REMOVE

ESTABLISH OR PRESCRIBE

IMPLEMENT

CONSTRUCT

CONVERT

INCREASE/EXPAND

REDUCE

RELOCATE

Principal employee housing to El Portal and Wawona, leaving 752 beds in Yosemite Valley

Concessioner stable to east of Curry Village

Museum collection storage and research library from Yosemite Valley to a new facility in El Portal

National Park Service and concessioner headquarters out of Yosemite Valley

Natural Resources

Some highly valued natural resource areas in Yosemite Valley that have been degraded or fragmented (such as the Merced River and its tributaries, wetlands, meadows, and California black oak woodlands) would be restored through actions proposed in this alternative (see Vol. Ic, plate D, Highly Valued Resources). Some facilities within other highly valued resource areas would be retained or rebuilt. Some high-priority ecological restoration would take place; proposed projects would not be comprehensive, nor would they provide contiguous habitat. Parking would be consolidated in the east end of Yosemite Valley at Yosemite Village. There would be minimal new construction in the mid- to west Yosemite Valley (including a new picnic area near El Capitan).

MERCED RIVER ECOSYSTEM
(INCLUDING TRIBUTARIES WETLAND, RIPARIAN, AND MEADOW AREAS)

As described in Actions Common to All Action Alternatives at the beginning of this chapter, the River Protection Overlay prescribed in the Merced River Plan would be implemented in Yosemite Valley and El Portal. The River Protection Overlay would provide a buffer area for natural flood flows, channel formation, riparian vegetation, and wildlife habitat and would protect riverbanks from human-caused damage and associated erosion. Above 3,800 feet in elevation (including Yosemite Valley), the River Protection Overlay is 150 feet on either side of the river, measured from ordinary high water. Below 3,800 feet in elevation (including El Portal), where the river gradient and characteristics change, the overlay is 100 feet on each side of the river, measured from ordinary high water.

Meadows are an important part of the Merced River ecosystem and the Valley's cultural landscape. Naturally high water tables in meadows protect them from conifer invasion. When development or encroachment has altered water tables, and restoration of natural water levels is unlikely, a program of prescribed fire and mechanical clearing would be employed to prevent conifer invasion into meadows.

The Merced River corridor, riparian vegetation, wetlands, and meadows are central components of the Yosemite Valley cultural landscape. River restoration, riparian area revegetation, and meadow management would also rehabilitate these important landscape resources.

As described for the other action alternatives, the roads and utilities through Bridalveil, El Capitan, and Cook's Meadows would be evaluated and, if needed, realigned or reconstructed to restore critical surface water and shallow subsurface water flows that sustain the native meadow vegetation and wildlife and discourage conifer invasion.

Under this alternative, accommodations at Housekeeping Camp would be removed from the River Protection Overlay, leaving a total of 100 units. The areas where units are removed would be restored to riparian communities.

Southside Drive in the Bridalveil Fall area would be reconstructed to improve water movement through the braided stream system (the same as under Alternatives 2, 3, and 4).

The historic Cascades Diversion Dam on the Merced River west of Pohono Bridge (near the intersection of the Big Oak Flat and El Portal Roads) would be removed to restore natural channel grades and hydrologic processes along this segment of the river (the same as under Alternatives 2, 3, and 4) (see Actions Common to All Action Alternatives in this chapter).

The Sugar Pine and Ahwahnee Bridges and the old road segment (existing multi-use trail) would be removed to allow for the unconstrained flow and meandering of the Merced River at these locations, and adjacent riverbanks would be restored. While all bridges west of Happy Isles to Swinging Bridge affect river dynamics, each was evaluated to determine the severity of these effects as well as the importance of access to and across the river (under other provisions of this alternative).

The recreational vehicle dump station at Upper Pines would be relocated out of the River Protection Overlay, and the area would be restored to a riparian community (the same as under Alternatives 2, 3, and 4).

Houses along the edge of Ahwahnee Meadow (the historic Ahwahnee Row houses) would be removed, and the area would be restored to mixed conifer/riparian communities.

The areas that were formerly Upper and Lower River Campgrounds (and the amphitheater at Lower River) and the northwest end of Lower Pines Campground would be restored to a mosaic of meadow, riparian, and oak woodland communities. Restoration would involve contouring the sites to match natural topography, and replanting if necessary with appropriate plants of the same local genetic makeup as neighboring plant communities. As described for the other action alternatives, the former Group Campground and existing Backpackers Campground along Tenaya Creek would be removed and the areas restored to riparian/upland communities.

The Swinging Bridge Picnic Area and its associated parking area would be removed and the area restored to riparian communities.

The parking lot and the fruit trees at the historic Curry Orchard would be removed and a portion of the area would be restored to natural conditions (the southern portion would be redeveloped as a picnic area).

The human-built rock-rubble pile in Yosemite Creek, directly downstream from the bridge at the base of Yosemite Falls, would be removed. This would restore natural water flow in the west channels of Yosemite Creek.

The area between the existing bicycle path at Yosemite Lodge (the proposed realignment of Northside Drive) and the Merced River (the site of the former Yosemite Lodge cabins, Pine Cottage, and employee housing) would be restored to riparian communities.

Establishment of day-visitor parking and a picnic area in Yosemite Village at the Camp 6 area could affect small, remnant areas of riparian and meadow habitats that are already affected by existing development. The sand pit in El Portal would be removed from operational use and restored to a riparian community.

CALIFORNIA BLACK OAK WOODLAND

The historic tennis courts at The Ahwahnee would be removed and the area restored to California black oak woodland (the same as under Alternatives 2, 3, and 4).

The historic Superintendentís House (Residence 1) and its associated garage, adjacent to Cook's Meadow, would be removed and the area restored to California black oak woodland.

California black oak habitats would be affected in Yosemite Valley by development of campsites east of Curry Village and the construction of a fire station at Yosemite Village. Construction of new lodging units at Curry Village could result in the loss of some oaks. In El Portal, areas of black oaks would be affected by development of housing and administrative facilities.

UPLAND COMMUNITY

The Church Bowl Picnic Area and associated parking would be removed and the area restored to upland/California black oak woodland.

The administrative/utility area to the east of The Ahwahnee would be restored to upland/California black oak woodland (the same as under Alternatives 2, 3, and 4).

Development in Yosemite Valley that would have would affect upland habitats include new campsites east of Curry Village, north of Tenaya Creek, and in the northern portion of Upper Pines; development of day-visitor parking in the Yosemite Village area; construction of new lodging units at Yosemite Lodge and Curry Village; widening of Southside Drive; and the addition of a new multi-use trail along Southside Drive. Upland areas outside Yosemite Valley that would be affected include El Portal (construction of housing), Wawona (construction of housing), Big Oak Flat and South Entrances (visitor centers); Henness Ridge and Foresta (day-visitor parking); and Foresta (houses and stable operations at nearby McCauley Ranch).

Cultural Resources

This alternative would retain to a large degree the historically significant sites, structures, and landscape features in Yosemite Valley. Archeological sites and ethnographic resources would be protected wherever possible, and traditional uses by culturally associated Indian people would be encouraged. Some components of the Valley's meadows, California black oak woodlands, and the river's riparian corridor (all important components of the cultural landscape) would be restored to a more natural condition. To achieve these restoration goals, two historic bridges would be removed, and the Superintendent's House (Residence 1) and other structures that contribute to the Valley's cultural landscape would be removed. Some historic structures would be rehabilitated and adaptively reused. Although changes would occur in the vicinity of the three National Historic Landmark structures, they would be protected from actions that would affect their historic significance. The three historic orchards would be retained and managed. The Yosemite Museum collection (including the research library) would be relocated to El Portal and consolidated with the archive collection currently housed there.

ARCHEOLOGICAL SITES

Archeological sites would continue to be preserved in place as much as possible. The most highly valued sites (those with a high level of research potential) would be avoided during new construction or development wherever possible. No new development would occur in areas where human burials are known to exist. Existing development that is causing ongoing site degradation would be removed or rehabilitated, wherever possible. The abandoned wastewater treatment plant in the Rancheria Flat area of El Portal would be removed from a prehistoric cemetery. A building and asphalt would be removed from a burial site in Yosemite Village.

Where special opportunities exist, prehistoric and historic archeological resources would be interpreted to visitors. In the Lower Yosemite Fall area, a large, important prehistoric village site would be protected. Surface prehistoric archeological features, local American Indian traditions, and important historic archeological features would be interpreted through wayside exhibits along the Lower Yosemite Fall loop trail.

ETHNOGRAPHIC RESOURCES

Through existing agreements and ongoing consultation with culturally associated American Indian tribes, access to and use of special resources in Yosemite Valley would continue. The National Park Service and culturally associated American Indian groups would continue to develop a parkwide gathering plan for the tending and use of traditional plants. Access would continue to be provided for American Indian participants in traditional and ceremonial activities. American Indians conducting traditional activities in Yosemite Valley would not be restricted to day-visitor parking and shuttle transit. Special provisions would be implemented to allow parking in short-term turnouts. Known burial areas would continue to be protected. These areas (the last American Indian village and all known burial areas) are considered among the valued resources of American Indian people, and they were so considered during this planning effort. Where previously unknown burials were discovered, provisions outlined in the Native American Graves Protection and Repatriation Act and its implementing regulations would be followed. Other important areas, such as gathering locations, historic American Indian villages, and areas of spiritual or traditional importance, would be protected as much as possible.

The park's Programmatic Agreement for compliance with Section 106 of the National Historic Preservation Act also provides for the inclusion of culturally associated American Indian tribes in the parkís planning process. This agreement stipulates that the park and associated American Indian tribes develop agreements for government-to-government relations,
protocols for official consultations regarding issues of concern and park actions that may affect traditional resources, and park-specific guidelines for implementing provisions of the Native American Graves Protection and Repatriation Act.

CULTURAL LANDSCAPE RESOURCES
(INCLUDING INDIVIDUALLY SIGNIFICANT HISTORIC SITES AND STRUCTURES)

Yosemite Valley

Under this alternative, many of the historically significant characteristics of the proposed Yosemite Valley Cultural Landscape Historic District would be rehabilitated and enhanced. To a large degree, general landscape characteristics such as spatial organization, natural features, land use, circulation systems, views, and vegetation would be retained and rehabilitated. However, some individually significant historic structures and structures that contribute to the Valleywide cultural landscape would be removed.

The overall character of the Valley's spatial organization and the concentration of development in east Valley would be perpetuated. Key natural resource restoration actions, such as implementation of the River Protection Overlay and restoration of the associated natural river processes and adjacent meadows, would enhance some natural features and vegetation that are characteristic of the landscape in Yosemite Valley. However, physical historic structures that have modified the river and meadows (such as Sugar Pine and Ahwahnee Bridges, riprap and other river-revetment structures, meadow ditches, etc.) would be removed in order to achieve these restoration objectives. The historic circulation system that encircles the Valley floor would be retained. Portions of both Northside and Southside Drives (both contributing circulation structures in the Valleywide cultural landscape) would be realigned, and a segment of Southside Drive would be widened.

Valleywide land-use patterns would continue, although the location of some activities would change. Camping would continue in Yosemite Valley, but campgrounds (which are not contributing resources) would be relocated away from the river. Stable operations would be relocated to a site east of Curry Village. Access to historically significant views would be retained and enhanced.

Of the many individually significant historic structures, three would be removed. Sugar Pine and Ahwahnee Bridges would be removed to restore a more natural river flow. The Superintendent's House (Residence 1) and its associated garage would be removed and the area restored to California black oak woodland community. Changes would occur in the Yosemite Village area. The historic NPS Operations Building (Fort Yosemite), other historic maintenance shops, and the Camp 1 complex (all contributing elements in the Valleywide cultural landscape) would be removed. Day-visitor and wilderness parking would be consolidated at Camp 6, and a transit center would be constructed in the eastern portion of the historic developed area. All new development would be designed to be compatible with the adjacent historic district. In order to accommodate these facilities, other historic structures, which are also contributing elements in the Valleywide cultural landscape, would be removed. These include the Concessioner Headquarters Building, the Village Garage and its associated apartment, and the Ahwahnee Row houses and apartments.

The designed landscape in the Yosemite Village Historic District would be rehabilitated. All the historic structures, which are contributing elements of this historic district, would be retained. The Yosemite Museum/Valley District Building (the historic Museum Building) would be rehabilitated and converted to serve entirely as a cultural history museum. The historic NPS Administration Building would be rehabilitated for a new use as a natural history museum. No changes would occur at the National Historic Landmark Rangers' Club. Other central structures in Yosemite Village, including The Ansel Adams Gallery and associated structures, the Yosemite Village Post Office, and the historic Pohono Indian Studio (current Wilderness Center), would be retained. Historic views within Yosemite Village would be re-established, and the California black oak community would be stabilized and protected in the historic residential area. A fire station would be constructed at the edge of the historic district residential area, designed to be compatible with the historic district. At the Hutchings Orchard, fruit trees would be retained and managed, and a genetic conservation program would be initiated to salvage cuttings and establish representative plants at an appropriate facility outside Yosemite National Park. The trees would not be replaced as they die, and thus, over the long term, the orchard would cease to exist and the area would be restored to natural conditions.

The Ahwahnee is both a National Historic Landmark and a National Register historic property. No changes would occur to the National Historic Landmark hotel structure or its setting. The employee dormitory, a contributing element of the larger National Register property, would be rehabilitated. Three nonhistoric employee tent cabins would be removed. The tennis courts, which are also contributing elements of the larger National Register property, would be removed in order to restore a California black oak woodland community. The western portion of the parking area, which lacks historical integrity, would be reconfigured.

In the Curry Village area, all employee tent housing would be removed. The fruit trees would be removed from the historic Curry Orchard and the area restored to natural conditions. Prior to removal of the trees, a genetic conservation program would be initiated to salvage cuttings and establish representative plants at an appropriate conservation facility outside Yosemite National Park.

At the Camp Curry Historic District, visitor services would remain concentrated in the central portion of the district, and significant historic buildings such as the Lounge (original registration building) and Registration Building (original post office) would be retained. Of the 427 existing historic guest tent accommodations, 150 would be retained and 277 would be removed. The 48 architecturally significant historic bungalows, as well as Cottage 819, would be retained and rehabilitated for continued use as guest lodging. The Mother Curry Bungalow would be retained, but other significant historic structures (Huff House and Tresidder Residence) would be removed. New cabins-with-bath (204 units) would be constructed within the historic district to the north and east sides of the bungalows. Guest parking would be relocated from the historic Curry Orchard area.

At Lower Yosemite Fall, the eastern trail to the base of the fall would be rehabilitated to make it accessible for people with mobility impairments. Of the historic footbridges in this area (all contributing elements in the Valleywide cultural landscape), three would be rehabilitated or rebuilt and three would be removed. New facilities (a restroom and shuttle stop) east of Yosemite Creek would be designed to be compatible with the adjacent Yosemite Village Historic District.

The historic concessioner stable structure and associated facilities would be removed. The Nature Center at Happy Isles (historic Happy Isles Fish Hatchery) would be used year round.

At historic Camp 4 (Sunnyside Campground), the five westernmost campsites would be relocated to provide a buffer for the proposed Indian Cultural Center.

No changes would occur at the National Historic Landmark LeConte Memorial Lodge. No changes would occur at the Bridalveil Meadow historic site.

Two of the three historic orchards , the Lamon and Hutchings Orchards, would be managed and maintained. Although trees would not be replaced as they die, they would be pruned and maintained to prolong their life and maintain the historic setting. Over the long term, the sites would be restored to natural conditions once all the trees have died. Fruit trees would be removed from the historic Curry Orchard and much of the area restored to natural conditions. A genetic conservation program would be initiated at all the orchards to salvage cuttings and establish representative plants at an appropriate facility outside Yosemite National Park.

Merced River Gorge

The segment of the El Portal Road between the intersection of the Big Oak Flat/El Portal Roads and Pohono Bridge would be rebuilt. This reconstruction would be designed to be compatible with other segments of the road and would retain the important historic characteristics of this National Register property.

Six of the remaining seven components of the Yosemite Hydroelectric Power Plant, a property determined eligible for inclusion in the National Register of Historic Places, would be removed. The six to be removed are: (1) the diversion dam,( 2) the screenhouse and associated features, and (3) the four Cascades residences.

El Portal

In El Portal, final decisions regarding the location of new facilities and retention or removal of some historic structures would be deferred until site-specific development planning. The three historic National Lead Company residences would be retained as housing and rehabilitated. The historic railroad residences and the old El Portal Store (all privately owned historic structures on leased National Park Service lots) would be retained as housing. The historic El Portal Chapel (the old El Portal School) and the Yosemite Research Center (Murchison House) would be retained. The El Portal Hotel would be studied for rehabilitation and possible adaptive reuse. If it would not be feasible to reuse this building and meet park needs for this area of El Portal, it would be removed. The current El Portal Market would either be retained or removed and the area redeveloped as part of the commercial core of El Portal.

MUSEUM COLLECTION
(INCLUDING ARCHIVES AND RESEARCH LIBRARY)

The Yosemite Museum collection, including archives, research library, and museum storage, would be consolidated and moved to El Portal.

Visitor Experience

Key distinguishing visitor experience elements of this alternative include:

As described for the other action alternatives, management of the number of vehicles entering the east end of Yosemite Valley on any given day would be a substantial change from existing conditions. Traffic and congestion in the Valley would be reduced, and pedestrians and bicyclists would have expanded opportunities to access more of the Valley. While access into Yosemite Valley for visitors with reservations for overnight accommodations in the Valley would not change dramatically, access for day users (including visitors staying overnight elsewhere in the park) would change. Valley day visitors would use out-of-Valley parking areas and arrive by shuttle bus, drive to and park their cars at Yosemite Village (capacity 550 vehicles), or arrive on tour buses or regional transit.

In the Valley, a spectrum of recreational activities and experiences would continue to be available under all alternatives. Upon arrival in the east Valley, visitors would go to the parking area at Yosemite Village (about one-third mile from the visitor center). While extensive touring using personal vehicles would no longer be an option under any of the action alternatives, park shuttle bus routes would be expanded to serve the entire length of the Valley. Travel around the Valley would be by shuttle bus, on foot, bicycle, stock, and concessioner tours. Visitor use would continue to be focused in the east end of the Valley under this alternative, but conversion of traffic lanes for use as multi-use paved trails on Northside and Southside Drives would increase use in the mid-Valley. There would be more campsites and fewer lodging units than at present; they would continue to provide a diversity of experiences and prices. Orientation and interpretive services would be expanded.

ACCESS FOR VISITOR WITH DISABILITIES

The method of access by visitors with mobility impairments would temporarily remain similar to present conditions, with controlled access available for personal vehicles to, and parking at, specially marked spaces at principal Valley features. Eventually, as buses became fully accessible, visitors with disabilities would use them to access Valley destinations, as described for the other action alternatives. Overnight users could drive directly to their lodging or campsite. As implementation of the Yosemite Valley Plan occurs, accessibility needs would be analyzed and an accessibility plan developed to provide the best-feasible access for visitors with disabilities. Improvements in access to structures, features, and programs would continue, based on this new plan. New facilities would meet accessibility guidelines.

VISITOR USE AND
LAND MANAGEMENT ZONING

As described in Actions Common to All Action Alternatives this alternative would accommodate visitation levels established in the 1980 General Management Plan. The National Park Service would conduct a Visitor Experience and Resource Protection Study (VERP) within five years of a Record of Decision to identify existing and desired conditions for natural resources, cultural resources, and visitor experience. Based on VERP, the National Park Service would (1) establish management zoning that complements the management zoning established in the Merced River Plan; (2) develop indicators to measure visitor experience and resource conditions; (3) develop standards that define acceptable measurements for each indicator; (4) develop an assessment program to monitor standards; (5) develop a decision-making process to be used in identifying management actions necessary to maintain or restore desired conditions; and (6) develop visitor-use level recommendations for each zone.

TRAVELER INFORMATION AND TRAFFIC MANAGEMENT

As described under Actions Common to All Action Alternatives, this alternative would include the design and implementation of a traveler information and traffic management system that would use a variety of techniques to assist visitors in planning their trips, encourage efficient use of available transportation facilities and services, and assure that vehicle volumes do not exceed the capacity of roads and parking.

OREINTATION AND INTERPRETATION

As described for the other action alternatives, orientation opportunities would remain decentralized, but they would be expanded to include improved visitor centers at or near entrance stations. Orientation would be provided sequentially, starting with improved resources for use before starting a visit, including the park's web site and pre-visit publications. Greater emphasis would be placed on supporting gateway joint-agency visitor centers, particularly to provide current information on access and reservation availability.

New visitor centers would be provided near each entrance station, contributing to visitors' sense of arrival and their ability to discover and take advantage of parkwide offerings. At these visitor centers, visitors would receive assistance in planning their visits; obtaining maps, publications, wilderness, and other permits; and making or confirming overnight reservations. The park orientation film would be shown in these visitor centers. Visitors parking in the out-of-Valley parking areas would find orientation to the shuttle bus operations at the parking areas.

Under this alternative, day visitors would arrive in the east Valley near the existing (possibly redesigned) Valley Visitor Center. Visitors with overnight accommodations in Yosemite Valley would find new, small, unstaffed orientation facilities at their lodge or campground, and campground hosts in each campground. These visitors could also take a shuttle bus to the Valley Visitor Center. All staffed orientation centers, as well as the Valley Visitor Center, would sell orientation and interpretive publications by the park's cooperating association.

Like the other action alternatives, information at shuttle bus stops would be improved, with clear and consistent signs posted throughout the Valley to enable visitors to use the system with ease and efficiency.

Interpretive services and facilities (e.g., ranger programs, tours, exhibits, school programs) offered by the National Park Service, concessioner, and other partners would be increased above current levels, as prescribed in the General Management Plan. This would enhance understanding of park themes, contribute to resource stewardship, and accommodate visitors who would be touring Valley features by means other than private vehicles. The variety and location of interpretive programs would be increased above current levels to meet the needs of various visitors, including those with disabilities and those speaking languages other than English. New programs at popular views and on trails would be emphasized, including talks, short walks, bicycle tours, and occasional half-day or all-day programs. The Valley Floor Tour would continue as at present; some turnouts on Northside and Southside Drives would be retained and available for the use of these buses and trams. Ticketing and boarding areas for the Valley Floor Tour would remain at Valley lodging areas and Yosemite Village.

Yosemite Village would become a hub of interpretive activity. Under this alternative, the visitor center, including theater productions and the orientation film, would remain in its present location. In-depth interpretation of parkwide themes and the museum collection would be found at two museums: a natural history museum in the present NPS Administration Building, and an expanded cultural history museum in the present Museum/Valley District Building. The Indian Village of Ahwahnee would continue to serve its present interpretive function (the same as under Alternatives 2, 3, and 4). Under this alternative, the Wilderness Center would remain in its present location, as would the Art Activity Center. The present informal gathering and program area near the visitor center would be redesigned and relocated. The park's museum collection, including archives, research library, and photo collection, would be relocated from Yosemite Valley and housed in a new curatorial facility in El Portal.

As described for the other action alternatives, interpretive amphitheaters at lodging areas would remain in their existing locations. In campgrounds, to reduce noise conflicts with adjacent campsites, the Lower Pines amphitheater would be replaced by a new amphitheater at North Pines, in the vicinity of the current concessioner stable parking lot. The amphitheater at the former Lower River Campground would be removed and the area restored to natural conditions. Under this alternative, the smaller, less-developed campfire circles at LeConte Memorial Lodge and the Junior Ranger area west of Happy Isles would be moderately enhanced. The Nature Center at Happy Isles would be operated as a year-round facility.

A Valleywide exhibit plan would be produced to evaluate the locations of existing outdoor exhibits and to recommend new exhibits and interpretive opportunities (the same as under the other action alternatives). The plan would also include recommendations for view maintenance and for some exhibit shelters that could be used for cover during inclement weather.

A program of sociological studies would be implemented that would routinely examine the effectiveness of interpretive and orientation media and services offered by the National Park Service, concessioner, and other partners (the same as under Alternatives 2, 3, and 4).

RECREATION

The modes of accessing parts of the Valley in order to conduct many recreational activities would be altered as a result of changes proposed in this alternative. As described for the other action alternatives, year-round access to most recreation sites and activities in Yosemite Valley would be by shuttle bus, bicycle, or foot rather than by private vehicle. Visitors would carry their recreational gear and supplies throughout the Valley, or store them in variably sized lockers (including bear-resistant lockers for food) that would be provided at parking areas and at major shuttle bus stops and destination areas. Shuttle buses would be outfitted to transport recreational equipment, such as bicycles, backpacks, coolers, skis, and climbing gear.

As described for Alternative 2, the traveler information and traffic management system and consolidated parking would reduce opportunities for touring Valley features by private vehicles. While some turnouts would be removed, other turnouts would be retained for emergency use and to provide for short-term viewing of outstanding scenic features, particularly historic views. Auto touring would be replaced by guided tours (vehicular and walking), shuttle bus riding, bicycle touring, and walking. The in-Valley shuttle bus system would be expanded to include stops between east Valley and Bridalveil Fall, and shuttle bus stops would be added to increase access to Valley destinations.

Trail Use

As described for the other action alternatives, the development of interpretive trails and the interpretation of features more easily accessed by bicycle or on foot would be emphasized. Publications and exhibits to facilitate self-guided experiences would continue to be developed for hikers, bicyclists, and bus riders; these would be available at all visitor centers. Ranger-led programs would be scheduled for the convenience of visitors, with varying starting times, program lengths, and distances to be walked or bicycled.

Walking, Hiking, and Bicycling

Improved and additional trails for walking and bicycling would be available throughout Yosemite Valley, and bicycle touring and hiking would be encouraged (the same as under Alternatives 2, 3, and 4). Trails in some areas, including Yosemite Lodge, Curry Village, and the Upper and Lower River Campground areas, would be realigned or converted to multi-use. In some cases, realignments would be adjusted during the final site design process. Trails would be clearly marked with directional and mileage signs. Conflicts between hikers, bicyclists, and horseback riders would continue, but would be reduced by separating trails in some developed areas, and by developing new multi-use paved trails. The trail previously shared by hikers and stock between Mirror Lake and Lower Yosemite Fall would be reserved for hikers only.

Under this alternative, a multi-use paved trail would be developed from the east Valley to El Capitan crossover. This trail would use one lane of Northside and Southside Drives (the other lane would be for vehicle traffic) from Yosemite Lodge west (on Northside Drive) and Swinging Bridge west (on Southside Drive). Landscaping and potentially realigning the lanes would achieve separation between the traffic lane and the multi-use trail. A new multi-use paved trail would be constructed along Sentinel crossover to connect the Southside Drive multi-use trail, across Sentinel Bridge, to the Yosemite Village area. East of Yosemite Lodge, the historic Yosemite Creek vehicle bridge would be converted to a multi-use trail after the new Yosemite Creek vehicle bridge is constructed and Northside Drive is rerouted to the south of Yosemite Lodge. New trails accessible to wheelchair users would be provided at Sentinel Beach, the new El Capitan picnic and viewing area (North American Wall Picnic Area), and other areas determined by the proposed accessibility study and plan. Seating would be provided along trails and at shuttle bus stops. A new multi-use trail would be constructed south of the Ahwahnee to connect the trail from the Ahwahnee Meadow east to the trail leading to Mirror Lake. Most multi-use trails would be 12 feet in width to accommodate hikers and bicyclists. However, along segments of trails such as the segment between Yosemite Village and Yosemite Falls, trail width may be up to 16 feet to accommodate higher use.

Bicycle rentals would be available at Yosemite Lodge, Curry Village, and Yosemite Village. The extension of rental hours and periods (e.g., multi-day bicycle rentals) would be evaluated and implemented if feasible. Bicycle racks and lockers for gear and food would be located at major destinations throughout the Valley.

Off-pavement bicycle use, because of the damage it causes to the natural environment and conflicts with other visitors, would continue to be prohibited (the same as under the other action alternatives). To promote safe bicycle use, lane designations would be provided where appropriate and as necessary on multi-use trails to reduce pedestrian and bicycle conflicts and mishaps. Potential environmental damage caused by increased bicycling and pedestrian use would be minimized through trail design, messages in interpretive programs, and management action.

Lower Yosemite Fall

Access to the Lower Yosemite Fall area would be by shuttle bus, bicycle, or foot. The parking lot would be removed, the area restored, and a new shuttle bus stop would be located on both the north and south sides of Northside Drive east of the Yosemite Creek Bridge (see Vol. Ic, plate 5-3). Access to the base of the fall for visitors with mobility impairments would be via either the rehabilitated Western Channel Trail (the existing main access) or the redesigned and hardened Eastern Channel Trail; both trails could be combined into an accessible loop trip. At the base of the fall, the historic bridge across Yosemite Creek would be rehabilitated and the viewing area enlarged. The human-built rock-rubble pile downstream from this bridge would be removed from the western creek channel.

Restrooms would be relocated on the north side of the road adjacent to the new Yosemite Falls shuttle stop (the same as under Alternative 2). The shuttle stop would be available to eastbound and westbound buses. Under this alternative, three of the historic bridges along the eastern trail would be rehabilitated or rebuilt. Bridges 1 and 2 would be rehabilitated to provide a wheelchair-accessible trail to pass north of the historic Hutchings Sawmill site; bridge 3 would be rehabilitated to maintain access to the Muir plaque and Clark bench; bridges 4, 5, and 6 would be removed. A seventh bridge would be constructed to replace a bridge that was once located east of bridge 3. The pedestrian/bicycle bridge north of and parallel to the current Yosemite Creek Bridge would be removed. The section of the Valley Loop Trail (for pedestrians and stock) west of the western trail would be rehabilitated for pedestrian use only. Interpretive exhibits and seating would be added to both the western and eastern trails. An informal gathering and viewing area would be developed at the beginning of the western trail; an informal viewing area would be provided east of the shuttle bus stop; and informal seating would be added in the vicinity of the existing parking area.

Wilderness Access

Much wilderness hiking would continue to originate in the Valley. Wilderness permits and trip planning for Valley trails would be available at all entrance station visitor centers and the Wilderness Center in the Valley. Pre- and post-trip walk-in campsites, as well as 150 parking spaces at Yosemite Village, would be available for overnight wilderness users holding permits for Valley trailheads.

Climbing

Climbing in Yosemite Valley would continue; the number of climbers would not be limited under this planning process. Day climbers would access the Valley in the same manner as other day visitors. For overnight climbers with wilderness permits, parking spaces under this alternative would be available in the Wilderness parking area in Yosemite Village. Overnight climbers could also access the Valley on regional transportation. Once in the Valley, access to climbing routes would be by shuttle bus or on foot.

Stock Use

Guided horseback rides and private stock use would continue in Yosemite Valley. The concessioner stable would be relocated east of Curry Village. Private stock users staying overnight in accommodations in Yosemite Valley could use the new concessioner stable to stage and board their stock. Horse trails would be maintained in the Valley, but the segment of the Valley Loop Trail on the north side of the Valley between Mirror Lake and Yosemite Lodge would be closed to stock to reduce hiker and stock conflicts in these busy areas. Swinging Bridge would become a new connector between the north side and south side of the Valley stock trails; if necessary, Swinging Bridge would be widened or reconstructed to accommodate hikers, bicyclists, and stock.

The NPS administrative stable would be removed from Yosemite Valley and relocated to Foresta. Valley staging for NPS administrative stock use would be at the concessioner stable. The kennel operation currently associated with the concessioner stable would continue, but it would be relocated.

Picnicking

Picnic areas would continue to be available in the Valley, but as described for the other action alternatives, it is expected that picnicking would change from car-oriented (the use of large coolers and grills) to less equipment-intensive modes (see Vol. Ic, plate 5-1). Under this alternative, three new picnic areas would be constructed in the east Valley: one at the site of the existing Curry Orchard; one near day-visitor parking in Yosemite Village; and a third at the site of the former campground at Lower River. As described for Alternative 2, the picnic area would be removed from the Church Bowl, and the Swinging Bridge Picnic Area would be removed and restored to natural conditions (the river at that site would still be accessible from the north side of the bridge). The El Capitan, Sentinel Beach, and Cathedral Beach Picnic Areas would be accessible to shuttle bus riders, as well as to hikers, horseback riders, and bicyclists using new multi-use trails. To accommodate users of the El Capitan area, as described for the other action alternatives, a new picnicking and viewing area—the North American Wall Picnic Area—would follow the old road alignment at the base of El Capitan. Picnickers could carry food and gear on the Valley shuttle bus, where bins and over-head racks would be available, or could obtain picnic supplies in Yosemite Village and other retail facilities in the Valley.

Other Activities

The historic tennis courts at The Ahwahnee would be removed and the area restored to natural conditions (the same as under Alternatives 2, 3, and 4). Ice-skating would continue to be available at its existing location in Curry Village. A new facility that concentrates recreational activities (winter skate and ski rentals, and summer bicycle and raft rentals) into one area would be developed at the ice rink, and the sport/mountaineering shop would be relocated to this facility.

No changes to rafting on the Merced River would take place under this planning process; rafting would continue to be managed by other park resource-based plans. Swimming would continue to be available in summer at lodging pools. Swimming and angling in the Merced River would continue, but would be directed toward river areas most able to withstand heavy use, such as sand and gravel bars.

Visitor Services

CAMPING

Under this alternative, there would be 585 campsites, an increase of 110 from the existing 475 (see table 2-49). Campsites would be developed within highly valued natural resource areas in North Pines and a portion of Lower Pines, but campsites would be removed from the 150-foot River Protection Overlay, and rockfall zones would be avoided to the greatest extent possible (see Vol. Ic, plates D, E, and 5-2). River use would be directed toward access points in areas most able to withstand heavy use, such as sand and gravel bars. The campsites would provide a range of camping experiences, from walk-in sites to those that would accommodate recreational vehicles. Campground orientation, parking, and circulation would be improved.

As described for the other action alternatives, a campground check station and office would be located at the east end of Curry Village, and the Upper Pines Campground recreational vehicle dump station would be moved away from the river and placed near this check station. The Lower Pines amphitheater would be relocated to the site of the removed concessioner stable parking area at North Pines. Showers would be added to campgrounds wherever feasible for convenience and to reduce crowding at other Valley shower facilities. The Curry Village camp store and other camper services would be expanded.

Campgrounds would be designed to better separate sites by using natural and design features, as described for the other action alternatives. Campsite density (number of sites per acre) would generally remain the same as at present, although new walk-to sites at Tenaya Creek would be designed with fewer sites per acre. Some designated recreational vehicle sites in Upper Pines and possibly Lower Pines would have utility hookups; electrical hookups would reduce generator use and associated noise. Walk-in sites would have parking available nearby, except for the Tenaya Creek walk-to sites, which would have no associated parking and would be available only to campers entering Yosemite Valley by means other than private motor vehicle (e.g., bus, bicycle, hiking). Under this alternative, some new campsites would be constructed in North Pines, Tenaya Creek, and Upper Pines; a backpacker's campground would be established east of Curry Village; and a group campground would be established at Yellow Pine along with additional sites for park-sponsored volunteer groups.

Campsites at Upper River and Lower River Campgrounds, plus a portion of Lower Pines Campground, which were damaged by or removed following the 1997 flood, would not be reconstructed. These areas would be restored by re-establishing natural topography, hydrology, and riparian or California black oak communities. A small picnic area would be provided in the former Lower River Campground area.

At Camp 4 (Sunnyside Campground), 32 existing sites would be retained, as described for Alternatives 2 and 4, and the five sites west of the intermittent creek would be relocated to provide a buffer for the proposed Indian Cultural Center (see Volume II, Appendix H, Considering Cumulative Effects). The five sites would be rebuilt to the south, adjacent to the existing Camp 4 (Sunnyside Campground). The campground would continue to be managed as a first-come, first-served campground, but visitors would be able to secure a site at entrance station visitor centers as well as at the campground.

LODGING

A total of 1,012 overnight lodging units would be available in Yosemite Valley under this alternative, a decrease of 248 units from the existing number (see table 2-50 and Vol. Ic, plate 5-2). Accommodations would continue to be provided with a range of styles and prices, including 250 rustic, 447 economy, 192 mid-scale, and 123 deluxe units (see Vol. Ib, Glossary, for definition of room types).The number of units available to commercial tour operators would continue to be capped to ensure access to lodging by independent travelers.

Housekeeping Camp

Housekeeping Camp provides visitors the opportunity to rent developed camping shelters adjacent to the Merced River. Beds and a picnic table are provided in each unit. At Housekeeping Camp, 100 units would be retained (all at the rustic level). All 164 units within the River Protection Overlay would be removed and the area restored to natural conditions (see Vol. Ic, plate 5-5).

Curry Village

Originally known as Camp Curry, this complex has been in operation since 1899 and has offered rustic lodging facilities to generations of Yosemite visitors. Curry Village would provide activities and services similar to those currently offered, although some changes in circulation, facility locations, and numbers of lodging units would take place (see Vol. Ic, plate 5-5). Improvements would be made to some lodging facilities, while others would be relocated outside the rockfall zone. The total number of lodging units would be reduced from 628 to 420 (see table 2-51).

Overnight guests would continue to have the option of staying in rustic tent cabins (150 units), cabins-with-bath (252 units), or in rooms at Stoneman Lodge (18 units). In response to visitor demand, to provide for winter use, and as prescribed in the 1992 Concession Services Plan, all cabin-without-bath units would be replaced by cabin-with-bath units. Of the 420 lodging units at Curry Village, 150 would be rustic and 270 would be economy units.

Yosemite Lodge

Yosemite Lodge would provide activities and services similar to those currently offered, although changes in circulation, facility locations, and number of lodging units would take place (see Vol. Ic, plate 5-3). Traffic circulation would be shifted to the south of Yosemite Lodge to reduce congestion at the Yosemite Falls/Yosemite Lodge intersection. Under this alternative, existing and replacement lodging units would total 369 rooms, an increase of 124 rooms over existing levels (see table 2-52).

The January 1997 flood damaged four motel structures that were temporarily repaired and are still in use at Yosemite Lodge. These four motel buildings (Maple, Juniper, Alder, and Hemlock) would be removed, along with Laurel, to accommodate rerouting of Southside Drive and redesign of the Yosemite Lodge. Birch Cottage would also be removed to allow a more efficient lodge design. Motel buildings remaining would include Cedar, Elderberry, and Manzanita. Cottage units remaining would include Aspen, Azalea, Cottonwood, Dogwood, Tamarack, and Willow.

Two 3-story motel buildings, four 2-story cottages of similar architectural design and appearance to Pine and Oak Cottages, and 15 four-plex cabin buildings would be constructed. The cabins would be placed east of the Camp 4 (Sunnyside Campground) parking area. At Yosemite Lodge, 177 lodging units, including cabins, would be economy units, while 192 would be mid-scale.

The Ahwahnee

The opportunity to stay at The Ahwahnee, Yosemite Valley's grand National Historic Landmark hotel, would not be changed under this alternative. The Ahwahnee would provide activities and services similar to those offered currently, although some changes in circulation and parking configuration would take place. Its existing 123 deluxe lodging rooms (99 hotel rooms and 24 cabin/cottage rooms) would be retained (the same as under the other action alternatives). The one Ahwahnee cottage that is within the River Protection Overlay would be retained, as it is a contributing element to The Ahwahnee National Register historic property.

FOOD AND RETAIL SERVICES

Yosemite Lodge

The interconnected buildings at the center of Yosemite Lodge would continue to be the location of food and retail services. The three restaurants and one gift shop would remain unchanged; the Mountain Room Bar would be redesigned as a public lobby and lounge. The main gift store would be permanently reduced in size, matching its present winter configuration, as described for the other action alternatives.

The swimming pool, bicycle rental stand, and snack bar would remain in their current locations. All facilities may be redesigned over time to improve guest service. The post office building would be removed (the same as under Alternatives 2, 3, and 4).

As described for the other action alternatives, a new building would be constructed for lodge registration, and the existing registration building would be adaptively used for informal seating, administrative and interpretive functions, information, and Valley tour reservations. The Cliff Room and the outdoor amphitheater in the courtyard would be improved and would continue to be used primarily for evening interpretive programs, group meetings, seminars, and other special functions.

A new maintenance/housekeeping facility would be constructed behind the cafeteria/restaurant complex to replace facilities damaged by flooding (the same as the other action alternatives). All housekeeping, storage, maintenance, and associated management space would be consolidated in this new facility.

The service station would not be replaced in the Yosemite Lodge area in this alternative; it would be relocated to the Yosemite Village area.

Yosemite Village

As described for Alternatives 3 and 4, the Village Store building would continue to be used for its present purposes, but gift sales and the grocery function would be reduced, and the deli function would be moved here from Degnan's (see Vol. Ic, plate 5-4). The Village Grill would be expanded for more indoor seating. The sport shop function would be incorporated with the sport/mountaineering shop at Curry Village. A short-term locker/storage facility where day visitors could check their belongings would be designed into the Village Store building. Recycling, ATM, check cashing, and transportation kiosk functions would be retained. Outdoor tables and seating would be provided in the Yosemite Village area.

As described for Alternatives 3 and 4, the Degnan's building would be redesigned for expanded food service; the deli would be relocated to the Village Store, and the gift shop would be removed. Under this alternative, the restaurant on the second floor may be retained.

Under this alternative, the historic Village Garage building would be removed and a small public service station would be constructed in the area. Public garage functions would be relocated to El Portal (as in Alternatives 2, 3, and 4).

The Art Activity Center would continue to provide artistic activities for the public at its present location in the former bank building. A small studio apartment would be added in the existing building for short-term use by guest artists.

The medical and dental clinics, The Ansel Adams Gallery photography and gift shop, and the main Yosemite Post Office would be retained.

The Ahwahnee

The Ahwahnee dining room, gift shop, sweet shop, and bar would remain in their current locations. The services offered at The Ahwahnee would remain much as they are and would not take on a more resort- or spa-type character.

Happy Isles

Under this alternative, the ice cream/snack stand that was destroyed by rockfall in 1996 would be replaced with a new facility located near the restrooms and shuttle stop. The existing temporary snack stand would be removed.

Curry Village

The Curry Pavilion and Meadow Deck food service areas would be redesigned as proposed in the Concession Services Plan. As described for Alternatives 2, 3, and 4, the grocery and gift functions in the Meadow Deck building would be separated to reduce congestion. The grocery would be expanded to include deli operations and a camp store.

The outdoor amphitheater and pool would be rehabilitated or replaced. The lounge (historic Camp Curry registration office) would be rehabilitated and remain in use, and would also be used for information and interpretive functions (the same as under Alternatives 2, 3, and 4).

Under Alternative 5, the Curry Ice Rink would remain in its existing location. The Mountain Shop, along with bicycle and ski rentals, would be relocated to a new facility in the ice rink area to consolidate space and recreational uses. Raft rentals would also occur seasonally at this location. A short-term locker/storage facility where day visitors could check their belongings would also be designed into the building.

The seasonal post office would be removed; mailboxes would be provided in the employee housing area. Registration would take place in the present registration building (historic Camp Curry Post Office).

Transportation

The major transportation actions that distinguish this alternative include:

This alternative would result in a reduction in vehicle travel in the eastern portion of Yosemite Valley. By limiting day-visitor parking in Yosemite Valley to 550 spaces and providing additional day-visitor parking at sites outside Yosemite Valley, many vehicular trips by visitors would be eliminated and replaced with a much smaller number of bus trips. The number of vehicles passing the Yosemite Chapel on Southside Drive near Sentinel Bridge would be reduced from about 7,200 vehicles on a typically busy day (1998) to about 4,270 vehicles. About 213 of these would be new daily bus trips by shuttles from out-of-Valley parking areas, and 44 would be by in-Valley shuttles.

TRAVELER INFORMATION AND TRAFFIC MANAGEMENT

The broad goals of Yosemite's General Management Plan include the reduction of traffic congestion and crowding in Yosemite Valley. Progress toward achieving these goals would be accomplished by developing a traveler information and traffic management system to provide visitors with information about where to park and whether overnight accommodations were available in the Valley well before they arrive in the Valley. The system would rely on incentives to encourage visitors to use out-of-Valley parking, and it would assist visitors in selecting the best means of travel for their specific needs. If required, to assure that the number of vehicles east of El Capitan crossover did not exceed available parking, a traffic management facility would be developed near El Capitan crossover (see Actions Common to All Action Alternatives at the beginning of this chapter).

YOSEMITE VALLEY AND OUT-OF-VALLEY PARKING

Day-Visitor Parking

Day-visitor parking facilities in the Valley would change. Under this alternative, a new day-visitor parking area for 550 cars would be constructed in the Yosemite Village area of Yosemite Valley (see Vol. Ic, plate 5-2). The parking area would encompass a portion of the former Camp 6; however, all development would be kept out of the River Protection Overlay. Day visitors arriving in private vehicles would park their vehicles in the new facility. When parking was not available in the Valley, day visitors arriving at park entrance stations would have the option of parking in out-of-Valley lots, where shuttle service to the Valley and other park destinations would be provided.

The out-of-Valley day-visitor parking areas would be at Henness Ridge (about 370 spaces for visitors using the South Entrance), Foresta (about 660 spaces for visitors using the Big Oak Flat or Tioga Pass Entrances), and El Portal (about 335 spaces for visitors using the Arch Rock Entrance). Each area would be equipped with small transit facilities that would incorporate restrooms and visitor information. The out-of-Valley parking areas would not be used during periods of low visitation, normally November through March.

Tour buses and regional transit buses would travel to the new Yosemite Village Transit Center. As described for Alternative 2, up to 16 bus bays would be constructed in the Yosemite Village area for loading and unloading passengers arriving on tour buses, regional transit, and out-of-Valley shuttle buses. Parking for day-visitor tour buses, as well as night parking for Valley shuttle buses, would be in an area north of Yosemite Village.

Overnight Visitor Parking

As described for the other action alternatives, overnight visitors with lodging or camping reservations or wilderness permits would drive directly to their lodging or campground, or to the wilderness parking area at Yosemite Village. Parking for overnight visitors would no longer be provided at other destinations or along Valley roads. Vehicles would remain parked in assigned areas unless they were needed for travel to out-of-Valley destinations. Travel within the Valley to trailheads, activity areas, and facilities would be by shuttle bus, bicycle, or on foot. Valley locations for overnight visitor parking are shown in table 2-53.

As described for the other action alternatives, parking for new walk-in campsites and Camp 4 (Sunnyside Campground) would be provided within walking distance of the sites. No parking would be provided for the Tenaya Creek walk-to campsites, as they would be designated for overnight campers arriving in the Valley by means other than private vehicle.

Some overnight visitors would arrive by commercial tour bus. These buses would deliver visitors directly to their lodging or campground areas and would then park at one of 15 designated parking spaces at Yosemite Lodge (the same as under Alternatives 2, 3, and 4).

Employee Parking

Parking for National Park Service and concessioner employees residing in the Valley would be located at or near each residence.

Most employees commuting from outside the Valley would be required to use an employee transportation system, as described for the other action alternatives. Employee shuttle service could be provided with the same buses that would be operated as out-of-Valley shuttles at other times of the day. Alternatively, buses could be dedicated to employee transportation services, if required. This system would be developed to meet the needs of employees with different schedules and could include regional transit options or car and vanpools. Approximately 1,400 workers would commute to work in the Valley in the summer.

Employees who live west of El Portal along the Highway 140 corridor and work in Yosemite Valley could drive to a parking area in El Portal and take employee shuttles into the park. Approximately 60 parking spaces would be provided at El Portal for this purpose. Some employees (e.g., late-night and early-morning shift workers) would still drive their private vehicles to the Valley and park in designated spaces as prescribed by the traveler information and traffic management system. (These actions are the same as under Alternatives 2, 3, and 4.)

YOSEMITE VALLEY ROADS

Summary of road and circulation changes:

Bridge summary:

Valley Access via the El Portal Road

As described in the Actions Common to All Action Alternatives, the section of El Portal Road between the intersection of El Portal and Big Oak Flat Roads and Pohono Bridge would be improved. Road improvements would be designed to minimize the chance of road failure during flood events, to improve safety, and to minimize damage to riparian areas by focusing visitor use.

West Valley (El Capitan Bridge to Pohono Bridge)

Minimal changes to road circulation would occur in the western half of the Valley. Southside Drive from Pohono Bridge to El Capitan Bridge would continue to be a two-lane, one-way road eastbound, and Northside Drive would be a two-lane, one-way road westbound. El Capitan crossover would remain two-way across the Merced River at El Capitan Bridge between Southside and Northside Drives. Turnouts would be retained for emergency use and short-term viewing of scenic features.

As part of the traveler information and traffic management system, a traffic check station may have to be constructed near Taft Toe in the area of El Capitan crossover on Southside Drive (see Vol. Ic, plate 3-1, and Actions Common to All Action Alternatives). Day visitors or visitors with overnight reservations in the Valley would continue eastbound on Southside Drive. When the Valley day-visitor parking area was full, day visitors would proceed across
El Capitan crossover to Northside Drive to continue out of the Valley to other park destinations or to out-of-Valley parking areas.

East Valley (El Capitan Bridge to Curry Village and the Campgrounds)

Southside Drive from El Capitan Crossover to Curry Village and the Campgrounds

Southside Drive from El Capitan crossover would remain one-way eastbound under Alternative 5; however, one lane would be converted to a multi-use trail east of Swinging Bridge. Traffic would be restricted to the other lane (see Vol. Ic, plate 5-1). From the Yosemite Chapel to Sentinel Bridge, the road would be realigned to improve the approach to Sentinel Bridge and facilitate traffic circulation. At Stoneman Bridge, all eastbound traffic would be routed to the south on Curry Village Road, which would be converted to one-way. Campers would proceed to the campground check station and office and then on to their campsites. Southside Drive through Stoneman Meadow would be one-way westbound to Stoneman Bridge. The one-way loop road to Curry Village registration and parking would remain, although the parking area would be redesigned.

Southside Drive to Yosemite Village and Yosemite Lodge

Traffic from the west Valley could cross Sentinel Bridge to reach Yosemite Village, The Ahwahnee, and Yosemite Lodge or could continue east to Stoneman Bridge and then turn onto Northside Drive. The Sentinel crossover would be two-way, with one lane in each direction. To reduce traffic congestion in the area of the Yosemite Village visitor and transit center, as described for Alternative 2, the final design could include turning lanes and realignment of the road. Access to Yosemite Village from Curry Village and the campgrounds would remain unchanged; it would be on the one-way Northside Drive.

Yosemite Lodge Area

Northside Drive in the Yosemite Lodge and Camp 4 (Sunnyside Campground) area would be relocated south of the Lodge, as described for the other action alternatives, to reduce conflicts between vehicles and pedestrians and to provide safer pedestrian access between the Lodge and Yosemite Falls (see Vol. 1c, plate 5-3). Vehicle circulation to Yosemite Lodge would be routed across historic Yosemite Creek via a new motor vehicle bridge that would be constructed just south of the historic Yosemite Creek Bridge. One lane of Northside Drive would be converted to a multi-use paved trail west of Camp 4 (Sunnyside Campground) to El Capitan crossover.

TRANSIT

This alternative would provide 550 parking spaces for day-visitor vehicles at Yosemite Village. Additional in-park, day-visitor parking would be provided at three out-of-Valley locations (see Vol. Ic, plate 5-9): Henness Ridge, El Portal, and Foresta. Out-of-Valley shuttle buses would transport day visitors to and from the Valley, and in-Valley shuttles would transport day and overnight visitors throughout the Valley.

Shuttles operating within Yosemite Valley would provide service year-round. Generally, the peak visitation season for Yosemite National Park occurs from mid-June through Labor Day weekend. April, May, September, and October are the shoulder season months, with intermediate levels of visitor use. Visitation is lowest from November through March. The operating hours of the shuttle routes and the frequency of service would be adjusted within each season as required to meet visitor needs, and visitation would be managed so as not to exceed the carrying capacity of visitor use areas.

Shuttles from out-of-Valley parking sites to the Valley would not operate from November through March, when parking in Yosemite Valley would be sufficient to serve day visitors. Service on out-of-Valley shuttle routes would start in April, beginning with the weekends. As visitation increased, the amount of service would be expanded, reaching a maximum level on weekends in the summer. Service would be reduced in the fall as the need decreased, with shuttles to out-of-Valley parking areas operating only on weekends in the last weeks of the season in October.

Yosemite Village Transit Center

This alternative would provide a transit center adjacent to a parking area for 550 day-visitorsí vehicles. The transit center would serve as a transit hub for shuttle and tour buses, and would require up to 16 bus bays, as well as a loading area for in-Valley shuttle buses (6 bus bays).

In-Valley Shuttles

The in-Valley shuttle system proposed for this alternative would provide transportation for day visitors parking at Yosemite Village, day visitors parking at out-of-Valley parking areas, those who ride regional transit or tour buses, as well as overnight visitors. The in-Valley shuttle system would consist of two separate shuttle routes, both of which would cycle through the Yosemite Village Transit Center:

These two routes would converge at the Yosemite Village Transit Center, which would afford visitors a convenient way to transfer between routes. In-Valley shuttle buses would use a loading area (six bus bays) adjacent to the 16 bus bays provided for tour buses, regional transit, and out-of-Valley shuttles.

In-Valley Shuttle Service

During the busiest times of day in the peak season, in-Valley shuttle buses would circulate through the Yosemite Village Transit Center every 3 minutes for the east Valley shuttle and every 20 minutes for the west Valley shuttle. It is estimated that these two routes combined would result in one bus at the transit center every 2.6 minutes. Peak-season shuttle service would be provided between early morning and late evening (service could be expanded during special events). Service during the off-season would be adjusted to meet lower visitation levels and could be expanded for special events. Table 2-54 presents estimated characteristics for the proposed in-Valley shuttle system.

In-Valley Shuttle Vehicles

The shuttle buses used on routes operated within Yosemite Valley would be designed to operate over the gentle grades on Valley roads and to allow passengers to get on and off the bus easily at the many stops. Buses would use the best-available fuel and propulsion systems designed for the special characteristics of travel within Yosemite Valley. Buses would be selected to minimize noise and air pollutant emissions, while providing sufficient capacity and reliable service. Buses would be replaced or modified to take advantage of advances in fuel propulsion technology as they became available.

Out-of-Valley Shuttles

While out-of-Valley shuttle buses would not be ordered for several years, the National Park Service would evaluate new technology and alternative fuels when selecting and purchasing buses. Out-of-Valley shuttles would provide service between the parking facilities at Henness Ridge, El Portal, and Foresta and the Yosemite Village Transit Center (see Vol. Ic, plate 5-9). Once in the Valley, the out-of-Valley shuttles would stop at locations along the Valley floor to enable passengers to transfer to in-Valley shuttle routes or to access Valley destinations. From the transit center, visitors would walk, bicycle, or transfer to the in-Valley shuttle system to get to destinations within the Valley.

Out-of-Valley Shuttle Service

During peak season, out-of-Valley shuttle buses would serve the out-of-Valley parking areas as follows: one bus approximately every 12 minutes for the Henness Ridge route, approximately every 12 minutes for the El Portal route, and approximately every 7.5 minutes for the Foresta route. These three routes combined would result in one bus arriving at the Yosemite Village Transit Center every 3.3 minutes. Peak-season shuttle service would be provided between early morning and late evening (service could be expanded for special events).

During November, April, and May, these buses would serve the out-of-Valley parking areas as follows: one bus approximately every 15 minutes for the Henness Ridge route, approximately every 15 minutes for the El Portal route, and approximately every 7.5 minutes for the Foresta route. These three routes combined would result in one bus arriving at the transit center every 3.8 minutes. Off-season shuttle service would be provided between morning and evening (service could be expanded for special events). Table 2-55 presents estimated characteristics for the proposed out-of-Valley shuttle system.

Out-of-Valley Shuttle Vehicles

Buses used on out-of-Valley shuttle routes would be designed to provide relatively high-speed service over roads with steep grades and sharp curves. The buses would provide storage areas for recreational equipment carried by visitors, including under-floor storage if needed. Out-of-Valley shuttle buses would use the best-available fuel and propulsion system technology to minimize noise and air pollutant emissions, while providing sufficient capacity and cost effective, reliable service to visitors. Because the operating conditions for out-of-Valley shuttles would be different than those required for in-Valley shuttles, these buses could use a different fuel and propulsion technology than the in-Valley shuttle buses.

Regional Transit

Day visitors who do not park in the Valley or in one of the out-of-Valley parking areas would have the option of traveling to the Valley on regional transit or other modes of transportation. These buses would deliver passengers directly to the Yosemite Village Transit Center.

Commercial Tour Buses

Commercial tour buses would continue to bring about 14% of day visitors and lodging guests to Yosemite Valley in the summer. Tour buses carrying day visitors would load and unload at the Yosemite Village Transit Center, and park in an area north of Yosemite Village. Overnight tour buses would park at Yosemite Lodge.

Summary

Combined in-Valley and out-of-Valley shuttle buses would equate to one bus at the Yosemite Village Transit Center every 1.5 minutes during the busiest times in the peak-season.

Park Operations

National Park Service operations in Yosemite Valley would be scaled down to the level of district operations, similar to Tuolumne Meadows and Wawona. Both the National Park Service and concessioner headquarters functions would be removed from the Valley and relocated to El Portal or an out-of-park location.

The National Park Service stable and the concessioner administrative stable operations, as well as the parkwide trails operation, would be relocated to the McCauley Ranch in Foresta. Access to McCauley Ranch would be improved by widening the road and possibly by replacing the bridge over Crane Creek to allow for stock trailers and hay trucks. Access improvements would be identified during the site design process, which would allow for the participation of National Park Service and concession employees, residents of Foresta, Mariposa County officials, and other interested parties. Under this alternative, the concessioner would retain a commercial stable operation in Yosemite Valley (relocated from its existing location to east of Curry Village) for public trail rides. This stable would also serve as the Valley staging area for limited National Park Service and concessioner administrative stock operations, and would have parking for five trailers. The National Park Service would evaluate the historic structures at the existing concessioner stable facility for relocation and adaptive reuse either at the location of the new stable in Yosemite Valley or McCauley Ranch.

NATIONAL PARK SERVICE

In Yosemite Valley, the NPS maintenance area would be redesigned to accommodate essential district offices, maintenance shops, and emergency service facilities. The existing NPS Operations Building (Fort Yosemite) and associated shops would be removed. The detention facility and the U.S. Magistrate's office would be relocated. National Park Service administration and headquarters would be relocated to the existing National Park Service operations area in El Portal. Depending on land development constraints in El Portal or other considerations, the relocated headquarters functions for both the National Park Service and concessioner could be relocated to neighboring communities. If the National Park Service wished to pursue this opportunity, appropriate environmental review would be completed.

The following National Park Service functions and offices would be removed from Yosemite Valley (similar to Alternatives 2, 3, and 4):

The following functions and offices would remain in Yosemite Valley (similar to Alternatives 2, 3, and 4):

The historic Superintendent's House (Residence 1) and its garage, at the edge of Cook'ís Meadow, would be removed (the same as under Alternatives 2, 3, and 4). A new fire station would be constructed in Yosemite Village, in the area of the removed concessioner garage, to accommodate the National Park Service and concessioner fire engines.
Yellow Pine Campground would be developed as a formalized group campground. It
would have 10 group sites available to the public, and additional sites for park-sponsored volunteer groups.

Shuttle Bus Support Facilities

The NPS maintenance area in Yosemite Village would be redesigned to accommodate fueling, light maintenance, and overnight vehicle storage for in-Valley and out-of-Valley shuttles (the same as under Alternative 2). Heavy maintenance and associated vehicle storage would be provided in El Portal. For regional transit and tour buses, the National Park Service would provide layover areas for daytime use at the shuttle bus maintenance area, but overnight vehicle storage and maintenance would be the responsibility of the service provider.

Shuttle Service Employee Requirements

Under this alternative, a total of 288 additional employees would be required to operate the in-Valley and out-of-Valley shuttle bus systems. Of these employees, 127 supervisors and drivers would be dedicated to the in-Valley shuttle, 91 supervisors and drivers would be dedicated to the out-of-Valley shuttle, and the remaining 70 personnel would support both shuttle systems. Off-peak season operations (October, April, and May) would require 94 Valley shuttle drivers and supervisors, 80 out-of-Valley shuttle drivers and supervisors, and 57 shared employees between the two systems, for a total of 231 employees (see table 2-56).

CONCESSIONER AND OTHER ENTITIES

The administrative headquarters function for the park's concessioner would be relocated to new facilities in El Portal, or at the option of the concessioner, to another out-of-park location. Under this alternative, the historic Concessioner Headquarters Building would be demolished (see Vol. Ic, plate 5-4; compare to plate 1-4, No Action Alternative). The concessioner would retain the warehouse building in the Valley to support operations, including inventory and supply distribution, building maintenance shops, security, recycling, uniforms, personnel, payroll, housing, and
computer support.

A new fire station would be constructed in the Yosemite Village area to house the concessioner's fire engine and the National Park Service fire equipment. The Village Garage facility would be removed, and shuttle bus servicing functions would be relocated to the NPS maintenance area. Heavy maintenance of concessioner vehicles would be relocated to a new garage facility in El Portal. Site-specific locations for these facilities would be evaluated and determined during the site design and development process.

The historic U.S. Post Office in Yosemite Village would remain; limited postal facilities may be incorporated into new employee housing designs. The medical and dental clinics would remain for as long as feasible and financially viable, as would the Pacific Bell telephone operation, although it may be relocated. The historic Ansel Adams Gallery and associated structures would remain.

Administrative offices for the Yosemite Institute would be relocated to El Portal, although the Institute would retain an office in the Valley to facilitate the coordination of its educational programs, many of which take place in Yosemite Valley.

Employee Housing

Housing is necessary to accommodate employees who are responsible for natural and cultural resource protection, serving the needs of park visitors, and meeting the operational requirements of the park. During the summer, over 18,200 people per day may visit Yosemite Valley. Only by providing employee housing at or within a reasonable proximity to Yosemite Valley would resources be protected and the needs of these visitors be met.

HOUSING PROGRAM OVERVIEW

This alternative would provide up to 2,118 total employee beds in Yosemite Valley, El Portal, Foresta and Wawona to support Yosemite Valley district functions (National Park Service, primary concessioner and other partners). The housing would be distributed as follows:

HOUSING OBJECTIVES

Yosemite National Park is committed to following the direction set by National Park Service policy that seeks to reduce the government's role in providing employee housing while reserving the ability to provide housing when appropriate and necessary. At Yosemite National Park, one way of reducing the government's role is to facilitate the private acquisition of housing by employees. To this end, under this alternative the National Park Service would actively pursue and facilitate policies, programs, and arrangements that would: (1) encourage National Park Service and park partner employees to find private housing in the region, and (2) work with county governments and, as appropriate, the private sector, to develop strategies to house National Park Service and park partner employees within the region.

Additionally, the National Park Service would develop housing policies and programs as allowed by the Omnibus Parks and Public Lands Management Act of 1996. The act states that the National Park Service shall consider actions to:

This alternative identifies locations that can be used for employee housing within Yosemite National Park (Yosemite Valley, Wawona, and Foresta) and the El Portal Administrative Site. These locations have been identified in order to guide potential future land use. However, to the greatest degree possible the National Park Service would attempt to facilitate the private acquisition of housing in the region for a reasonable portion of the National Park Service and park partner workforce. Prior to the construction of housing, the National Park Service would encourage employees to find private housing in the region, and work with county governments and, as appropriate, the private sector, to develop strategies to house Yosemite National Park employees collectively.

Because the National Park Service does not have authority over the use of private lands in the region outside Yosemite National Park and the El Portal Administrative Site, and because an ample supply of housing is not guaranteed, the National Park Service would be prepared to meet housing needs within areas under its jurisdiction in Yosemite Valley, El Portal, Wawona, and Foresta. If an adequate supply of employee housing were not available in the local region, then the National Park Service would construct housing in these areas. Furthermore, the National Park Service recognizes that active involvement in the appropriate county and state government processes, and compliance with county ordinance and state government laws and regulations (such as the California Environmental Quality Act) would be required and essential when considering land-use options outside the boundaries of Yosemite National Park.

Presently, during the peak season, the combined total workforce serving Yosemite Valley is approximately 2,183¹ and housing is provided for a total of 1,620² employees Therefore, approximately 563³ employees (or 26%) of the total workforce is housed privately within the region, including privately owned homes on National Park Service leased land in Old El Portal⁴.

This alternative could increase the Yosemite Valley related workforce by 403⁵ employees for a total of 2,586⁶ employees to accommodate increases in staffing levels associated with alternative actions. To meet the needs of this additional workforce this alternative would provide an additional 403 employee bed spaces. Again, it is expected that many employees would seek housing in the region. Therefore, this alternative has anticipated that a minimum of 49 of the 403 additional employees could seek housing in the region, potentially increasing the number of employees privately housed from 563 to 612 of the total workforce.

The related potential additional demand for 49 more employees to be housed in the region would likely be broadly dispersed over a wide area and occur gradually throughout plan implementation (15 to 20 years), thereby allowing for a sufficient level of housing to become available over time in the local communities. Because the National Park Service does not have the authority over the use of private lands in the region outside Yosemite National Park, the number of beds proposed in this alternative could meet housing needs within Yosemite Valley, El Portal, Wawona, and Foresta if housing were not available within the region.

SITE DESIGN AND DEVELOPMENT PROCESS

Upon completion of this plan, site-specific studies would be prepared to evaluate design options for new housing and administrative facilities. These studies would include, if necessary, additional environmental review, evaluation and compliance, archeological surveys and data collection, ethnographic resource inventories and evaluation, historic resource studies, biological assessments, erosion control plans, geologic assessments, and the development of architectural guidelines. Housing types and densities, and support facility locations might change if site-specific constraints were identified, if National Park Service or concessioner staffing programs changed, or if housing program requirements change in response to changes in the demand for housing.

The site design and development process would allow for the participation of National Park Service and concession employees, residents of El Portal, Wawona, and Foresta, Mariposa County officials, and other interested parties in the preparation of site development studies for housing, administrative functions, and community or commercial facilities. These processes would consider appropriate county and/or town planning area specific plans and would prescribe development characteristics and criteria that would be compatible with the character, density, and scale of existing development. Site-specific environmental review, evaluation, and compliance would also be completed as appropriate during the site design process on a project-by-project basis.

HOUSING PROGRAM

Under this alternative, a total of 752 National Park Service, concessioner, and other park employee beds would be located in Yosemite Valley. This represents an application of criteria proposed in the 1992 Draft Yosemite Valley Housing Plan.

There would be 1,042 employee beds within the El Portal Administrative Site; 290 of these are existing, though 104 would be relocated from the Village Center (Hennessey's Ranch) and the Trailer Village to allow for redevelopment. Facilities for employee housing to replace those beds relocated from Yosemite Valley (337 beds) and Cascades and Arch Rock (12 beds) would be constructed, as would facilities for an additional 403 beds to accommodate current unmet needs and potential future growth as a result of operational changes associated with this alternative.

There would be 310 employee beds located within Wawona, including 112 existing beds. Of the remaining 198 employee beds, 174 would be relocated from Yosemite Valley. A total of 24 additional employee beds would be constructed to accommodate unmet Wawona district operational needs.

There would be a total of 2,118 beds in Yosemite Valley, Wawona, Foresta, and El Portal. Of these, 1,652 would be allocated for the concessioner, 366 for the National Park Service, and 100 for others (see table 2-57). The total number of beds was determined by evaluating the specific operational requirements of this alternative and then projecting the related staffing requirements.

Following the January 1997 flood, temporary concessioner housing (345 beds) was established at several locations in Yosemite Valley, including the Yosemite Village area (80 beds), Yosemite Lodge (82 beds), and Curry Village (183 beds). All of these temporary beds would be removed.

Minor adjustments to the housing number, type, and density for each location may be needed in response to the site design process, or constraints or conditions not identified during this planning process. If significant adjustments are required, additional site-specific environmental review could be necessary.

Yosemite Valley Housing Actions

Three principal locations are identified for the provision of 752 employee beds in Yosemite Valley in this alternative: Yosemite Village, The Ahwahnee, and Yosemite Lodge. A total of 525 employee beds would be removed from Yosemite Valley.

All temporary housing in Yosemite Valley would be removed and replaced with permanent structures in Yosemite Valley, El Portal, Wawona, or Foresta (the same as under Alternative 2). Areas in Yosemite Valley to be used for employee housing are generally within existing developed or disturbed areas. This alternative would remove some housing from highly valued resource areas and the rockfall zone (see Vol. Ic, plates D and E) and would relocate it. Concentrating housing in multi-level (two- or three-story) buildings would minimize building footprints. Yosemite Valley housing numbers (beds), locations, and distribution by employer are summarized in table 2-58.

Yosemite Lodge

Under this alternative, new employee housing would be provided at Yosemite Lodge in two- or three-story buildings that would comprise studio units or dormitory rooms (262 beds). The temporary modular housing in the parking lot (82 beds) and cabins (eight beds) would be removed, as described for Alternatives 2, 3, and 4.

Yosemite Village

As described for Alternatives 3 and 4, the historic Ahwahnee Row houses and apartments (22 beds) adjacent to Ahwahnee Meadow, plus the Indian Creek apartments (14 beds) and the Y Apartments (8 beds), would be removed. The historic apartment next to the Village Garage (1 bed) would be removed and the area redeveloped (see Vol. Ic, plate 5-4).

The historic Lower Tecoya (234 beds) and Lost Arrow dormitories (36 beds) and apartments (3 beds) would be retained, as in Alternatives 2, 3, and 4, but under this alternative new apartments, studios, or dormitories would be constructed at Hospital Row (66 beds). The Upper Tecoya houses (26 beds), the historic Middle Tecoya houses and dormitory (13 beds near the medical clinic), the apartments above the post office (4 beds), historic apartments behind The Ansel Adams Gallery (3 beds), and the Yosemite Elementary School Teacherage (3 beds) would also be retained (the same as under Alternatives 2, 3, and 4).

The temporary Lost Arrow cabins (80 beds) in the Yosemite Village Historic District, the historic cabins at Camp 1 (3 beds), and the historic house (1 bed) behind the current visitor center would be removed (the same as the other action alternatives).

Housing in the Yosemite Village Historic District and at the Rangers' Club (72 beds combined) would be retained (the same as under the other action alternatives).

The Ahwahnee

The historic Ahwahnee dormitory would be retained but remodeled; it would accommodate 13 fewer beds (reduced from 43 to 30 beds). The three tent cabins (6 beds) adjacent to the dormitory, which do not contribute to the historic complex, would be removed and the area restored (the same as under the other action alternatives).

Curry Village

All housing (554 beds) would be removed from Curry Village in this alternative (see Vol. Ic, plate 5-5). These include Cooks' cabins (12 beds), Cooks' tents (eight beds), Huff House studios (4 beds), Huff House trailers (6 beds), Curry Village manager housing (Cabin 101 [1 bed]), Tresidder Residence studios (2 beds), and Mother Curry Bungalow studios (4 beds). Some of the historic structures could be adaptively reused. Temporary housing would be removed: Huff House tent cabins (50 beds), Huff House cabins (104 beds), and Boys Town cabins (29 beds). The Terrace (156 beds) would be removed. The Boys Town tent cabins (178 beds) would be removed and the area redeveloped. Under this alternative, no new dormitories or other housing would be built in the Huff House area.

Concessioner Stable

Two houses (2 beds), three apartments (3 beds), seven cabins (14 beds), and 10 tent cabins (30 beds) at the historic concessioner stable would be removed (see Vol. Ic, plate 5-5).

Housing Support Facilities

In Yosemite Village, areas have been set aside and designated for necessary community support facilities. These include the post office, grocery, and a service station. Under this alternative, the employee wellness center, concessioner housing management office, and housing-related storage space would be located at the new Yosemite Lodge dormitories. A new employee cafeteria would be constructed in the Yosemite Lodge area to reduce seating and use conflicts with park visitors. If possible, the same kitchen would service both the guest and employee cafeterias.

Utilities

Water would be obtained from existing wells in Yosemite Valley. All sewage would be treated at the El Portal Wastewater Treatment Plant. Electrical and phone service would be upgraded to accommodate the additional loads.

El Portal Housing Actions

Legislation in 1958 established the El Portal Administrative Site for the purpose of locating utilities, facilities, and services required for the operation of Yosemite National Park (see Vol. II, Appendix A). Much of the available land suitable for development within the El Portal Administrative Site would be used for housing. Housing needs in El Portal could change based on the potential for some employees to obtain private housing in the region, which would reduce the overall need for housing in El Portal.

Under this alternative, there would be 1,042 total beds within the El Portal Administrative Site, including 290 existing beds (104 of which would be relocated within El Portal), 337 beds relocated from Yosemite Valley, 12 beds relocated from Cascades and Arch Rock, and 403 new beds to accommodate present unmet needs and projected growth (see table 2-59).

Like the other action alternatives, this alternative considers six locations in El Portal as suitable for employee housing or other facilities (see Vol. Ic, plate 5-6): Hillside East, Hillside West, Village Center, Old El Portal, Rancheria Flat, and Hennessey's Ranch (includes Trailer Village and Abbieville).

Hillside East

A total of 40 apartments or studio apartments (40 beds) would be constructed (the same as under Alternatives 3 and 4).

Hillside West

A total of 130 studio apartments or dormitories (130 beds) would be constructed.

Hennessey's Ranch (Trailer Village and Abbieville)

As described for the other action alternatives, all existing trailer and modular housing (59 units/68 beds) would be removed and the area redeveloped as employee housing and parking. Employees living in these housing units would either move to new housing constructed in El Portal or find other housing outside the El Portal Administrative Site. Under this alternative, the site would be redeveloped with 656 beds in apartments, studios, and/or dormitories. The Abbieville houses would be retained. The redevelopment could be phased as the Trailer Village closes.

The area would be protected from flooding by extending and raising the existing dike. This would place the area out of the 100-year floodplain, as defined by the U.S. Army Corps of Engineers. Additionally, flood hazards would be mitigated by designating an open space area along the riverís edge (to promote riverbank stability), and by engineering and elevating structures to withstand flood inundation.

Old El Portal

A total of 17 one-, two-, and three-bedroom homes (1 bed each) would be built on available lots. The 71 existing single-family homes (1 bed each) are privately owned on federally leased land, and they would be retained (the same as under all action alternatives).

Rancheria Flat

As described for the other action alternatives, a total of seven new two-, three-, or four-bedroom, single-family detached homes (1 bed each) would be constructed. The 19 homes (1 bed each) constructed between 1995 and 1997 (Phase 2) would be retained. The existing Mission 66 homes (21 beds) and apartments (58 beds) would be retained. The two duplexes (4 beds) would be retained. The three historic National Lead Company residences would be retained and rehabilitated. A total of six apartments (six beds) would be constructed.

Village Center

Under this alternative, the nine privately owned houses (9 beds) on federally leased land (4 of which are historic) would be retained; the Motor Inn cabins (24 beds) would be removed; the historic El Portal Hotel (12 beds) would no longer be used for housing (it would be removed or adaptively reused).

Housing Support Facilities

As described for the other action alternatives, this alternative includes general land-use designations for housing and support facilities to be located in the El Portal Administrative Site. The size and exact location of the support facilities, as well as the specific locations and size of employee housing units, are beyond the scope of this plan. These details would be formulated during the site design and development process. If necessary, additional environmental review would be completed as a part of the site design.

The Village Center area has been designated for necessary support facilities and commercial services. These could include a community center, post office, medical clinic, enlarged grocery store and deli, laundry, recreational facilities, wellness center, hair care, office spaces, and service station. To the greatest extent possible, park and open space areas, such as a town square, would be provided.

A multi-use paved trail would be developed from Rancheria Flat, through Hennessey's Ranch, to the Village Center (the same as under Alternatives 2, 3, and 4). This trail would also include two footbridges across the Merced River: one between the Village Center and Hennessey's Ranch, and another between Hennessey's Ranch and Rancheria Flat. If feasible, one link of the multi-use paved trail, between the Village Center and Hennessey's Ranch, could be via a modified Highway 140 vehicle bridge (see Vol. Ic, plate 5-6).

An employee dining and recreation facility with a swimming pool would be constructed at Hennessey's Ranch (the same as under Alternatives 2, 3, and 4).

An employee child care facility would be provided in El Portal, possibly adjacent to the elementary school in Rancheria Flat (the same as under Alternatives 2, 3, and 4).

Utilities

As under the other action alternatives, water would be obtained from additional wells in the El Portal area. All sewage would be treated at the El Portal Wastewater Treatment Plant. Electrical and phone service would be upgraded to accommodate the additional loads. The abandoned sewage treatment plant in Rancheria Flat would be removed.

Wawona Housing Actions

The General Management Plan calls for 120 permanent and 320 seasonal employee beds in the Wawona area (see table 2-60). With regard to Section 35 in Wawona, it is the intent of the National Park Service that any development for administration or operations (including housing) would be compatible in character, density, and scale to existing residential and commercial development in Section 35. There are currently 112 beds, of which six are for employees with a Yosemite Valley duty station. The Wawona Town Plan anticipates additional employee housing to be constructed in the Wawona area.

As described for Alternative 2, a total of 174 apartment, studio, or dormitory bed spaces would be relocated from Yosemite Valley to Wawona for employees who work in Yosemite Valley (see Vol. Ic, plate 5-8). Additionally, 24 apartment, studio, or dormitory bed spaces would be provided to meet current housing shortages for employees who work in Wawona. Future land use would be in accordance with the Wawona Town Plan.

Housing Support Facilities

As described for Alternative 2, this alternative includes general land-use designations for housing and support facilities to be located in the Wawona area. The size and exact location of the support facilities, as well as the specific locations and size of employee housing units, are beyond the scope of this plan. These details would be formulated during the site design and development process. If necessary, additional environmental review would be completed as a part of the site design.

Support facilities would be developed in accordance with the Wawona Town Plan. These could include a laundry, recreational facilities, wellness center, hair care, and office spaces.

Utilities

As described for Alternative 2, water would be obtained from additional wells or springs in the Wawona or Biledo areas. All sewage would be treated at the Wawona Watewater Treatment Plant, which would be upgraded. Electrical and phone service would be upgraded to accommodate the additional loads.

Foresta Housing Actions

A total of 14 houses were lost in the 1990 A-Rock Fire. The 14 houses would be reconstructed in Foresta; and would be used to replace beds removed from Yosemite Valley (see Vol. Ic, plate 5-7).

Cascades and Arch Rock Housing Actions

Four historic houses (4 beds) would be removed from the Cascades area and relocated to El Portal. Eight beds in two buildings would be removed at Arch Rock and relocated to El Portal; the historic structures at Arch Rock would be adaptively reused (same as Alternatives 2, 3, and 4).

Development Costs

It is estimated that the one-time development costs for this alternative would be $482,012,433 (see table 2-61). These costs would be in addition to the current park operations costs identified in Alternative 1. See Vol. II, Appendix M for the sequencing of development proposed for Alternative 2, the Preferred Alternative.