< PreviousCASCADE LOOP SCENIC BYWAY 5. Action Plan 190 WSIW 6 Integrate the Cascade Loop and Whidbey Scenic Isle Way into the Island County Tourism website, marketing, maps and messaging. This also means mentioning the Cascade Loop during press trips and coordinating media visits with others along the Cascade Loop. Signing/wayshowing opportunities that could integrate Cascade Loop Scenic Byway brand include: Signs/posters on the ferries and at ferry terminals, Integrated with large existing Whidbey Scenic Isle Way gateway signs visible coming onto the island at three locations (Clinton, Keystone, Deception Pass), and Island transit buses/bus stops—“You are traveling on the Whidbey Scenic Isle Way and Cascade Loop” Update Notes: Special section for Byways on the Byway included on cascadeloop.com and 2020-20121 printed Travel Guide. Individual Byway pages created on cascadeloop.com Near TermEstimated Cost: Medium to High; supported by staff/ volunteers Whidbey and Camano Islands Tourism with Cascade Loop Foundation in support role WSIW 7 Work more aggressively with Island Transit to encourage people to park their car and take the bus. Develop messaging and incorporate more rewards and incentives for locals and visitors to take the bus. Finding a way to initiate and support Sunday transit service would help with this action item. OngoingEstimated Cost: Low to Medium Island County, Chambers of Commerce and Whidbey and Camano Islands Tourism with Cascade Loop Foundation in support role WSIW 8 Support the Whidbey Scenic Isle Way in updating and implementing its corridor management plan. OngoingStaff/volunteer timeLocal interests and partners; Cascade Loop Foundation in support role WSIW 9 Support the National Park Service in implementation of projects and programs at Ebey’s Landing National Historical Reserve, a key site and visitor destination in this region. OngoingStaff/volunteer timeLocal interests and partners working with the NPS; Cascade Loop Foundation in support role 5. Action Plan CORRIDOR MANAGEMENT PLAN 191 WSIW 10 Continue to promote and enhance for visitors the unique experiences of this region related to visiting beaches, tide pools, and other special places on the islands. OngoingStaff/volunteer timeCascade Loop Association and local partners WSIW 11 Coordinate with Washington State Ferries to promote the ferry experience of this region (Clinton to Mukilteo), a unique aspect of the Cascade Loop experience. Promote and interpret scenic views and cultural and natural history of Puget Sound, the Olympics, and Cascades, visible from the ferry and ferry terminals. OngoingEstimated Cost: Low supported by staff/volunteer time Cascade Loop Association and local partners WSIW 12 Work with WSDOT to implement continuous bike lanes, side bike tours, and/or separated shared use paths (paralleling the route) throughout this region of the Cascade Loop Scenic Byway. The first step of this action could be a non-motorized transportation analysis/study for the Cascade Loop to identify gaps in existing bicycling facilities. (Note: SR 20 is part of a national cross-country bicycling route, refer to Bicycle Association of Washington.) Near Term: Non-motorized transportation analysis/study Mid-Term: Seek funding Long Term: implementation Estimated Cost: Low to Medium for analysis/study High (for bike lane improvements) Cascade Loop Foundation, local communities and partners working with WSDOT Goals and Benefits As previously described, implementation of specific action items will achieve plan goals and result in benefits under the categories of: 1. Enhancing Visitor Experience 2. Strengthening the Brand Identity and Character of the Cascade Loop Scenic Byway 3. Expanding Multi-Modal Transportation Options and Encouraging Green Travel 4. Preserving and Protecting Important Resources and Intrinsic Qualities 5. Improving Community Livability and Economic Vitality Many of the action items support multiple of these categories, and in some cases all of them, as identified in the Action Plan Summary Table.CASCADE LOOP SCENIC BYWAY 5. Action Plan 192 Completing this corridor management plan is only the beginning. Next is time to move forward with implementing the proposed actions and projects. The Cascade Loop Association took on numerous projects with the completion of the first iteration of the Corridor Management Plan including rebranding, web development and signing project in addition to other activities. With the creation of the Cascade Loop Foundation, other high-priority development projects will be undertaken including application for All-American Road designation through the National Scenic Byways program of the Federal Highways Administration, and seeking funding for the proposed wayshowing and interpretation programs. The Cascade Loop Foundation and Association will be in supporting roles for many of the actions and projects listed in this chapter’s Action Plan. These activities will be led by local organizations and stakeholders within each region of the byway. Ongoing support from the Cascade Loop could include preparing letters of support and other information for locally-led grant applications, facilitating communications and meetings across Cascade Loop regions to bring project sponsors and partners together, identifying potential funding opportunities for locally-led projects, and other activities. As the Cascade Loop Foundation and Association move on to the next stage of implementation, it will seek to partner with agencies and organizations to help complete the actions identified in this plan. These entities have access to expertise and funding for various projects. While all funding and resources are competitive and limited, working with agencies and organizations along the byway on an ongoing basis will be important for successful implementation of the plan. The more coordination, communication, and partnerships that are forged, the more projects will be completed. Typically when multiple partners come together to pursue specific projects, these projects become more competitive and eligible for grants and funding sources. Making byway partners (agencies and organizations) aware of the priorities for the Cascade Loop Scenic Byway will help build a broader level of support and expand funding opportunities through a variety of sources. In addition to the resources along the Cascade Loop Scenic Byway, there are federal resources focused on helping scenic byways throughout the US in ongoing management, coordination, and implementation efforts. These resources include: AMERICA’S BYWAYS®— This is the Federal Highway Administration program and website that identifies and markets the nation’s scenic byways and provides access to various information and resources. America’s Byways® is the umbrella term used for designated national scenic byways (including All-American Roads). The National Scenic Byways Program is part of the US Department of Transportation, Federal Highway Administration. The program was originally established as a grass- roots collaborative effort to help recognize, preserve, and enhance selected roads throughout the United States. This is also the ongoing program that will continue to officially review applications for and designate National Scenic Byways and All-American Roads, which are recognized by the US Secretary of Transportation based on having one or more archaeological, cultural, historic, natural, recreational and scenic qualities. In 2012, the federal program was changed by the Moving Ahead for Progress in the 21st Century (MAP-21) transportation legislation, and certain aspects were diminished. For example, the America’s Byways® Resource Center in Duluth, Minnesota was closed. However, it is important to note that the federal program is still active and still expects to consider national nominations in the future. Other resources listed below have helped to take on some of the responsibilities in guiding ongoing byways across the country that the Byways Resource Center previously covered. For more information on the Federal Highway Administration program, visit: http://www.fhwa.dot.gov/hep/scenic_byways/. Implementing this Corridor Management Plan Shoppers at the Twisp Farmers Market5. Action Plan CORRIDOR MANAGEMENT PLAN 193 NATIONAL SCENIC BYWAY FOUNDATION— This 501(c)(3) nonprofit organization was formed in 2003. The Foundation’s vision is that byways will be recognized and valued worldwide for their distinctive experiences, stories, and treasured places, and its mission is to provide leadership to empower, strengthen, and sustain byways. The foundation has helped to assume many of the responsibilities of the former Byways Resource Center in supporting and disseminating information to scenic byways across the US. Much of the information formerly available on the Byways Resource Center website is now accessible through the Foundation’s website under “Byways 101.” For more information, visit: http://www.nsbfoundation.com/ and http://www. byways101.org/. SCENIC AMERICA— The only national 501(c)(3) nonprofit organization dedicated solely to preserving and enhancing the visual character of America’s communities and countryside. Through national advocacy efforts, technical assistance services, local and national projects, and the support of state affiliates, Scenic America works to accomplish this mission. For more information, visit: www.scenic.org WASHINGTON STATE SCENIC AND RECREATIONAL HIGHWAYS— Washington State was one of the first states in the country to establish a system of scenic highways. Scenic highways pass through the varied terrain of Washington reflecting the depth of its scenic, cultural, and historic landscapes. The State Scenic and Recreational Highways program supports the goals of the Get Out West! initiative to ensure that Washington State’s scenic and recreational resources are available and accessible for generations to come. WSDOT is working to identify and initiate effective strategies, partnerships, and policies to protect and enhance scenic and recreational resources along our scenic byways. These resources are key to the health of our local economies as well as our citizens by supporting tourism and recreational opportunities. For more information, visit: http://www.wsdot.wa.gov/ LocalPrograms/ScenicByways/ AMERICA’S SCENIC BYWAYS— An open source initiative to restore to the public the content of the closed byways.org website, established to promote the collection of over 150 byways designated by the US Secretary of Transportation, as well as providing comprehensive information about over 850 scenic roads in the US with photos, maps, sample trips, and attractions. Visit: http://scenicbyways.info/ Couple exploring Double Bluff Beach, Whidbey IslandCASCADE LOOP SCENIC BYWAY 5. Action Plan 194 Finding funding and resources to support implementation of projects and actions along the Cascade Loop Scenic Byway will be an effort that involves all byway partners and stakeholders, as well as the Cascade Loop Foundation. Investigating possible funding sources and pursuing funding for byway projects and programs should be an ongoing priority. Federal and State Funding The byway is eligible for various types of grants and governmental funding. The transportation-related funding structure for scenic byways has changed in recent years and could change again, so it will be important to continue to monitor federal and state programs in the coming years for possible grant opportunities. The Cascade Loop Association and Cascade Loop Foundation will need to work with its local partners, such as local governments, tribal nations, and the various RTPOs that have jurisdiction across the Cascade Loop Scenic Byway regions to identify and pursue potential funding opportunities for byway projects. The RTPO directory and contacts can be viewed at http://www.wsdot.wa.gov/planning/Regional/. Further details on WSDOT administration of the TAP program are available at: http://www.wsdot.wa.gov/ LocalPrograms/ProgramMgmt/TAP.htm. Grant Resources and Information The Municipal Research and Services Center (MRSC) in Washington maintains a comprehensive data base of grants and funding resources available to local agencies. Again, to access many of these programs, the Cascade Loop Foundation will need to coordinate with its local government partners. MRSC information can be viewed at: http://www.wsdot.wa.gov/LocalPrograms/ProgramMgmt/TAP.htm. Access Washington is another good source for grants and funding information, including grants for non-profit organizations. http://access.wa.gov/topics/business/ growbusiness/grantsloans for more information. There are a variety of resources available to non-profits, foundations, small businesses and other entities related to grants and resources for projects and initiatives, including: http://www.usa.gov/Business/Nonprofit.shtml Enoch Pratt Free Library: http://www.prattlibrary.org/locations/ssh/?id=3130 Center for Nonprofit Excellence: http://www.thecne.org/news/featured-grants http://washington.grantwatch.com/ http://foundationcenter.org/findfunders/ The Grantsmanship Center: https://www.tgci.com/funding-sources Community Fundraising/Philanthropic Partners In addition to the funding and grant opportunities listed above, the Cascade Loop Foundation has the potential to partner with philanthropic organizations on community fundraising efforts through organizations and clubs such as Rotary, Kiwanis, Lions, Optimists and Soroptimists, and other groups, due to the broad geographic area it covers and the diversity of recreational and civic engagement opportunities an experience on the Loop provides. Volunteers and In-Kind Resources A variety of volunteer programs, such as Americorps, scouting organizations, Recreational Trails Association, and others can be resources for projects and activities along the Cascade Loop Scenic Byway. In reaching out to various organizations and groups to seek partnership and support, the Cascade Loop Foundation could begin to document these types of resources and opportunities among its membership, and identify opportunities for projects that could be supported by volunteers and in-kind resources. Often in-kind resources (such as labor for trail building) can be used to match other grant funding. Private Sector/Corporate Sponsorships and Opportunities The Cascade Loop Scenic Byway encompasses a broad geographic area, and along the route there are many large-scale private sector and corporate entities that could become major sponsors and partners to byway initiatives and projects. Potential Funding Opportunities5. Action Plan CORRIDOR MANAGEMENT PLAN 195 Project Implementation Process Once a project is funded, it is ready to move forward to completion. Many agencies and organizations have experience with implementing projects, and they may already follow specific procedures for their projects. The Cascade Loop Association should work with each lead agency/organization assigned to each project in the action plan to confirm the specific process for implementation. The steps listed on the following pages provide some general guidance for project implementation. This process applies primarily to projects that would implement physical improvements at sites along the byway. Couple walking along the Chelan Butte overlooking Lake Chelan Steps 1, 2 and 3 can often be accomplished prior to obtaining funding for the project, and may be submitted as part of the application for grants or funding. For more specific requirements, including regulatory and code provisions that may be applicable depending on the location of the project, refer to the local jurisdiction (city and county) where the project is located. Also, refer to the Interpretive Planning and Design Checklist in Chapter 5 for additional guidance specific to implementing interpretive projects.CASCADE LOOP SCENIC BYWAY 5. Action Plan 196 1 Assign Project Manager/ Director Confirm the lead agency or organization responsible for the project and assign a specific project manager or director who will be responsible for implementation. 2 Set Up an Advisory or Steering Committee Assemble and organize a small advisory or steering committee to work with your project director and provide ongoing guidance and input during project implementation. The purpose of this committee is to “advise.” They may or may not be the final decision makers, but they will provide input and guidance to help the process as it moves along. The committee may include citizen representatives, as well as technical representatives from affected agencies or interest groups involved in the project. The maximum size of the committee ideally should be no more than twelve to fifteen people. For small projects, a group of three to five people may be sufficient. 3 Prepare Scope of Work for the Project and Request for Qualifications/Proposals for Consultant Services (If Needed) Work with the steering committee and lead agency/organization to develop a detailed scope of work for the project, along with a request for qualifications/proposals (RFQ or RFP) if needed to retain consultant services for planning, design, or other support. Even if the project will be implemented without outside consultant or design support, development of a clear scope of work will be important. The scope of work should specify: Work efforts/tasks to be accomplished Expected products/deliverables for each task Expected timeline/schedule for completion of each task and provision of deliverables, as well as a schedule for completion of the project overall; if the project is to be phased, the work plan should address how the phasing will occur Assigned responsibilities for each task (task leader and team member responsibilities) Description of any special considerations that may affect project implementation (such as permitting, special review processes, environmental conditions, etc.) 4 Professional Consultant Selection Process For selection of a professional consultant for federally funded projects, a competitive selection project is typically required. Consultants respond to the RFQ/RFP with a submittal of their qualifications and a specific proposal for the project. The project steering committee (or selection panel) may review proposals and select the preferred consultant on the basis of their qualifications and alignment with selection criteria. For federally funded projects, qualifications-based selection is required, which means the preferred consultant is selected based on their qualifications first and then the agency/organization proceeds to negotiate the price for the work to be completed. Professional consultants should not be selected on the basis of cost proposals, but rather their experience and capability to perform the work. Even if a project will be implemented solely through volunteer services, volunteers should be selected based on a clear understanding of the work involved and their capability to provide the services. 5 Finalize the Project Work Plan and Get Started Once all the technical expertise is onboard to accomplish the project, the project director and core project team should work together to finalize the work plan (scope of work, schedule, deliverables, and assigned hours/costs to each task). The work plan, including the project schedule, should be monitored closely and updated regularly as the project moves forward. 6 Site Analysis, Conceptual Planning, Environmental Clearances, and Land Use Permits For projects that involve physical improvements to sites, an important initial step is to evaluate existing conditions at the site and determine if there are sensitivities that might influence the design (such as the presence of cultural resources or historic structures). This step also involves identifying specific environmental clearances and land use permits/approvals that will be required to implement the project. This step often involves preparation of a conceptual site plan or preliminary designs showing the project in the context of existing conditions. Other specific activities may include: Meeting/coordinating with tribal representatives and ongoing involvement of tribal representatives in the project; inviting review and input at key milestones (check with the county/local agency to confirm tribes of interest to the project) Completing cultural and historic resource inventories 7 Public and Stakeholder Involvement Public, community, and stakeholder involvement and outreach opportunities are an important aspect of every byway project. Activities should be designed to fit the scope and scale of the project. Some activities should occur at key milestones—such as to present and gain input on design alternatives. Other activities may be ongoing, such as project updates through email or on the byway website. See earlier discussion in Chapter 7 of the CMP related to recommended public and stakeholder involvement tools. Steps to Successful Project Implementation5. Action Plan CORRIDOR MANAGEMENT PLAN 197 8 Design Process and Design Reviews The project design phase typically includes multiple stages of work, such as: • 30 percent design completion or preliminary design (may also be called “design development”); this stage of work is typically followed by client review and input • 60 percent design completion, which includes development of draft construction drawings and specifications; this stage of work is typically followed by client review and input; local permit packages for building approvals or sign installation may also be developed at this stage (or at the 90 percent stage) • 90 percent design completion, which includes further development of draft construction drawings and specifications based on review • 100 percent design, which involves finalizing the construction drawings and specifications and preparing the project to go out to bid for construction (as most public projects do) 9 Building Permits/ Construction Permits Before taking a project out to bid, obtainment of local and state building permits and construction permits will be important (some construction permits may be obtained by the construction contractor before they start the work on site). 10 Bidding Process Depending on the size of the project, and local and federal requirements, the bidding process may include gathering proposals from a select list of potential contractors or advertising the project (with an Invitation to Bid) through a public notice in the local newspaper. Bids are submitted and contractors may be selected based on a variety of factors, including costs and qualifications (check with the county/local agency to confirm bidding process requirements). 11 Construction/ Construction Administration The project then moves on to construction and often a third party entity or the design consultant will be retained to manage construction and provide construction administration. Seasonal conditions and wildlife patterns (such as fish spawning and bird nesting) may affect construction periods. These requirements are confirmed during the process of obtaining environmental clearances and permits for the project. 12 Groundbreaking and Ribbon Cutting Celebrations Don’t forget to bring byway partners and project interests together to celebrate milestones in the process—particularly groundbreaking and ribbon-cutting ceremonies. Local, state, and federal elected officials should be invited to participate in these events, along with tribal elders and leaders. 13 Monitor and Document Project Success/Effectiveness After the project is completed, it will be important for the responsible agency/organization to continue to monitor use and document how the project has enhanced visitor experience, cultural and natural resources, and/or the quality of life for communities along the byway. It is always important to document and measure byway successes to encourage ongoing participation and involvement in the byway. 14 Ongoing Maintenance and Operations Project implementation doesn’t end once a project is constructed and under use. The responsible agency or organization must continue to provide maintenance and care of the improvements and facilities. For this reason, it is always important to consider the best ways to minimize maintenance costs and resources, and maximize life cycle of public investments as part of the planning and design process.AppendixAppendixCORRIDOR MANAGEMENT PLAN 199 All photos included in the 2020 edition of the Cascade Loop Scenic Byway Corridor Management plan unless otherwise noted below were taken by staff (Executive Director Annette Piits) and are the property of the Cascade Loop Foundation and partner organization Cascade Loop Association. Photos and Captions Cover Hiker overlooking the Skagit River at Sunset .....................................................................1 Table of Contents Visitors enjoying fall, splashing in Lake Chelan ..................................................................2 Rafters viewing Bald Eagle during winter migration ...........................................................4 Chapter 1 Liberty Bell Mountain ..........................................................................................................5 Map of Cascade Loop Scenic Byway ................................................................................6 Hiker looking out at Lake Anne ..........................................................................................8 Columbia River with Beebe Bridge in the background ......................................................8 Blue Heron in flight over waters near the Whidbey Scenic Isle Way ..................................9 Woman hiking on Wenatchee Foothills trail ......................................................................10 Cascade Loop Board of Directors and family members at the 2019 Annual Board Retreat.......................................................................................12 Deception Falls, Stevens Pass Greenway ........................................................................13 Active volcano, Mount Baker, viewed from the Skagit Valley, La Conner ........................14 Young buck in velvet on Sun Mountain, Methow Valley ...................................................16 Man looking out from the Washington Pass Overlook .....................................................17 Mukilteo Lighthouse and Washington State Ferry ...........................................................19 Chapter 2 Columbia River running between Wenatchee and East Wenatchee ...............................36 Guests watching the rodeo at the Chelan County Fair, Cashmere ..................................37 Coastal Salish Elder from west of the Cascade Mountains .............................................39 Pilchuck Julia of the Pilchuck Tribe ..................................................................................40 Chief William Shelton of the Tulalip Tribe, 1868-1938 .......................................................41 Fireweed, a native plant found blooming in summer throughout the Loop .....................42 P.N. Christiansen, first lighthouse keeper at Mukilteo ......................................................45 Weyerhaeuser Lumber Mill, Everett Waterfront, early 1900’s ..........................................44 Everett Waterfront at sunset, 2019 ...................................................................................46 Early Settlers on the Skykomish River, Sultan, 1909 .......................................................48 John F. Stevens, Great Northern Railway engineer, Stevens Pass namesake ................49 Bright green ferns and moss growing from a tree along the Stevens Pass Greenway ...........................................................................................50 Wenatchi Chief John Harmelt at a pow wow in Cashmere .............................................52 Guests enjoy beer and fresh pretzels during Leavenworth’s Oktoberfest .......................53 Chief Moses, leader of the Columbia-Sinkiuse ................................................................55 Shoppers at the 2019 Farmers Market in Wenatchee .....................................................56 Wapato Point, once home to approx. 100 members of the Chelan Tribe, 1927 ..............58 Wapato Point on Lake Chelan in Winter, 2020 .................................................................59 Settlers brought sheep to graze in the Methow Valley .....................................................61 The Wagner Mill in Twisp, an early producer of lumber ...................................................62 Chiliwist Trail, used by Native Americans to connect the Methow and Okanogan Valleys .....................................................................................................63 Winthrop’s Main Street welcomes guests from around the world ...................................64 Upper Skagit Tribes used canoes to reach trading partners on Lake Chelan .................66 Fishing on the Stehekin River, 1927 .................................................................................67 Today the North Cascades Highway is a destination for travelers of all kinds including cyclists and motorcyclists .........................................................................................68 Diablo Lake and Diablo Dam in the evening ....................................................................69 Salish canoes were used to travel across Rosario Strait .................................................71 View of the Salish Sea and the San Juan Islands from Fidalgo Island .............................72 Anacortes celebrates their cannery history today with functional decor on the streetscape ...............................................................................................................73 Rainy days produce vibrant fields of tulips and rows reflect the sky .................................74 Ebey’s Prairie offered choice farming for early settlers.....................................................76 Fort Casey-soldiers firing gun No.2 at Battery Kingsbury ................................................77 Oak Harbor Naval Base continues to be an economic driver today ................................78 Full moon over CoupevilleNext >