A growing chorus of voices from communities surrounding Yosemite National Park is demanding a shift in the park’s visitor management strategy. These gateway communities, directly impacted by the current system, argue that the existing access controls are hurting local businesses and discouraging visitors without effectively addressing the park’s true capacity.
The situation has reached a critical point as stark discrepancies are emerging between park visitation data and the reality on the ground. For instance, while Yosemite Valley parking lots remain empty during peak hours despite daily entry gate closures turning away hundreds of vehicles, stakeholders are raising concerns about the accuracy of the data used to justify these restrictions.
This frustration is further fueled by the National Park Service’s (NPS) recent release of a 224-page Draft Plan outlining a permanent visitor access control system set to be implemented by 2025. Critics argue that the data informing this plan is skewed by atypical years marked by COVID-19 restrictions, severe staffing shortages, and unusual weather conditions, creating an inaccurate representation of normal park operations.
The current system has dealt a significant blow to the economies of neighboring communities. Millions in revenue have been lost by hotels, restaurants, and local businesses during peak tourist seasons, as the unpredictability of access has deterred visitors. Even international tour operators have removed Yosemite from their itineraries due to the uncertain access situation, further exacerbating the economic impact.
In response, the gateway communities are urging the NPS to slow down the process and prioritize a collaborative approach. They advocate for a more creative solution that balances public access with resource protection. Specifically, they propose a pilot program to explore the potential of enhancing access to areas beyond Yosemite Valley, improving visitor services, and streamlining park operations. They emphasize that their intimate understanding of visitor preferences, behaviors, and emerging trends makes them crucial partners in shaping the future of the park.
Rhonda Salisbury, CEO of Visit Yosemite | Madera County, emphasizes, “Instead of restricting visitation, NPS should focus on creative solutions that allow visitors to explore the many less crowded areas of Yosemite.” Lisa Mayo, President & CEO of Visit Tuolumne County, adds, “We want to work with NPS to develop systems that balance preservation and access without turning people away.”
The gateway communities’ call for collaboration and a more nuanced approach represents a growing movement to ensure a sustainable future for both Yosemite National Park and the communities that thrive around it.
