduling reasons and provided to the Commission at its January 2014 meeting.

• Investigate and make recommendations to the Commission at the August 2013 meeting on progress on a re-introduced stewardship training program and other training efforts.

Completed: One full module of stewardship training in interpretation was held in June 2013. This included training of sixteen field staff in basic interpretation methods. Stewardship training resumed in 2013 and included an overview of stewardship disciplines (natural resources, cultural resources, historic preservation, interpretation, and collections) provided to park staffs in each of six management regions.

• Provide a report to the Commission at the October 2013 meeting on the agency’s Interpretive Unit and its work activities.

Completed: A report to the Commission on the agency’s interpretive program was postponed for scheduling reasons and provided to the Commission at its January 2014 regular meeting.

• Provide a report to the Commission at its March 2013 meeting on the agency’s forest health program.

Completed: A report to the Commission on the agency’s forest health and tree risk management activities was provided to the Commission at its November 2013 work session.

• Continue providing the folk, traditional, and contemporary arts performances and events in parks.

Completed: The 2013 season of traditional and folk arts program included 31 performances with approximately 4,300 visitors in attendance.

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• Demonstrate support for the boating and winter recreation programs by attending a winter recreation and snowmobile advisory committee meeting, and the annual boating law enforcement conference.

Completed: The Director presented the annual awards at the State Boating Law Enforcement Conference and made appointments with the motorized and non-motorized boards. The Director also attended the Snowmobile Expo.

3. External Communication – Form and expand enduring and productive partnerships with the business community, not-for-profit organizations, federal and state and local governments: • Political entities – Attend municipal, county, special districts, legislature and stakeholder meetings to understand their issues and concerns relating to State Parks. Provide a report to the Commission on such contacts at every Commission meeting.

On-going: The Director continues to serve on the Recreation Conservation Funding Board, State Park Foundation, Mountains to Sound Greenway Board, WWRC Board and met with Chelan County PUD several times and Grant County PUD. In addition, the Director attended several agency public meetings with legislators, committee meetings, hearings and Heritage Caucus meetings that related to recreational activities.

• Continue providing Parks and Discover Pass promotional materials to visitor convention bureaus and conduct outreach to chambers of commerce in counties with state parks, for continued promotion of Discover Pass.

On-going: The agency provided Discover Pass material in each county where state parks reside.

• Continue promoting Discover Pass and the value of state parks on various agency social media channels, in news outreach, and in marketing activities.

On-going: The agency continues to use various social media channels to promote and market state parks.

• Work closely with the new governor’s administration and executive cabinet members – attend cabinet meetings and quarterly Discover Pass meeting with WDFW director and DNR commissioner.

On-going: The Director attended Executive Cabinet meetings until reassigned to the Governor’s Goal Council. He attended the monthly Goal Council and Goal Team meetings to address and report State Parks concerns and contributions to GovStat performance.

• Meet with key members of both legislative houses (policy and budget committee leaders, members and caucus staff) to highlight and ensure State Parks issues are known and supported.

On-going: The Director met with key legislators on policy and fiscal committees to describe the agency and governor’s legislative agenda and respond to questions.

• Follow through with direction from the Commission regarding State Parks collaboration with the Fort Worden Public Development Authority. Continue reporting on the status at each Commission meeting.

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Completed: The Director and staff attended multiple meetings throughout the year to reach an agreement with the Public Development Authority (PDA). A lease agreement with Fort Worden and Public Development Authority (PDA) was approved by the Commission at its August 2013 regular meeting and signed by the Director in November 2013.

• Create a diversity initiative in the marketing program. Provide a report at the Commission’s August meeting on specific plans for outreach to ethnic groups; particularly those who have lower levels of participation. The goal of the initiative is to have similar rates of use of state parks and participation in state parks programs by people of all ethnicities in the state.

On-going: The specific diversity initiative did not get completed. However, staff made efforts to portray a diversity of culture in print ads and materials including Folk and Traditional Arts to present events representing many cultural groups.

• Continue to develop tribal relations – meet with Director of the Governor’s Office of Indian Affairs (GOIA) to identify important opportunities for building partnerships with native communities.

On-going: The Director attended the first Statewide Tribal-State Agency meeting of the Inslee Administration at the Squaxin Island reservation. Staff attends monthly tribal-state agency meetings during the legislative session and the annual Centennial Accord meeting.

• Finalize the Memorandum of Understanding (MOU) with Nisqually Tribe regarding the Nisqually State Park – site stewardship and surveillance assistance.

Underway: A report on the MOU with the Nisqually Tribe was provided to the Commission at its January 2014 work session. The Director anticipates signing this agreement by April 2014.

• Develop a statewide plan to enhance and expand volunteer and friends program.

Underway: Agency staff has worked with the State Parks Foundation to continue this initiative during 2013. The agency currently has 17 formal agreements with friends groups. As part of this multi-year initiative, a total of three new agreements have been signed, two agreements are undergoing demands to bargain with the Washington Federation of State Employees, and two more agreements are otherwise in the development process.

• Continue to improve the agency web site, including adding dynamic home page elements, and completing new program pages such as marine parks videos, trails pages and interpretive pages.

Completed: A soft launch of the agency’s new website was completed in December 2013 and a full launch of the new website was completed in February 2014.

4. Internal Communication – Drive a dynamic interactive, high-content, 360-degree internal agency communication system: • Meet weekly with direct reports to discuss specific issues and concerns and to provide leadership solutions to resolve.

On-going: The Director met weekly and individually with all his direct reports and weekly with the two Assistant Directors. Director attended several assistant directors meetings and held monthly executive leadership team meetings.

• Define expectations of direct reports in written form and clearly define and hold them accountable to meet deadlines and quality standards for work products. Empower executive leadership to

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perform assigned responsibilities in a manner that demonstrates respect, professional conduct towards others, and the capacity to engage in collaborative decision-making. Carry out annual written performance evaluations.

On-going and not completed: Written evaluations and expectations not completed yet. The Director provided ongoing communication and feedback to all direct reports.

• Provide regular feedback to the Commission and entire staff on the progress on new Transformation Strategy initiatives.

On-going: Throughout the year at Commission meetings, staff provided the Commission with regular Transformation Strategy initiatives updates.

• Meet at least once a year with region staff.

Partially Completed: The Director attended a SW Region meeting. He also attended several Region Manager meetings and all three in-service’s for rangers.

• Provide immediate feedback to the Commission and all staff as events warrant. Utilize “Connections” internal newsletter in this effort as appropriate.

On-going: Informed staff through e-mail notices and Connections of agency’s topics.

• Carry out a formal performance progress report between the Director and the Commission in executive session at its August meeting and a full annual evaluation at its January 2014 Commission meeting. Provide timely reports to the Commission when any events cause a change in expectations in the performance agreement, and provide recommended changes to the agreement accordingly.

Not Completed: No changes were made to this year’s agreement, and a formal evaluation did not occur in August.

• Provide to the Commission by January 15 a draft self-evaluation for the preceding February 1 to January 31 period and a final self-evaluation at its January 2014 Commission meeting.

Underway: The director’s self-evaluation will be available at the March 2014 Commission work session.

• Provide to the Commission a draft annual performance agreement by December 15 of each year for the proceeding February 1 to January 31 performance period.

Underway: Draft 2014 Director’s Agreement will be available at the March 2014 Commission meeting.

• Provide the Commission quarterly updates of Director’s activities in written form.

Completed: The director verbally informed the Commission of his quarterly activities.

• Assure compliance with the Human Resources mandatory training schedule. Then, as funding permits, authorize additional low-cost, high-value staff training that specifically and demonstrably leads to liability prevention, revenue generation, enhanced leadership/management skills, and cost efficiencies.

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Completed: This biennium, the agency effectively secured an adequate training budget ensuring all employees meet their mandated training requirements, certifications, and continuing education credits. Additionally, the agency enhanced its funding for division budgets, so that staff may attend training that will enhance their skills and abilities, and career development.

• Attend park special events, and other staff activities or parks related events that involve field staff as schedules allow.

Completed: The Director attending dozens of Centennial events throughout the year and throughout the state.

• Lead discussions with the full executive leadership team to determine proposed agency-request legislation and report recommendations to the Commission by August 2013.

Completed: The Policy and Governmental Director lead the agency’s requested legislation discussion with ELT and presented the Agency Request Legislation agenda item at the August 2013 Commission meeting.

• Continue communication relations with union representatives; attend UMCC meetings; keep union abreast of issues and work closely with Human Resources on union issues; seek feedback on agency direction and director’s performance.

Completed: The Director and members of the executive leadership team attended UMCC meetings, Law Enforcement Sub-committee, and fire and safety meetings.

• Continue to monitor the efforts made by Mt. Spokane 2000 (MS 2000) toward improving ski expansion. Monitor implementation efforts to ensure compliance with the Commission guidance and appropriate stewardship of park resources.

On-going: In November 2013, the Commission adopted a general work plan guiding preparation of an Environmental Impact Statement (EIS) in cooperation with MS 2000. The purpose of the EIS is to inform the Commission about impacts associated with proposed ski area expansion at Mount Spokane State Park prior to any decision authorizing MS 2000 to proceed with the project. Agency staff remains intimately involved in the EIS process.

• Conduct a tour of marine parks to understand these parks particular needs and financing issues.

Completed: The Director and the Commission toured the San Juan Marine area in August to understand these parks needs and successes.

• Continue to improve communication between agency staff and external capital development customers. Modify the Capital Project Manual and incorporate an element for input from stakeholders and continue to assess the capital project process for improvements.

On-going: Discussions between agency staff and Office of Financial Management and Legislative staff have been initiated in an effort to harmonize capital project accounting methods and otherwise improve communication.

5. Centennial 2013 celebration – Use as springboard to galvanize public awareness of, and love for, the places that preserve and give access to the best of their state’s natural, scenic, and cultural heritage:

• Hire a part time event coordinator to support and implement Centennial events. 59

Completed: Hired a part-time coordinator for events, and directed that work toward the Traditional Arts in the Parks program. Meanwhile, public affairs-communications office managed a high volume of promotions, public discussions, advertisements and public outreach through social media to build public awareness of benefits through these celebration events.

• Provide to the Commission and update on Centennial celebration plans and activities each Commission work session and/or regular meeting. Keep Commission apprised of events where their participation is especially warranted or needed.

Completed: Communications Director coordinated three major Centennial events and several other events throughout the year and provided regular updates to the Commission.

• Ensure that the Centennial 2013 Celebration Plan touches individuals throughout the state.

Completed: Two-hundred-seventy-seven (277) separate events occurred throughout the state – not counting the ongoing daily and weekly activities.

• Conduct an event at the capital.

Completed: State Parks held a successful Centennial celebration at the Capital that the Governor, former and current Parks Directors and Commissioners and staff attended.

• Promote trail use, projects, and energize trail partners: Rocky Reach, John Wayne Pioneer Trail and Willapa Hills Trails

On-going: The director met with the Evergreen Mountain Bike Alliance, John Wayne Pioneer Wagon and Trail Riders, Chelan PUD several times to discuss Rocky Reach Trail. In addition, the director spoke with the Mountains to Sound Greenway regarding the JWPT tunnel work.

Parks Development staff is working with the Department of Transportation to develop a lease for key segments of the Rocky Reach Trail; working with legislators, agricultural interests, and trail users to address agricultural uses along the John Wayne Pioneer trail; and coordinating with the Lewis County Community Trails group to fund projects on the Willapa Hills Trail.

6. Post-Centennial 2013 Transformation – in close coordination with the Commission, provide leadership to the organizational transformation necessary to meet the agency’s financial, capital, and human resource mission for the next decade:

• Present a draft Transformation Strategy document to the Commission at its January 2013 meeting that sets forth future longer-range goals.

Completed: Staff presented the draft Transformation Strategy at the January Commission meeting.

• Bring a Transformation Strategy document for adoption by the Commission at its March 2013 meeting.

Completed: At the March Commission meeting, the Commission adopted the final Transformation Strategy Plan.

• Transformation elements will include:

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o Partnerships – By the end of 2013, 25% of parks will strive to have a Partnership Plan and have implemented at least one new initiative that increases revenue or reduces operating costs.

Not completed: Developing partnership plans in individual parks was not included in the Transformation Strategy.

o Friends Groups - by December, 2013, ten (10) state parks will have a viable and engaged Friends Group that is providing real assistance in park maintenance, management and public service.

On-going: Three new groups added and four more in process.

o User Fees and Related Revenues – By the end of June 2013 the following items will be fully implemented: new pricing program for camping, vacation housing, and other rental facilities.

Completed: A new variable pricing structure for camping, cabins, and vacation housing was incorporated into the CAMIS reservation system in October 2013, in time for the 2014 camping season.

o Investigate technology strategies that would include acceptable internet-based revenue generating opportunities by December, 2013.

Completed: A new advertising policy allowing use of agency websites for commercial advertising was adopted by the Commission at its January 2014 meeting.

• Implement a Communications and Marketing Plan (internal and external) by June 2013 and have a smart phone application for the agency by April 2013.

Completed: The Pocket Ranger mobile application was launched in March 2013. A marketing plan was completed and provided to the Commission at its January 2014 meeting.

• Ensure staff are offered organizational and employee development opportunities. Create and sustain a comprehensive training plan for the agency.

On-going: The agency implemented the Washington State Learning Management System (LMS), which is an internet-hosted tool powered by SumTotal® Systems. LMS centralizes and automates the learning management process, making the administration of learning and development both effective and efficient. The agency can customize its employee interface, provide agency-specific training options, and streamline the registration process.

• Enhance the health and safety program by taking a proactive approach ensuring staff are properly trained and equipped with the proper resources to reduce accidents, injuries and exposures.

On-going: The agency hired highly skilled and experienced safety officer that reports directly to the employee health and safety manager. Employees wanted safety staff out in the parks, seeing what our employees do; they wanted more onsite safety audits. The safety staff attended manager meetings, conducted more safety and hazard investigations; and began planning to train employees, which will improve safety.

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Our safety staff have partnered with staff, creating a scoping group that will focus on improving the safety program and has so far proven to be very valuable to setting future goals.

• Ensure needed Human Resource policies are created, updated, consolidated, refined and made relevant, to promote fairness, professional growth, and performance excellence.

Ongoing: Human Resources continue to assess its policies and procedures. HR has committed to creating relevant and required polices as well has reviewing and updating all HR policies and procedures.

• Enhance and support training to supervisors and employees on diversity, inclusion, and equal employment opportunity, including the competencies necessary to provide culturally responsive services; and develop and implement diversity recruitment, hiring, development, and retention strategies.

Ongoing: Human Resources provide opportunities for diversity training consistent with the state mandate for such training.

• Continue working closely with State Parks Foundation to ensure the mission and State Parks initiatives are supported.

On-going: Foundation staff and board members continue to work closely with agency staff and provide presentations to the Commission outlining their activities. The Director and a Commission member have also begun serving on the Foundation Board of Directors, in part to improve coordination and communication between the two organizations.

Several parks awarded grant project funding through the Foundation.

• Depending on adequacy of general fund allocation, restart the No Child Left Inside Program as a core element of an ongoing youth outreach program.

Not completed: Funding was not provided to reinstate this program this year.

• Develop a strategy to stabilize park operations through optimization of staffing with available resources and direction on rightsizing the workload to resource availability.

Underway: The Operations Division has been engaged in a comprehensive re-evaluation of the parks operating model in preparation for a 2015-17 budget request.

• Propose a policy, for Commission consideration, on the role of park housing by December, 2013.

Not completed: In November, informed the Commission this policy will be revised in 2014.

• Lean/efficiency initiatives – Complete two Lean initiatives in Operations and report to the Commission in November 2013.

Completed: Two Lean initiatives were completed in 2013; involving ranger hiring practices and financial transaction processes.

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7. Manage budget and financial transactions to assure that they are open, accountable and in full compliance with all legal and ethical standards, and result in the best chance to keep all parks open, safe, and desirable places for visitors to choose for their outdoor leisure activities. • Manage the existing agency budget within state policies and guidelines.

Completed: Hired new executive member to oversee the agency’s budget, financial services and technology services.

• Develop 2013-2015 supplemental budgets for September 2013 Commission approval.

Completed: Submitted the agency’s proposed 2013-15 supplemental budget to OFM.

• Complete subleasing portions of the headquarters building.

Not completed: The agency is exploring with other potential entities to sublease office space.

• Continue to develop strategy(s) to increase Park Renewal and Stewardship Account (PRSA) revenues for all program services.

Ongoing: See descriptions of agency efforts in marketing, overnight pricing, and Discover Pass sales.

8. Support Sustainability initiatives that will better protect park resources and our planet for the health and well-being of those who come after us. • Complete energy audits in at least five more parks and secure rebates from electrical providers if provided. Prepare report that quantifies savings resulting from energy efficiency activities.

Completed: State Parks’ Sustainability Program successfully completed energy audit work at six parks and completed the installation of energy efficient lighting and other energy efficiency improvements for a total of 14 state parks’ completed in 2013. Energy rebates totaling over $30,000 from Puget Sound Energy and Public Utility Districts were applied for in 2013 with $17,000 received by December 31, 2013 and $14,000 more expected in 2014. A report quantifying energy savings for all energy audited parks is being researched and will be available by June 2014.

• Manage the installation and monitoring of 14 Electric Vehicle (EV) charging stations at HQ and at 4 parks as a pilot project. Attend Electric Vehicle interagency workgroup meetings in order to provide policy direction to the agency.

Underway: The grant-funded Electric Vehicle Service Equipment (EVSE) charging station installation project was down-scaled to install two EVSEs at the agency’s headquarters building in 2013. The cost of installing this infrastructure is much higher than originally estimated and each park has its own challenges in providing the necessary electrical connections for this service. Future installations of EVSEs at parks will be analyzed once a potential funding source is identified through either grants or a capital budget request. State Parks serves on the Department of Commerce’s Alternative Fuel Work Group and is assisting them with identifying future EVSE infrastructure networks that will include State Parks.

• Process GIS trails data for uploading into searchable Access database for online use.

Underway: Trail data was collected during past biennia with hand held global position system (GPS) equipment. Raw data required processing to remove stay data points and otherwise harmonize collected data with other park data sets. Processing of trail data has been completed for 107 individual parks and is ready for use in online applications. Approximately eleven remaining data sets need to be processed. 63

Executive Performance Expectations

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.

Capacity for strategic and visionary leadership: The Director must demonstrate strategic and visionary leadership. The Director is expected to assess and decide the best way to achieve substantial cost savings, while preserving critical function 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.

A leadership style that inspires excellence, commands respect and demands accountability: The Director must keep the workforces motivated to pursue excellence and encourage and enforce a team approach to programs and products. 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 the supervisors provide regular positive reinforcement to recognize excellence. He must demonstrate expertise in management techniques that effectively hold employees accountable to accomplish assigned tasks.

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.

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.

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.

Signed and approved this ____day of ______, 2013

______Rodger Schmitt, Chair, Washington State Parks and Recreation Commission

______Don Hoch, Director, Washington State Parks and Recreation Commission

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Appendix B

Washington State Parks and Recreation Commission and Donald A. Hoch, Director

2014 Performance Agreement February 1, 2014 to January 31, 2015 – DRAFT

In order to ensure accountability and alignment in 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 on the Director’s efforts within the full range of his responsibility for leadership and management of the Agency.

In addition, this agreement is an element of the agency’s management framework and a tool to help managers understand the Director’s expectations for excellent performance. The Director’s Agreement emphasizes portions of the State Parks Transformation Strategy activities that may require realigning resources and improving systems to achieve positive results.

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).

1. Transformation – Focus agency resources to continue to meet existing goals or reset goals as necessary and appropriate. • Ensure the agency’s financial information is produced and maintained within relevant regulations, policies, and guidelines. • Bring forward to Commission a 2015-17 Operating and Capital Budget for approval. • Present an agency Strategic Plan to Commission for approval. • Provide regular feedback to the Commission and entire staff on the progress on new Transformation Strategy initiatives. • Make substantive and sufficient progress on the agency’s natural heritage initiative and provide a progress report to the Commission. • Make substantive and sufficient progress on the agency’s cultural heritage initiative and provide a progress report to the Commission. • Continue exploring ways to improve Commission and executive staff communication regarding transformation ideas, concepts and on other agency work. • Support Sustainability initiatives that will better protect park resources and our planet for the health and well-being of those who come after us.

2. External Communication – Form and expand enduring and productive partnerships with the business community, not-for-profit organizations, tribal, federal, state and local governments: • Political entities – Attend tribal, municipal, county, special purpose district, legislative and stakeholder meetings to understand their issues and concerns relating to State Parks. Provide reports to the Commission on such contacts at regular Commission meetings. • Work with Washington counties, cities and local public entities on intergovernmental outreach about state parks, including efforts with local tourism and economic development entities important for marketing state parks experiences. • Meet with key members of both legislative houses (policy and budget committee leaders, members and caucus staff) to highlight and ensure State Parks issues are known and supported • Develop and and track performance measurement data for Results Washington and report results to the Commission and Results WA Goal Team. 65

• Respond to requests from tribes regarding relationship building and partnership opportunities; in particular concerning Bridgeport, Nisqually and Potlatch State Parks. • Continue working closely with State Parks Foundation to ensure that the agency mission and State Parks initiatives are supported.

3. Internal Communication – Drive a dynamic interactive, high-content, 360-degree internal agency communication system: • Meet weekly with direct reports to discuss specific issues and concerns and to provide leadership solutions to resolve. • Define expectations of direct reports and clearly define and hold them accountable to meet deadlines and quality standards for work products. • Provide immediate feedback to the Commission and all staff as events warrant. • Attend park special events, and other staff activities or parks related events that involve field staff as schedules allow. • Continue communication relations with union representatives, attend UMCC meetings, keep the union abreast of issues and work closely with Human Resources on union issues. • Continue to explore and develop information technology solutions to create operational efficiencies, support operations, and provide needed information for business decisions. • Report to Commission the HR Management Report and progress report on agency’s Diversity and Safety Plans. • Develop a strategy to stabilize park operations through optimization of staffing with available resources and direction on rightsizing the workload to resource availability and present report to Commission. • Continue attendance pilot assessment and present evaluation to Commission for statewide implementation. • Lean/efficiency initiatives – Complete two Lean initiatives and report to the Commission. • Propose Washington Administrative Code (WAC) updates for the Ski Lifts Inspection Program to the Commission for consideration. • Complete non-project Environmental Impacts Statement and propose land classifications for unclassified areas of Mount Spokane State Park to the Commission at its November 2014 meeting. • Provide professional development opportunities for Executive Leadership Team members. • Assist the Commission in development of a Commission annual work plan. • Develop opportunities for public exposure for the Commission and agency. • Ensure that Commission meeting logistics are handled six times a year in order to better understand local needs and ongoing or emerging issues, to facilitate stakeholder interactions and to enable outreach with local officials and community leaders, and to provide opportunities for Commission members to tour parks and other properties and to meet with parks staff.

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Executive Performance Expectations

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.

Capacity for strategic and visionary leadership: The Director must demonstrate strategic and visionary leadership. The Director is expected to assess and decide the best way to achieve substantial cost savings, while preserving critical function 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.

A leadership style that inspires excellence, commands respect and demands accountability: The Director must keep the workforces motivated to pursue excellence and encourage and enforce a team approach to programs and products. 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 the supervisors provide regular positive reinforcement to recognize excellence. He must demonstrate expertise in management techniques that effectively hold employees accountable to accomplish assigned tasks.

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.

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.

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.

Signed and approved this ____day of ______, 2014

______Lucinda Whaley, Chair, Washington State Parks and Recreation Commission

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______Don Hoch, Director, Washington State Parks and Recreation Commission

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Item E-6: Request Lease Renewal- Bridgeport State Park- Requested Action

EXECUTIVE SUMMARY: This item asks the Washington State Parks and Recreation Commission to consider a staff recommendation to seek a lease renewal from the United States Army Corps of Engineers for that portion of Bridgeport State Park that is on federally owned land. This item aligns with Agency core values and advances the Commission Transformation Strategy, “Provide recreation, cultural, and interpretive opportunities people will want”.

SIGNIFICANT BACKGROUND INFORMATION: On October 12, 1955, the Washington State Parks and Recreation Commission (Commission) entered into a 25-year lease with the United States Army Corps of Engineers (Corps) for 154 acres of land on Rufus Woods Lake to create an initial land base for Bridgeport State Park. Subsequent lease boundary amendments with the Corps have added another 129 acres of leased land to the park for a total of 283 acres of leased federal lands. Over the years State Parks has purchased from private parties an additional 366 acres of land for Bridgeport State Park. Some of that purchased land has since been disposed of to support an adjacent fish hatchery leaving a remainder of 340 acres in Commission ownership (Appendix 1).

In 1962, the Commission entered into a lease with the Bridgeport Golf Course Development Committee to allow development of the Lake Woods Golf Course at Bridgeport State Park. Most of the golf course is located on Corps- owned land, but about two acres of the course is located on agency-owned land. The current golf course lease expires on September 30, 2015. In 1990, the Commission entered into a new lease with the Corps for a period of 25 years for the continued use of Corps managed land as part of Bridgeport State Park. That lease also expires on September 30, 2015.

Bridgeport State Park is a seasonally operated destination park that, like many state parks, has primary appeal to visitors who are seeking sun and water related recreation. An analysis of camper points of origin shows that 62% of campers come from Western Washington, 16% from the Wenatchee area, 10% from other Eastern Washington locations with the balance from a variety of other starting points.

The process for renewing the lease at Bridgeport State Park is controlled by the Corps through written correspondence and application only. In its application materials the Corps states that: “The property will be leased for public park and recreation purposes to further the objective of the U. S. Army Corps of Engineers to provide public outdoor recreation opportunities that support Chief Joseph Dam Project purposes and meet the recreation demands created by the Project while sustaining natural resources”. Should the Commission wish to proceed, an application seeking a new lease of Corps lands within Bridgeport State Park would be due to the Corps no later than April 30, 2014.

The Confederated Tribes of the Colville Reservation (Colville Tribe) has indicated that they are interested in operating federally owned portions of Bridgeport State Park and intend to submit a lease application to Corps. If the Commission decides to submit an application as well, a decision by the Corps on whether to begin lease negotiations with State Parks or the Colville Tribe is expected in early July 2014.

A public meeting was held on March 13, 2014 at Bridgeport City Hall in the Council Chambers, 1206 Columbia Avenue, Bridgeport, WA, at 6:30 pm to receive public input on the future of Bridgeport State Park. Comments received at that meeting have been provided to the Commission and are available to the public on request.

As noted above, Bridgeport State Park is comprised of property leased from the Corps and an additional 340 acres of land owned by the Commission without any encumbrances. Regardless of Commission and Corps decision making regarding lease of Corps land at Bridgeport State Park, staff believes that additional analysis and planning should be completed to guide future use or consider potential disposal of Commission-owned lands as appropriate.

STAFF RECOMMENDATION: In formulating a recommendation on seeking a renewed lease for Corps lands at Bridgeport State Park staff evaluated the extent to which the park advances the Commission’s adopted mission and vision. Staff also considered financial implications, as well as public support for a renewed lease.

Staff believes that Bridgeport State Park, while not a flagship park, nevertheless hosts an important assemblage of overnight and water-based day use recreation opportunities, together providing an important gateway and

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connection for Washingtonians to the natural world. In this way Bridgeport is in fact typical of the majority of state parks, it suitably advances the Commission’s mission and vision, and is therefore appropriate to retain in the Commission’s park inventory.

In 2013, Bridgeport State Park had 1.6 FTE assigned to it with total revenue of $106,000 and direct park level expenditures of $138,700. While not quite revenue neutral as an individual park, a cost recovery rate of 75% is relatively high among parks. From a financial standpoint, Bridgeport should be seen as providing a good value for the agency’s investment of operating funds.

Staff believes that the public is generally satisfied and supportive of the agency’s operation of Bridgeport State Park and therefore recommends that the Commission authorize the Director to complete the required Corps application forms to seek a new 25-year lease of federal lands within Bridgeport State Park. The agency’s lease proposal should – assuming sufficient state funding levels – generally commit to continuing operation of the park at current service levels and maintaining facilities and infrastructure at standard commensurate with other Commission operated parks.

Staff also recommends that additional economic analysis and land use planning (CAMP) be undertaken for Bridgeport State Park as soon as practical and as resources permit. Future development planning should consider addition of cabins or other amenities to enhance public service and potentially generate additional park revenue. It remains the intent of staff to work with the Colville Tribe and other local stakeholders to develop partner relationships that will meet the lease objectives set forth by the Corps and to otherwise optimize public recreation benefit of Bridgeport State Park.

LEGAL AUTHORITY: RCW79A.05.030 (Section 7) – Powers and duties – Mandatory

SUPPORTING INFORMATION: Appendix 1: Bridgeport State Park Ownership Map

REQUESTED ACTION FROM COMMISSION: That the Washington State Parks and Recreation Commission:

1. Authorize the Director or designee to complete an application to the United States Army Corps of Engineers for a new 25-year lease at Bridgeport State Park. 2. Authorize the Director or designee to execute a new 25 year lease for the continuation of Bridgeport State Park if offered by the United States Army Corps of Engineers.

Author(s)/Contact: Larry Fairleigh, Senior Policy Planner [email protected] 360-902-8642

Reviewer(s): Randy Kline, 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(5)(c). Terri Heikkila, Fiscal Impact Statement: No change in fiscal impact with renewing the lease. Jim Schwartz, Assistant Attorney General: February 19, 2014 Peter Herzog, Assistant Director

Approved for Transmittal to Commission

______Don Hoch, Director

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Item E-7: Skokomish Tribal Nation Proposed Transfer of Potlatch State Park - Report

EXECUTIVE SUMMARY: This item reports to the Washington State Parks and Recreation Commission on the Skokomish Tribal Nation’s proposal to assume ownership and operation of Potlatch State Park. This item aligns with Agency core values and advances the Commission Transformation Strategy, “Form strategic partnerships with other agencies, tribes, and non-profits”.

SIGNIFICANT BACKGROUND INFORMATION: Located in Mason County on the very southern end of Hood Canal, Potlatch State Park is an approximately 134-acre park with approximately a mile of saltwater frontage (Appendix 1). The park has a small campground and a developed day-use area that are separated by Highway 101. Because of its proximity to the highway, the park’s day-use restroom receives heavy use by travelers on Highway 101. The core of the park was acquired in 1960-1961 with the subsequent addition of the 14-acre Minerva Resort Property in 2007 (Appendix 2).

Potlatch State Park is located entirely within the boundaries of the Skokomish Indian Reservation. Current day Skokomish tribal members trace their aboriginal roots to the Twana people. The Twana lived in the Hood Canal drainage basin in communities united by language (a Salish dialect), culture and extended family groups. There were nine Twana communities the largest of which was the Skokomish community. Skokomish translates, according to several sources, to “river people”, “people of the river” or “big river people”. The approximately 5,000 acre Skokomish Indian Reservation of today was created in 1855 as part of the Point-No-Point Treaty as ratified by Congress in 1859.

In recent years, the Skokomish Tribal Nation (Tribe) and State Parks have worked together on several real estate transactions at Potlatch State Park. At its March 8, 2007 meeting the Washington State Parks and Recreation Commission (Commission) authorized a three party agreement that included exchange of 30 acres of undeveloped uplands at Potlatch State Park to the Tribe to allow construction of an access road to a tribal housing development adjacent to the park. As part of this agreement the Tribe agreed to purchase the 14 acre Minerva Beach Resort from the Minerva Beach Homeowners Association for State Parks to expand its camping capacity at the park (Appendix 3). In January 2014, State Parks and the Tribe executed an agreement that transfers an agency- constructed sewer lift station to the Tribe for ongoing operation and maintenance as part of a larger Hood Canal water quality initiative. State Parks now pays a monthly fee to the Tribe for sewage treatment.

Request for Transfer The Skokomish Tribal Nation has requested that State Parks staff ask the Commission to consider ownership transfer of Potlatch State Park to the Tribe. In support of this request, the Tribe has prepared a strategic plan that outlines generally how it would manage the park in conjunction with its other park and enterprise ventures (Appendix 4). State Parks staff has discussed the concept with staff from the Tribe and has described the process necessary for the Commission to consider such a transfer. State Parks staff has also conveyed information regarding deed restrictions the Commission typically places on properties transferred to other governments. These restrictions require that any transferred property remain open and available to the public as a park in perpetuity. Deed restrictions also typically include reversionary provisions where property ownership reverts back to the Commission if deed restrictions are not honored.

Park Transfers In the past ten years, the Commission has authorized ownership transfer of a few developed state parks to local government. For the most part, the Commission authorized transfer of these parks with the rationale that they were located in highly populated areas, used mostly by local residents, and could therefore be best operated by local governments. Examples include the former Moses Lake, Mukilteo, Fay Bainbridge, and Fort Ward state parks – the latter two transferred as cost saving measures necessitated by the 2008 recession. Introduction of the Discover Pass and the financial and broader public support generated by state parks in densely populated areas has since prompted the Commission to halt efforts to transfer parks to local government. The Commission’s new mission statement emphasizing the state park systems role connecting all Washingtonians to their natural and cultural heritage also ascribes new strategic importance to parks serving the state’s more populated areas.

In addition to park transfers to local government, the Commission has also transferred parks to Native American tribal governments. In 2005, the Commission authorized transfer of Old Man House State Park to the Suquamish

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Indian Tribe. Located entirely within the boundaries of the Suquamish Reservation, Old Man House has very significant cultural value and meaning to the Suquamish Tribe as the birthplace of Chief Seattle. The Commission also transferred Huckleberry Island State Park in Skagit County to the Samish Indian Nation in 2010. Over the years, the policy conversation regarding Commission willingness to consider the transfer of developed state parks to other units of government has waxed and waned. However, the Commission has ultimately maintained a “case by case” stance on considering park transfer requests.

Next Steps During the next few months, State Parks staff will work with the Skokomish Tribal Nation to better understand how the Tribe plans to manage Potlatch State Park if it were transferred. Staff will also evaluate the Tribe’s capability and capacity to operate the park and hold one or more public meetings to solicit public comment on potential transfer. Staff anticipates bringing a recommendation on whether to transfer Potlatch to the Tribe at the Commission’s scheduled July, 2014 meeting, at the earliest.

SUPPORTING INFORMATION: Appendix 1: Location and Vicinity Map Appendix 2: Potlatch State Park Boundary Map Appendix 3: Map of 2007 Three-way Property Exchange Appendix 4: Skokomish Indian Tribal – Strategic Plan

Author(s)/Contact: Larry Fairleigh, Senior Policy Planner [email protected] 360-902-8642

Reviewer(s): Randy Kline, SEPA REVIEW: Pursuant to WAC 197-11-704, staff has determined that this Commission agenda item is a report and therefore is not subject to State Environmental Policy Act (SEPA) review. Terri Heikkila, Fiscal Impact Statement: Report only. No fiscal impact at this time. Jim Schwartz, Assistant Attorney General: February 19, 2014 Peter Herzog, Assistant Director

Approved for Transmittal to Commission

______Don Hoch, Director

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APPENDIX 1 LOCATION AND VICINITY MAP

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APPENDIX 2 POTLATCH STATE PARK BOUNDARY MAP

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APPENDIX 3 MAP OF 2007 THREE-WAY PROPERTY EXCHANGE

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APPENDIX 4 SKOKOMISH TRIBAL NATION - STRAGETIC PLAN

POTLATCH STATE PARK Strategic Plan Skokomish Indian Tribal Enterprises

Potlatch State Park – Strategic Plan Page 1

POTLATCH STATE PARK

Description of Facility and Amenities

Located on historic Highway 101 just south of Hoodsport, Potlatch State Park is a 57-acre camping park with 5,700 feet of saltwater shoreline on Hood Canal. The park's beautiful grounds are home to a variety of activities, from interpretive programs for kids to boating and shellfish harvesting.

The area where Potlatch State Park is located was known as "Enetai" (meaning "beyond") to the Skokomish Indian Tribe. The tribe set their winter villages here and held potlatches in the area. The park is named in honor of the potlatch, a gift-giving ceremony.

Products & Services

The park has 38 tent spaces, 35 utility spaces, one dump station, one restroom in the day-use area and two restrooms with showers in the campground area. Two of the tent sites are for primitive use (hikers and bicyclers) only.

Day Use. The day use area includes separated parking with pedestrian access to camping areas. Day use features a shelter, picnic tables, restroom, and shoreline.

Park Activities. Sunny days and low tides attract many to Potlatch to harvest oysters, dig for clams or catch crab and fish. The beautiful Hood Canal offers scenic views, and windy days bring out kite fliers and windsurfers. Scuba divers favor Potlatch for its accessibility and easy descent, and kayaking is a popular day-trip activity. The park offers summer interpretive programs.

Retail Sales. None available.

Potlatch State Park – Strategic Plan Page 2

Park Operations Strategic Plan

Vision, Mission, Values, Case Study, Objectives & Integration Strategy

Vision

To practice good stewardship using an ecological approach, quality land and business management while preserving the natural beauty and allure of the park to promote tourism and sustain the cultural environment and heritage of the area, providing the Skokomish Tribe lands that they are proud to pass on to future generations.

Mission

To make the Potlatch State Park a premier destination and camping experience in Washington, known for their friendly customer service as much as for the spectacular outdoor experience with the Hood Canal views, shoreline access and exquisite scenic beauty.

"Treat the earth well: it was not given to you by your parents, it was loaned to you by your children. We do not inherit the Earth from our Ancestors, we borrow it from our children." Native American Proverb

Values • Stewardship. We care for the land as a precious gift from the past that we will protect for future generations of tribal members. • Community. We form partnerships to achieve shared goals. • Responsible. We are responsible and accountable for what we do. • Respect. We are good neighbors who respect private property rights. • Service. We are passionate about making a par visit the highlight of every visitor’s summer. We strive to meet the needs of our customers in fair, friendly, and open ways. • Standards. We maintain high professional and ethical standards. • Strive. We strive for quality and excellence in everything we do and are sensitive to the effects of our decisions on people and resources. • Trust. We value and trust one another and share leadership.

Lake Cushman State Park aka Camp Cushman – Case Study

Lake Cushman State Park also known as “Camp Cushman”, the aboriginal home of the Twana People, was reacquired by the Skokomish Tribe in September 2011 as part of the Tacoma Power settlement agreement. A stipulation of the land

Potlatch State Park – Strategic Plan Page 3

transfer was that the boat ramp located in the Park proper be open to the public from 8 am to 8 pm during the summer months.

The Park was in a dilapidated state of repair and required a substantial amount of capital and labor to ready it for opening. The Parks neglected condition was a result of a lack of general on-going maintenance, followed by the Park not being opened for the 2011 season.

Evaluation

The Tribe evaluated the acquired parcels with full knowledge of the easement and decided that the entire property would be managed by Skokomish Indian Tribal Enterprises to assure that no Tribal government funds would be required for the on-going operation and maintenance of the Park. When the Tribe took possession of the Park, there was no equipment, tools or vehicles on site. It was understood that the Park would require a sizable investment and that the income from Camp Cushman would be far less than the cost of restoring the Park to both a safe and functional condition. The reacquisition of the Park had a cultural significance that was, and is, at the forefront of all decisions made on its behalf.

Implementation

Renamed Skokomish Park Lake Cushman, the Park is a cultural asset of the Tribe, and its connection to the Tribe pre-dates recorded history. With this and other factors in mind, we know that Skokomish Park is a source of pride for the Tribe, and our focus is to maintain and cultivate a beautiful, manicured and protected Park that has a reputation of attention to detail and good stewardship of the land.

SITE’s role in Skokomish Park Lake Cushman can be surmised as follows:

1. Skokomish Park Lake Cushman is a historic cultural physical asset that will be maintained in such a fashion that the Skokomish Tribe can own, control, cherish and use it for time infinite. 2. Skokomish Park Lake Cushman is an exceptional privately owned Park that exemplifies the region and the Skokomish Tribes stewardship of the land. 3. Skokomish Park Lake Cushman is a business asset that is self-funding as well as an added value to the other businesses of the Skokomish Tribe. 4. Skokomish Park Lake Cushman offers Skokomish Tribal members employment opportunities with a focus on second chance and work habit training. Achievement

Over the last three years Skokomish Park has required a capital investment from SITE and a substantial investment of overhead resources in developing the infrastructure, marketing and business planning for the re-opening and continued operation of the Park. The Boat Launch was opened in April of 2012 and the Park

Potlatch State Park – Strategic Plan Page 4

was officially opened to the public in May 2012 with our first campers arriving in late May.

Skokomish Park required additional capital investments at the conclusion of the 2012 fiscal year, which includes labor and operational costs. Invaluable infrastructure, processes and business knowledge were gained, as well as the reintroduction of Skokomish Park to the public.

Skokomish Park received even more investment in Financial Year 2013, which included repairs to existing structures, winterization of the water system, the addition of new trails, and the launch of an advanced online reservation system.

The previous two years of investment and operation has positioned Skokomish Park to for even greater success in Fiscal Year 2014. Due to the on-going improvements and fantastic staff at Skokomish Park our reputation is cemented as one of the premier camping experiences in Western Washington.

Our improvements continue this winter as we expand the number of primitive camping sites available for the upcoming season as well as create a new group campsite due to high demand. The park will now feature over 100 camping sites and two group campsites.

Skokomish Park Lake Cushman and Waterfront at Potlatch are both rated highly by Good Sam Club. Plus in the most recent Evening Magazine Poll for Best Northwest Escapes Skokomish Park was ranked 3rd Best Campground with Waterfront ranking as 2nd Best RV Park.

Sincerely,

David Owens Skokomish Indian Tribal Enterprises

Potlatch State Park – Strategic Plan Page 5

Proposed Business Structure

Lodging businesses, Skokomish Park Lake Cushman and Waterfront at Potlatch, are managed as an operational division of S ITE, a tribally chartered corporation.

Potlatch State Park would be integrated into this structure.

Specific to Skokomish Park Lake Cushman (a similar operation) the management functions at the park have been separated into two distinct areas:

• Facilities and Security – The Park Manager manages the day-to-day maintenance and improvement projects at the park. This function also secures the park assets, campers and visitors. • Reservations and Store – The Retail manager manages the reservations, front office and store at the park as well as the administration of marketing or public relations projects as needed.

In order to maximize efficiency of resources, other functions are centralized as services provided by SITE including, marketing, human resources, finance, accounting and purchasing.

Objectives for Park Operations 1. Operate campground & day use facilities as a profitable business entity of the Tribe through the Skokomish Indian Tribal Enterprises. 2. Assure positive cash flow from camping and other park amenities. 3. Maintain standard as a premier destination and camping experience in Washington. 4. Maintain and improve cost effective grounds-keeping and facility management for the park. 5. Continue and improve job training & employment opportunities. 6. Identify, invest and implement ongoing maintenance and improvement plans 7. Promote tourism through partnerships with local industry and business operators. 8. Practice good stewardship using the best scientific knowledge in making decisions and select the most appropriate technologies in the management and maintenance of Park resources.

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Integration Strategy

The Skokomish Indian Tribe and Skokomish Indian Tribal Enterprise’s intent is to own and operate the land presently called Potlatch State Park at a date to be determined in 2014.

Our team is prepared to fully integrate Potlatch State Park under the Skokomish Indian Tribal Enterprises management as well as incorporate the park into the existing Skokomish Tourism brands while operating the park with full functionality as required.

Upon transition, evaluation of the parks infrastructure will occur immediately to identify any areas that need to be addressed to meet or exceed visitor’s expectations for this beautiful park.

Daily operations at the park will be overseen by SITE with resources and equipment utilized across lodging brands including Skokomish Park Lake Cushman, Skokomish Park Twin Totems, Waterfront at Potlatch and “Potlatch State Park”.

Marketing of Potlatch State Park to maintain top of mind awareness and generate reservations for the remained or 2014 will be integral to future success.

A sampling of steps we will take to continue the operation of the park include:

Review Resources a. Interview and evaluate existing Park staff b. Identify resources needed to effectively manage and operate park c. Fill required positions to maximize guest experience d. Inventory all equipment to determine needs and utilization

Integrate into existing Marketing Programs a. Potlatch State Park will be immediately added to all existing marketing materials and initiatives o Elements will include all collateral used in other SITE businesses plus mas media and online advertising initiatives b. The park will be integrated into our centralized reservation system c. Skokomish Tourism materials will add Potlatch State Park as a destination

Maximize online booking system a. Potlatch State Park will be immediately added to our online booking system b. Presently, we have three lodging entities on one system within a 10 mile radius of Potlatch State Park c. Our centralized system allows for someone to book at any of the entities online or via phone. Potential guests can be prompted if their selection is unavailable at one location to another location with availability

Cross Market a. Leverage our sister properties to increase exposure of Potlatch State Park b. Integrate into the Skokomish Tourism messaging for Adventure, Lodging and Entertainment c. Cross promote with Waterfront at Potlatch, Twin Totems and Lucky Dog Casino d. Place special emphasis on the boat launch we operate located just north of Potlatch State Park for increase accessibility to Hood Canal e. Utilize new PBX department (centralized call center) to convert calls to reservations rather than allowing calls to leave voicemail which may not be converted to reservation.

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Increase awareness and market share

a. Increase exposure of the park via targeted advertising initiatives

Establish Customer Service levels

a. Establish customer service standards

IMPROVE EMPLOYEE EXPERIENCE AND SATISFACTION

Establish internal communication with employees a. Formalized distribution of new information to employees at a pre-shift meeting.

EXCEED ALL REGULATORY COMPLAINCE AND BUSINESS STANDARDS

Establish standards

a. Internal processes will be followed for creation and submission of appropriate rules and regulations b. Comply with all regulatory requirements provide by our governing bodies, including, the Tribe, State, County, Federal and other Law Enforcement Agencies

Maintain the Integrity of the Database/Security

a. Establish appropriate access levels for employees. Add rights to staff so they can effectively answer customer questions. b. Continually update new information obtained via customer requests, data extracts c. Train all employees who can issue a reservation in the appropriate procedures for filling out all required fields

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Item E-8: Legislative Update - Report

EXECUTIVE SUMMARY: This item reports on the progress during the 2014 session of the Washington State Legislature. This item aligns with Agency core values and advances the Commission Transformation Strategy “Demonstrating that all Washingtonians benefit from their state parks”.

SIGNIFICANT BACKGROUND INFORMATION: The regular session of the 2014 Washington State Legislature is scheduled to end on March 13, 2014. At the time of this writing (March 6), the outcomes from the session are not all known.

At the Commission meeting on March 27, the Commission will be provided a briefing on the results of the regular session, including analysis of the impacts of agency request legislation and other legislation on agency programs and policies.

SUPPORTING INFORMATION: None

Author/Contact(s): Daniel Farber, Policy and Governmental Affairs Director [email protected] (360) 902-8504

Reviewer(s): Randy Kline, SEPA REVIEW: Pursuant to WAC 197-11-704, staff has determined that this Commission agenda item is a report and therefore is not subject to State Environmental Policy Act (SEPA) review. Terri Heikkila, Fiscal Review: Report only, no impact at this time. Jim Schwartz, Assistant Attorney General: Report only, no impact at this time.

Approved for Transmittal to Commission

______Don Hoch, Director

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Item E-9: Centennial 2013 wrap-up – Report

EXECUTIVE SUMMARY: This report provides an overview of the Washington State Parks and Recreation Commission’s Centennial 2013 campaign, which effectively ends on March 19, 2014, when Washington State Parks turns 101 years old. This item is intended to tell the story of where State Parks has been through the ten-year history of Centennial 2013, which helped build a foundation for the agency Transformation Strategy. This item is in alignment with Agency culture and core values and advances the Commission Transformation Strategy, “Demonstrating that all Washingtonians benefit from their state parks.”

SIGNIFICANT BACKGROUND INFORMATION: The Washington State Parks and Recreation Commission’s Centennial 2013 campaign was a comprehensive effort to focus the Commission, staff, lawmakers and the public on the common goal of preparing the park system for its 100th birthday and a second century of service. The effort began with discussions in 2002 and culminated in celebrations throughout the year in 2013 and the early months of the current year.

Centennial 2013 was part public awareness campaign, part development plan and part celebration plan. It was intended to educate the public and policymakers about the value of the state park system to the state and its citizens. It also was intended to build support through public financing and public-private partnership, for site and service improvements and enhancements and to lay the groundwork for new parks, trails and programs for future generations of citizens.

Specific projects identified as part of Centennial 2013 included every recreation sector and interest and touched all geographic areas of the state. During the campaign, the sunrise colors of the Centennial 2013 brand became familiar, and the Centennial flag was flown over park sites. The Centennial “leaf-crown” logo and brand were emblazoned on banners, displays, publications, employee vests, pins and park information materials, creating a visual reminder of the hope, optimism and dreams State Parks staff and supporters were working to make real.

While the plan identified a catalog of specific services to be enhanced and sites for upgrade and improvement, the spirit behind Centennial 2013 was “build it, and they will come.” Commission discussion included the notion that the Centennial Plan would highlight a somewhat specific list of wishes that would get response and support. But the Commission additionally acknowledged the likelihood that policymakers, partners and the public also would respond with ideas, projects, wishes of their own and in some cases, with unanticipated resources or help. The Centennial 2013 Plan would be broad enough to accommodate these. A legislative advisory committee created to guide the Centennial effort brought new ideas and changes into the mix over the course of the campaign. Governor Gregoire’s Puget Sound Cleanup effort is one examples of a development that occurred during the campaign years; these projects in 24 parks came to fruition under the Centennial umbrella.

Progress was made on all fronts between 2003 and about 2009. When the Great Recession hit in 2009, State Parks was hit with swift and dramatic budget reductions, staffing losses and a drastically reduced capital appropriation. In 2011, the Discover Pass was created to help replace lost tax support, and the focus of agency operations shifted to accommodate the new program and get by with remaining resources. With staff spread thin and the budget more unstable than ever, State Parks entered survival mode. From 2009 into its birthday year of 2013, the Centennial colors were still flying over state parks, but now under a cloud of uncertainty. Many Centennial projects and activities had slowed dramatically, and others were placed on hold. Still, staff kept as much focus as possible on the Centennial. Even in survival mode, a few projects that had gained momentum were completed.

As the State Parks Centennial year of 2013 approached, few resources were available to continue work on Centennial initiatives and many wondering how – or even if – the agency would celebrate. But the Centennial message had caught hold, and recreation and other organizations came forward to offer events and activities in conjunction with the State Parks birthday year. The groups that stepped up in 2012 included Volksmarch, cycling and kayaking groups an artists’ group called “Plein Air Atists of

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Washington, whose members painted outdoors in 65 parks and then exhibited their paintings at a Tacoma gallery in November.

Devoted parks staffers worked with the Washington State Geocaching Association to offer a Centennial Geocache challenge with caches in more than 100 parks and prizes for the geocachers who visited them over the course of the Centennial summer. The Washington State Parks Foundation, partnering with the Washington State Arts Commission, Northwest Resources and a number of cultural heritage groups, provided funding for several Folk and Traditional Arts in the Parks events. And Park friends organizations – namely, the Riverside State Park Foundation and the Deception Pass Park Foundation – worked with staff, area tribal partners and community organizations, to pull off two large signature Centennial birthday events – one for each side of the state – featuring music, food, activities and Centennial ceremonies.

In 2013, following several years of tough changes, serious capacity limitations, reorganization and shift to a new seasonal staffing model, State Parks staff still stepped up and embraced the opportunity to celebrate their 100-year-old park system. Working with community organizations and pulling resources from wherever possible, they created visitor activities, birthday parties, interpretive offerings, music events and more. Every park event in 2013 was in the spirit of the Centennial and packaged as part of the celebration.

From March 19, when Governor Inslee opened the Centennial celebration year at the Capitol, to September 30, 277 separate park event listings were promoted on the State Parks Centennial 2013 web events page, as well as through news releases, social media channels and paid advertising, earning State Parks significant coverage in news and travel media and bringing the public in to celebrate and enjoy their parks.

Though progress slowed in the final years of the Centennial 2013 campaign, the overall result of Centennial 2013 was significant improvement. Progress was made on every goal of Centennial 2013. Moreover, the content and spirit of the ongoing Centennial discussion and the themes and goals identified as a result of that discussion got staff and stakeholders thinking differently about the potential of the park system. Examples of this include: - Partnership potential – a place for public-private partnership in operating a park system - A link between parks and health, enjoyment and learning - Strengthening the concept of a public and policymaker responsibility to provide parks for future generations - Thinking like a business – a Centennial business plan element, though not well-formed, served to raise awareness by park managers of costs and revenue opportunities; the agency explored new land-based revenues sources such as gravel sale and wind power and began to experiment with niche marketing - Events as a way to connect people to their cultural and historical resources - Awareness of State Parks’ maintenance backlog and an opening to make a case for funding it - Excitement and a new focus on an old story – Ice Age floods - Enhancing existing parks and trails and working toward new ones for the future - Preservation of historic sites and structures (specifically, Cle Elum Depot, Saint Edward Seminary, Olmstead Place, Fort Simcoe.) - Development of a statewide trail network as a significant recreation resource - The public park planning process as a significant connector and impetus for public participation and support of the park system.

These core concepts of Centennial 2013 helped to build a foundation for the agency’s current Transformation Strategy, which includes 41 initiatives intended to guide the agency into its second century. The Transformation Strategy, in turn, will form the basis of the State Parks Strategic Business Plan.

SUPPORTING INFORMATION: Appendix 1: General accomplishments of Centennial 2013 Appendix 2: Sampling of Centennial-related park improvements

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Appendix 3: Centennial 2013 timeline

Author/Contact(s): Virginia Painter, Communications Director [email protected] (360) 902-8562

Reviewer(s): Randy Kline, 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. Terri Heikkila, Fiscal Review: Report only. No fiscal impact at this time. Jim Schwartz, Assistant Attorney General: February 20, 2013

Approved for Transmittal to Commission

______Don Hoch, Director

APPENDIX I General Accomplishments of Centennial 2013

The following is a list of some of the Centennial 2013 accomplishments noted in various Centennial 2013 progress reports and communications with State Parks staff. The list does not reflect all projects or accomplishments completed; it is intended as a sampler for both service-related and site-specific improvements and accomplishments. • Public outreach and interpretation: The Centennial Plan included events as a way to bring in the public to enjoy health and education benefits. In 2009, before recession-related staffing losses, 79 parks reported having presented both community events and interpretive programs for the public – up from an estimated 25 parks in 2003. In 2009, park staff made a total of 16,026 interpretive presentations to an estimated 266,472 people statewide. • Stewardship and public participation through planning: State Parks has completed 81 park plans using an extensive public process, resulting in Comprehensive and Management Plans that identify appropriate land uses and long-term boundaries. In 2003, State Parks had 22 land-use plans completed. • Public services: In Responsive Management comprehensive public survey in 2008, citizens gave parks an “A” and rated facilities and services at a “B-plus;” a Centennial goal was to achieve a rating of “B-plus” or better. The data initiative in the Transformation Strategy expands on collection of data to gauge public satisfaction on an ongoing basis. • Promoting volunteerism: The volunteer contribution to the agency as defined in the Centennial Plan reached its highest point in 2008, when State Parks clocked 312,000 volunteer hours for the year, up from 251,000 hours in 2004. Because of deep staffing cuts and loss of capacity needed to effectively manage and oversee volunteer activities, volunteer hours fell during the recession years and in 2012 were tallied at 213,581 hours. • Partnership growth continues: Public and private organizations obviously value state parks, as partnership interest continues to grow and organizations step forward to help with projects and new ideas, many of which take little staff time and result in benefits all around. Formal and informal partnerships were tracked as part of Centennial 2013. In 2003, State Parks had

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recognized 220 formal and informal partners; in 2012, Parks listed 593 total partnerships. Partnership continue as an important element in the Transformation Plan. • “100 Connections” projects: the Centennial 2013 Plan included a list of 100 park-level projects intended to be completed with the help of volunteers, partners or donors working with park staff. Park managers developed the project list as a result of their interactions with the public about features they wanted to see in the various parks. By 2012, 63 of the “100 Connections” projects were reported completed. Progress was steady until layoffs resulted in losses of permanent positions and relocation of staff all over the state. Nevertheless, progress was significant. Examples of “100 Connections” projects completed include: Belfair park-wide renovation with Hood Canal Salmon Enhancement Group; BP Heron Center at Birch Bay; 12 miles of decking on Willapa Hills Trail, Rainbow Falls; conversion of fire lookout to overnight accommodation at Mount Spokane; kiosk for wetland interpretation at Yakima Sportsman; new cabins at Kitsap Memorial, Lincoln Rock, Seaquest; playground and trail upgrades at Lake Chelan. • Trail improvements: In 2013, Washington State parks had a total of 506 miles of long-distance trail developed, including 212 miles of the John Wayne Pioneer Trail; 130 miles of the Columbia Plateau Trail; 56 miles of the Willapa Hills Trail; 31 miles on the Klickitat Trail; and 37 miles on the Centennial Trail. Specific improvements noted during Centennial 2013 include 14 miles on Columbia Plateau Trail from ice Harbor Dam to Junction; six miles on John Wayne Pioneer Trail (JWPT), Lake Easton Access; 1 mile of ADA trail at Rockport; and 3.5 miles of the Willapa Hills Trail from Chehalis to Adna. Also, addition of the 31-mile Klickitat Trail through a partnership with the Klickitat Trail Association. Meanwhile, trail improvements include tunnel work and resurfacing repairs on the JWPT and trail work at Willapa Hills. • Deferred maintenance progress: State Parks reported that 2,122 of 2,987 projects ($24.29 million of $40 million in projects originally listed in 2001) had been completed by 2009. Major renovations progress reported that same year reached $49.2 million of $87.85 million earmarked for “fixup” work over the course of the Centennial 2013 campaign. • Historic site improvements: Four historic sites were targeted for improvement in the Centennial 2013 Plan, and progress was made on all fronts. South Cle Elum Depot substation at Iron Horse State Park was rehabilitated into a museum and opened in 2006. Saint Edward Seminary had some preservation work completed in 2009 and 2010. Fort Simcoe’s officer’s quarters stabilization project was completed in 2010. In 2011, improvements were made at Olmstead Place near Ellensburg, including new roofs and building stabilization. • New parks for the future: Cama Beach State Park was opened in 2008, with a festive day-long celebration that included Gov. Chris Gregoire as keynote speaker. Other sites listed as parks for the future include Nisqually Mashel, with planning under way and a potential partnership with the Nisqually Tribe; and Miller Peninsula, with some planning completed.

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APPENDIX 2 Sampling of Centennial-related park improvements

Alta Lake: Picnic shelter, office and vault toilet in boat launch-group camp area. Battle Ground Lake: Equestrian trail improvements, four cabins, paving improvements. Bay View: Six new cabins, restroom, shoreline improvements, road paving. Beacon Rock: Day-use area with trail, moorage improvements. Birch Bay: Replaced restroom sidewalks, water distribution system, replaced gates, ranger residence improvements. Blake Island: Camp Calvinwood Lodge renovation, Calvinwood camp host site, wastewater treatment system, water softener plant, wildlife-proof garbage cans, renovated ranger residence. Bogachiel: Rebuilt kitchen shelter group camp, replaced floor in large picnic shelter, major restroom repairs, upgraded sewer lift station. Bridle Trails: Grandstands and judges tower for equestrian area, trail and trail signs with information kiosk, fenced picnic area, arena fencing. Bridgeport: Paved trail from campground to Dunes Trail. Brooks Memorial: Endangered species study and management plan, forest health plan, utility site 50-amp upgrade, underground irrigation system. Cama Beach: Opened new park 2008. Camano Island: Six new cabins, storage building, new group camp restroom, shop addition, sewer system. Replaced boat launch, kitchen shelter, storage building, Camp Wooten: Picnic shelter with group BBQ area, dining hall expansion, interpretive trail. Cape Disappointment: Day-use area, boat launch, amphitheater. Renovation of Lewis & Clark Interpretive Center and displays, overlook and trail completed. Centennial Trail: Sandifur Memorial Bridge. Columbia Hills: Trail development, vegetative management, community and Arts in the Parks events, interpretive display for petroglyphs, restroom. Columbia Plateau Trail: 14-mile trail expansion, accepted 106 additional miles of trail on Iron Horse Trail in Palouse. Conconully: Picnic shelter, ADA restroom, new boat launch float system, campground development with utility sites, play structure. Curlew Lake: Fly-in campsite improvements, seaplane moorage floats, utility campsite upgrades, restroom. Daroga: Watercraft launch upgrade, play structure replacement, culverts replaced, ice and firewood availability Dash Point: Renovated showers, trailhead, on-demand hot water tanks in restroom, renovated office with ADA improvements, roof on ranger residence.. Deception Pass: Upgrade 54 campsites for RV pull-through, vault toilets in group camp, welcome station, replaced 20 roofs. Repairs to Rosario Beach historic shelter, boat launch parking, Environmental Learning Center kitchen, restrooms, five kitchen shelters and seven historic garages. Dosewallips: Utililty site upgrades and additions, estuary interpretive panels.

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Federation Forest: Wetland boardwalk, trail work, Folk and Traditional Arts in Parks programs, restroom hand driers. Fields Spring: Warming hut. Amphitheater with fire circle. Flaming Geyser: Play equipment, renovated lodge and office, welcome station, ADA restroom, Salmon interpretive trail, flagpole, remote control airfield improvements, blackberry bush removal Fort Casey: Rebuilt welcome station, repaired day-use restroom, boat launch restroom, amphitheater, historic doors at lighthouse, repaired doors and concrete at historic gun battery, renovated shop, ranger residence. Fort Columbia: Roof replaced, walls rebuilt, historic Commanders house. Fort Ebey: Two picnic shelters, vault toilet in day-use area, day-use area improvements, repaired concrete at historic gun battery. Fort Flagler: Repaired historic hospital, replaced flooring and fire escapes in barracks buildings, bulletin boards, painted historic buildings, rebuilt Anderson residence. Fort Simcoe: Annual community interpretive events (Easter egg hunt, Flag Day celebration, etc). Fort Worden: Commons completed. Guard house rehabilitated and other building historical upgrades, new interpretive signs. Ginkgo/Wanapum: Watercraft launch site upgrades, Ice Age floods interpretation, restroom at Interpretive Center area. Railroad trestle decking to serve hikers, cyclists on John Wayne Pioneer Trail. Goldendale Observatory: Outdoor amphitheater, new shop. Community events. Grayland Beach: Yurts, pull-through RV sites, expanded amphitheater. Griffiths-Priday: Foot bridge across Connor Creek. Hope Island South: Campsites, solar panels and generator at ranger residence. Ike Kinswa: Five cabins, loop improvements, rebuilt boat launch. Illahee: Picnic table pads, kitchen shelter, restroom, ranger residence roof. Iron Horse Trail: (please refer to information on Columbia Plateau Trail.) Jarrell Cove: ADA shower, ADA amphitheater. Dock floats, decking, water and electricity, water in group camp. Joemma Beach: Office and renovated shop area. Joseph Whidbey: Repaired picnic table pads. Kanasket-Palmer: Three new yurts, park store, well house, renovated residence, shop addition. Kitsap Memorial: Four new cabins, new roof on Adirondack shelters, ADA walkway, welcome station, restroom, pilot dump station. Replaced camp stoves and vault toilet, renovated ranger residence, shop storage addition, creosote bulkhead removed. Klickitat Trail: Opened 35 miles of multi-use recreational trail. Kopachuck: Vault toilet in group camp, relocated water trail campsite, removed creosote bulkhead. Lake Chelan: Play structure, trail, restroom, picnic shelter upgrade, water system improvements. Community events. Lake Easton: Interpretive programs, new bicycle concession, Reload Sno Park opened, pole building, storage shed, restroom improvements. Lake Sammamish: Trail connection to East Lake Sammamish Trail, park store, entrance sign, bulkhead, special events. New roofs on kitchen shelter, welcome station, restrooms. Renovated Tibbett’s Creek, lifeguard beach, provided life guards on swim beach. Lake Sylvia: Group kitchen shelter, rebuilt day-use restroom. Lake Wenatchee: Play structure, re-paved roads, boat launch, dock and boat house, hiking trail improvements, cultural history interpretive installation, Forest Fuel Reduction project. Larrabee: Picnic shelter roofs, 40-foot trail bridge, administration building, repairs to historic bandshell floor, storage building, ranger residence. Leadbetter Point: Expanded open swan marsh area. Lewis and Clark: Visitor center dock, water system, paving improvements. Lewis and Clark Trail: Lewis and Clark Bicentennial interpretive structure. Lime Kiln Point: Interpretive center.

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Lincoln Rock: Play structure, four new cabins. Manchester: Renovated floats and ramp at EPA dock, park store, shop roof, deck on ranger residence. Millersylvania: Underground electrical, Deep Lake milfoil removal. Moran: Renovated Civilian Conservation Corps bridge at Cascade Lake, Adirondack shelter, cooks quarters, restroom, environmental learning center, five cabins, restroom roofs, historic storage shed. Mount Spokane: Road improvements, fire lookout converted to vacation housing, six vault toilets, water system improvements. Nolte: Play equipment, benches and climbing rock at playground, camp host site, Replaced shop roof, renovated restroom, shelter roof, provided life guards on swim beach. North Beach Ocean Beach Area: Ocean City Area restroom. Ocean City: Welcome center. Olallie: Flagpole, drain field, septic system. Olmstead Place: Nothing to report. Osoyoos Lake: Community Folk Arts events, shop addition, ranger residence, new sewer lift station. Pacific Beach: Welcome center. Pacific Pines: Roof on golf course boulevard. Paradise Point: Two yurts, day-use area, Arts in Parks festival. Palouse Falls: Ice Age Floods interpretation, annual community picnic. Peace Arch: Fountain, irrigation system repairs. ADA improvements to restroom, garage repairs. Pearrygin Lake: Major expansion of park property. Expanded camping, cabins and vacation housing. Restroom, interpretive trails for wildlife viewing, amphitheater in east campground, ranger residence. Penrose Point: Pole building, vault toilet. New roofs on group camp shelter, campground restroom and shop. Bulkhead repaired, renovated ranger residence. Peshastin Pinnacles: Post-wildfire restoration including trail repair, re-surfacing and re- vegetation, vault toilet. Potholes: Watercraft launch site improvements, play structures, re-paved roads, four picnic shelters. Potlatch: Stairs and trail access to Lilliwaup tidelands, Minerva entrance renewal. Rainbow Falls: Day-use restroom, drain field. Riverside: Expansion of park property to add camping and watercraft launch site, amphitheater, community interpretive and Folk Arts events, Spokane/Little Spokane River Natural Area water trail self-guided interpretive tour, updated Spokane House interpretive site, . Spokane/Little Spokane River Natural Area water trail interpretive map (self-guided); Spokane River clean-up project, park recycle program, forest fuel reduction project. Rockport: Renovated restrooms to ADA standards, replaced water distribution system and re-roofed Obrien/Riggs residence. Sacajawea: Interpretive center expansion and renovation, restroom renovation; renovation of caretaker’s house, interpretive trail signs, community and interpretive and folk art events, ranger residence. Saint Edward: Playground, parking lot, ADA trail to playground, renovated brick work, gymnasium roof, retaining wall near playground restroom, annual special events, native plant trail, replaced boundary fence, pool equipment. Saltwater: Water trail site, park store, restroom renovation. San Juan Area North (Macia, Patos, Doe, etc.): 15 miles of trail repairs, seven vault toilets, enclosed picnic shelter, upgraded water systems. San Juan Area South (James, Jones, etc.): Repairs noted above are for entire San Juan Marine Area. Scenic Beach: Park bulletin board, rebuilt Emel House storage building, new roof on day-use shelter restroom, fenced reservoir, shop improvements, roof on ranger residence. Schafer: Group camp rebuilt, modernized utility site. Seaquest: Five new yurts.

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Sequim Bay: Boat launch area renovated, rewired environmental learning center kitchen and enclosed cabin, major restroom repair, generator shed, office extension, re-roofed six buildings. South Beach Ocean Beach Area: Nothing to report. Spencer Spit: Camp host site, rebuilt picnic shelter, bulletin board repairs, office extension and ranger residence improvements. Spring Creek Hatchery: Restroom upgrade, improved picnic, windsurfing and parking area. Squak Mountain: Trail improvements. Squilchuck: Lodge restroom remodel with “green” technology, forest fuel reduction project.. Steamboat Rock: Ice Age floods interpretation, play structure, handling dock at Osborn Bay, interpretive programs, hot water sinks in main campground restroom, lake shore fencing to protect bank and dune areas, swim beach fencing, hot water in day-use bathhouse, vault toilets at Crown Point and Northrup Canyon, hand sanitizer units in vault toilets. Steptoe Butte: Interpretive panels. Sucia Island: Picnic shelter at Fossil Bay. Sun Lakes/Dry Falls: Campground expansion, Ice Age floods interpretation, Ice Age floods festival Arts in Parks event, play structure, ADA trail at Lake Lenore Caves, ranger residence. Tolmie: Enclosed lower day use kitchen for year-round use. Triton Cove: Storm water and landscape restoration. Twanoh: Water trail campsite, wastewater treatment system, creek bridge, office, tool shed, renovated shop and ranger residence. Twenty-five Mile Creek: Ranger residence. Twin Harbors: Westside restroom. Wallace Falls: 25 miles of trail repair, five cabins, parking lot extension, shop roof, ranger residence. Wenatchee Confluence: Community, interpretive and folk art events, refinished tennis courts. West Port Light/West Haven: ADA picnic pads at Westhaven. Willapa Hills Trail: Decking on two bridges, ¼-mile trail paving. Yakima Sportsman: Utility campsite upgrades, Ice Age floods interpretation, wetland interpretation kiosks.

APPENDIX 3 Centennial 2013 Timeline

The following timeline is derived from agency archives and provides a sampling of memorable highlights from the Centennial 2013 campaign years.

2002 • Commission has day-long work session to discuss a Centennial campaign concept and begin to discuss the elements of a vision.

2003 • Commission adopts Centennial 2013 as the name of its campaign and vision, and staff begin discussion at headquarters, region and park level to identify themes, potential projects and plan elements. Centennial is seen as a way to deliver the message about financing needed to run the park system. • Statewide $5 parking fee goes into effect to help fill budget gap. The fee is removed by the 2006 Legislature, and a small amount of one-time revenue is provided in its stead.

2004

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• Performance Breakthrough Team tasked with statewide staff planning process over two days to focus on plan elements and priorities. The Commission adopts the Centennial 2013 Plan, which includes activities and projects on both operations • Commission adopts Centennial 2013 Plan with focus on 11 general goals covering both Operations and Capital activities – and 100 park-level projects intended to derive direct support from Foundation, friends, donors, volunteers and partners. • Gov. Gary Locke signs a proclamation and announces the Commission’s adoption of the State Parks Centennial 2013 campaign. • Senate Bill 6372 establishes an 11-member Centennial 2013 Legislative Advisory Committee to help guide the plan and to continue refining its focus. Committee recommends shift in message to focus on three priorities: No. 1: Fix what we have. No. 2: Upgrade and expand existing parks. No. 3: Build new parks and trails for the future. • State Parks plays host to the National Association of State Parks Directors conference in Bellingham. • Dedication celebrations highlight opening of new Lewis and Clark Interpretive Center, upgrade of Grayland Beach campground, first South Cle Elum Depot development, Spokane Centennial Trail. • Commission approves transfer of Old Man House State Park, once home of Chief Sealth, to the Suquamish Tribe. • Planning process at Fort Worden inspires discussion of the park as a Lifelong Learning Center; a public development authority is formed to explore future alternatives for partnership. • Park staff who have pioneered park events offer them once again (Shellfish Shindig at Dosewallips, Bluegrass Festival at Sacajawea, Teach on the Beach at Saltwater), and events become a focus and goal of the Centennial Plan.

2005 • Gov. Chris Gregoire passes a resolution in support of Centennial 2013. • Commission adopts a Centennial Project, the Pass Lake Trail at Deception Pass and dedicates it this year. • Momentum builds for the Centennial 2013 Plan’s 100 Connections projects; some projects change because of scope refinements, issues with permitting and new opportunities offered from external groups. • Centennial 2013 goes on the road: Public Affairs distributes power point and talking points to rangers for outreach to community groups. Director and public affairs lead undertake speaking engagements to community groups around the state. • Centennial 2013 endorsements increase, and State parks begins to grow its e-mail stakeholder list. • Following property acquisition, Pearrygin Lake West is opened.

2006 • Dedication celebrations include Limekiln Point State Park Interpretive Center in honor of Karen Munro; Cape Disappointment Confluence Project; Kitsap Memorial cabins. • Public meetings and planning processes occur for Nisqually-Mashel, listed among Centennial 2013 projects as a possible new park for the future. • Folk and Traditional Arts in the Parks program with Arts Commission and Foundation partners gets momentum, State parks undertakes Diversity Camping effort – as Centennial 2013 messages include the importance of making parks welcoming to all. • Kenmore man does his own personal campaign to help push the Centennial along: “120 parks in 120 days” brings media and public attention to the Centennial effort. • Legislature abolishes $5 vehicle parking fee.

2007 • Governor Gregoire’s Puget Sound Cleanup projects become de-facto part of Centennial plan. Twanoh wastewater treatment system celebrated with Congressman Norm Dicks in attendance.

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• Dedications include Beacon Rock day-use area and bridge grand opening, Sacajawea Interpretive Center, new welcome station at Ocean City, Willapa Hills Trail opening. • Mount Saint Helens Silver Lake visitor center transferred to State parks ownership from U.S. Forest Service. • Opt-in donation program created in Legislation, allowing citizens an opportunity to donate $5 for state parks when they renew vehicle license tabs. In 2009, a state revenue shortfall prompts the Legislature to shift the program to an “opt-out” model as a call to action to the public. • Planning efforts include Lake Chelan area, Klickitat Trail. • Three-party land exchange at Potlach helps with positive tribal relations and benefits State Parks users • Parks continue adding new events. • Rockport State Park becomes day-use only after old-growth trees begin to fail in campground area. • Flood late in the year wipes out historic bridge at Rockport.

2008 • The Centennial 2013 Plan is refined to make stronger statement about the three priorities recommended by the Legislative Advisory Committee: Priority No. 1 – fix what we have; priority No. 2 – Upgrade existing parks, trails and services; Priority No. 3 – Work toward opening new parks. State Parks continues building its case for funding. • A new state park opens at Cama Beach, with Governor Gregoire and legislators featured keynote speakers. • Planning begins at Kitsap area, Dash Point, Steamboat Rock • Dedications include a new ADA trail at Rockport; new artificial reef for divers at Saltwater; opening a 15-miles section of Columbia Plateau Trail between Ice Harbor Dan and Snake River Junction. • Additional events are added. First Cambodian Cultural Festival happens at Millersylvania. • Gov. Gregoire announces freeze on travel and begins to talk about possible budget reductions as economic meltdown begins.

2009 • State Parks experiences first round of layoffs, and discussion begins focusing on possible closures, mothballing and transfer of 13 parks to other government entities that can keep them open. The Puget Sound Region and regional capital program model is eliminated; the agency now has three regions. • Legislative message of “act more like a business” is relayed more strongly than before. • State Parks reports Centennial 2013 improvements made in all official parks in the system. • State Parks dedicates Bottle Beach State Park as second new park included in Centennial 2013 plan. Hardy Ridge Trail at Beacon Rock dedicated. • Other dedications include Beacon Rock Hardy Ridge Trail. • Planning under way in Upper Cowlitz area, but planning activity slows as agency staffing reduced. • State Parks begins social media pilot using Twitter for winter recreation alerts to public.

2010 • Director Rex Derr retires, and Commission announces Don Hoch as new director. • Commission holds special meeting to discuss reduction of general fund. • State parks and Swinomish Tribe announce joint ownership and dedication at Kiket Island, later named Kukutali. • Portions of Lake Wenatchee State park are temporarily closed during busy season because of failing trees and discovery of laminated root rot. An all-out effort is launched by staff to save campers’ Labor Day weekend by finding them other campsites. Tree assessment begins in more parks.

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• Projects under way continue. State Parks and City of Ilwaco dedicate Beards Hollow Overlook at Cape Disappointment State Park; Sacajawea dedicates Confluence Project. • Schafer and Centennial Trail receive historic designations.

2011 • The agency’s three region capital development programs are drastically downsized with work being more centralized at headquarters. • State parks 2011-13 budget reflects dramatic decrease in general fund. Discover Pass is created to fill the gap, and staff works with sister agency to get it on the ground within weeks. Legislative discussion includes the notion that the State Park system could be off general fund in the future. Meanwhile, first-year projections on Discover Pass fall short. • State Parks works with sister agencies to keep outreach going and continue implementing and improving the Discover Pass. Ongoing discussions focus on resources for marketing the pass. • State Parks Foundation explores Virtual Ranger concept to enhance interpretive services and raise new revenue for State Parks. • Snoqualmie Tunnel No. 50 on the John Wayne Pioneer Trail reopens after extensive repairs, and repairs continue on other funded tunnel projects. • Park staff continue hosting events in parks, including flute quest, Lake Chelan music festival, Rock the Green at Kanaskat-Palmer. • New award by the Washington Wildlife Recreation Coalition is named for Commissioner Joan Thomas and presented to her at annual breakfast; commissioner Thomas passes away later in the year. • As the year winds down, State parks faces an $11 million shortfall and grapples with a significant budget gap.

2012 • State Parks undertakes a strategy to fill a revenue gap by reducing staffing at all levels of the agency and moving to a more seasonal operations model in the field, reducing many full-time ranger positions to seasonal. Staff at regions and headquarters also is reduced. State Parks is in survival mode after taking a $10 million reduction. • While discussing a transformation strategy to work toward greater financial sustainability, State Parks Commission analyzes its financial situation in the State of Parks report and takes a strong position that 100 percent self-support is not sustainable or desirable if State Parks is to satisfy its mission and meet statutory responsibilities. • Marketing contractor Weber Shandwick creates new Adventure Awaits brand to market Discover Pass and Washington State Parks and creates new travel and trip-planner blog, AdventureAwaits.com. • State Parks continues to expand its social media presence from Twitter and YouTube to Facebook and its own mobile website created by IM staff, in order to do all it can to promote parks and services. • Events take heightened importance as a way to increase Discover Pass sales, and staff keep working with friends, volunteers and Foundation on events (examples: Pearrygin Lake fishing derby, Trillium Hike at Lake Sylvia, stargazing at Goldendale, Shellfish Fest at Potlatch). • Recreation groups and other organizations begin to contact State Parks with interest in doing their own events in conjunction with State Parks Centennial the following year.

2013 • Governor Jay Inslee kicks off State Parks’ year-long 100-year celebration with keynote speech at the Capitol on State Parks’ birthday. State Parks sponsors “Big Tent Coalition” legislative outreach day at the Capitol to promote the value of outdoor recreation and parks. • Commission adopts Transformation Strategy to move the agency into the first few years of its second century beyond Centennial 2013. Transformation initiatives help refocus efforts toward continued service quality with increased revenue-generation through new creative and business- oriented approaches.

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• Staff create updated online Centennial 2013 calendar with intention of making every activity and event in 2013 a Centennial celebration. Commission approves small budget for parks to work with volunteer groups to “spiff up” park entrances. Every park manager creates an event or activity related to Centennial 2013. • Washington Recreation Park Association adopts State Parks Centennial 2013 as the theme of their 2013 convention. • State parks rolls out new digital app, “Pocket Ranger,” to promote the Centennial, parks and services, at no cost to the state. The partnership yields other benefits, including a visitor “Welcome” brochure for 2013, featuring highlights of State Parks’ 100-year history. • Staff begins work on new, more user-friendly website with greater information capacity and the flexibility to allow advertising and promotions. • Staff continue work with sister Discover Pass agencies to refine pass, improve the product for customers and identify new avenues for marketing and increasing revenues. • Two signature Centennial events – one at Riverside in Spokane and one in Deception Pass on Whidbey Island celebrate State Parks’ 100th birthday and showcase the efforts of the two parks’ foundation groups. Several thousand people attend the celebrations. • State Parks staff, working with communities, friends, foundation and recreation stakeholders create 277 different Centennial 2013 events and an estimated total of more than 400 celebration opportunities for the public, in parks across the state.

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Item E-10: Financial Update - Report

EXECUTIVE SUMMARY: This item reports to the Washington State Parks and Recreation Commission on the status of (1) State Parks’ 2013-15 biennium operating and capital expenditures, (2) Parks Renewal and Stewardship Account (PRSA) revenue collections, and (3) State Parks’ 2014 supplemental budget. This item advances the Commission Transformation Strategy: “Adopting a business approach to park administration” and the Agency culture and core values.

SIGNIFICANT BACKGROUND INFORMATION:

Operating Budget: State Parks 2013-15 initial operating budget totals $129.4 million ($103.1 million in the Parks Renewal and Stewardship Account). In October 2013, State Parks submitted a 2014 supplemental budget request to the Office of Financial Management for $4.9 million; $2.9 million from the Parks Renewal and Stewardship Account, $0.4 million from the Winter Recreation Program Account, and $1.6 million from the General Fund. The supplemental identifies funding priorities to stabilize park operations and system, invest in Transformation strategies, meet regulatory requirements and ensure the health and safety of employees and visitors.

The Governor released his supplemental in mid-December 2013 and proposed funding $4.1 million of the $4.9 requested. In February 2014, the Senate and House released their supplemental budgets. The Senate funded $3.9 million of the $4.9 million requested. The House funded $4.0 of the $4.9 million requested. Both the Senate and House removed almost all general fund request items and shifted the costs to the PRSA account. The Senate also designated $33,000 out of the PRSA to help pay for a study on the economic impacts of outdoor recreation.

Capital Budget. State Parks initial capital budget totaled $71.6 million, which included direct appropriations, re-appropriations, and grant and pass through funds. Subsequently, routine allotment adjustments were made for re-appropriation amounts and new state grants resulting in an overall increase to the capital budget which is now $74.8 million.

The House capital budget supplemental reduced the Lake Sammamish Bathhouse project by $684,000. The reduction related to a Budget Evaluation Study that was completed by the Office of Financial Management. At this time (March 7), the Senate has kept the original $2.9 million their proposal.

Revenue. Initial 2013-15 revenue estimates for the Parks Renewal and Stewardship Account totaled $97.8 million. Subsequent adjustments were made in November 2013 as part of the forecast update. A current review of actual versus estimated revenue resulted in no adjustment. Expected revenue for 2013- 15 is $96.6 million.

At the state level, the February General Fund forecast remained relatively flat at only $30 million above the previous 2013-15 projection. Since the revenue forecast did not grow by $200 million it did not trigger an automatic July 1, 2014 1% pay increase for state employees that had been bargained as part of the current contract. The flat revenue forecast also means that competition for state General Fund dollars remains intense.

FINANCIAL INFORMATION:

Agency Operating and Capital Expenditures Operating: The Agency continues to maintain a positive variance for the seven month period ended January 31, 2014. The Agency spent $35.1 million of which $30.1 million was for general operations.

Capital: The Agency’s capital budget for 2013-15 totals $74.8 million of which the majority is for direct appropriations and re-appropriations for projects funded through the State Building and Construction Account. To-date, the Agency has expended $5.6 million on these projects; of which, $2.9 million was

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spent on re-appropriated projects, and $2.7 million on new projects. Spending a higher percentage of dollars on re-appropriated projects versus new projects is a normal occurrence at the beginning of a biennium.

Agency Revenue Current Biennium: PRSA revenue collections continue to be slightly above projections. For July 1, 2013 through January 31, 2014, revenue collected for the Discover Pass, park donations, camping, cabins and other lodging and other revenue are 3.2% above estimates. Not only are revenues collectively above estimates, but every major revenue category is positive.

Comparing biennium-to-date revenue against estimates for the four categories shows: 1) Discover Pass revenue is 4.2% above projection, 2) Donation through the “opt out” program is 2.0% above projection, 3) Revenue from camping is 2.9 % above projection, 4) Cabins and other lodging are 0.6% above projection, and 5) Other sources are 8.2% above projection.

State Parks 2014 Supplemental Request

Information regarding State Parks and the supplemental budget will be provided at the March 26, 2014 Commission meeting.

SUPPORTING INFORMATION: Appendix 1: Operating and Capital Budget Financial Report Appendix 2: Parks Renewal and Stewardship Account (PRSA) Revenue Summary Appendix 3: PRSA Biennium-To-Date Revenue Collections – Monthly Actuals vs. Estimates ______Author/Contact(s): Shelly Hagen, Financial, Technology and Business Services Director [email protected], (360) 902-8621

Reviewer(s): Randy Kline, SEPA Review: Pursuant to WAC197-11-704, staff has determined that this Commission agenda items is a report and therefore is not subject to State Environmental Policy Act (SEPA) review. Terri Heikkila, Fiscal Review: Report only, no fiscal impact at this time. Jim Schwartz, Assistant Attorney General: February 26, 2014

Approved for Transmittal to Commission

______Don Hoch, Director

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