New DNR "Outdoor Access" plan is just a DEI plan with a catchy name!

[fireweed]

The DNR is touting their new outdoor access and responsible recreation plan, but it needs tossed out!  Starting with the title.  Outdoor Access is a misnomer, bait and switch title.  This is a DEI plan, plain and simple.  It has NO goals of improving access for anyone but Tribes and special groups. Not one single goal, strategy or sentence in the entire plan improves outdoor access for the general public in any way.  It was clearly co-written by tribes, and gives them priority.  It talks about "removing barriers to access DNR land" (which sounds good) but then defines barriers only through ADA compliance!

  It will help you to get a wheelchair ramp on DNR land, but not improve access to a single acre of the 350,000 acres of landlocked state land. It has no goals to improve outdoor access for citizens.   I spent a lot of time commenting on this early on--What a waste of my time (and what a waste of public funds)! 
They are asking for your select comments on 10 questions of their choosing, but I'm lambasting them anyway.  A 10-20 year plan that only cares about improving access for DEI groups is a joke. 

https://www.dnr.wa.gov/StateRecPlan
https://wadnr.commentinput.com/?id=H57jYbPBT

[ducks4days]

   FILL DATA GAPS REGARDINGVISITATION LEVELS AND RECREATION-USE IMPACTS TO NATURAL AND
CULTURAL RESOURCES.
NEAR-TERM ACTIONS:
01 Develop a centrally-managed trail data set that is publicly available for outreach
and planning, including an inventory of known undesignated trails.

02 Request funding in the 2026 Legislative session to collect current visitation data
for state-owned aquatic lands (SOAL).
03 Review and investigate what is needed to add functionality to existing data
tools within DNR for recreation monitoring and tracking.
04 Define and categorize metrics for tracking impacts to natural and cultural
resources, including working with Tribes to define these impacts.

*
ONGOING ACTIONS:
01 Request funding from the Legislature to support staffing for the collection
of current and ongoing ecological integrity data at recreation sites and
for contracted services to obtain accurate visitation and use data on
multiple landscapes.

02 Leverage existing DNR data-management tools; identify and pursue new tools,
as needed, to categorize areas sensitive to recreation impacts; and track user
activity to inform land management decisions.
03 Develop geographic information system (GIS) tools to monitor and track
impacts; from recreation and recreation-use levels.
04 Improve visitation data for DNR-managed uplands and collect current
visitation data for SOAL.
05 Develop a routine update system for managing visitation data from SOAL and
DNR-managed uplands once data is improved and collected.

DEVELOP AND USE LANDSCAPE PLANNINGTOOLS AND FRAMEWORKS TO ENSURE NATURAL AND
CULTURAL RESOURCES ARE PROTECTED, AND RECREATION USE IS SUSTAINABLE, EQUITABLE, AND SAFE.
NEAR-TERM ACTIONS:
01 Develop guidance and decision-making tools for recreation staff to evaluate
whether it is appropriate to offer a recreation service or experience that exceeds
primitive recreation standards on a site-by-site basis.
02 Provide dedicated staffing to support DNR engagement in the STRII
convened by GOIA.
03 Create a roadmap for integrating the OARR Strategic Plan with the ongoing
work of the STRII.
04 Develop and utilize an adaptive management framework in collaboration with
Tribes and state land-management agencies, through the STRII.
05 Identify priority recreation areas to conduct Ecological Integrity Assessments
and begin current condition monitoring.
06 Catalogue best management practices, and facility and design standards to
ensure resource protection and user safety.
07 Initiate work to understand current regulations and potential resource impacts
associated with recreational harvest of special forest resources (e.g. mushrooms,
berries) and integrate with tools developed in the STRII.
08 Collaborate with RCO and partners to propose actions that promote compliance
with tribal consultation requirements, including those detailed in Executive
Order 21-02, for organizations working on DNR-managed lands.
ONGOING ACTIONS:
01 Complete a barrier assessment for implementation of existing landscape
recreation plans.
02 In each DNR region, use the adaptive management framework for
outdoor access and recreation planning to identify priority areas for
new or updated management planning, including needed resources for
successful implementation and projections for recreation demand over the
next 10-20 years.
03 Revise DNR’s recreation planning process to include new data-management
tools, developed alongside Tribes, as part of the STRII, and revise the near-term
and ongoing actions as appropriate.
04 Work with DNR’s Wildland Fire Management Division to produce an annual
report of recreation-related fire events to improve fire management and
prevention efforts.
05 Pursue funding for regular updates to Community Forest Management Plans.
06 Work with DNR’s Timber Sales program to audit road inventory and usage by
recreational visitation to develop management and funding options for road
maintenance needs

DEVELOP, STAFF, AND IMPLEMENT A CONSISTENT ANDTRANSPARENT PLANNING PROCESS AT THE STATE
AND REGIONAL LEVELS INCLUDING COORDINATION WITHTRIBES, BENEFICIARIES, PARTNERS, ANDTHE
PUBLIC.
NEAR-TERM ACTIONS:
01 Increase division staff support at existing region recreation information forums and Community Forest Advisory Councils with
local user groups.
02 Collaborate with Tribes and DNR Tribal Relations Office to define engagement expectations and roles for the DNR Recreation and
Conservation Division.
03 Create a central calendar on the DNR website that highlights ways for users to get involved in regional recreation
management meetings.
04 Create a public-facing tracking tool for new and proposed recreation planning and development projects.
05 Collaborate with the STRII to propose guidelines for engaging with Tribes early and often in DNR’s recreation planning processes.
06 Develop and pilot a statewide recreation management advisory body to foster two-way communication between DNR and
partners in coordination with the STRII.
ONGOING ACTIONS:
01 If the pilot statewide recreation management advisory body is successful, provide ongoing coordination to foster two-way
communication between DNR and partners.
02 Improve website information and communications processes to ensure partners always have a DNR point of contact to provide
continuous engagement through DNR staff transitions.
03 Add planner staff capacity to develop and implement a visitor-use management process.
04 Add staff capacity and develop statewide strategies for consistent management of DNR’s Community Forests.
05 Develop an internal project-by-project “pre-application” or “early design guidance” process to foster early Tribal engagement and to
ensure the proposed project meets the intention of the OARR Strategic Plan.
06 Develop a long-term engagement plan by 2029 that addresses barriers to participation in the planning process and
prioritizes early engagement with Tribes, engagement of emerging and hard-to-reach user groups, and geographic
proximity to DNR recreation opportunities. **
07 Develop a transparent project prioritization process for funding that ensures ongoing maintenance is prioritized while continuing to
support new or replacement infrastructure.
08 Provide Recreation and Conservation Division staff support and additional tools to support region recreation staff who engage in
Tribal outreach and consultation.
09 Engage local jurisdictions and partners in the DNR planning process, including proposing the creation of a recreation caucus within the
Washington State Association of Counties as an efficient way for counties to engage with state agency land managers on recreation.
10 Continue to participate in external and/or regional recreation collaborative planning forums and Community Forest
Advisory Councils.
11 Integrate recreation planning and timber harvest planning consistently statewide in accordance with the Multiple Use Act
(RCW 79.10.120).
12 Improve early and transparent public messaging through existing DNR communication tools, and in coordination with partners, to
communicate why DNR closures or access changes to recreation areas are needed to achieve DNR’s mission and obligations.
13 Proactively communicate with the Board of Natural Resources and trust beneficiaries about recreation management and its
necessary role in trust land management.
14 Coordinate with the Governor’s Office on next steps for a directory of user groups, land managers, and other stakeholders to
facilitate collaboration.

PROACTIVELY PLAN FOR CLIMATE-RELATED IMPACTS TO DNR-MANAGED LANDS AND OPERATIONS.
NEAR-TERM ACTIONS:
01 Engage in DNR-led ecosystem services workgroup per 2023 legislative budget
proviso (2023 c 475 §310(12)).

02 Prioritize continuing education for planning and design team to gain skills in
climate-change resiliency planning.
03 Provide additional resources for continued and consistent management of
hazard trees in recreation areas statewide.

04 Collaborate with DNR Sustainable Operations Program to incorporate green
technologies into recreation management.
ONGOING ACTIONS:
01 Collaborate with DNR internal experts to conduct an assessment of climate
risks, impacts, and mitigation efforts related to recreation operations and
maintenance to inform climate mitigation measures.
02 Assess recreation infrastructure to create a comprehensive inventory and
improvement plan aimed at strengthening the resiliency of DNR’s infrastructure
to a changing climate.
03 Update facility and site design standards to incorporate climate-informed
design for new and ongoing recreation projects.
04 Coordinate with public transit partners to ensure that access to DNR-managed
lands is considered in transit master plans.
05 Work with DNR’s Wildland Fire Management Division to improve the
coordination and decision-making structure for fire-related closures on DNRmanaged lands, and integrate recreation planning into potential evacuation
from recreation sites and post-wildfire restoration initiatives.
06 Develop a plan to integrate electric vehicles and other green technology, where
appropriate, into recreation operations and maintenance equipment.
07 Collaborate with state land-management agencies through regional planning
meetings to effectively plan climate mitigation measures.
08 Collaborate with Tribes to learn about traditional land management practices
that can be incorporated into mitigation efforts to address climate impacts
related to recreation site design and restoration.
09 Assess potential policy options—like HOV—that give priority parking to
recreationalists who carpool in high-use parking lots.

WORK ACROSS DNR PROGRAMS TO ADVOCATE FOR AN ADEQUATE EDUCATION AND ENFORCEMENT
PRESENCE TO ADDRESS RESOURCE DAMAGE, UNSANCTIONED USE, AND OTHER ABUSE TO DNR-MANAGED
LANDS AND RESOURCES, WHETHER DRIVEN BY RECREATION OR OTHER OUTDOOR ACTIVITIES.
S6        WORK ACROSS DNR PROGRAMS TO DEVELOP A COMPREHENSIVE STRATEGY FOR MANAGING ILLEGAL
DUMPING ANDVANDALISM ON DNR-MANAGED LANDS.
NEAR-TERM ACTIONS:
01 Partner with law enforcement officers and recreation wardens to identify
strategies for using education as a preferred first level of corrective action when
engaging with visitors.
02 Improve coordination, consistency, and resources for existing stewardshiporiented programs, such as Forest Watch.
ONGOING ACTIONS:
01 Work with the Legislature and local jurisdictions to pursue policy changes to
address illegal and resource-damaging actions.
02 Direct recreation wardens and coordinate with the Chief of Natural Resources
Police to implement guidance to use education as a preferred first level of
corrective action.
03 Proactively communicate with partners and update internal policies to
discourage illegal use, including building and usage of unsanctioned
user-built trails.
04 Seek increased funding for education and enforcement staff (i.e. recreation
wardens), and for DNR law enforcement officers.
05 Pursue opportunities for Memorandums of Understanding (MOUs) with
local emergency medical service (EMS), search and rescue (SAR), and law
enforcement to support an increased demand for local services.

WORK ACROSS DNR PROGRAMS TO DEVELOP A COMPREHENSIVE STRATEGY FOR MANAGING ILLEGAL
DUMPING ANDVANDALISM ON DNR-MANAGED LANDS.
NEAR-TERM ACTIONS:
01 Partner with law enforcement officers and recreation wardens to identify
strategies for using education as a preferred first level of corrective action when
engaging with visitors.
02 Improve coordination, consistency, and resources for existing stewardshiporiented programs, such as Forest Watch.
ONGOING ACTIONS:
01 Work with the Legislature and local jurisdictions to pursue policy changes to
address illegal and resource-damaging actions.
02 Direct recreation wardens and coordinate with the Chief of Natural Resources
Police to implement guidance to use education as a preferred first level of
corrective action.
03 Proactively communicate with partners and update internal policies to
discourage illegal use, including building and usage of unsanctioned
user-built trails.
04 Seek increased funding for education and enforcement staff (i.e. recreation
wardens), and for DNR law enforcement officers.
05 Pursue opportunities for Memorandums of Understanding (MOUs) with
local emergency medical service (EMS), search and rescue (SAR), and law
enforcement to support an increased demand for local services.
NEAR-TERM ACTIONS:
01 Develop a data tracking tool in the 2025-2027 biennium to better understand
the scope and scale of illegal dumping and vandalism on DNR-managed lands.
ONGOING ACTIONS:
01 Once data is collected, develop an agency strategy across divisions to manage
illegal dumping and vandalism on DNR-managed lands.
02 Partner with other private and public land managers to support creative
solutions to address dumping and vandalism.
03 Collaborate with state agencies addressing homelessness to coordinate
strategies and maximize funding for long-term solutions.

INCREASE PUBLIC SAFETY ON DNR-MANAGED LANDS THROUGHTHE DEVELOPMENT OF
A SAFE TARGET
SHOOTING PROGRAM.
NEAR-TERM ACTIONS:
01 Hire a planner and civil engineer to prioritize the development and roll out of
two new designated target shooting sites, one in Olympic Region and one in
Northeast Region.

02 Hire an environmental engineer to manage cleanup of lead contamination in
high-use, dispersed target shooting sites.

03 Improve and update a map of managed target shooting sites, and share with
target shooting advocacy groups and partners to spread awareness.

04 Invest in outreach to identify additional designated safe shooting locations.

ONGOING ACTIONS:
01 Partner with target shooting advocacy groups to educate on safety, liability,
environmental impacts, and the importance of using designated target
shooting sites.
02 Partner with WDFW to share information on safe target shooting sites.

COORDINATE INTERNALLY TO ENSURE DNR’S RECREATION PROGRAM IS PREPARED FROM AN
ACCESSIBILITY, AND DIVERSITY, EQUITY INCLUSION AND BELONGING (DEIB) PERSPECTIVE TO
ENGAGE WITH COMMUNITIES WHO ARE UNDERREPRESENTED INTHE OUTDOORS.
NEAR-TERM ACTIONS:
01 Learn about lived experience and/or compile existing research that will
help DNR recreation staff and other DNR divisions better understand
the experiences of recreationalists from communities underrepresented
in the outdoors.
02 Initiate review of DNR Recreation and Conservation Division internal processes,
policies, staffing, and skill gaps from a DEIB perspective to cultivate a more
inclusive DNR workforce with the goal of being more reflective of the diverse
recreation community in Washington.

03 Provide clarity to DNR recreation staff about agency Pro-Equity Anti-Racism
(PEAR) initiatives, in alignment with statewide efforts.
ONGOING ACTIONS:
01 Continue implementation of DNR PEAR initiatives in alignment with
statewide efforts.
02 Collaborate, learn from, and provide paid partnership opportunities for
partners that have expertise in removing barriers to access.
03 Provide GOIA-led Government-to-Government Training for all region
Recreation Managers.
04 Provide access to relevant DEIB-related trainings for statewide recreation staff
and encourage participation as part of regular job duties.
05 Work with HR to promote hiring of diverse candidates with
applicable experience.

DEVELOP STRATEGIES TO IMPROVE THE ACCESSIBILITY OF DNR-MANAGED LANDS, INCLUDINGTHE ABILITY
TO ACCESS RECREATION OPPORTUNITIES FOR COMMUNITIES UNDERREPRESENTED INTHE OUTDOORS IN
A
MANNER THAT IS ECOLOGICALLY SUSTAINABLE.
NEAR-TERM ACTIONS:
01 Complete and assess the Everyone Outdoors Pilot program to
determine interest and need for expanding free Discover Pass access for
underrepresented communities.

02 Engage with partner organizations and DEIB and disabled recreation
consultants to connect with and better understand the experiences of
communities underrepresented in the outdoors.
ONGOING ACTIONS:
01 On a site-by-site basis, work with DEIB and disabled recreation consultants
to develop an accessibility and visitor experience assessment, including
identifying the barriers to accessing DNR recreation opportunities and making
recommendations for improvement.
02 Work to remove accessibility barriers for DNR recreation opportunities
identified in the assessment by partner organizations, DEIB, and disabled
recreation consultants.
03 Explore development of an Emerging Leaders Program—modeled after similar
programs in Washington—to provide opportunities for emerging leaders from
underrepresented communities.
04 Explore opportunities to integrate PEAR initiatives in conservation and
youth corps programs to build a more diverse recreation and natural
resource workforce.

COLLABORATE WITHTRIBES, PARTNERS, ANDVOLUNTEERS TO FOSTER PUBLIC STEWARDSHIP OF
DNR-MANAGED LANDS.
NEAR-TERM ACTIONS:
01 Develop a volunteer customer relationship management (CRM) system to more
effectively track volunteer efforts.

02 Improve coordination, consistency, and resources for existing stewardshiporiented programs, such as Adopt-a-Trail.
03 Ensure cooperative agreements are in place with partner organizations to
leverage partners’ volunteer and professional programs to maintain recreation
infrastructure and outreach efforts.

ONGOING ACTIONS:
01 Partner with organizations who have cooperative agreements to maintain trails,
help with cleanup and restoration activities, and build sanctioned trails.
02 Improve coordination with, and opportunities for, volunteers who are not
associated with a partner organization.
03 Collaborate with Tribes and partners to identify restoration projects that
engage volunteers.
04 Reestablish a volunteer coordinator position to support region staff in
coordinating with partner organizations who manage volunteers.

IMPLEMENT PUBLIC EDUCATION AND INFORMATION CAMPAIGNS TO IMPROVE VISITOR UNDERSTANDING
OF DNR-MANAGED LANDS.
NEAR-TERM ACTIONS:
01 Produce consistent educational signage at kiosks across DNR-managed trust
lands to inform recreationalists about trust revenue-generating working forests.
02 Explore opportunities to enhance visitor education by increasing resources for
the existing recreation warden program.
03 Pursue funding for trail ambassador program for high-use DNR recreation sites
in 2025-2027 biennium.
04 Work with Tribes to incorporate culturally relevant interpretive signage.
05 Explore opportunities to enhance visitor education about natural resource
impacts related to outdoor recreation in collaboration with the STRII.
ONGOING ACTIONS:
01 Explore opportunities for inclusion of educational programming in cooperative
agreements with partner organizations.
02 Discuss opportunities for more seamless integration of education efforts with
representatives across DNR divisions.
03 Provide adequate staff capacity and funding to Education and Enforcement
(E&E) program to support education and outreach across DNR sites.
04 Support the Youth Education and Outreach Program’s (YEOP) educational
partnership efforts by providing venues and staff support for learning.
05 Continue partnership with WDFW and Washington State Parks to improve
Discover Pass programs, such as Check-Out WA.
06 Develop interpretative-signage guiding principles that include consistent style
and standards, as well as a clear review process that allows for site-specific
interpretation of cultural and natural history.
07 Amplify DNR’s recreation-related messaging by leveraging DNR’s social media
channels and coordinating with partners to maximize sharing on their own
social media and communication platforms.

S12        IMPLEMENT EDUCATION FOCUSED ON CLIMATE RESILIENCY AND SAFETY FOR THOSE WHO USE DNRMANAGED LANDS.
NEAR-TERM ACTIONS:
01 Continue to improve wildfire season communications protocols with other state
land manager’s recreation programs.
02 Recommend updates to the NW Wildfire Coordinating Group for protocol
improvements specific to recreation management and messaging.
03 Ensure all DNR-managed coastal trailheads have signage with tsunami
evacuation routes.
ONGOING ACTIONS:
01 Assess and improve communications tools to track and inform visitors of
extreme climate events (e.g., fires) to proactively share information and
implement closures.
02 Partner with DNR Wildland Fire Management Division to provide information
and maintain open communication with recreation partners on wildfire safety
and prevention, and risk management, as well as closures during an incident.
03 Coordinate with other DNR programs to develop educational materials on
opportunities to use climate-friendly transportation to access recreation

S13        EVALUATE AND PRIORITIZE INTERNAL FUNDING MECHANISMS TO SUPPORT DNR OPERATIONAL NEEDS.
SUSTAINABLE FUNDING FOR RECREATION.
NEAR-TERM ACTIONS:
01 Continue to assess organizational structure of DNR staff positions and
identify collaboration opportunities, assessing whether operations dollars
can go farther.
ONGOING ACTIONS:
01 Use cost recovery funds from permitted recreation events for direct
management of concentrated uses.
02 Increase baseline funding for ongoing projects.
03 Evaluate efficacy and efficiency of post-timber harvest trail rehabilitation
procedures to identify opportunities for cost savings.

S14        EVALUATE AND PRIORITIZE STATE FUNDINGTOOLS INVOLVING LEGISLATIVE ACTIONTO INCREASE
SUSTAINABLE FUNDING FOR RECREATION.
NEAR-TERM ACTIONS:
01 Continue to assess organizational structure of DNR staff positions and
identify collaboration opportunities, assessing whether operations dollars
can go farther.
ONGOING ACTIONS:
01 Use cost recovery funds from permitted recreation events for direct
management of concentrated uses.
02 Increase baseline funding for ongoing projects.
03 Evaluate efficacy and efficiency of post-timber harvest trail rehabilitation
procedures to identify opportunities for cost savings.
NEAR-TERM ACTIONS:
01 Pursue ongoing maintenance funding commensurate with
expansion projects.
02 Pursue opportunities to partner with WDFW, Washington State Parks, and
the Governor’s Office to review new funding strategies as suggested through
the OARR process.
ONGOING ACTIONS:
01 Proactively communicate legislative funding proposals and resource
and capacity needs to Tribes and recreation partners through a
recreation advisory body.
02 Develop state funding recommendations and strategy based on partnership
with WDFW, Washington State Parks, and the Governor’s Office.
03 Make recommendations to Washington State Legislature, in partnership with
WDFW and State Parks, based on Discover Pass assessment.
04 Prioritize agency participation and continued involvement in ongoing work for
replacement of the current gas tax revenue.

S15        EVALUATE AND PRIORITIZE SUPPORT FROM PRIVATE PARTNERS AND FUNDING OPPORTUNITIES FROM
RECREATION ACTIVITIES, INCREASING SUSTAINABLE FUNDING FOR RECREATION.
NEAR-TERM ACTIONS:
01 Ensure DNR staff and private donors are aware of DNR’s Procedures for
Accepting Voluntary Donations.
02 Explore opportunities for private/public partnerships that align with corporate
social responsibility metrics.
ONGOING ACTIONS:
01 Increase visibility of recreational donation option on DNR website
and social media.
02 Evaluate staff capacity needed to manage and enhance public/
private partnerships.
03 Partner with State of Washington Tourism and their member organizations to
explore additional recreation funding opportunities.
04 Seek corporate support, particularly in outdoor recreation retail or tech spaces
that promote use of public lands in promotional or recruitment efforts.

I disagree with a lot of this, but facilitating safe shooting sites on public ground, and getting public transit to access sites are both goals that definitely improve outdoor access for citizens, just to name two off the top. You should still go after them and submit comments for wasting our money, but if you tailor your comments to be more..... truthful, they may read them instead of rolling their eyes and moving along.

[fireweed]

I've re-read the plan. The only on the ground improvement is to create two shooting sites.  That is it.  The public transit piece says  "Coordinate with public transit partners to ensure that access to DNR-managed lands is considered in transit master plans."  Consider in a master plan is a long way from an on-the-ground reality!  Considered, then rejected. 

This plan doesn't even have a goal of maintaining their existing facilities, trails, easements, and other infrastructure.  Nearly every plan I've seen for other agencies AT LEAST has a "keep what we have" goal.  After 10-20 years, under this plan, we could have less facilities, less legal access to land, and less recreational opportunities on DNR land and the plan could still be deemed a success if certain groups participated more, more education occurred, funding stabilized, and lots of data was collected and analyzed.