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CHAPTER 3 (Part 3)

TRANSPORTATION (cont.)

Park Entrances

Visitors enter the park through four primary locations: the South, Big Oak Flat, Arch Rock, and Tioga Pass Entrance Stations. The South Entrance, connecting to Highway 41 from Fresno, receives the greatest amount of visitor traffic, followed closely by the Arch Rock Entrance to the west. The Arch Rock Entrance is used not only by visitors, but by the majority of park employees who commute to the Valley (most workers who do not live in the Valley live in El Portal and to the west along Highway 140). Tioga Pass is open only during the summer and early fall and is used most commonly by visitors making a trans-Sierra trip.

Table 3-18 shows average daily vehicle entrances through Yosemite entrance stations throughout the year, illustrating the seasonal fluctuations in visitor traffic at the four entrance stations.²

Because Tioga Pass is closed during the winter, the Big Oak Flat, South, and Arch Rock Entrances carry the highest percentage of overall annual traffic. However, during the peak season, traffic is more evenly distributed among the four entrances. The 1998 peak season distribution was as follows:

South Entrance Big Oak Flat Entrance Arch Rock Entrance Tioga Pass Entrance	28% 24% 22% 25%

Table 3-18

Because Arch Rock Entrance is used by many employees, it serves a lower share of visitors than indicated by the traffic counts.

In 1993, approximately 3,200 visitors were surveyed as they departed through park entrance stations. They were asked how long they had stayed in the park, what entrance station they had used to enter the park, and whether they had visited Yosemite Valley and three other activity areas. This survey was used, along with the traffic count data, to determine how many visitors to the Valley left via each entrance station, and the entrance stations these visitors used to enter the park.

Overall, 25% of Valley day visitors entered the park at Arch Rock Entrance, 26% at South Entrance, 29% at Big Oak Flat Entrance, and 21% at Tioga Pass Entrance. Table 3-19 shows the exit location of day visitors and overnight visitors to the Valley. The highest proportion of overnight visitors exited at the South Entrance.

The highest percentage of Valley day visitors exited by Arch Rock Entrance, which is the closest entrance station to the Valley. The South Entrance was also the exit route for a high percentage of day visitors, as well as the greatest number of overnight visitors. Tioga Pass served the lowest percentage of both day and overnight Valley visitors.

Traffic counts and exit survey results were used to determine the share of Valley day visitors who enter through each station. Day visitors are of special interest because of their large numbers and the disproportionate share of traffic associated with their travel to and from the Valley.

Table 3-20 shows the proportion of day visitors who enter and exit the park through different stations, compared to the visitors who use the same station for their access to and from the park.

The table shows that 15% of all Valley day visitors entered at Arch Rock and left the same way. The South Entrance also accommodated 15% of Valley day visitors as an entrance and exit route. The Big Oak Flat Entrance was used as an entrance and exit station by 14% of Valley visitors. A much smaller share (3%) of Valley day visitors entered and exited the park at Tioga Pass. Overall, 47% of the day visitors to Yosemite Valley entered and exited the park through the same station.

Park Roads

The highways that lead into Yosemite change into the internal parkwide road system at the entrance stations (except for Highway 140 which becomes part of the park road system at the park boundary at the El Portal Administrative Site). California has no rights-of-way through the park, so there are no state highways within its boundaries; however, state route numbers are used on park signs to help orient visitors. Additional transportation facilities within the park consist of a series of spur roads, access drives, and parking areas leading from the main roads.

The major intent of roadway design in Yosemite has been to provide views and enhanceenjoyment of the park while accommodating safe travel. Slower travel speed is necessary and advantageous to visitors. Shuttle buses and park concessioner tours share certain roadway segments with private vehicles as part of the continuing effort to reduce impacts associated with private vehicle use in the park.

While the park has several special purpose roads that provide access to public use areas (referred to as class III roads) and administrative roads that connect to the main roads, this discussion is limited to the five primary park roads within Yosemite. They are all paved roadways, and all are designated as main routes, tour routes, or thoroughfares (referred to as class I):

EL PORTAL ROAD

The El Portal Road connects to Highway 140 at the western park boundary in El Portal. It is open year-round and provides snow-free access to Yosemite Valley throughout most of the year; it was historically called the "All-Year Highway." The road is characterized by steep, rocky canyon walls with small river flats and terraces. A construction project to improve the road from the intersection of the Big Oak Flat and El Portal Roads west to the park boundary was started in 1999. The road improvement project was designed to repair flood damage and improve safety. Prior to improvements, the El Portal Road had a typical pavement width of 19 feet, with sharp curves and rock outcroppings adjacent to the road edge, making the route challenging to drive and unsafe for large and oversized vehicles. The El Portal Road enters the park at the El Portal Administrative Site, passes through the Arch Rock Entrance, and joins the Big Oak Flat Road one mile west of Pohono Bridge in Yosemite Valley. The road serves as a through route by means of connections to other principal park roads.

The improvement project did not include one section of the road (known as Segment D) from the intersection of the El Portal/Big Oak Flat Roads east to Pohono Bridge. This roadway section, similar to other portions of El Portal Road, is characterized by narrow travel lanes, minimal shoulders, and tight curves. These elements combine to create an unsafe environment for vehicle travel, especially large vehicles. The narrow lane widths (9.5 feet) create a hazardous condition for buses and other large vehicles that average 8.5 feet in width.

The intersection of the El Portal Road and Big Oak Flat Road has a high rate of accidents. Drivers turning left from the Big Oak Flat Road have to look back and to the right for vehicles on El Portal Road before turning. Right-turning vehicles from Big Oak Flat Road onto El Portal Road have to make a sharp turn, one that is too sharp for most large vehicles to complete in one movement.

BIG OAK FLAT ROAD

The Big Oak Flat Road is also maintained for year-round access and may be used as a through-route with other major park roads. This road connects to Highway 120. It leads from the Big Oak Flat Entrance through Hodgdon Meadow and Crane Flat and joins the El Portal Road about a mile downstream from Pohono Bridge. The topography changes from mountainous on the east end of the road to rolling on the west end. The paved roadway section ranges from 26 to 30 feet wide, and the road provides primary park access to Hodgdon Meadow, Merced Grove, Crane Flat, Foresta, and Yosemite Valley.

WAWONA ROAD

This road provides principal access to Wawona, Mariposa Grove, Glacier Point Road, and the Valley floor. Throughout its length, the road crosses over mountainous terrain with steep grades surrounded by moderate to dense forest. The Wawona Tunnel, located just before the road's descent into Yosemite Valley, is a major feature. The pavement is 24 feet wide, and the road is maintained for year-round access. It connects to Highway 41 outside the southern park boundary and can be used as a through-route in conjunction with other major roads in the park. It joins Southside Drive near Bridalveil Fall. Visitors making connections to other park roads must travel along Southside Drive to El Capitan crossover and then exit the Valley on Northside Drive.

TIOGA ROAD

Tioga Road provides the only access to the park from the east and accommodates trans-Sierra traffic while it is open during the summer and early fall months. No access is available during the winter. Outside the park to the east, Tioga Road connects to Highway 120. Inside the park, the road extends from the Tioga Pass Entrance on the east to the intersection with Big Oak Flat Road at Crane Flat on the west. The road provides direct access to the high Sierra Nevada, Tuolumne Meadows, White Wolf, Crane Flat, and the rest of the park via connections with other roads. The road has a nominal 20-foot pavement width and is characterized by rolling subalpine highlands, with sections of mountainous terrain, valley flats, and subalpine meadows. At 9,945 feet above sea level, Tioga Pass is the highest elevation traversed by any road in the park.

GLACIER POINT ROAD

The Glacier Point Road intersects Wawona Road at Chinquapin, serves the Badger Pass Ski Area, and continues to Glacier Point. It provides year-round access to Badger Pass, but is closed beyond the ski area in the winter. The primary summer destinations beyond the ski area include Bridalveil Creek Campground, the Taft Point and Sentinel Dome trailheads, and Washburn Point and Glacier Point lookouts, which provide views of Yosemite Valley and the surrounding cliffs and domes. Heavily forested mountainous terrain makes up most of the roadway topography. Pavement width varies along the route, becoming quite narrow over the last one to two miles. Steep grades and switchbacks make bus access difficult between Washburn Point and the Glacier Point parking area. Glacier Point Road is the only dead-end route of the five principal park roads.

Yosemite Valley Roads

One- and two-way roadways provide access to Yosemite Valley and allow for visitor and administrative circulation within the Valley (see Vol. Ic, plate 1-1). The roadways winding along the flat Valley floor are maintained year-round. Four bridges cross the Merced River connecting Southside and Northside Drives. One-way traffic flow is maintained along Southside Drive from Pohono Bridge at the west end of the Valley to Stoneman Bridge near Curry Village. Two segments of one-way operation are maintained on Northside Drive: one from Stoneman Bridge to Yosemite Village, the other from Yosemite Lodge to Pohono Bridge. Two-way traffic is allowed between Yosemite Lodge and Yosemite Village on Northside Drive. In addition to Pohono and Stoneman Bridges, connections between Northside and Southside Drives are provided at El Capitan Bridge near El Capitan, and at Sentinel Bridge near the Yosemite Chapel.

The main roadways in Yosemite Valley have two travel lanes and a pavement width of 21 feet. The roadway system can be confusing to first-time visitors because of the one-way circulation, limited opportunities to cross the Merced River, and circuitous travel routes. Excess vehicle circulation is common, as visitors seek the best routes to their destinations and search for limited parking spaces. Excess vehicle circulation and congestion are particularly common between Curry Village and Yosemite Village.

Visitors entering the Valley have a dramatic sense of arrival along Southside Drive in the Bridalveil Fall area, where there is a full view of the 3,000-foot face of El Capitan. The turnout in this area is also the first location where visitors may feel the effects of crowding during busy summer months. Many cars are parked along the sides of the road from this location into the east end of the Valley.

Sentinel Meadow, about two miles east of El Capitan, provides an excellent view of Yosemite Falls from Southside Drive. The turnouts along the road in this area are heavily used. From this point east, visitors enter the developed portion of the Valley, and in peak season are exposed to generally crowded conditions and pockets of high levels of development and activity. Until 1999, the primary designated day-visitor parking area was at the far east end of the Valley in the Curry Orchard. It was remote from most of the visitor facilities and services, too small, unpaved, and visitors had to park among trees (see Vol. Ic, plate 1-2). For the 1999 summer season, the Camp 6 area in Yosemite Village was reconfigured and organized to provide an efficient, easy-to-locate, and centralized parking area for day visitors. Between 285 and 450 parking spaces are provided, depending on parking management. Because Camp 6 is neither paved nor striped, parking efficiency is dependent on parking lot attendants. Additional parking for day visitors is provided near the Village Store, at Yosemite Falls, Curry Village, and at Yosemite Lodge.

Day and overnight visitors make numerous trips within Yosemite Valley. A variety of activity areas and features attract visitors for varying lengths of time. Visitors travel in private vehicles, on foot, on bicycles, and on the concessioner-operated Valley shuttles and Valley tours. Data about the movement of visitors within the Valley are generally not available, although the concessioner counts passengers that use the shuttle buses and Valley tour trams. High volumes of visitors can be observed using the hiking and bicycling paths, especially during the summer in the east end of Yosemite Valley. Because of the high parking demand on busy visitation days, visitors are encouraged to park their automobiles and use the free shuttle buses and trails in the Valley.

High traffic volumes within Yosemite Valley, along with inadequate parking and visitor confusion, can create congestion during the peak season. Highly congested locations include the intersections at Yosemite Village and at the entrance to the Yosemite Falls parking area along Northside Drive. Both of these intersections are on the two-way segment of the loop road system. Other congestion points include the four-way intersection near Curry Village and the intersection of Village Drive with Ahwahnee Road at the north end of Yosemite Village. Traffic congestion typically causes delays for visitors in private vehicles, leads to increased vehicle emissions, and disrupts the operation of the Valley shuttle system. Several traffic and parking management and visitor orientation improvements, including new signs, were implemented for summer 1999 to direct visitors to destinations via the shortest routes.

Valley Shuttle Bus

Shuttle bus systems in Yosemite Valley have operated in some form since the late 1960s. The current shuttle system operates year-round, offering service to the major developed areas at the east end of Yosemite Valley (see Vol. II, Appendix G). During the summer months, a fleet of 10 shuttles operates at five- to 10-minute intervals on an eight-mile loop with 21 stops. Fewer shuttles and a reduced schedule are operated for the remainder of the year.

Shuttle stops are adjacent to major destinations in the east end of the Valley, such as Yosemite Village, Yosemite Lodge, Curry Village, The Ahwahnee, and various campgrounds and trailheads. The entire route takes approximately one hour to travel, and shuttle arrivals are scheduled for five- to 20-minute intervals. A majority of shuttle service is provided with 40-foot diesel buses typical of urban transit systems. The buses have a normal capacity of 49 seats and 24 standees. The diesel fleet includes three buses equipped with wheelchair lifts, at least one of which is in service during the entire daily schedule. Smaller, battery-powered electric shuttle buses have been used in the Valley on an experimental basis for the past several years. Yosemite National Park planned to begin the process of acquiring new buses for the Valley shuttle system in 2000. Low noise, low emissions, cost-effectiveness, and use of clean fuels were the criteria identified for selecting new buses.

In summer, passenger loads frequently exceed the normal capacity of the buses. Crowding is a common occurrence, sometimes making travel conditions uncomfortable. Delays in service can be caused by the loading and unloading of overcrowded buses or by traffic congestion.

Drivers provide descriptions of activities available at each stop, but offer no interpretation of park resources. The drivers also indicate locations where transfers can be made to shorten a trip to a specific destination. Portions of the route are retraced by the shuttles during their loop, and stops are positioned across from each other for service in opposite directions. Most stops provide seating and trash receptacles.

The majority of the shuttle route follows public park access roads. Short segments of the route use restricted sections of roadway. Shuttle buses often encounter conflicts due to vehicle traffic, pedestrians, and bicyclists. Bus stop configurations at some locations interfere with the flow of traffic. In areas of high pedestrian activity, such as Lower Yosemite Fall, pedestrian and vehicle conflicts can create hazardous conditions.

Buses are maintained at the Village Garage located in Yosemite Village. The concessioner is responsible for all operating and maintenance costs, which are funded by surcharges on overnight accommodations. The National Park Service pre-approves annual refurbishment and any repairs costing more than $1,000. The budget for Yosemite Valley shuttle services in 1998 was $2.5 million, and ridership totaled about 2.6 million passengers. On an average summer day, ridership can reach nearly 16,800. The operating cost per rider in Yosemite Valley was $0.95, based on 1998 operations.

Parking

Visitor parking areas are dispersed at all the primary developed areas in the Valley and include a combination of day and overnight parking areas, roadside pullouts, shared-use areas, and employee parking. Many parking areas are shared by several types of users. Competition for limited parking is intense during the peak season.

Varying estimates of Valley parking spaces have been presented in previous studies. Because of the extensive use of road shoulders for overflow parking during periods of high demand, and because many parking areas are not paved and marked, it is difficult to identify a specific parking supply. Some parking areas identified in previous studies are not located in areas of visitor use. An updated inventory of parking in areas used by visitors was conducted in February 1999.

Parking for up to 1,662 day-visitor vehicles is available in the Valley, primarily at the Yosemite Falls parking area, Village Store parking area, Camp 6, at various destination areas, and along Northside Drive and Southside Drive. Of the 1,662 day-visitor spaces available, up to 758 are west of Yosemite Lodge (on the north side of the Merced River) and Sentinel Bridge (on the south side of the river). An estimated 904 spaces are provided for day visitors in the most heavily visited eastern portion of the Valley. Most day-visitor parking spaces are also used by overnight visitors touring the Valley, as well as by residents and commuting employees. Many of the spaces are in informal pullouts and other areas that are best suited to short-term use associated with auto touring. Parking for overnight guest vehicles is available at lodging, campground, and wilderness areas. Table 3-21 outlines the general locations of existing Valley parking for visitor use.

Dedicated day-visitor parking is provided at Camp 6. The parking area was newly configured in 1999 to expand the available parking and make parking more efficient.

Transportation Conditions

TRAFFIC VOLUMES

A design day was selected to represent typically busy conditions on summer weekend days in Yosemite Valley. (The design day is also referred to as the "typically busy summer day.") The design day was not defined to be the busiest day, since facilities sized for that day would be over-designed for all other days. To determine the design day, weekend traffic counts made in Yosemite Valley throughout the months of June, July, and August 1998 were analyzed. These months are considered the peak visitation season. Data on the number of vehicles entering and leaving the Valley were collected continuously near Yosemite Chapel on Southside Drive and near Camp 4 (Sunnyside Campground) on Northside Drive. The fourth highest traffic day was chosen to represent a typically busy summer day. Traffic volumes entering the Valley on each weekend in June, July, and August 1998 are shown in table 3-22. Seven of the top 10 traffic days fell on Saturdays.

Figure 3-3 shows the hourly volumes of entering and exiting traffic on the design day (July 25, 1998).

EMPLOYEE TRAVEL

The number of concessioner and National Park Service jobs in the Valley exceeds the number of employee residents during the busy summer season and during the off-season. An estimated 1,655 jobs are filled in the Valley during the summer season. Housing (employee beds) is provided for only 1,277 of the employees filling these positions.

Because an estimated 1,655 jobs are filled in the Valley during the summer season, and beds are provided for only 1,277, about 380 employees commute to the Valley daily: about 220 commute from El Portal, and an additional 160 commute from communities west of El Portal or other areas. An estimated 620 vehicle trips to and from the Valley each summer day are made by commuting employees on job assignments. Approximately 130 trips are estimated to be made by employees, suppliers, and other administrative travelers. According to concessioner statistics, about 65% of concessioner employee work shifts begin at 8:00 a.m. An additional 31% of work shifts start at 3:00 p.m. Most work shifts for National Park Service employees begin at 8:00 a.m. It is estimated that 75% of employees working in the Valley are at work at any one time, considering that some employees would be out on personal leave or away for other reasons.

In the off-season, the number of jobs in the Valley declines, reflecting a reduced need for visitor services. An estimated 360 daily commuting employees make 311 vehicle round-trips to and from the Valley each day during the off-season. The total administrative and employee vehicle trip volume is estimated to be 342 vehicle round-trips per day in April.

TRAFFIC FLOW

Level of service is a measure of how well a roadway is operating under the analyzed traffic conditions. Level of service ranges from A to F are defined, with A being the best and F the worst. Typically, traffic flowing in the level of service A to D range has acceptable operations, depending on the setting. Level of service E and F indicate unacceptable operations.

The operations of Northside and Southside Drives were analyzed on weekends in June, July, and August 1998 using the 1997 Highway Capacity Manual. The manual calculates level of service by using information such as roadway geometrics, vehicle volumes, and the composition of the traffic stream. The following conclusions were developed from the data and analysis:

The two-way operation of Northside Drive between Yosemite Village and Yosemite Lodge, and the very high volumes of traffic using this stretch of road to exit the Valley, lead to congested conditions. Traffic flow is further disrupted by high volumes of pedestrian traffic crossing the road to reach Lower Yosemite Fall. The narrow lanes, tight curves, and lack of shoulders on Segment D of the El Portal Road, and the high volumes of traffic from Arch Rock, Big Oak Flat, and Tioga Pass Entrances that use the segment to reach the Valley also lead to congestion.

Based on the calculated traffic conditions on Southside Drive and Northside Drive, traffic congestion is similar or worse in Yosemite Valley to that in other high-use parks and elsewhere on the Yosemite road system. Some of the major roads in heavily visited parks in the National Park System experience level of service D or worse during peak visitation periods. For example, the peak traffic flow on Going-to-the-Sun Road in Glacier National Park was estimated at level of service E from Logan Creek to Rising Sun in 1984. Most roads in the South Rim area of Grand Canyon National Park were estimated to operate at level of service D during peak periods in 1990. In 1996, the peak summer conditions on the main roads in Yellowstone National Park were estimated at level of service D.

Interruptions to traffic flow (such as accidents or vehicles stopping in the travel lanes to view features or wildlife) can affect traffic flow, causing higher levels of congestion than those indicated by the calculated level of service. Road conditions, including damage and weather-related hazards, can also cause increased congestion.

RESTRICTED ACCESS PLAN

In Yosemite Valley, a Restricted Access Plan was implemented in 1995 to manage traffic on the busiest summer weekends when congestion was most severe. Using observations of traffic conditions and the judgment of park personnel, congestion was monitored using qualitative factors. When congestion reached unacceptable levels, access to the east end of Yosemite Valley was restricted, and on some occasions, visitors were turned away at the park entrance stations.

The Restricted Access Plan was implemented on all weekend days except one between May 20 and July 2, 1995. Despite higher traffic volumes in late July and August, the plan was not implemented after July 2.

The Restricted Access Plan provided a means of managing the effects of congestion in the Valley, but was not ideal. Problems with the plan included:

VEHICLE ACCUMULATION AND PARKING

Estimated Parking Demand

Demand for parking in the Valley is affected by the number of people living and working in and visiting the area. Parking demand varies during the day, and from day-to-day, as the number of overnight and day visitors and the number of nonresident employees fluctuates. Summer Saturday nights in Yosemite Valley have the highest number of overnight visitors and Valley residents, when estimated demand for parking is 3,177 vehicles (see table 3-23).

The accumulation of vehicles in the Valley over the course of individual days and on different days of the week was estimated by comparing inbound and outbound traffic counts for a week in summer 1998. The highest total accumulation of vehicles in the Valley occurs on Saturday afternoons. On Saturday, July 25, the maximum accumulation of 4,696 vehicles occurred at 3:00 p.m. The higher accumulation of vehicles during daylight hours can be attributed to the arrival of day visitors and commuting employees, who offset some overnight visitors leaving the Valley or making day trips to other parts of the park. Table 3-24 provides an estimate of the number of vehicles of each classification present in the Valley at the time of maximum vehicle accumulation.

The net difference in vehicles in the Valley between Saturday night and the maximum accumulation during the day was 1,519 vehicles. Saturday had the highest vehicle accumulation, and it was the only day on which the accumulation exceeded 4,500 vehicles. Accumulation ranged between 3,500 and 4,000 vehicles for the remaining days of the week. The lowest accumulation occurred on Tuesday and Wednesday nights, when the number of vehicles in the Valley fell to 2,778.

Traffic volumes entering the Valley typically peak between 11:00 a.m. and 12:00 noon. The highest entering volume was 772 vehicles per hour on Saturday morning. Entering traffic exceeds exiting traffic until about 2:00 p.m. The maximum accumulation of vehicles typically occurs between 1:00 p.m. and 3:00 p.m. The peak in exiting traffic typically occurs at 5:00 p.m. or 6:00 p.m. The highest observed volume was 908 vehicles per hour exiting the Valley on Saturday afternoon.

Seasonal Traffic Volumes and Vehicle Accumulation

Figures 3-4 and 3-5 illustrate the difference between peak and off-peak season traffic volumes and vehicle accumulation in the Valley. On an average day in August (as compared to the design day), inbound traffic reaches a daily high of 586 vehicles around noon. Outbound traffic volumes peak around 6:00 p.m., at 647 vehicles. The chart illustrates that during the peak season average, daily net vehicle accumulation (the difference between overnight parking demand and the demand for parking during the afternoon) in the Valley exceeds 1,000 cars, primarily during the afternoon hours.

During the off-season, traffic volumes are significantly lower. Inbound traffic reaches an average high of only 311 vehicles around 1:00 p.m. Outbound vehicles peak at approximately 5:00 p.m., at 351 vehicles. Because of the length of stay of day visitors, the net accumulation of vehicles is highest during the afternoon hours, when it reaches 450 vehicles. Net accumulation levels decrease in the evening with the flow of outbound visitor traffic. Figure 3-6 shows the estimated number of parking spaces needed in Yosemite Valley to accommodate existing day-visitor use by month of the year.

Parking Problems

On a busy day, most dedicated parking areas are fully occupied, with parking spilling onto the roadway shoulders throughout the east end of the Valley. This uncontrolled parking leads to pedestrian, bicycle, and vehicular conflicts; damage to vegetation and soils along the road edge; and the formation of social trails. Roadside parking also disrupts natural views and lends an urban character that is out of place in the Yosemite Valley setting.

Transit

REGIONAL TRANSIT

In 2000, the Yosemite Area Regional Transportation System (YARTS) operated demonstration transit service to Yosemite Valley. VIA Adventures, Inc./Grayline of Yosemite also provides regional transit service to the Valley. An estimated 131 riders per day, including employees, used the services provided by VIA and YARTS (assuming that each person made two trips per day). About 44% of the riders were employees.

TOUR AND CHARTER BUSES

Tour and charter bus operators carried more than 314,700 passengers to Yosemite Valley in 1998. Table 3-25 presents total monthly passengers and buses from the multiple charter and tour service providers.

VALLEY SHUTTLE SYSTEM

According to visitor surveys, 48.7% of visitors traveling in private vehicles use the Valley shuttle bus service, as do 55.1% of bus travelers. Daily shuttle ridership averaged more than 17,850 passengers (ridership represents the total number of riders) during August 1998, with as many as 23,740 passengers using the system in a single day.

Annual ridership is about 2.6 million trips. During busy holiday weekends and other high-use days, buses operating on the shuttle system are often crowded to the point that no additional visitors can board. Visitors can wait for several buses to pass before space is available. The highest-volume stops include Yosemite Lodge, Yosemite Falls, Curry Village, Happy Isles, Mirror Lake trailhead, and all Yosemite Village stops. Locations that experience lower use include Sentinel Bridge and The Ahwahnee. Some visitors ride the shuttle system as a tour or attraction without a particular destination in mind. On rainy days, riding the shuttle is a popular way to spend time.

Pedestrians and Vehicles

Because of high traffic volumes during peak visitation periods and congestion at major intersections, conflicts occur between vehicles and pedestrians when pedestrians cross roads to reach Valley attractions. Traffic congestion and conflicts are continuing problems along Northside Drive. Pedestrians crossing from Yosemite Lodge to the Lower Yosemite Fall trail and from visitor parking at Camp 6 to Yosemite Village interfere with high volumes of traffic leaving the Valley. Sentinel Bridge is another location of congestion and conflict due to the location of the multi-use trail connection on the south side of Southside Drive and popular views from the bridge.

NOISE

Noise is defined as human-caused sound. Whether a noise is considered unpleasant depends on the individual listening to the sound and what the individual is doing when the sound is heard (i.e., working, playing, resting, sleeping). When performing certain tasks, people expect and accept certain sounds. For instance, if a person works in an office, sounds from printers, copiers, and typewriters are generally acceptable and not considered unpleasant or unwanted. By comparison, when resting or relaxing, these same sounds may be undesirable. The desired sounds during these times are referred to as "natural quiet," a term used to describe natural sounds heard with little or no intrusion from human-caused sounds. Natural quiet can be essential for some individuals to achieve a feeling of peace and solitude.

Qualitative Description of Sound Levels

Current sound levels in Yosemite Valley vary by location and also by season (the volume of water in the waterfalls and rivers is lower in the fall and higher in the spring). Current noise levels are also influenced by the number of visitors to the park and by the proximity of mechanical noise sources.

Sound and noise levels are measured in units known as decibels (dB). For the purpose of this analysis, sound and noise levels are expressed in decibels on the "A" weighted scale (dBA). This scale most closely approximates the response characteristics of the human ear to low-level sound. Humans have a wide hearing range, from the threshold of hearing (0 dBA) to the threshold of pain (140 dBA). Environmental sound or noise levels typically fluctuate over time, and different types of noise descriptors are used to account for this variability. One of these descriptors is the energy-equivalent level (Leq), which is the equivalent steady-state level that reflects the same acoustic energy as the actual time-varying level during a stated period.

Table 3-26 shows some representative noise and sound sources, their associated dBA levels, and corresponding effects (see Vol. Ib, Glossary, for definitions of noise-level terms). Also listed is the relative loudness at which an average person would rate the sound sources, using a quiet urban daytime as a reference level. For the average human, a 10 dB increase in the measured sound level is subjectively perceived as being twice as loud, and a 10 dB decrease is perceived as being half as loud. The decibel change at which the average human will indicate that the sound is just perceptibly louder or perceptibly quieter is 3 dB.

Existing Noise Sources

NATURAL SOUNDS

Natural sounds are not considered to be noise. These sounds result from sources such as waterfalls, flowing water, animals, wind, and rustling tree leaves.

MOTOR VEHICLE NOISE

Noise results from automobiles, recreational vehicles, commercial buses, shuttle buses, and trucks accessing the park via El Portal Road, Wawona Road, Big Oak Flat Road, and Tioga Road. Near the Valley Visitor Center, noise results from vehicles on Northside Drive, Southside Drive, and roadways to and from camping and lodging areas. Noise from motor vehicles is obviously loudest immediately adjacent to the roadways, but due to generally low background sound levels, can be audible a long distance from the roads. Atmospheric effects such as wind, temperature, humidity, topography, rain, fog, and snow can affect the presence or absence of motor vehicle noise. Logically, noise levels from motor vehicles will be loudest where and when activity levels are the greatest and nearest to the sources of noise.

The existing noise environment changes dramatically throughout the year directly in proportion to the level of use (i.e., the number of cars and buses that travel the various roadways in the park). Therefore, measurement of ambient noise levels is different during winter months than during busy summer months. Generally, summer ambient noise levels are higher than winter ambient levels.

To determine the winter ambient noise level, 24-hour A-weighted statistical noise surveys were performed at 10 locations. These locations and the measured noise levels are listed in table 3-27. Measurements were taken in Yosemite Valley from February 22 to 26, 1999. During the measurement period, daytime temperatures were 35-45 degrees Fahrenheit, and wind conditions were mostly less than 10 miles per hour.

For measurement locations near Yosemite Falls, Bridalveil Fall, and the Merced River, water rather than bus and car noise is a primary contributor to ambient sound levels. Additional real time (not averaged) noise measurements taken in the Curry Village, Yosemite Village, and Yosemite Lodge areas showed instantaneous ambient levels in the range of 63 to 69 dBA, depending on the level of human activity. In interpreting these winter ambient noise levels, it should be noted that these data are statistical averages over a 24-hour period.

Motor vehicle noise is most noticeable in Yosemite Valley, where there is a concentration of park visitors, vehicle traffic is heavy, and the topography places visitors in close proximity to roads. Motor vehicle noise in Wawona and El Portal is similar to the noise environment in Yosemite Valley, as described in table 3-27. In these communities, there are visitor accommodations and concentrations of residents affected by motor vehicle noise. Vehicle traffic in these areas is not as heavy as in Yosemite Valley. Motor vehicle noise in Foresta is associated primarily with the residential area, as there is no major road in Foresta, and vehicle traffic is light. Motor vehicle noise at Hazel Green, South Landing, and Henness Ridge is associated with major park roads that are nearby, but not immediately adjacent to these locations. Motor vehicle noise at Badger Pass in the summer is associated with Glacier Point Road traffic. In the winter, it is associated with vehicles traveling to the Badger Pass Ski Area. When both the Badger Pass Ski Area and the Glacier Point Road beyond Badger Pass are closed, there is very little noise associated with motor vehicles.

BUS NOISE

Noise emission levels from diesel and electric buses were measured for pass-by, arrival, and departing operations in Yosemite Valley. The results are listed in table 3-28. Multiple measurements were performed on several of the buses. These measurements were taken on a Sunday morning about 10:00 a.m., when other background noise was at a minimum. Measurements were performed at a distance of 25 feet and extrapolated to 100 feet. The operations are defined as:

Pass-by	Bus or shuttle driving past the measurement site at posted speed limit
Arrival	Bus or shuttle arriving at site and stopping; during arrival, bus engine revolutions per minute and loads are less than during departure
Departing	Bus or shuttle leaving the site, air brake release, and acceleration

 

Analysis of the bus noise data shows that diesel bus noise levels range from 62 to 68 dBA at 100 feet, with an average level of 64 dBA at 100 feet. The electric buses tested had an average noise level of 57 dBA at 100 feet.

Existing bus traffic in the Valley includes commercial tour buses (about 77 trips per day on a typically busy day), regional transit (15 to 17 trips per day mid-May through mid-September), Valley shuttle buses (about 10 trips per hour), and Valley tours (2 to 3 trips per hour). The highest volume of bus traffic occurs on Southside Drive at Sentinel Bridge, where up to 25 buses per hour may travel through the intersection. The noise data indicate that the instantaneous noise due to buses would be noticeable.

The average human would perceive a 10 dBA increase or decrease in the measured noise level as being twice or half as loud, all frequency information being equal. Therefore, subjectively, the electric buses would be perceived by park visitors as being about one-half as loud as the loudest diesel buses now used for shuttle and tour service. However, electric buses cannot presently be used beyond the floor of Yosemite Valley due to steep grades.

Bus noise is most noticeable in Yosemite Valley, which is the destination for most tour buses entering the park and has the highest concentration of park visitors. Bus noise in Wawona, El Portal, Foresta, South Landing, Hazel Green, Badger Pass, and Henness Ridge are similar to the noise environment in Yosemite Valley, as described in table 3-27. Major roads pass through El Portal and Wawona, while major roads pass near Badger Pass, South Landing, Hazel Green, and Foresta.

AIRCRAFT NOISE

As part of a report to Congress (NPS 1994b), the National Park Service conducted a visitor survey in Yosemite National Park. Of the visitors surveyed, 55% reported hearing aircraft sometime during their visit. The report notes that recognition of noise from aircraft was highly variable from location to location, and impacts to visitors were greater in areas with less vehicle noise and fewer people. In Yosemite, a majority of complaints came from wilderness users. Measurements made in 1993 at four locations within the park (Rafferty Creek and the Soda Springs area in Tuolumne Meadows, Mirror Lake in Yosemite Valley, and Glacier Point) indicated that aircraft were audible 30% to 60% of the time during each of the measurement periods (6 hours at each site). Most overflights are associated with high-altitude jet aircraft. The National Park Service also uses aircraft in its management activities. These aircraft are generally helicopters used for firefighting, search and rescue, medical evacuations, law enforcement, and other special operations (NPS 1993a).

OTHER NOISE SOURCES

Sound-level measurements were obtained at various locations within Yosemite Valley and Wawona. Measurements were obtained using a Larson Davis sound-level meter (Model 700) calibrated with a Larson Davis sound-level calibrator. At each measurement, location observations of the background level were made over a period ranging from 1 to 5 minutes. In addition, observers noted the sources contributing to the background level and noted any sources that caused intrusive levels above the typical background level (NPS 2000c). Within Yosemite Valley, sound levels ranged from 44 to 47 dBA along the Lower Yosemite Fall trail, with maximum observed levels of 66 dBA when people passed the monitor on the trail. Notably, there was no water in Yosemite Creek when the monitoring was performed. At Swinging Bridge, sound levels measured 50 dBA, with noise from people constituting the greatest source of sound in the area.

Near Happy Isles, sound levels measured 59 dBA, with most of the sound resulting from people on the trails and using facilities nearby. Within the camping area (Upper Pines Campground), sound levels varied from 32 dBA when human activity levels were at the lowest (early in the morning) to 55 dBA when activity levels increased during the day. At El Capitan Meadow, sound levels measured 39 dBA while the river was calm and no people were present. At Devils Elbow, water was flowing through the river, but the sound of the river was minimal due to the absence of rocks and rapids in the area. Sound levels in the area were 44 dBA, with a maximum observed level of 67 dBA when a bus passed on nearby Northside Drive.

In Wawona, sound levels were measured in the middle of the old Wawona Bridge and west of the Covered Bridge near the Pioneer Yosemite History Center. Sound levels in these areas were 50 and 44 dBA, respectively, with maximum observed levels of 59 dBA near the old Wawona bridge.

In summary, measured sound levels indicate that the background (minimal) sound level in the study area is 31 to 32 dBA (measured near the Upper Pines Campground). In river areas where water flow is minimal, sound levels averaged 37 dBA. In areas with flowing water, sound levels averaged 44 dBA. In areas of cascading water, sound levels averaged 55 dBA. Finally, in waterfall areas, sound levels averaged 68 dBA. Logically, sound levels associated with the river itself increased as the flow of water increased and in areas where rocks and waterfalls were present.

SOCIAL AND ECONOMIC ENVIRONMENTS

This section examines the social and economic environments in the region affected by the alternatives. This region has been characterized in the context of its relationship to the changes proposed by each alternative. The discussion of the social environment covers local communities in the region and provides a description of current populations, community characteristics, housing, and commuting requirements. The discussion of the economic environment provides a description of current visitor populations, regional economies (Madera, Mariposa, Merced, Mono, and Tuolumne Counties combined), and concessioners and cooperators in the park and local communities.

A socioeconomic profile was prepared for each county in the affected region in order to provide a general characterization of recent demographic, infrastructure, and economic conditions in the counties, and to present the baseline statistics to be used in the impact analysis of the alternatives. The baseline serves as a measure of the region's social and economic environments and is used to evaluate the magnitude of potential impacts on the counties from implementation of the proposed alternatives. Unless otherwise noted, all figures are presented in 1998 dollars. (When necessary, the figures were adjusted into 1998 dollars using the U.S. Department of Labor, Bureau of Labor Statistics, Consumer Price Index for All Urban Consumers.)

The primary data source used to compile the economic baseline was IMPLAN, an economic model that estimates the effects on a specific economy from changes in spending. The Minnesota IMPLAN Group provides county-specific data on output, income, employment, and other economic variables as part of its input-output system. For information that is not provided by IMPLAN, such as forecasts of employment trends, population, and taxable sales, other data sources were used.

Regional Context

Yosemite National Park encompasses parts of three counties (Madera, Mariposa, and Tuolumne) and borders a fourth, Mono County. In addition to these four counties, Merced County is often considered a gateway to Yosemite National Park (see Vol. Ic, plate B).

For the purposes of this analysis, the affected region is defined as the five-county area of Madera, Mariposa, Merced, Mono, and Tuolumne Counties. These counties provide services to visitors and employees, and receive tax revenue or benefits through retail and other trade. Consequently, these counties could be affected by visitor levels in the park and housing locations in the area.

Stanislaus, San Joaquin, and Fresno Counties were excluded from the impact analysis, because it is difficult to distinguish portions of the tourist economies that are associated with Yosemite visitation and not with other tourist destinations. Also, tourism is a relatively small component of these counties' overall economies.

Road access and proximity to Yosemite Valley were measured from major cities in central California to identify the counties to be included in the social and economic impacts analysis. Table 3-29 provides driving distances and estimated driving times from the park to neighboring Sierra communities and major cities in the San Joaquin Valley. Cities more than 100 miles or 2.5 hours driving time from the park were excluded from the impact analysis.

MADERA COUNTY

The central economic activity in Madera County is agriculture, which constitutes nearly one-third of the county's total wage and salary employment. The agricultural sector stimulates production in related sectors of the economy, including jobs in food processing, transportation, and wholesale trade (EDD 1995).

In 1996, Madera County had approximately 48,100 jobs, of which the agricultural sector accounted for nearly 14,000. The second largest sector in Madera County is the services sector, accounting for 17.5% of employment. Other important economic sectors in Madera County include government (14%), manufacturing (8%), transportation/public utilities (6%), and construction (5.5%) (EDD 1995). Total wage and salary employment in Madera County is expected to grow by approximately 22% from 1995 to 2002. Most of the new job growth will be in services and manufacturing (EDD 1995). Yosemite National Park is in the northeastern portion of Madera County, and all portions of the county within the park are designated Wilderness. Sierra National Forest to the south of the park provides additional recreational opportunities.

MARIPOSA COUNTY

Recreation and tourism are major industries in Mariposa County. The county's primary recreation area/tourist attraction is Yosemite National Park, part of which lies within the county. Other major recreation areas near Mariposa County include the Stanislaus and Sierra National Forests.

Lodging, food and beverage, and other service industries are central to the county's economy, accounting for nearly 50% of employment in Mariposa County. Government is also a major economic sector in the county, accounting for 23% of employment. Other industries, such as construction (5.7%) and manufacturing (4.4%), are relatively limited (MIG 1999).

Nonagricultural wage and salary employment in Mariposa County was projected to increase by 12.2% from 1995 to 2002. Over half the growth was expected to be in the service industry. Yosemite National Park is expected to provide the main catalyst for job growth, primarily in the recreation and tourism industries and in health services. Wholesale and retail trade are expected to create additional jobs in the county, primarily in food stores, gas stations, and eating and drinking establishments (EDD 1995).

During the 1997-1998 tax year, Mariposa residents and businesses paid approximately $10.5 million in secured property taxes (real estate tax) and $0.36 million in unsecured property taxes. Nearly 70% of these property taxes are distributed to county schools to pay for public education, and 25% goes to the Mariposa County General Fund to pay for other county services (5% is transferred to special districts such as the county hospital).

Overall, the Mariposa County General Fund received approximately $9.9 million in local taxes during the 1997-1998 tax year. Property taxes constituted just under 29% of the countyís government revenues; transient occupancy taxes (hotel tax) constituted 57%; sales taxes constituted 12%, and other miscellaneous categories of local taxes constituted 2%.

Mariposa County assesses a possessory interest tax on employer-provided housing for employees residing in Yosemite National Park and the El Portal Administrative Site. The annual payment to the county is equal to 1% of the assessed value of the structures, as determined by the county assessorís office.

Approximately 300 concessioner employees and 180 National Park Service employees currently live in privately owned housing outside the park, primarily within Mariposa County. The county assessorís office estimates that the average price for a three-bedroom family home in the county is $125,000, for which the annual property taxes would be $1,250 (i.e., 1% of the house's assessed value). However, many of these properties were probably purchased in earlier years at a lower price, so that their assessed value is less and owners pay lower property taxes. The exact amount of property tax paid by concessioner and National Park Service employees is not known, but based on average values of homes in the county, the tax rate, and the number of employees living in the county, it is conservatively estimated that park employees account for approximately $350,000 to $500,000 of the countyís property tax revenues.

The federal government makes payment in lieu of taxes to Mariposa County in recognition of county tax revenue lost from federal land holdings within the county. This funding covers all federal lands within the county, including Yosemite National Park, El Portal Administrative Site, U.S. Forest Service lands, and other federal property in Mariposa. In 1997-1998, the federal payment in lieu of taxes contribution was $275,000.

All proposed employee housing changes presented in the proposed alternatives would be located on federal property in Mariposa County and would fall under the countyís tax jurisdiction.

MERCED COUNTY

Merced County has the largest economy in the affected region. Agriculture is the largest economic sector, accounting for over 20% of employment. More than 90 different crops are commercially produced in the county. The primary commodities include milk and milk products, chicken, and cattle. The economy has a light-industry component, much of which is geared toward agricultural products.

Major nonagricultural economic sectors in Merced County include services, government, and manufacturing, accounting for 16.6%, 16.4%, and 13.8% of employment, respectively. Other industries provide relatively little employment in Merced County, including food and beverages (8.3%), transportation/public utilities (6.6%), retail trade (6.3%), finance, insurance, and real estate (4.9%), construction (4.1%), and wholesale trade (2.4%) (MIG 1999). All industrial sectors are projected to experience growth from 1995 to 2002, with the greatest growth expected in the communications and public utilities sector as the facilities at a former U.S. Air Force base are privatized. The government sector is projected to grow by 21.5% from 1995 to 2002, driven by increasing demand for educators and related staff. Further education-related positions will be generated by the establishment of a University of California campus, which may also spur some development in other counties (EDD 1995).

Merced Countyís primary tourist attraction, particularly for the city of Merced, is Yosemite National Park, which is located over 50 miles from the countyís eastern boundary. Other recreation resources in Merced County include Lake McSwain, Barrett Cove, and Lake McClure, where camping is available.

MONO COUNTY

Lodging, food and beverages, and services are central to Mono County's economy, which is also bolstered by extensive natural resource and recreational opportunities. Approximately 50% of employment in the county is provided by hotels and lodging, food and beverages, and other service industries (MIG 1999). Mammoth Lakes (located in the southern part of the county) is the center of its winter tourism industry and is the fastest growing community in the county. Related employment is erratic because it depends heavily on the snowfall at Mammoth Lakes ski resort.

Government is the other major employer in Mono County, accounting for approximately 16.4% of county employment. Other industries employ few county residents. Employment in all county industrial sectors is projected to experience growth from 1995 to 2002, with the exception of the communications and public utilities sector, which is projected to decline by approximately 14.3%. Overall, nonagricultural employment is projected to increase by 14.7% from 1995 to 2002. Over half the growth is expected to occur in the hotel and lodging industry (EDD 1995).

Yosemite is located west of the Mono County border. Access into the park (via Tioga Road) is typically closed between November and late May due to snowfall.

TUOLUMNE COUNTY

The services sector, accounting for 24.4% of employment, is the largest employer in Tuolumne County, followed by government (19.6%), food and beverages (11.2%), retail trade (10.2%), construction (8.8%), finance (6.4%), and hotels and lodging (2.4%) (MIG 1999).

Nonfarm employment in Tuolumne County is projected to grow by 15% from 1995 to 2002 as the local economy experiences continued population growth. Most of the job growth is expected in the services, retail trade, construction, and manufacturing sectors. The services sector is expected to create the greatest number of new jobs, reflecting an increased demand for business, health, personal, and hospitality services (EDD 1995).

Yosemite National Park is in the southeastern portion of Tuolumne County. Columbia State Park, Stanislaus National Forest, Dodge Ridge Ski Area, and Leland Meadows are among the many other state and federal parks and recreational areas in the county.

Population

In 1997, the total population of the affected region was approximately 390,085. Merced County is the most populated county, with approximately 196,123 residents. Mono County has the smallest population of the five counties (approximately 10,535), despite having the greatest land area. Table 3-30 provides population figures for the five counties.

The populations of all five counties are predicted to grow through the year 2040 (see table 3-31). The per-decade rate of population growth is expected to steadily decline for all the affected counties except Mono, which is forecasted to increase during the first decade of the 21st century before declining.

Economic Output

Economic output is a measure of productivity that is calculated differently depending on the type of goods in question. For the agricultural sector, output is measured by the value of products sold. In the manufacturing sector, output is a measure of the value added by the manufacturer or the value of shipments. In the wholesale trade and retail trade sectors, output is the value of sales. In the service sector, output is measured as receipts in dollars.

The estimated total output of goods and services for the five counties in 1996 was almost $13.1 billion (1998 dollars). Merced County's output represents more than half this total, at $7.0 billion (1998 dollars). Mono County's population and civilian labor force are smaller than Mariposa County's, but Mono County's output was higher in 1996 – $554 million compared to $529 million (1998 dollars; see table 3-32). The manufacturing sector is the largest economic sector (according to output) in the five counties.

Local Communities

The current social environments in the five communities of Yosemite Valley, El Portal, Foresta, Wawona, and Yosemite West are described to further refine the study area where impacts would be likely to occur.

This description is derived partly from a sociological evaluation conducted in the summer of 1990 that focused on park concessioner employees. Subsequent analysis was completed in 1998 by the National Park Service and sociology consultants.

Sociological studies indicate that factors with the potential to affect the social environment of Yosemite National Park employees are population, housing location, types and condition of housing, distance of employee commutes from outlying areas, community amenities, and community structure. For the purposes of this evaluation, amenities are defined as opportunities that increase physical or social comfort beyond basic living needs.

YOSEMITE VALLEY

Population

The Yosemite Valley residential population during the peak season is approximately 1,500 (includes employees and their families).

Housing

Most employees housed in Yosemite Valley work for the primary concessioner (89% during summer months), and a much smaller percentage work for the National Park Service (8%) or one of the other employers (3%). Between summer and winter months, the number of primary concessioner employees housed in the Valley fluctuates from a high of approximately 1,165 to a low of approximately 800. While there is a corresponding seasonal fluctuation of National Park service and other employees, it is not as extreme. There are 1,277 bed spaces managed by the National Park Service and concessioners in Yosemite Valley (see Chapter 2, Alternatives, under Alternative 1, Housing).

Demographics of the primary concessioner summer employee workforce are summarized in table
3-33. Similar demographic data for National Park Service and other Valley employers are not available and were not collected for this analysis.

In the 1990 sociological survey, concessioner employees indicated that they were relatively satisfied living in Yosemite Valley. Most employees valued the scenery and outdoor activities such as hiking, climbing, and bicycling. Negative social aspects experienced by some employees included noise, crowding, lack of privacy, poor roommate relations, poor or no cooking facilities, and insufficient shower and restroom facilities. A factor contributing to these negative social aspects is related to the fact that a majority of primary concessioner employees are housed in communal settings. Seasonal employees make up the majority of this group; most reside in dormitories or camps of tent cabins. In summer, approximately 1,075 primary concessioner employees are housed in tent cabins, dormitories, temporary cabins, or modular units, and 88 in houses or apartments.

The National Park Service and other concessioner employees generally are housed in single-family units or apartments. Generally, these housing units are in relatively good condition, though many are too small for the number of occupants, and most lack sufficient storage space.

Most tent cabins are double-occupancy canvas structures supported on wood-frame platforms. Although some have heating stoves, temperatures are difficult to regulate. They are hot during summer days and cold during most nights. Tents are densely packed and have thin walls, so they afford little privacy. Televisions, radios, and even conversations in one tent can be heard in the next. Kitchen, bathroom, and laundry facilities are centrally located and communal. There is a great deal of congestion and frequent competition for use of facilities.

Dormitories and temporary cabins provide four solid walls and some measure of climate control, but also have privacy problems, as well as competition for kitchen, bathroom, and laundry facilities.

Apartments and single-family houses are provided to some employees. These units are small, but they afford privacy not found in the communal living areas.

Commuting and Traffic

The commute time along El Portal Road from El Portal to Yosemite Valley is about 30 minutes. Commuting from Mariposa to Yosemite Valley is approximately 60 minutes. The commute between Wawona and Yosemite Valley along Wawona Road requires about 53 minutes under good driving conditions. It takes approximately half that time to commute from Yosemite West to Yosemite Valley. During the winter, the roads are often snow-covered and hazardous. The commute from the Valley to the closest communities south of the park is 68 minutes to Fish Camp, 73 minutes to Sugar Pine, and 83 minutes to Oakhurst. The commutes from communities to the northwest on Highway 120 and Big Oak Flat Road are approximately 55 minutes from Buck Meadows and 75 minutes from Groveland (see table 3-29).

Commuting time varies with the season and with traffic conditions. Heavy visitor traffic on El Portal and Wawona Roads increases commuting time. There is limited transit to serve employees traveling to or from the Valley.

Community Life

Yosemite Valley is one of the most scenic environments in the National Park System. Employees who reside in Yosemite Valley are situated near park visitors and spend much of their time in the public eye. Employees must deal with visitors' questions on their personal time, and must monitor their behavior to avoid offending park visitors.

Yosemite Valley has an elementary school that includes kindergarten through 8th grade. Most high school students are bused more than one hour each way to and from Mariposa.

Several stores are located in the Yosemite Lodge, Yosemite Village, and Curry Village areas. Each store is within walking distance of a major housing area and offers relatively convenient shopping. Other amenities within easy access for residents include laundry facilities, hair care, uniform service, and entertainment. Also, security systems and personnel are available.

Visitor cafeterias are available for employee use in Curry Village and the Yosemite Lodge area. Most concessioner housing areas have limited kitchen facilities. Restaurants are available in Curry Village, Yosemite Village, Yosemite Lodge, and The Ahwahnee. During winter months, an employee cafÈ and social area is established.

Recreational amenities in Yosemite Valley include rock climbing, hiking trails, bicycle paths, basketball, volleyball, baseball, and a wellness center/weight room. During the summer, two swimming pools and the Merced River provide water-based recreational opportunities. A repeater provides television and radio, and Internet access is available from local online service providers.

A noticeable segregation among employees based on employers (concessioner, National Park Service, others) was noted in the 1990 social survey. This was attributed in part to the difference of functional missions among the employers; dissimilarity of backgrounds and demographic characteristics; spatial segregation of housing; and perceptions by concessioner employees that they are treated differently than visitors by National Park Service law enforcement rangers.

To some degree, employees are also segregated into management and nonmanagement communities. In the management segment, social ties can be strong, and there can be more frequent interaction among its members. This segment, made up mostly of permanent employees, is largely responsible for planning and hosting community events and for supporting church, school, and other community institutions.

The nonmanagement community segment comprises a proportionally higher number of seasonal employees who spend much of their free time socializing with roommates and co-workers. Many spend their time participating in recreational activities such as hiking or climbing. As a result of high employee turnover, the nonmanagement community is more dynamic and diffuse than the management community.

EL PORTAL

The El Portal Administrative Site was established by Congress in 1958 (Public Law 85-922). The act stated that the site would "not become part of Yosemite National Park, nor be subject to the same laws and regulations governing said Park."

The community of El Portal is generally considered to extend west from the Yosemite View Lodge near the Yosemite National Park boundary to Savageís Trading Post near the South Fork of the Merced River. Technically, the area under jurisdiction of the El Portal Town Planning Advisory Committee is limited to that owned by Yosemite Motels, Inc. Unofficially, however, this group represents the community concerns and issues raised by residents throughout the entire El Portal area. The El Portal Town Planning Advisory Committee is an official body sanctioned by Mariposa County ordinance and is appointed by the Mariposa County Board of Supervisors. As such, the National Park Service recognizes the committee as the official representative to Mariposa County for residents of El Portal.

Residents of Old El Portal and Abbieville, who own homes located on federal lands, are also represented by the El Portal Homeowners Association. This group facilitates communications between homeowners in El Portal, with the objective of presenting a unified position to the National Park Service regarding property lease and other land-use issues. Homeowners in El Portal must comply with State of California building codes adopted and administered by Mariposa County and must pay Mariposa County property taxes.

Population

El Portal is a small community of approximately 700 people. Like Yosemite Valley, most El Portal residents work for the National Park Service or concessioners. For families of National Park Service employees living in both private and government housing, there is little difference in family income compared to their counterparts in Yosemite Valley.

The social environment of El Portal is generally similar to that of the Valley, with several notable differences:

Housing

El Portal has a mixture of housing types to accommodate an approximately equal number of National Park Service and concessioner employees. A majority of housing units are privately owned or rented, with the exception of the National Park Service units in the Rancheria Flat area and a few units in Old El Portal. The sizes and conditions of these homes vary. A total of 18 National Park Service and 37 concessioner employees are housed in the El Portal Trailer Village, which has space for approximately 67 trailers.

Commuting and Traffic

The commute from El Portal to Yosemite Valley is about 30 minutes under good conditions and without congestion. Many commute trips are affected by high volumes of visitor vehicles. An estimated 220 employees commute from El Portal to the Valley in summer, with fewer employees commuting in winter. Limited van and bus service is provided by VIA Adventures, Inc./Grayline of Yosemite and the Yosemite Area Regional Transportation System (YARTS). An estimated 72% of commuters drive alone; a relatively small number carpool or use the VIA bus or van service.

Conditions in El Portal are affected by the presence of Highway 140 and the volumes of traffic that use it and El Portal Road to reach Yosemite. Most of the 63 daily tour bus trips into the park enter and leave via Highway 140. Since the highway is the only means of access to the Valley for most commuting employees, commuters also contribute to the relatively high volumes of traffic. National Park Service and concessioner employees living in El Portal must traverse the communityís local roads to reach the highway.

Community Life

El Portal is in a narrow canyon downstream from Yosemite Valley. The location is hotter than Yosemite Valley during the summer and warmer in the winter. Because it is somewhat isolated from park visitors, it provides residents with more privacy and less visitor intrusion than Yosemite Valley.

El Portal is an established community with limited amenities. It has a day-care facility, an elementary school with kindergarten through 6th grades, a small high school, a small grocery store, a library, and a gas station. A seasonal restaurant and a bar are within two miles along Highway 140. Steep terrain, dense vegetation, hot summers, and other factors limit recreational opportunities to established trails, roads, the Merced River corridor, a sports field, swimming pool, and tennis courts.

The Merced River is a seasonal focus for many El Portal residents and visitors. When the spring high water in the Merced River drops, both commercial and private rafting and kayaking trips begin. The swimming pool and the Merced River provide recreational opportunities during summer months. Opportunities for mountain biking are available nearby. Cable television, radio, and local Internet access are also available.

Most El Portal residents are National Park Service, concessioner, and park partner employees. Many of them are families with children. Consequently, El Portal is a slightly more family-oriented community than Yosemite Valley. Because they depend less on National Park Service and concessioner facilities, residents in El Portal experience more independence in their home lives than they would living in the park.

FORESTA

The community of Foresta is generally considered to extend from near the Foresta Road/Old Coulterville Road junction (near the Foresta wood lot), west to a location near the McCauly Ranch. The Foresta Preservation Association represents Foresta property owners. This group facilitates communications between Foresta property owners, with the objective of presenting a unified position to the National Park Service regarding land-use issues.

Population

Currently, 12 homes located in Foresta are occupied by approximately 25 to 50 residents. Before the 1990 A-Rock Fire, the population of Foresta was made up mostly of individuals who were not employed by the National Park Service or concessioners. In addition to year-round residents, some Foresta homeowners use their residences as vacation homes.

Housing

Foresta provides a small amount of housing for National Park Service, concessioner, and Yosemite Institute employees. All houses in Foresta are small single-family units. In the summer of 1990, a wildland fire destroyed many of the homes in Foresta. Most of these were vacation homes, rental units, and houses that were occupied on a seasonal basis. A number of the homes have been rebuilt since the fire, and there are now about 45 homes in Foresta. The National Park Service owned 15 houses in 1990, 14 of which burned.

Commuting and Traffic

The commute from Foresta to Yosemite Valley is about 20 minutes, which varies by season and traffic conditions. Visitor traffic on the Big Oak Flat Road can be heavy, but road conditions are relatively safe.

Community Life

Foresta is predominately a residential community with no services.

Foresta is located to the west of Yosemite Valley and north of El Portal at approximately 5,000 feet in elevation. Most housing is located on the slopes surrounding Big Meadow, which is a focal point for the residential community. Residents are generally long-term property owners, and most live in Foresta year-round, creating a strong, tightly knit community. Some of Forestaís seasonal residents live in privately owned rental properties or other houses managed by Yosemite Institute. Community activities focus on outdoor recreation, including hiking, bicycling, bird watching, and swimming. The Stanislaus National Forest is immediately adjacent to Foresta. Its location, nearly three miles from of the Big Oak Flat Road, provides residents with a sense of privacy and isolation.

WAWONA

The town of Wawona is generally considered to encompass all developed areas within Section 35. Technically, the area under jurisdiction of the Wawona Town Planning Area is limited to private lands owned within Section 35. The Wawona Town Planning Advisory Committee is an official body sanctioned by Mariposa County ordinance and is appointed by the Mariposa County Board of Supervisors. Unofficially, this committee represents the community concerns and issues raised by residents throughout the entire Wawona area. The National Park Service recognizes the committee as the official representative to Mariposa County for residents of the Wawona area.

The Wawona Property Owners Association also represents owners of private lands in Wawona. It facilitates communications between Wawona property owners, with the objective of presenting a unified position to Mariposa County and the National Park Service regarding land-use issues. Private property and homeowners in Wawona must comply with provisions of the Mariposa County ñ Wawona Town Plan and State of California building codes adopted and administered by Mariposa County, and must pay Mariposa County property taxes.

Population

Wawona has both permanent and seasonal residents. The population of Wawona varies from a summer high of approximately 1,000 to a winter low of about 160. The summer population estimate includes individuals who are occupying the transient rental units and other lodging in the area. The annual average population is about 350 people. A relatively large number of individuals living in Wawona do not work for the National Park Service or the concessioner. Many are retired, have an external income, and are seasonal residents. However, approximately 50 National Park Service and 62 concessioner employees live in government housing in Wawona seasonally or year-round.

Housing

Housing types range from old, modest-sized cabins to large modern homes. Of the 300 homes in Wawona, 34 are owned and used by the National Park Service. An additional 38 are owned by the National Park Service and leased back to individuals under a fixed-term or lifetime lease. The remaining 228 are owned privately. All of the privately owned properties and most properties owned by the National Park Service lie within Section 35. This one-square-mile section straddles the South Fork of the Merced River, demarcates the "township of Wawona," and contains intermixed parcels of private and National Park Service lands.

Commuting and Traffic

The commute from Wawona to Yosemite Valley is about 53 minutes under good conditions and without congestion. Heavy visitor traffic on Wawona Road often increases commuting time in summer. During winter, the road is often snow-covered, and commuters encounter traffic congestion associated with the Badger Pass downhill and cross-county ski operations, both of which create difficult driving conditions.

The commute from Wawona out of the park is approximately 15 minutes to Fish Camp, 20 minutes to Sugar Pine, and 30 minutes to Oakhurst. The road between Wawona and these communities can be snow-covered, particularly the section from the South Entrance to Fish Camp, which is at an elevation of over 5,000 feet. In 2000 from mid-May to mid-September, YARTS provided one round-trip from Wawona to Yosemite Valley.

Because of its location on the route from the parkís South Entrance, Wawona is affected by high volumes of visitor traffic. The Wawona Store parking area is used as a staging area for shuttle bus trips to and from the Mariposa Grove of Giant Sequoias. Most of the residential development in Wawona is at a distance from the highway, mitigating the noise and visual effects of traffic.

Community Life

The Wawona area consists of a relatively large valley at approximately the same elevation as Yosemite Valley. Although Wawona lacks the grand scenic quality of Yosemite Valley, it has similar climate and vegetation. Because it is more isolated and less visited by park visitors, it provides residents with a greater sense of privacy.

Wawona is a small community and has an elementary school with kindergarten through 6th grade, two small grocery stores, and a concession-run restaurant and gas station. There is also a baseball field, library, golf course, and tennis courts. Cable television, radio, and local Internet access are also available. The town of Oakhurst, approximately 20 miles south of Wawona, offers restaurants, theaters, a bowling alley, urgent-care medical facility, supermarkets, and hardware stores.

Wawona is an established community dominated by transient residents who spend weekends and summers there. Many houses are available for short-term rental, creating large population changes between mid-week and weekends during most of the year. Wawona property owners have formed the Wawona Property Owners Association.

YOSEMITE WEST

Yosemite West is located immediately outside the park boundary and is accessed from the Wawona Road via Henness Ridge Road. The Yosemite West Town Planning Advisory Committee represents the community concerns and issues raised by residents throughout the entire Yosemite West area. The committee is an official body sanctioned by Mariposa County ordinance and is appointed by the Mariposa County Board of Supervisors. As such, the National Park Service recognizes the Town Planning Advisory Committee as the official representative to Mariposa County for the residents of the Yosemite West area.

Yosemite West is an established subdivision made up of permanent residents, including National Park Service and concessioner employees, retirees, transient rental owners and their employees, and second homeowners who spend weekends and summers there. Yosemite West property owners have formed the Yosemite West Property and Homeowners, Inc.

Population

Yosemite West is located just outside the boundary of Yosemite National Park and has both permanent and seasonal residents, with a summer population that rarely exceeds 500. This population could increase significantly if private lands near Yosemite West were developed. Currently, in the immediate area of Yosemite West, only about half of the developable lots are built on. Most individuals living in Yosemite West do not work for the National Park Service or the concessioner. Many are retired, have an external income, and are seasonal residents. Others are home-based business owners. Though outside the park boundary, Yosemite West can be reached only by traveling through the park. Access into and out of the area is available via one road, essentially making the area a cul-de-sac.

Housing

Housing types range from older, modest cabins to condominiums and large, modern homes. All homes in Yosemite West are privately owned, and many are managed as transient rental properties or as "bed and breakfast" inns. For this reason, many residents act as onsite business owners/operators. Currently, the California Water Resources Control Board has placed a moratorium on building additional housing in Yosemite West until substantial improvements are made to the community wastewater treatment system.

Commuting and Traffic

The commute from Yosemite West to Yosemite Valley is about 25 minutes under good conditions. Heavy visitor traffic on the Wawona Road often increases commuting time in summer. During winter, the road is often snow-covered and hazardous. Because of its location just off the Wawona Road, Yosemite West can be affected by high volumes of visitor traffic, although traffic within the community is generally light. Most of the residential development in Yosemite West is at a distance from the highway, mitigating the noise and visual effects of traffic.

Community

Yosemite West is located above 6,000 feet in elevation on the northwest slope of Henness Ridge. During the winter months, some locations in Yosemite West can experience heavy winter snow. Most homes in Yosemite West are located within the mixed coniferous forest and have views of the Merced River canyon. Forest fire danger can be extreme in some years. Because it is somewhat isolated, Yosemite West provides residents with a greater sense of privacy from park visitors than that experienced by residents of Yosemite Valley.

Yosemite West is a small community with few amenities. It does not have a school, stores, restaurants, or a gas station. The town of Oakhurst, approximately 35 miles south of Yosemite West, offers restaurants, theaters, a bowling alley, urgent-care medical facility, supermarkets, and hardware stores. Amenities within Yosemite Valley or Wawona are within a 25-minute drive.

SERVICES AND INFRASTRUCTURE

Education

The Mariposa County Unified School District is responsible for administering public education within the county. While the school district operates independently of the Mariposa County government, it receives the majority of its funding from county property taxes.

The Mariposa County Unified School District provides public education for children of Yosemite National Park employees. These children are educated at Yosemite Valley Elementary School, El Portal Elementary School, Mariposa Middle School, and Mariposa County High School. In Wawona, the elementary school is operated by the Bass Lake Unified School District in cooperation with the Mariposa County Unified School District. The majority of students who attend the Yosemite Valley and El Portal schools are children of park employees.

Yosemite Valley Elementary School offers kindergarten to 8th grade education. Enrollment at the Yosemite Valley Elementary School was fairly stable at approximately 60 students until the 1997 flood, when reductions in the concessionerís middle management staff resulted in a decrease in school enrollment to approximately 50 students. The school facilities within Yosemite Valley have adequate physical capacity to serve approximately 100 students.

The El Portal Elementary School provides kindergarten to 6th grade education. In 1997, additional school facilities were constructed, thereby expanding its capacity. Current enrollment is approximately 60 students, but the school has adequate physical capacity to serve up to an additional 60 to 90 students (although this would require displacement of the schoolís current art and computer laboratory). According to the Mariposa County Unified School District superintendent, approximately three-quarters of the current student enrollment are children of park employees.

The Wawona Elementary School provides kindergarten to 6th grade education. Recently, a new schoolhouse was constructed, expanding and improving school facilities for Wawona.

The majority of National Park Service and concessioner employees' children in grades 7 through 12 are bused daily to Mariposa. Approximately 10 students attend Yosemite Park High School, which operates in the elementary school building in El Portal. The enrollment at Mariposa Middle School (grades 7-8) is approximately 300, and the high school (grades 9-12) has approximately 800 students. The school facilities in Mariposa are operating at full capacity. Two recent bond initiatives to fund construction of a new high school in Mariposa were unsuccessful, and, as result, the county has applied for state funding assistance to improve the existing high school.

Under the funding regulations of the State of Californiaís Necessary Small Schools Program, the district qualifies for funding for another teacher after enrollment reaches 25 students. In addition, the recent Class Size Reduction Program requires that kindergarten to 3rd grade classrooms each have no more than 20 students per teacher. This requirement can have a major effect on small elementary schools such as Yosemite Valley and El Portal. Funding for these schools is received through a combination of local property taxes, state funds, and strong parental/community support. If local property tax revenues increase, the state reduces its contribution. As a result, increases in local property tax revenues have no effect on the schoolsí annual budgets.

Child Care Facilities

Two childcare facilities operate for park employees. The Yosemite Valley Daycare Center currently operates at full capacity. Fifty-two children are enrolled in the program, and it can accommodate approximately 30 children at any one time. The Yosemite Valley facility offers programs for infants to school-age children, and many parents commuting into the Valley bring their children to use the childcare facilities. Approximately 30% of the childrenís parents are National Park Service employees. These facilities have no capacity to serve additional children. The El Portal Child Development Center also offers programs for infants through school-age children. The center now serves 15 to 20 children and has sufficient capacity to serve up to 40 children.

Law Enforcement

Within the boundaries of Yosemite National Park, the National Park Service has exclusive law enforcement jurisdiction. As a result, the National Park Service has (with a few limited exceptions) primary authority and responsibility over property and individuals within the park. State and county agencies and authorities have no legal jurisdiction in Yosemite, and their officers have little involvement within the park, generally providing assistance only during the most serious incidents. In Wawona and Foresta, the Mariposa County Sheriff participates in civil cases that occur on private property.

At El Portal, the National Park Service operates its property as proprietary interest lands. As such, the El Portal Administrative Site and residents are under greater state and county jurisdiction than park residents. The operating procedures and division of responsibilities between the National Park Service and Mariposa County are specified and agreed upon under the terms of a Memorandum of Understanding.

The National Park Service provides the primary law enforcement presence for the El Portal area. Park rangers generally provide the first response to any incidents in the area on either federal or nonfederal land. Park rangers also deal with most minor incidents on federal property in El Portal. However, county law officers have responsibility for enforcement of state law, which is estimated to represent approximately 80% of the incidents involving criminal prosecution. As a result of this arrangement, the county dispatches its officers on an on-call basis to provide necessary law enforcement presence.

The Bureau of Land Management and U.S. Forest Service provide annual funding to the county to ensure a greater patrol presence on their federal lands.

Fire Protection

The National Park Service has exclusive jurisdiction and sole responsibility for fire protection within Yosemite National Park. The Mariposa County Fire Department has little involvement, except to provide assistance during the most serious fires within the park. The National Park Service provides equipment and training, and fire response comes from employee and volunteer members in the Valley, Foresta, and Wawona. In El Portal, the federal land is proprietary interest land, and the National Park Service cooperates with the county to provide area fire protection services under a similar arrangement to that used for local law enforcement. Through a multi-agency agreement, the National Park Service provides first response assistance to any fire in the area. The county also operates a volunteer fire protection squad and provides firefighting equipment at El Portal.

Emergency Medical Services

The National Park Service has a concession contract with Doctors Medical Center to provide medical services within the park. A medical clinic is staffed in Yosemite Valley to provide basic medical attention for minor medical conditions, and initial first aid for incidents within the park. For more serious medical conditions, patients are sent to Mariposa or elsewhere for treatment. Rangers, emergency response volunteers, and the Yosemite Medical Clinic generally provide the first response to medical incidents within Yosemite National Park and the El Portal area (including nonfederal lands). However, at this time, the county is primarily responsible for providing ambulance services. Mariposa County pays the National Park Service $22,000 a year for training to provide medical first responses to the local area outside the park.

Animal Control

The National Park Service and California Department of Fish and Game have responsibility for managing wildlife in the park and in El Portal, respectively. Mariposa County has responsibility for control of domestic pets in El Portal, but the National Park Service is responsible for implementing county regulations for managing domestic pets on the federal lands at El Portal. The National Park Service generally handles minor incidents, and the county's animal control staff respond to more serious incidents.

Road Maintenance

The National Park Service is responsible for all roadways exclusively on federal property, including most of the access roads within El Portal. The California Department of Transportation (Caltrans) is responsible for the maintenance of Highway 140. Mariposa County is responsible for maintaining paved roads within Section 35 in Wawona. In Foresta, roads are maintained by both the county and National Park Service. The National Park Service retains responsibility for the first mile of paved road leading off of Big Oak Flat Road and for all dirt roads in the community. The county maintains the paved Foresta Road beyond this one-mile mark though Foresta and the dirt continuation of this road down to El Portal.

Besides Foresta Road (noted above), the only roadway in the El Portal area under county jurisdiction is the section of Foresta Road from Clark Community Hall east to the boundary of the El Portal Administrative Site. This roadway is approximately one mile long, narrow, and in poor condition. (Also see Park Operations, Infrastructure and Facilities, under Roads, in this chapter.)

Electricity, Sewer, and Water

Mariposa County has no significant involvement in the provision of electricity, sewer, or water services within El Portal. Pacific Gas and Electric Company provides electrical service to the area. The National Park Service El Portal Wastewater Treatment Plant currently provides wastewater treatment for both Yosemite Valley and El Portal. (Also see Park Operations, Infrastructure and Facilities, under Utilities, in this chapter.)

Library and Recreation Services

Mariposa County currently maintains a public swimming pool (summer only), two tennis courts, and open spaces in El Portal for recreational use by local residents. The county also operates public libraries within the El Portal school building, in the Bassett Memorial Library in Wawona, and in the Yosemite Valley Girls Club used by local residents.

Visitor Population

Each year, several million people visit Yosemite National Park. These visitors spend millions of dollars on lodging, food and beverages, transportation, and other items while in the area. Much of this spending occurs inside Yosemite, but a major portion of Yosemite visitorsí expenditures are made outside the park. As a result, Yosemite visitor spending is an important source of income and employment for many of the small communities nearby.

Three categories of visitors can be identified among park visitors: park overnighters, local overnighters, and day visitors. Park overnighters are park visitors who lodge or camp overnight within the park. Overnight visitation in the park is controlled by the National Park Service and limited by the availability of lodging and camping facilities. Local overnighters are park visitors who lodge or camp within the Yosemite region during their trip. Typically, these visitors spend several days visiting the park. Day visitors are park visitors who either do not lodge or camp overnight in the region, or who are local residents.

In the National Park Service's visitation counts and statistics, both local overnighters and day visitors are recognized as day visitors, since they travel daily in and out of the park during their trip. Day visitors and park overnighters are referred to as day visitors.

Some visitors fall into two categories. For example, park visitors may stay overnight both inside and outside the park during their visit. For the purposes of the impact analysis, distinct visitor population estimates were developed to account for these overlaps.

The 1997-1998 Yosemite Area Regional Transportation Strategy visitor survey provides the most recent and reliable survey information on Yosemite visitation. According to the survey results and the population definitions described above, it is estimated that park overnighters constitute about 20%, local overnighters 40%, and day visitors 40% of the park visitor population. In National Park Service terms, day visitors total 80% of the visitor population and overnight visitors 20%.

These results are comparable to those from the Draft Yosemite Valley Implementation Plan/SEIS (NPS 1997c) visitor analysis based on the 1992 Gramann visitor survey, which also estimated that overnight visitors accounted for approximately 20% of the park visitor population. However, the 1992 analysis estimated that local overnighters accounted for 30% of park visitation, while day visitors accounted for 50% of Yosemite visitors. The greater proportion of local overnighter visitation probably reflects changes in visitor behavior due to the significant growth in local lodging capacity from new hotel construction, since the Gramann survey was conducted in 1990-1991.

Total annual visitation estimates in each visitor population category were developed from National Park Service monthly public use reports. The analysis indicates that annual recreational visitation increased from 2.55 million in 1981 to 4.05 million in 1996. This corresponds to an average annual increase of 3.3%.

During this period, overnight visitation within the park was relatively unchanged, at 2.1 million overnight stays per year. Day visitation growth was therefore responsible for the entire increase in park visitation between 1981 and 1996. This growth is equivalent to an average annual increase of 4.35%. Between 1990 and 1996, day visitation grew at an even higher rate, averaging more than 6% per year.

After the January 1997 flood, total recreational visitation to Yosemite dropped from 4.05 million in 1996 to 3.67 million in 1997 – a 9.3% decrease. In 1998, annual park visitation was relatively unchanged from the 1997 levels. Of the 380,000 fewer visitors, 170,000 would have been park overnighters. While day visitation decreased by 6.3% in 1997, overnight visitation decreased by 22% (primarily due to the loss of Valley campsites and motel rooms from the 1997 flood).

Past visitation trends suggest that demand for Yosemite visitation was strong and growing before the flood. Furthermore, the limits to the park's lodging capacity have increasingly required individuals to stay overnight outside the park and visit Yosemite as day visitors.

DAY VISITORS

Current park day visitation on an average summer day is estimated at 10,950.

OVERNIGHT VISITORS

Approximately half of Yosemite day visitors lodge or camp overnight in the five-county region. The visitors are categorized as local overnighters in the impact analysis. Other day visitors stay overnight outside the affected regions (either at their homes or other accommodations) and are identified as day visitors.

Table 3-34 shows the locations where local overnighters visiting Yosemite during the summer reported staying overnight in the region. According to

the survey results, the greatest percentage of local overnight visitors stay in Madera County, followed by Mono County and Mariposa County.

The most recent information on the overnight accommodation capacities of the surrounding counties is provided by the 1997-1998 visitor survey. As part of YARTS' recent planning efforts, Nelson\Nygaard identified and inventoried the existing lodging and campground facilities in the region along the main highway corridors and in close proximity to the park. Although the inventory was performed during the winter and closed facilities were not surveyed, Nelson\Nygaard concluded that the inventory represents a reasonable estimate of the region's lodging and camping capacity.

Table 3-35 presents the results of their analysis, adjusted to show overnight accommodation capacities by county. Length of stay is an important factor in determining the magnitude of visitor impacts on the park, the concessioner, and the surrounding counties. For the purposes of this analysis, it is assumed that the average length of stay for both local and park overnighters was 2.7 days. An average length of stay of 4.2 hours was used for day visitors.

ENVIRONMENTAL JUSTICE AND MINORITY AND LOW-INCOME VISITORS

Limited demographic information on the Yosemite visitor population is available from past Yosemite visitor surveys. The 1990-1991 Gramann survey of Yosemite visitors provides the most recent information on the ethnic background of Yosemite visitors, and its findings are presented in table 3-36. As the table shows, minority visitors to the park are underrepresented.

Gramann suggested that the lack of ethnic diversity in Yosemite visitation is common to most rural national parks and was probably the result of a "combination of economic constraints among ethnic minorities, differences in cultural preferences, and fears of discrimination among some ethnic groups."

As shown in table 3-37, the largest percentage of visitors to Yosemite National Park (26%) have an annual household income greater than $100,000 (Gramann 1992). The smallest proportion of visitors (5%) have an annual household income of less than $20,000. By contrast, in the State of California, the largest percent of the population (37%) has an annual household income below $20,000. The data illustrate that people from low-income households are largely underrepresented in the population of visitors to Yosemite National Park. This is true on both a statewide and regional basis.

Regional Economies

Visitor Spending

Average visitor spending estimates are an important factor in the analysis of the regional economies. Spending estimates for each of the following three categories of Yosemite visitors were assessed: (1) visitors who spend the night in the park (park overnighters); (2) visitors who spend the night outside, but near the park (local overnighters); and (3) visitors who come to the area for day visits only and do not stay overnight in the region (day visitors).

The economic effects of visitor spending on the counties surrounding the park are related to the underlying structure of each countyís economy. Counties with a large number of tourism-related businesses are more affected by changes in traveler and tourism spending than counties in which traveler and tourism-dependent businesses constitute a small component of the economy.

Understanding the characteristics of these three categories of Yosemite visitors is important in determining the socioeconomic impacts on the region from any changes in park visitation and visitor spending. Tourist spending information from several different sources was analyzed to estimate average daily per capita spending by Yosemite visitors. Visitor spending information derived from the 1997-1998 Yosemite Area Regional Transportation Strategy visitor survey was determined to be the most reliable source of information. Visitor spending presented in table 3-38 was estimated by taking weighted averages of the spending ranges reported by all respondents to the visitor survey (Nelson\Nygaard 1998b).

Total Yosemite visitor spending was calculated to estimate the magnitude of the economic impact that Yosemite visitation has on the surrounding counties and park concessioners. The daily visitor spending estimates are the primary source for estimating the total annual Yosemite visitor spending. Lower average daily spending figures would result in smaller aggregate economic impacts from visitor spending. Total visitor spending in each visitor category has been estimated by multiplying the daily visitor spending estimates and the corresponding annual visitation (in visitor days).

Table 3-39 provides estimates of total Yosemite visitor spending within the Yosemite region. Using estimated daily per-capita spending for each visitor category and 1998 visitation figures obtained from National Park Service monthly visitor reports, the total Yosemite visitor spending in 1998 is estimated to be approximately $240 million. This figure represents only Yosemite visitor spending in the park and the surrounding region. Yosemite visitors staying overnight outside the affected region are recognized as day visitors; therefore, their spending on lodging and other services outside the affected region is not included.

CONSTRUCTION SPENDING

Construction spending within the Yosemite region would increase due to actions proposed under the alternatives. However, spending alone does not provide the best measure of potential construction-related economic impacts. Instead, projects are assessed in terms of the output and employment impacts anticipated to result from construction spending. Accordingly, recent output and employment statistics for the Yosemite region provide the appropriate baseline to evaluate the magnitude of estimated construction-related economic impacts. These baseline statistics are presented in table 3-40.

 EMPLOYMENT AND INCOME

The employment figures include all waged, salaried, and self-employed positions in each county. These include both full-time and part-time workers. In 1996, total employment was approximately 164,000 in the five-county area. Approximately 48% of the total employment in the affected region was in Merced County alone (MIG 1999). Table 3-40 provides total employment estimates for the counties by sector. The figures are used as the baseline for employment conditions.

According to census estimates, the total civilian labor force in the five-county region in 1998 was 169,000, of which approximately 147,000 were employed. All five counties have unemployment rates above the national and state averages. The region's average rate of unemployment in 1998 was 13.1%.

Total personal income includes employee compensation, proprietor income, other property income, and indirect business tax. In 1996, total personal income for the five-county area was approximately $6.9 billion (1998 dollars) (see table 3-41).

OTHER REVENUES

Taxable retail sales are good indicators of annual spending in the travel-related service sectors, because they represent the taxes paid for transactions with consumers. The total taxable sales figures include the taxes paid by businesses on raw materials and services. In 1997, the total taxable retail sales for the five counties was $2.7 billion. Table 3-42 shows total taxable sales by county.

Concessioners and Cooperators

YOSEMITE CONCESSION SERVICES

Yosemite Concession Services Corporation (YCS), the primary concessioner in Yosemite National Park, provides a variety of guest services to the park's approximately 4 million annual visitors. These include hotels, restaurants, transportation, sightseeing tours, conference facilities, recreational opportunities, and merchandise. Yosemite Concession Services operates these services at numerous locations both in and outside Yosemite Valley.

As shown in table 3-43, Yosemite Concession Services operates 1,517 guest rooms, throughout the park, ranging from rustic tent cabins operated seasonally in wilderness areas to deluxe accommodations at The Ahwahnee.

Most accommodations are sold out a year in advance for the summer months, weekends, and holidays. Reservations are handled at a central reservations office in Fresno, California. The demand for some accommodations (such as the High Sierra Camps) is so great that reservations are assigned by lottery. YCS reservations staff respond to as many as 2,500 calls per day during the peak season. YCS operates 23 food and beverage services ranging from seasonal snack stands to full-service dining. The facilities serve 2.5 million meals annually to Yosemite visitors.

YCS also operates six grocery stores, 10 gift shops, six sport shops, and an assortment of vending machines. Items sold at various stores include fresh produce, groceries, camping supplies, functional clothing, souvenirs, and unique park collectibles.

Yosemite Concession Services offers year-round recreational opportunities to park visitors. During the summer, recreational opportunities include hiking and bicycling, horseback rides, rafting, guided tours, and rock climbing. In the winter, visitors can participate in downhill and cross-county skiing, ice-skating, and snowshoeing.

As part of Yosemite Concession Services, Yosemite Transportation Services operates a year-round fleet of 10 shuttle buses, 12 tour buses, seven open-air trams in Yosemite Valley, and seven trams at the Mariposa Grove of Giant Sequoias. During the winter season, an additional six shuttle buses operate to serve guests skiing at Badger Pass. The Yosemite Valley, Wawona, and Tuolumne Meadows shuttle buses provide free and frequent transportation in busy areas of the park, thereby encouraging Yosemite visitors to park their vehicles and reducing traffic congestion. The operation of shuttle buses is funded by increased pricing for hotel and restaurant services. Annual ridership for tours and shuttles is in excess of 4 million people, the majority of whom ride the free shuttles. Yosemite Transit System currently has two electric buses.

Yosemite Concession Services employs approximately 1,750 employees parkwide during the summer, decreasing to approximately 1,200 employees during the winter season. Most of these employees live in employee housing (approximately 1,335), which ranges from seasonal housing in canvas tent cabins to dormitories, apartments, and houses. Under normal conditions, about 1,175 YCS employees live in Yosemite Valley housing owned by the National Park Service and managed by YCS. A significant proportion of YCS employees live in private housing, in El Portal or other areas outside the park, or live with National Park Service employees in housing owned by the National Park Service and managed by the primary concessioner.

In 1998, Yosemite Concession Services generated approximately $88 million in revenues from its concession operations at Yosemite. Under the current concession contract, the total return from the concessioner to the National Park Service is approximately 18% of the total revenues generated by the concessioner. These funds are used to fund park improvements and services.

YOSEMITE MEDICAL CLINIC

The Yosemite Medical Clinic is located in Yosemite Village and provides medical care for park visitors and residents. The clinic estimates that it handles 9,000 medical incidents annually, which vary from minor first-aid assistance to emergency care and major trauma. Approximately one-third of the clinicís service is primary medical care to park residents. The majority of the clinic's other medical service is emergency care to both park visitors and residents. In addition, the clinic provides health screening, physical therapy, medical training, and workers' compensation treatment for park employees. The clinic also runs a wilderness residence training program for doctors and provides advanced life-support services for the Badger Pass Ski Area. In addition, 24-hour on-call doctor and laboratory/x-ray medical attention is provided year-round.

Yosemite Medical Clinic employs 17 full-time and 15 part-time staff. This staff is equivalent to approximately 25 full-time employees, the majority of whom are medical staff. Housing for clinic employees is limited; approximately 10 clinic employees are housed in National Park Service facilities within the Valley. Due to the broad range of service provided by the clinic, its operation is expensive for the current concessioner. Although the clinic generated approximately $1.5 million in revenues in 1998, it operated at a loss.

The dental clinic is an independent operation located with the Yosemite Medical Clinic. The dental practice employs three full-time staff. Housing within the Valley is provided for one full-time employee. The dental operation generated approximately $200,000 in revenue in 1998. While services are available to, and occasionally used by, park visitors, the majority of the dental clientele are local residents and employees.

THE ANSEL ADAMS GALLERY

Best's Studio (also known as The Ansel Adams Gallery) has operated in Yosemite since 1902. The Adams-Best family has owned and operated the gallery for four generations, and it is the oldest family-owned business in the National Park System. The gallery sells photographs by Ansel Adams, and artwork, books, and handmade crafts by other artists. In addition to its operation in Yosemite Village, the gallery also has a mail order business and additional galleries at Mono Lake and Pebble Beach, California.

The gallery employs approximately 15 retail staff during the summer and eight staff during the off-season. Six gallery employees live in houses assigned by the National Park Service within Yosemite Valley. In addition, the gallery owns a house in El Portal on property leased from the park that can house one or two employees. Most other employees are spouses of park employees and also live in National Park Service housing in Yosemite Valley or El Portal. A few employees live in private housing outside the park. The gallery's administrative offices are located in Fresno.

In 1998, annual sales at the Yosemite location were approximately $2 million. The galleryís annual fee payments to the National Park Service were approximately 6% of its annual sales.

YOSEMITE ASSOCIATION

The Yosemite Association is a nonprofit membership organization whose mission is to initiate and support interpretive, educational, research, scientific, and environmental programs in Yosemite National Park. Currently, the Association maintains an annual membership of over 8,000. In cooperation with the National Park Service, the Yosemite Association operates retail bookstores and provides visitor assistance at visitor centers throughout the park. The Yosemite Association publishes and sells books to wholesalers, manages the park's wilderness reservation system, and runs the Ostrander Lake Ski Hut during the winter season. The Yosemite Association also presents evening theater programs at the Valley Visitor Center Auditoriums and runs 65 educational seminars in the park.

The Yosemite Association employs 15 full-time administrative staff and five permanent retail staff and has a seasonal retail staff of approximately 35. Most employees are required to find their own housing, although the National Park Service does provide housing in Tuolumne Meadows, Wawona, and El Portal for up to six Yosemite Association employees.

The majority of the Yosemite Associationís income is generated by the bookstores it operates within the park. During the 1990s, the Yosemite Association contributed over $3.25 million to Yosemite National Park. In 1998, the Yosemite Association's annual retail sales from its park bookstores were $1.2 million, of which $850,000 was from sales at the Valley Visitor Center and Valley Museum Shop. The Yosemite Association earned revenues from wholesale and mail order sales ($360,000), membership donations ($300,000), and seminars and other programs ($400,000).

In 1998, the Yosemite Association's total revenues were approximately $2.3 million and its total operating expenses were approximately $1.8 million. As a result, the Yosemite Association was able to donate approximately $450,000 to numerous park programs, including interpretation and interpretive program operations, as well as visitor information assistance. These funds are used to promote park stewardship and enrich the visitor experience.

YOSEMITE INSTITUTE

Yosemite Institute is a residential field science program that provides interpretation and environmental education in Yosemite National Park through a cooperative agreement signed in 1971. Yosemite Institute provides educational programs primarily to students from kindergarten through 12th grade. In addition to serving over 300 public and private elementary and secondary schools from locations throughout California, Yosemite Institute offers adult instruction and teacher training programs. In 1998, it served 12,900 children, adults, teachers, and families – representing 452,000 person-hours of programming.

Yosemite Institute provides the majority of its instruction between September and May. Most Yosemite Institute student visitors rely on commercial buses for transportation needs. Programs range from a single day to several days of instruction. While in Yosemite Valley, participants stay overnight at Curry Village, operated by YCS. In the spring and fall, participants stay in tent cabins, and during the winter stay in hard-sided, heated cabins at Curry Village. Yosemite Institute uses the Valley Visitor Centerís East and West Auditoriums, the Junior Ranger and Visitor Center campfire circles, and the cafeteria in Curry Village to provide evening programs up to five nights a week.

Yosemite Institute also offers instruction outside Yosemite Valley at Crane Flat. Participants are housed and fed at the more rustic Crane Flat location, and evening instruction is provided in the dining hall.

Yosemite Institute administers and operates its educational programs from its office in El Portal. It also has a small office in the Valley, which is primarily a staging area and base of operations for Yosemite Instituteís educational staff. The building is used to coordinate emergency support for field staff, to provide access to field training equipment, as a communication center, and, when necessary, as a rain refuge and teaching area.

Yosemite Institute employs 30 full-time instructors, 13 employees who are not instructors, and 13 substitute instructors. All of the full-time instructors and five of the other employees are provided housing by the organization. No staff are housed in Yosemite Valley. Eight employees live in National Park Service housing in Foresta and Crane Flat. All other employees live in El Portal, either at the El Portal Hotel, leased from the National Park Service, or at one of the four houses owned by Yosemite Institute.

In 1998, its total program revenues at Yosemite National Park were roughly $3 million. The Yosemite Institute also received another $120,000 in earnings primarily from its foundation investments, donations, grants, and other miscellaneous income. Its operating budget was nearly $2.5 million. As a result, Yosemite Instituteís assets increased by over $600,000 from its 1998 operations at the park. The Yosemite Instituteís earnings increase the organizationís endowment and also fund its capital expenditures, such as recent employee housing improvements and septic system repairs at Crane Flat.

EL PORTAL CHEVRON STATION

The El Portal Chevron station has operated since 1970; its current National Park Service contract expires in 2002. It is the only service station in El Portal, providing automotive fuel and oil sales as well as repairs and maintenance. The station is operated as a sole proprietorship, with one full-time employee during the off-season and three full-time employees and one part-time employee during the peak season.

In the last three years, the Chevron station has generated approximately $470,000 in gross revenues. The station is currently closed, but the concessioner is in the process of developing proposals for expanding and upgrading its services. Upgrades could include installing new storage tanks and new automated pumps that will provide 24-hour fuel service.

EL PORTAL MARKET

El Portal Market has operated since 1933; its current National Park Service contract expires in 2006. The market has approximately 900 square feet of retail space and sells groceries, liquor, recreational equipment, and other convenience items. The market is operated as a partnership. In addition to one partner who works at the market full time for most of the year, the market employs one full-time manager year-round and two to three additional full-time workers during the peak season.

In the last four years, the market has generated approximately $610,000 in gross revenues annually, although revenues have declined over the last two years. (This decline is attributed to the 1997 flood.)

PARK OPERATIONS

Infrastructure and Facilities

ROADS

The National Park Service maintains approximately 200 miles of road within Yosemite National Park, divided among the following Federal Highway Administration categories: 127 miles are major park routes, 10 miles are minor park routes, 34 miles are special-purpose routes, nine miles are administrative routes, and 19 miles are one-way routes.

The park road system is in fair physical condition. The system has some safety and operational issues, including 34 miles of roads that have deteriorated beyond the point where annual maintenance is practical. The majority of these are minor roads, except for five miles of the Glacier Point Road. However, more than 80% of road pavements within the park are more than 17 years old (the normal life of these surfaces is 16 to 20 years); thus, deterioration is anticipated to accelerate for older surfaces, leading to continued safety and operational issues.

Major park routes are the El Portal Road (Highway 140 outside the park), Northside and Southside Drives (the Valley Loop Road) in Yosemite Valley, Big Oak Flat Road (Highway 120 West), Tioga Road (Highway 120 East), and Wawona Road (Highway 41). Minor routes within the park are primarily those for administrative use or those open only to bicycles, shuttle buses, or designated vehicles used by disabled visitors.

Previous research into road development in the park revealed that specific records on the dates and details of construction, maintenance, and repairs are generally lacking. In many cases, exact construction dates of individual features, such as guardrail segments and turnouts, cannot be determined more accurately than within a range of 10 to 20 years (NPS 1989a).

BRIDGES AND TUNNELS

The Yosemite road system contains four tunnels and 30 bridges, each of which has unique maintenance issues and requirements. Bridges within the park are generally in good condition, with a few exceptions. The South Fork of the Merced River Bridge is closed, and vehicle traffic over the South Fork in Wawona is currently routed over a temporary bridge. The Happy Isles Footbridge near the Nature Center in Yosemite Valley, has been condemned and closed. Access to the John Muir Trail has been rerouted.

Bridges in Yosemite Valley include Pohono, El Capitan, Swinging, Superintendent's, Housekeeping, Stoneman, Ahwahnee, Sugar Pine, Clark's, Happy Isles, and several unnamed footbridges over tributaries to the Merced River. The Covered Bridge in Wawona built in 1879, is one of the oldest bridges in California and still serves pedestrian and stagecoach traffic. Eight bridges in Yosemite Valley and the Covered Bridge in Wawona are listed on the National Register of Historic Places.

UTILITIES

Water, wastewater, electric, and telephone utility systems within the park are generally in fair to good condition. Most utility systems in the park are operating within design capacity, with a few exceptions. The water supply systems in El Portal and Wawona are marginal, as is the capacity of the Wawona Wastewater Treatment Plant. Any excess utility system capacity is due to the decreased number of lodging and campsites in Yosemite Valley following the January 1997 flood. Wastewater flows in Yosemite Valley decreased considerably after the flood because several campgrounds and lodging units were damaged and subsequently closed. Leakage and resulting infiltration have been major problems in the past, but the Facility Management Division has made substantial improvements to the collection system; leakage and infiltration are now comparatively rare, but still occur.

Wastewater and electric lines run between El Portal and Yosemite Valley beneath El Portal Road on the north side of the river. Wastewater in Yosemite Valley is pumped to the west end of Yosemite Valley, where it flows down to the El Portal Wastewater Treatment Plant at Railroad Flat, which has a capacity of 1 million gallons per day. Five wastewater treatment facilities are located within the park: El Portal, Hodgdon Meadow, Tuolumne Meadows, Wawona, and White Wolf.

The National Park Service purchases power from the Pacific Gas and Electric Company, which it distributes and resells to end users in Yosemite Valley, predominantly to the concessioner. Electricity is carried into Yosemite Valley by a 70,000-volt transmission line that runs overhead through El Portal and the Merced River gorge to the substation at the old Cascades powerhouse. The powerhouse is no longer active as a hydroelectric generator, but is still used as a substation. From the powerhouse, the power is stepped down to 12,000 volts. Conductors in 6-inch conduits run beneath El Portal Road to a substation in Yosemite Village. The primary electric distribution system is generally in good condition after upgrades over the last 12 years, although some areas in Yosemite Valley still require rehabilitation. End users in Wawona, El Portal, Foresta, and Hodgdon Meadow are served directly by Pacific Gas and Electric Company, whose facilities are within the park in several places.

Pacific Bell supplies telephone service to Yosemite and El Portal primarily through microwave transmission. Overhead and underground lines serve various other locations throughout the park and El Portal.

There are 20 public water systems in the park; the Tuolumne Meadows and Wawona areas are the only large surface water systems. The Wawona water system takes raw water out of the South Fork of the Merced River. This system is constrained in most years through much of the late summer and early fall because of low flows. The National Park Service mandates stepped water conservation measures whenever flows reach critical levels. Conservation measures start with banning irrigation use for the golf course and the lawns of homes and other buildings, and escalate to requiring the use of paper plates and cups at the Wawona Hotel to reduce water use for washing dishes. The National Park Service is considering other options to increase the reliability of the water system at Wawona, including bringing water into Wawona via a seven-mile pipeline from beyond the Mariposa Grove, and/or drilling deep wells.

Three wells, a 2.5-million-gallon water storage tank, and several distribution lines supply Yosemite Valley users with water. The system has the capacity to produce about 3.8 million gallons per day. Major components of the water system are being replaced and upgraded due to damage sustained in the 1997 flood. These improvements will restore reliability to the system, provide monitoring of system conditions, and allow for remote control of pumping.

El Portal's water supply system consists of six wells adjacent to the Merced River and three tanks with a total storage capacity of 900,000 gallons, for a total production capacity of approximately 240 gallons per minute, or 350,000 gallons per day. The water system in El Portal is marginally sufficient for the current levels of use, but does not have adequate capacity to compensate for any component failure or increased development.

Organization and Program Areas

The superintendent is responsible for overall management and operation of the park. Park headquarters is located in Yosemite Valley. Some divisions are based in the Valley, and others are based in El Portal. Yosemite is operationally organized into six divisions, each with a functional area of responsibility.

The Facility Management Division is responsible for buildings, grounds, roads, trails, utilities (water, power, sewer, solid waste), stock operations, equipment maintenance, and engineering and design. The Facility Management Division is further broken into five district operations.

The Division of Visitor and Resource Protection is responsible for resource protection, law enforcement and emergency services (emergency medical services, search and rescue, incident management), fee operations, structural and wildland fire management, wilderness management, and campground management. Each of these forms a functional branch within the division. Law enforcement and emergency services is broken into five districts.

The Resources Management Division is organized as a parkwide function and is responsible for all research and resources management. This entails documenting and ensuring the well-being of natural and cultural resources, managing social science studies, and planning and environmental compliance. The division is organized into natural resources (wildlife, vegetation, ecological restoration), physical sciences, planning and environmental compliance, and cultural resources (historic, archeological). The division is located primarily in El Portal.

The Division of Interpretation is organized and managed on a parkwide basis and is responsible for communication and information services, education, interpretive services, museum operations, and field operations. Interpretation is primarily based in Yosemite Valley, but personnel are stationed in the outlying districts.

The Division of Concessions Management is based in the Valley and is responsible for all contracted concession operations throughout the park.

The Division of Administration is organized to include personnel, property and procurement, special park uses, information management, and fiscal management. The division head is located in the Valley, but the operations are in
El Portal.

The 1999 funding for Yosemite National Park was $21,205,000.
Table 3-44 presents a personnel breakdown by division within the park. This information corresponds to an average annual salary and operating cost of approximately $37,500 per
full-time equivalent.

ENERGY CONSUMPTION

Regulations, Policies, and Planning Objectives

In April 1999, the U.S. Department of the Interior entered into a formal Memorandum of Understanding with the Department of Energy to promote the use of energy-efficient and renewable energy technologies and practices in the national parks. This partnership officially inaugurated the program titled ³Green Energy Parks: Making the National Parks a Showcase for a Sustainable Energy Future.² This initiative will help to fulfill provisions of the Energy Policy Act of 1992, which directs the use of energy-efficient building designs and equipment and the utilization of alternative motor fuels where practicable, and Executive Order 12902, Energy Efficiency and Water Conservation at Federal Facilities. The initiative will also help fulfill the goal of Executive Order 13031, Federal Alternative Fueled Vehicle Leadership, which promotes increasing use of alternative-fueled vehicles in the federal motor vehicle fleet.

Energy Consumption

The majority of activities proposed under each of the action alternatives have the potential to affect energy consumption as a result of changes in personal vehicle and/or shuttle bus use, as well as the potential to change the number of housing beds in Yosemite Valley, El Portal, and Wawona. In reality, housing units would use a mix of propane, electricity, wood, fuel oil, and possibly renewable energy sources such as solar energy. However, propane is the primary home fuel consumed in the area. In 1998, National Park Service and Yosemite Concession Services energy records indicate that approximately 260,000 gallons of propane were consumed. Consumption of propane and other fuel types is shown in table 3-45

Gasoline and diesel are the primary fuels consumed by automobiles, trucks, and buses used in the area. A California Air Resources Board model called BURDEN was used to estimate motor fuel consumption associated with proposed plans, employee commuting patterns, and utilization of National Park Service and concessioner vehicles that operate in the Valley. Annual fuel consumption for heavy trucks, urban buses, and shuttle buses was derived from vehicle-miles-traveled estimates and typical fuel economy values for these vehicle types. The results of this analysis indicate that approximately 2,905,800 gallons of gasoline and approximately 230,200 gallons of diesel would be necessary to power automobiles, trucks, and buses anticipated to be used in the Valley in the year 2000.

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