NPS Strategic Investment and 

Asset Inventory Report

FY 2022–2026

National Park Service

U.S. Department of the Interior

Contents

Attachment A – NPS Investment Strategy FY 2022–2026 ...............................................1

Attachment B – NPS Asset Inventory .............................................................................16

Attachment C – NPS Investment Strategy and Network Table 1 .................................21

Attachment D-1 – Integrated Planning Memo ..............................................................24

Attachment D-2 – National Park Service Current State of Transportation

Priorities and Needs - September 2021 ...........................................27

Attachment D-3 – National Park Service Bipartisan Infrastructure Law 

Transportation Grants Strategic Plan - September 2022 ................81
This page intentionally left blank.
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ATTACHMENT A – NPS INVESTMENT STRATEGY FY 2022–2026

The purpose of this document is to respond to the Federal Highway Administration’s

(FHWA) May 19, 2022, request to provide an investment strategy (or as codified in law, the 

National Park Service’s [NPS] application) to support legislative requirements per 

performance management under Title 23 USC 203(b)(2) and planning under 23 USC section 

201(c). The National Park Service is authorized from the Highway Trust Fund through the 

Infrastructure Investment and Jobs Act (IIJA) over $1.7 billion to improve NPS 

transportation assets under the Federal Lands Transportation Program (FLTP) between 2022

and 2026. 

As outlined below, the National Park Service’s investment strategy supports performance 

management and aligns resource and asset management and planning goals to meet the 

Federal Highway Administration’s stewardship expectations. Meanwhile, in the FHWA 

review of this package, the National Park Service requests collaborative discussion to ensure 

that the National Park Service continues to meet expectations for both performance 

management and planning. 

The following paragraphs provide the NPS response to topics requiring a reply, as identified 

in the Federal Highway Administration’s letter and outline titled Federal Lands

Transportation Program Instructions for Fiscal Years 2022–2026, dated May 19, 2022.

TOPIC 1: PURPOSE 

Federal Highway Administration background, laws, information, and explanations. No NPS 

response required.

TOPIC 2: INVESTMENT STRATEGY

Federal Highway Administration background, laws, information, and explanations. No NPS 

response required.

TOPIC 3: INVESTMENT STRATEGY COMPOSITION, DESCRIPTIONS OF FEDERAL 

LANDS MANAGEMENT AGENCY’S APPROACHES, AND/OR METHODOLOGIES 

a. Describe your agency’s decision-making strategy and method for including eligible assets into 

your agency’s official inventory. 

NPS Response: All NPS transportation assets open to the public are part of the NPS official 

inventory. As of the end of FY 2022, first quarter, NPS transportation assets, including paved 

roads, unpaved roads, parking, bridges, tunnels, transit, trails, and technology, have a 

current replacement value of about $39.9 billion and is spread across the United States and 

territories in a variety of urban and rural areas, as well as extreme climatic zones. The 

National Park Service manages 423 individual units, covering more than 85 million acres in 

all 50 states, the District of Columbia, and US territories. 
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The NPS transportation assets, as presented in the FY 2022 NPS Greenbook Budget, include:

Paved roads (miles) 5,690 

Paved parking lots 6,100

Unpaved roads (miles) 7,000 

Bridges 1,451 

Tunnels 63

Transit systems (buses, 

ferry, railroads, and 

support assets in 60 parks)

96 

As documented in the NPS National Long Range Transportation Plan, July 2017 (NLRTP), 

and more fully articulated later, the NPS transportation portfolio also includes trails, trail 

bridges and tunnels, waterways, docks, marinas and waterfront assets, and railroad assets. 

All transportation assets are important to the safety, mobility, enjoyment, and education of 

the public, in balance with meeting our mission to protection the resources in each unit as 

codified by Congress. Of the National Park Service’s 297 million visitors in FY 2021, the vast 

majority arrive to and travel through parks on the NPS road system, contributing $20.5 

billion in spending and supporting 323 thousand jobs in 2021 (2021 NPS Visitor Spending 

Effects Report). 

The National Park Service has cascading requirements from the Office of Management and 

Budget that aligned with Department of Interior Construction Capital Planning and 

Investment Control for Construction and Leased Spaces Guide, August 2020, and Executive 

Order 13327, “Federal Real Property Asset Management” (February 4, 2004). One key 

guidance is the “NPS Facility Investment Strategy, October 2021,” which includes the NPS 

four investment pillars: Invest in Our Future, Invest in Our Visitors, Invest in Our Workplace, 

and Invest in Our Heritage. 

The National Park Service has an Investment Review Board (IRB) committee comprising 

senior executive service managers who provide a servicewide policy perspective for and 

oversight of major asset investments by the National Park Service, including major Federal 

Lands Transportation Program (FLTP)-funded projects. The IRB committee includes 

external advisors, such as a FHWA senior manager, currently held by the director of the

Eastern Federal Lands Highway Division Office. The committee reviews major projects at 

significant milestones such as at project’s concept stage and approval of project construction. 

The National Park Service has recently implemented a new FLTP funding policy to capitalize 

on the performance successes of the past for roads and bridges and pivot to a heightened 

focus on multimodal transportation needs. The new direction recognizes the need to 

encompass visitor mobility in all modes and a focus on visitor experience, resource 

protection, equity, safety, climate resiliency, and innovation. Importantly, the secretary of 

the interior and the secretary of transportation signed a memorandum of understanding on 

November 17, 2021, pledging to work together to improve transportation in and around 
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national system units in deploying innovative technologies, leveraging technical skills, 

developing information exchanges and facilitation of partnerships. These adjustments will 

also be updated in the revision of the 2017 NPS national long range transportation plan 

(renamed the NPS National Transportation Strategy), which is due to be completed in the 

third quarter of 2023. 

b) Describe your agency’s strategy for incorporating data into the integrated planning effort in

cooperation with the Federal Lands Highway, state, and metropolitan planning organizations 

during the effective period of the Infrastructure Investment and Jobs Act. 

NPS Response: The Federal Highway Administration and the National Park Service will 

continue to work closely at the unit level to coordinate local needs with state and local 

transportation officials to develop projects of mutual interest and importance to improve 

public access and mobility in and around national parks. Specifics are documented in a 

jointly signed letter (attachment D-1) between the National Park Service and the Federal 

Highway Administration on integrated planning, dated December 8, 2021. This letter was a 

product of the jointly charted Leadership Collaboration Committee, comprising senior 

executive service members and senior managers from both agencies to cooperate in such 

joint matters as integrated planning.

Over the years, the National Park Service has completed projects beyond its financial 

capabilities, such as the Arlington Memorial Bridge, Washington, DC; Foothills Parkway 

“missing link,” Tennessee; Zion transit bus replacement, Utah; and Tamiami Trail, Florida.

These projects of regional significance to the local and state departments of transportation, 

elected officials, and local public users successfully collaborated with stakeholders for 

partnership funding, including state funds and US Department of Transportation (USDOT) 

grants. With the multiple grant opportunities provided for in the Infrastructure Investment 

and Jobs Act, the National Park Service developed the NPS Bipartisan Infrastructure Law 

Transportation Grants Strategic Plan and draft program of candidate projects (attachment 

D-2) to work closely with partners to pursue USDOT grants and state contributions that are 

of mutual benefit to the National Park Service and state and metropolitan planning 

organizations. 

The secretary of transportation and states are required to support the successful integration 

of federal land management transportation needs through the planning process in Title 23, 

sections 134 and 135. Federal Lands Highway Offices share and coordinate the NPS 

multiyear program of projects, as well as the NPS National Long Range Transportation Plan, 

July 2017, with each of the states, metropolitan planning organizations, and local 

jurisdictions. 

c) Describe how asset management data informs decision-making in your agency’s 

development of a multiyear programming of projects that comprises your agency’s four-year 

Transportation Improvement Program.

NPS Response: Both asset management and NPS resource data provide the foundational 

planning information to identify, document, and scope the problem and analyze and weigh 

solutions to develop options and recommendations. The same data support scoping projects, 

developing project-level design and generating plans, surveys, and engineering specifications.
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The asset management data is used in a formula for the distribution of FLTP funds to the 

field and supports performance-based modeling, tracking, monitoring to develop projects 

that, when cumulatively gathered, support meeting performance goal targets. 

To prioritize annual funding allocations, the National Park Service implements a 

performance-based investment strategy, using analytical tools and modeling from the 

management systems to maximize investment decisions. Management system information on 

pavement, bridge, congestion, and safety information influence project prioritization.

Federal Lands Transportation Program dollars are distributed by formula to regions based 

on transportation asset inventory, condition performance metrics, visitation/traffic, and 

accident fatalities to focus FLTP funds towards reaching performance metrics, such as state 

of good repair, reduction of bridge deficiencies, safety improvement, and address high-use 

federal recreational sites or federal economic generators. 

All projects are submitted through the NPS Project Management Information System (PMIS), 

including the FLTP funds for project identification, prioritization, tracking, monitoring, 

funding, and reporting. The NPS PMIS project justification method considers and 

prioritizes projects. 

d) Life cycle planning is an important part of asset management. See the appendix C table for 

the requested information.

NPS Response: In reference to appendix C table, the National Park Service, in cooperation 

with FHWA engineers, has deployed robust life cycle performance-based strategies for paved 

roads and bridges. Paved roads and bridges, as well as roadway safety, have modeling 

capabilities to help use the data and analysis outputs to influence decisions. The National 

Park Service is deploying the transit systems vehicle health index (VHI) to collect and 

monitor data and set priorities. The National Park Service, with FHWA staff, is using 

geographic information systems to organize and spatially display the output for 

interpretation by both experts and decision makers. Management system data is used in the 

allocation of funds to the field, selection of projects and the development of plans, and survey 

and engineering specification for construction award. In addition, data from the 

management systems is used to influence budget decisions to stretch limited dollars, identify 

the best use of available funding, and inform strategic investment policy. The FLTP 

management systems support leveraging FLTP dollars for contribution by many other 

funding streams. 

1. Describe the federal lands management agency’s current practice of life cycle planning, 

and/or how the agency plans to incorporate it over the next five years. Please include:

A. Cost to maintain or replace all transportation assets within your agency’s official inventory 

NPS Response: The national long range transportation plan of July 2017 (pages 54 and 59 

figures 4–11) identified that needs for the highest-priority transportation assets (paved roads 

and bridges and parking lots in functional classes 1, 7 and subset of 2, transit and critical 

other transportation assets) alone account for $676 million per year of the total $1.5 billion 

annual need for transportation assets. For clarification, this total includes annual 

transportation needs (i.e., planning, capital investment, facility operation, preventive 
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maintenance, recurring maintenance, component renewal, and administrative). The national 

transportation strategy under development will provide an update of need. 

As articulated in the FY 2023 greenbook, the replacement cost for all transportation assets is 

approximately $39.9 billion. Roads, parking areas, and bridges represent some 80% of the 

total portfolio of transportation assets. The other assets—trails, trail bridges and tunnels, 

transit, waterways, docks, marinas, and railroad assets—make up the other approximate 20%. 

For more information see the national long range transportation plan, page 25, table 3–1. The 

National Park Service is currently updating the long-range transportation plan, which will 

provide new numbers for future annual needs, as well as replacement costs. 

B. Cost to operate transit systems funded through the Federal Lands Transportation Program

(as applicable)

NPS Response: Currently, no FLTP funds are used to operate NPS transit systems. The 

National Park Service has been successful in employing business models under the NPS 

Transportation Fee Program to fund operations. Meanwhile, the National Park Service is 

cautiously exploring the possibility of using FLTP dollars in the future to supplement 

shortfalls and to support project start-ups. Those actions require approval from the senior 

executive in Washington. Additional details on transit operational costs and NPS business 

models can be provided separately (as requested).

C. Describe how the federal land management agency plans to implement and/or enhance the 

specific management systems below under the Infrastructure Investment and Jobs Act, and 

explain how information from these systems will be used to support programming decision 

making: 

i. Pavement management system information

NPS Response: The National Park Service manages the Road Inventory Program (RIP) in 

collaboration with the FHWA Eastern Federal Lands Highway Division (EFLHD) to 

maintain a comprehensive inventory and condition assessment of all paved roads and paved 

parking areas in the national park system. The RIP information and completed construction 

information are delivered to the pavement management system, which is maintained and 

operated in collaboration between the National Park Service and the Eastern Federal Lands 

Highway Division. 

The pavement management system is an analytical process that can model current and future 

pavement conditions, which gives the National Park Service a budget and condition 

performance-based pavement resurfacing, repair, and rehabilitation program. The pavement 

management system is used to produce budget recommendations for specific network 

pavement conditions. The pavement management system provides life-cycle-based 

information, which is used for project development and project prioritization.

The National Park Service uses Pavement Condition Rating (PCR) to identify the condition 

of its paved assets. This metric can be scaled from small to large, applying to an individual 

asset or to the entire paved network. The National Park Service, with technical assistance 

from the Eastern Federal Lands Highway Division, has determined that a network PCR of 85 
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is the best condition target that would allow the National Park Service to use pavement asset 

management best practices to manage its network.

By using performance management tools like the pavement management system, the 

National Park Service has identified a higher-priority subset of its paved road and paved 

parking network. This paved road and paved parking area subnetwork contains all functional 

class (FC) 1 and FC7 routes, as well as a specific assortment of FC2 routes. These routes are 

traditionally prioritized above other paved NPS assets. Each park unit with paved assets 

contains at least one of these higher-priority assets.

In the future, the National Park Service and the Eastern Federal Lands Highway Division will 

continue to explore improved business practices to calculate the cost of ownership of assets 

from cradle to grave. The National Park Service and the Eastern Federal Lands Highway 

Division have collaborated to better define pavement project unit costs by identifying cost 

factors specific to geographic locations. The National Park Service and the Eastern Federal 

Lands Highway Division will continue to improve paved road project costs by investigating a 

systematic approach to paved road project costs and investigating how different components, 

such as pavement, drainage, and retaining walls, contribute to the overall cost.

ii. Bridge management system information 

NPS Response: The National Park Service manages the Bridge Inspection Program in 

collaboration with Eastern Federal Lands Highway Division to maintain a comprehensive 

inventory and safety assessment database of all major transportation bridges and tunnels in 

the national park system. The inspection program is compliant with National Bridge 

Inspection Standards.

The primary purpose of the bridge inspection is to ensure individual structure safety. The 

inspection also gathers data about bridge condition that are used in bridge project 

development, prioritization, and programming. The two primary outputs are Priority of 

Improvement and Bridge Health Index.

The Priority of Improvement is a rating assigned to the structure by the senior engineer on 

that structure’s inspection team. The rating is safety focused and identifies the urgency of 

deficiencies. Most NPS bridges have a low urgency to address deficiencies. Of those 

structures with higher deficiencies, some will require extensive rehabilitation to properly 

address deficiencies, and some will require modest effort, such as reattaching loosened 

guardrail or replacing popped-up bridge deck joint armor.

The Bridge Health Index is a metric that identifies bridge conditions and is based upon 

identified inspection deficiencies. This metric can be scaled from small to large, applying to 

an individual asset or to the entire paved bridge network. The National Park Service, with 

technical assistance from the Eastern Federal Lands Highway Division, has determined that a 

bridge network Bridge Health Index of 93 is the best condition target that would allow the 

National Park Service to use bridge asset management best practices to manage its network.

The Bridge Management System is maintained and operated in collaboration between the 

National Park Service and the Eastern Federal Lands Highway Division. The Bridge 

Management System is an analytical process that can model current and future bridge 
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conditions that gives the National Park Service a budget and performance-based bridge 

information. The Eastern Federal Lands Highway Division provides a repair project scope 

and estimate of the repair. Repairs can be rehabilitations or replacements. The division also 

provides the current condition of the bridge ( good, fair, poor). In addition, they help 

estimate the remaining life of a bridge before it must be weight posted, replaced, or removed 

from service.

The Bridge Management System is used to produce budget recommendations for specific 

bridge or bridge network. The Bridge Management System provides life-cycle-based 

information, which is used for project development and project prioritization.

Routinely, bridge reports are generated for the NPS park, regional staff, and Washington 

Office officials. The bridge management system is used to help establish realistic bridge 

performance metrics and inform investment decisions.

Currently, the National Park Service and the Eastern Federal Lands Highway Division are 

incorporating the trails bridges and tunnels into the program. In the future, the National Park 

Service and the Eastern Federal Lands Highway Division will continue to explore improved 

business practice to calculate the cost of ownership of assets from cradle to grave.

iii. Congestion management system information, where applicable

NPS Response: Traffic congestion and visitor use patterns are evolving at national parks. 

Once traffic congestion is persistent, a park enters a new management era, requiring a new, 

holistic approach. A balance of operational changes, adjusting capacity (or using existing 

capacity more effectively), and adding capital investments/new services help parks invest 

wisely and minimize unintended consequences. The 2020 revised congestion management 

toolkit offers parks a variety of choices to improve congestion management, featuring over 40 

tools across nine categories. Currently, congestion assessments have been completed at 21

parks servicewide. Currently, the National Park Service’s focus is on park-by-park needs. In 

the future, the program will be broadened to take a holistic, national approach to managing 

transportation congestion.

iv. Safety management system information (if applicable), including fatality and serious injuries

NPS Response: Gathering quality transportation crash data is critical to a safety management 

system. Presently, the Department of the Interior’s Incident Management, Analysis and 

Reporting System (IMARS) is the system of record for all NPS law enforcement incident 

reports, including crash reports recorded in the Model Minimum Uniform Crash Criteria 

(MMUCC) compliant crash module. The NPS Park Facility Management Division (PFMD) 

Transportation Branch manages a crash database called the Crash Data System that stores 

only non-personally identifiable information from crash reports for analysis and 

transportation performance management purposes for the Transportation Safety 

Management System (TSMS). Crash Data System maintenance efforts include crash reports 

from 1990 to present day, migrating all data to a consistent schema matching the IMARS 

MMUCC compliant crash module and ensuring that location information is available in the 

appropriate format for analysis. Discussions continue around updating crash investigation 

and crash reporting training for NPS law enforcement staff, in support of crash data quality 
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improvement. Related performance indicators can be established as the National Park 

Service develops complete and quality safety data.

In further developing the TSMS processes that lead to actionable safety decision-making

information in support of project programming, the National Park Service is building a 

multidisciplinary “4E” (emergency response, education, engineering, law enforcement) 

transportation safety program approach. This includes providing data-driven annual 

regional transportation safety briefings and partnering with the Federal Highway 

Administration to implement the Safety Analyst, which is the FHWA and NPS tool used to 

analyze crashes and safety mitigation strategies.

Subsequent safety-related technical assistance at the location, project, corridor, or network 

level (e.g., road safety audits, road safety assessments, safety implementation plans, park road 

safety plans) is programmed by NPS regions in support of project programming decisions, in 

coordination with the NPS PFMD Transportation Branch, as appropriate. Related 

performance indicators can be established around the delivery of regional transportation 

safety briefings as an ongoing process central to the Transportation Safety Management 

System. 

In support of the Complete Streets concepts, related to equitable streets and networks that

prioritize safety, comfort, and connectivity to destinations for all people who use the street 

network, the National Park Service is including actionable vulnerable road user (VRU)-

focused safety data elements into targeted annual regional transportation safety briefings 

such as posted speeds where VRU injuries and fatalities are most common, percentages of 

injury and fatal VRU crashes occurring at crosswalk locations, and percentages of injury and 

fatal VRU crashes occurring along the road.

v. Other management systems

NPS Response: The National Park Service and the Central Federal Lands Highway Division 

(CFLHD) jointly cooperate to manage the NPS Traffic Count Program. Currently, the

Central Federal Lands Highway Division, in cooperation with the National Park Service,

manages some 122 permanent count stations in 33 parks with high traffic volumes and/or 

notable traffic safety concerns. The Traffic Data Program includes installation, maintenance, 

and continuous data gathering using the permanent traffic monitoring equipment. The 

information is used by transportation planners, programming, design, and safety engineers. 

The traffic counts and traffic growth rates are used by transportation planners to develop 

long-range and near-term park-level traffic plans. The traffic counts influence the 

programming of projects as a factor to distribute the funding to the field via formula. Safety 

engineers use the traffic data to provide an important industry standard safety metric (crash 

rate: crashes/traffic volume) for articulating the relative frequency of road crashes. Designers 

use the traffic data for developing the specific capacity and final blueprint specifications. The 

biannual park-specific traffic coverage counts are instrumental in park operations, planning 

studies, and asset management strategies. 

e) Identify resource management initiatives that are unique and not cited in the body of this

guidance, which the federal lands management agencies intend to fund in fiscal years 2022–
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2026 with 23 USC 203 and/or 23 USC 201 funds. Explain how these initiatives affect 

performance-based planning and programming goals.

NPS Response: In cooperation with the Department of the Interior and participating FLTP 

agencies, the National Park Service is participating in an initiative to identify both mutual and 

unique mission critical performance-based planning and programming goals to kick-start 

data collection and develop performance targets that will lead to reporting accomplishments 

in meeting specifically NPS mission-related resource management performance goals. 

Additionally, the subsequent update of the national long range transportation plan will begin 

to also set the stage for further consideration of critical resource management areas as they 

relate to transportation facilities.

TOPIC 4: HIGH-USE FEDERAL RECREATIONAL SITES OR FEDERAL ECONOMIC

GENERATORS (HUG-EC)

NPS Response: All NPS-managed parks have a high-use recreational value and/or economic 

generation to the states and communities they reside in. High-use federal recreational sites or 

federal economic generators vary based on the planning and programming priority identified 

in the various funding programs. In addition, HUG-EC is one of many performance factors 

identified in law with no suggested weight given to each factor. As such NLRTP goals and 

objectives, various asset management and performance approaches, and subsequent 

multiyear programing all set NPS priority. By using performance management tools like the 

pavement management system, the National Park Service has identified a higher-priority 

subset of its paved road and paved parking network. This paved road and paved parking area 

subnetwork contains all functional class (FC) 1 and FC7 routes, as well as a specific 

assortment of FC2 routes. These routes are prioritized above other paved assets. Each park 

unit with paved assets contains at least one of these higher-priority assets. Note that all motor 

vehicle bridges are higher-priority assets, regardless of the functional class of the route they 

carry. Additionally, all transit systems continue to be highest-priority assets and services 

based on the 2017 national long range transportation plan. 

TOPIC 5: SECRETARY OF TRANSPORTATION’S PERFORMANCE GOAL AREAS 

a) State of Good Repair of Transportation Facilities. The condition performance reporting 

template is found in attachment C. 

NPS Response: The national long range transportation plan provides performance goals.

The following paragraphs provide updates. In addition, the National Park Service is in the 

process of updating the national long range transportation plan, which will include updated 

performance goals. The National Park Service has provided attachment C following the 

FHWA outline, May 19, 2022, letter and attached instructions, and appendix B template. 

Roads:

NPS Response: See topic 3(d)(1)(c)(i) above and the NPS attachment C using the Federal 

Highway Administration’s, May 19, 2022, letter and attached instructions, and appendix B 

template.
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Bridges:

NPS Response: See topic 3(d)(1)(c)(ii) above and the NPS attachment C using the Federal 

Highway Administration’s, May 19, 2022, letter and attached instructions, and appendix B 

template.

Parking Lots:

NPS Response: See topic 3(d)(1)(c)(i) above and the NPS attachment C using the Federal 

Highway Administration’s, May 19, 2022, letter and attached instructions, and appendix B 

template.

Trails:

NPS Response: Transportation trails provide a multimodal connection for visitors to access 

areas of the park. Examples include trails to or from a bus or rail station. Transportation 

trails identified in this inventory may serve this function without directly connecting to an 

NPS transportation system (e.g., a trail provides a connection to a municipal transit station or 

to a broader regional trail system). 

The NPS definition of a transportation trail is as follows:

“Accommodates pedestrians and/or bicycles and connects to a larger transportation system 

including land and water-based transit and/or regional trail systems or direct connections to 

a community. A transportation trail provides functional access to a destination via nonmotorized modes, AND provides an alternative to motorized transportation, enabling people 

to switch from motorized to non-motorized modes. Subsistence trails that are important for 

people living off the land also may be transportation trails, even if they do not meet the above 

criteria.” See the NPS attachment C using the Federal Highway Administration’s, May 19, 

2022, letter and attached instructions, and appendix B template.

Transit/Alternative Transportation Systems:

NPS Response: The National Park Service maintains a large and diverse inventory of 

alternative transportation systems (ATSs). An alternative transportation system is defined as 

a group of real property assets, fleet, and/or vessels that are interrelated through business

practices and whose primary function is to provide for the motorized and nonmotorized 

conveyance of park visitors to and from or within a park without the use of personal 

transportation. Alternative transportation systems are critical to the NPS mission of resource 

protection and visitor experience at parks where traffic volume on existing roadways and 

parking areas are at or over the design capacity to align service with a park’s desired 

conditions and visitor capacity. In many cases, these transport systems are the only means to 

visit the park or portions of the park.

To date, assets comprising an alternative transportation system have been managed 

independently without recognition of their critical interconnected role with a park’s facility 

program. As a complex system of real property assets and fleet, alternative transportation 

systems pose unique challenges to NPS asset management. The Alternative Transportation 
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System Life-Cycle Asset Management (ATSLAM) initiative has developed a transit asset 

management approach to effectively manage and recapitalize ATS infrastructure and fleet.

Alternative Transportation Systems Real Property: All NPS-owned, leased, or otherwise 

managed real property must be entered into the Facility Management Software System 

(FMSS)—the service’s facility management database. This includes real property constructed 

for or serving as part of an alternative transportation system. 

To identify and validate all real property assets that support the alternative transportation 

systems, the National Park Service compiled the inventory as part of Alternative 

Transportation System Life-Cycle Asset Management. Alternative transportation systems 

supporting locations, or assets, are defined as all locations that directly support an alternative

transportation system, including location records with children asset records that support an 

alternative transportation system. In total, 2,206 FMSS locations with a status of operating, 

inactive, or excess were identified. This effort served as an important milestone in the 

development of a holistic transit asset management approach that considers both real 

property and fleet. Going forward, ATS asset locations will be refined and the National Park 

Service will focus on the condition of ATS assets to strive toward a state of good repair with 

future investments. 

Common ATS real property inventory includes the following:

Roads/railways are the structural elements that allow for the movement of an agency’s fixedguideway vehicles. Guideway assets are broadly categorized into track elements, above-grade 

structures (bridges), below-grade structures (tunnels), and ancillary structures (e.g., 

passenger and maintenance access and retaining walls). Roads, roadway bridges, and 

associated parking lots are identified as supporting transit. These assets are not “double 

counted” in our overall inventories. This identification could, however, lead to additional 

priority for improving a road asset with category 1 funds.

• Facilities refers to the structures that enclose or support maintenance, operations, and 

administrative activities. Facilities also house specialized equipment that supports the 

operations and maintenance of the vehicles (e.g., fueling and washing facilities). Other 

examples include the grounds, roofs, mechanical and electrical equipment, plumbing, 

and all fixed equipment at a bus or rail maintenance or administrative facility. 

• Systems include a diverse set of monitoring and control systems that support core 

operational functions. All these systems are critical to the transit system, providing 

power (including all building substations, third rail, and catenaries) communications, 

revenue collection, security, and safety controls (e.g., radio, GPS, video surveillance, 

farebox, and wireless). Some of these components are considered “equipment” and 

would not be captured in the ATSLAM inventory.

• Stations provide shelter for customers. Examples include bus/rail station structures, 

benches, communication media, and passenger waiting areas.

• Transportation trails provide a multimodal connection for visitors to access areas of 

the park.
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• Fleet: In FY 2021, 722 vehicles and vessels operated in 62 systems in 43 parks. 

Alternative transportation systems are still recovering from COVID-19 impacts and as 

a result have not reached 2019 levels of 835 vehicles and vessels operating 95 systems 

in 60 parks. We anticipate that all these systems will be operational during the life of 

the Bipartisan Infrastructure Law. The system of record for NPS fleet asset records is 

in the Financial and Business Management System (FBMS). The FBMS fleet module is 

the system of record for all Department of the Interior fleet inventory and fleet 

maintenance activities. To allow for the identification of NPS-owned transit fleet, 

Alternative Transportation System Life-Cycle Asset Management led an effort to tag 

transit fleet in the Financial and Business Management System. The inventory is 

annually reported in the National Transit Inventory and includes performance 

measures that correspond to program goals (appendix B of the National Transit 

Inventory) and the NPS National Long Range Transportation Plan, July 2017: visitor 

experience, operations, environmental impact, and asset management. The fleet data 

in the Financial and Business Management System includes standard vehicle data—

vehicle classification, age, and other data. The National Park Service is migrating 

toward a telematics platform to digitally collect vehicle data to assist with vehicle 

management and maintenance.

• VHI assessment: A Vehicle Health Index (VHI) process was developed to provide a 

data-driven approach to understanding transit fleet condition across the National 

Park Service’s portfolio of fleet assets. The Vehicle Health Index was developed from 

industry standard approaches to fleet condition assessment in coordination with NPS 

fleet experts. The VHI assessment consists of a series of rapid-visual and diagnostic 

tests for each of the following vehicle subcomponents: engine, battery, drivetrain, 

electrical, suspension/steering, HVAC, structure, interior, exterior, wheelchair safety, 

and safety systems. Resulting scores roll up to a total vehicle score, the official VHI 

metric. Vehicle Health Index assessments will enhance existing asset management 

practices by providing consistent, point-in-time assessments of fleet condition. Once 

inspections are completed, condition information is scalable to the park, region, and 

national level. This is significant, as the National Park Service has lacked complete 

vehicle condition data. The Vehicle Health Index enables a data-driven approach to 

transit asset management with improved, consistent data than what is currently 

available in NPS data systems. To ensure VHI data is reflective of the actual condition 

of the NPS transit fleet, it is recommended that VHI assessments are completed at 

least every three years and after major repair needs arise or are resolved that 

significantly affect the existing vehicle condition.

• VHI Assessment Tool: The VHI Assessment Tool will be used to complete VHI 

assessments. The VHI Assessment Tool is an Excel-based template that enables 

mechanics to record inspection results. The tool generates scores for each vehicle 

subcomponent and a total vehicle score. There are two versions of the VHI 

Assessment Tool, one each for internal combustion engine (ICE) vehicles and 

electric vehicles. These tests are similar but account for the unique components to 

ICE vehicles and electric vehicles. Each subcomponent and their associated tests are 

assigned with different weightings to generate a total vehicle score. The VHI 
13

Assessment Tool has been piloted in three parks – Harpers Ferry, Yosemite, and Cape 

Cod. The remaining NPS-owned fleet will be assessed using the tool in the first half of 

FY 2023.

Electric Vehicles Charging Stations: 

NPS Response: The NPS five-year electric vehicle (EV) workplan includes EV supply 

equipment (EVSE) and has the following goals and desired outcomes:

Meet the administration and department’s goals outlined in Executive Order 14057,

“Catalyzing Clean Energy Industries and Jobs Through Federal Sustainability,” including

100% zero-emission vehicle acquisitions by 2035, including 100% zero-emission light-duty 

vehicle acquisitions by 2027; contribute to regional EVSE corridors and fill gaps in EVSE 

networks, particularly in rural and disadvantaged communities; take a proactive approach to 

EV transition, leading by example and preparing for new programs and opportunities; pursue 

funding opportunities, programs, and partnerships to support EV fleet conversion and the 

development of utilities and EV supply equipment; develop a coordinated and consistent

approach across NPS offices, regions, and parks; and develop successful and sustainable

partnerships with federal, state, local, and tribal partners.

The following includes a summary of EV supply equipment owned and operated by the 

National Park Service or provided by some other entity through another business model.

These include EV supply equipment for administrative fleet, transit fleet and public use.

Currently, there are charging stations at 131 locations: 180 level 1 chargers; 374 level 2 

chargers; and 18 DC fast chargers. The National Park Service is waiting on guidance from the 

Department of the interior on asset management practices for EV supply equipment. 

Charging station locations are updated often and can be provided under separate request. 

Administration’s Strategic Priorities:

NPS Response: The Department of the Interior plays a central role in how the United States 

stewards its public lands, increases environmental protections, pursues environmental 

justice, and honors our nation-to-nation relationship with tribes. Our mandate from 

President Biden is clear: we must address the four intersecting challenges of COVID-19, 

economic recovery, racial equity, and climate change. We have no time to waste in taking 

action to protect public lands, the environment and Americans’ lives and futures. The 

Department of the Interior is ready to take the bold action desperately needed to ensure that 

communities of color and indigenous, urban, and rural communities benefit from an 

aggressive and whole-of-government response.

To meet the scope of our challenges and the multiple, overlapping crises, we are:

Identifying steps to accelerate responsible development of renewable energy on public 

lands and waters. We are investing in climate research and environmental innovation to 

incentivize the rapid deployment of clean energy solutions, while reviewing existing 

programs to restore balance on America’s public lands and waters to benefit current and 

future generations.
14

Strengthening the government-to-government relationship with sovereign tribal 

nations. We understand that tribal sovereignty and self-governance, as well as honoring the 

federal trust responsibility to tribal nations, must be the cornerstones of federal 

Indian policy. 

Making investments to support the administration’s goal of creating millions of familysupporting and union jobs. This strategy includes establishing a new Climate Conservation 

Corps Initiative to put a new generation of Americans to work conserving and restoring 

public lands and waters, increasing reforestation, increasing carbon sequestration in the 

agricultural sector, protecting biodiversity, improving access to recreation, and addressing 

the changing climate.

Working to conserve at least 30% of our lands and waters by the year 2030. We will work 

to protect biodiversity, slow extinction rates, and help leverage natural climate solutions by 

conserving 30% of America’s lands and waters by 2030. This strategy relies on support for 

local, state, private, and tribally led nature conservation and restoration efforts that are 

underway across America.

Centering equity and environmental justice. The impacts of the multiple crises in the 

United States are not evenly distributed in our society. Communities of color, low-income 

families, and rural and indigenous communities have long suffered disproportionate and 

cumulative harm from air pollution, water pollution, and toxic sites. At every step of the way, 

the Department of the Interior will engage diverse stakeholders across the country, as well as 

conduct formal consultation with tribes, in recognition of the US government’s trust 

responsibilities.

TOPIC 6: FEDERAL LANDS MANAGEMENT AGENCIES SECRETARIES 

PERFORMANCE GOALS

The US Department of the Interior FY 2022–2026 Strategic Plan outlines and provides 

support to the four strategic goal areas. On November 11, 2021, the Secretary of the Interior 

Deb Haaland and Secretary of Transportation Pete Buttigieg signed a memorandum of 

understanding to strengthen coordination between our two departments regarding 

infrastructure investments and the deployment of innovative technologies at the National 

Park Service, including innovative technology pilots, shared mobility integration, the 

electrification of major transit fleets, and additional electric vehicle charging stations, which 

will guide the departments’ efforts to build world-class transportation systems that provide 

enhanced access for car-free trips, interpretation, education, and enjoyment opportunities to 

visitors who want to experience public lands. Interior Secretary Deb Haaland remarked 

during the signing ceremony, “When we talk about and plan around access, we must do so 

with an eye toward equity. I look forward to working closely with Secretary Buttigieg and his 

team to ensure that sustainability and equitable access to parks and public lands remain 

hallmarks of our work.” Our mutual secretaries have challenged us to make a difference 

during their administration in these areas.
15

TOPIC 7: FLTP ACCOMPLISHMENT REPORT

The National Park Service reports annually since FY 2014 on the NPS FLTP 

accomplishments of our transportation program as required by the Federal Highway 

Administration FLTP implementation guidance. The National Park Service plans to continue 

reporting accomplishments using the Federal Highway Administration’s, May 19, 2022, letter 

and attached instructions, and appendix C template.

Past, present, and future annual accomplishments reports are posted on our website. The 

National Park Service, in cooperation with the Federal Highway Administration in their roles 

as engineer and construction contract service providers, develop this report annually by the 

required April time line.
16

ATTACHMENT B – NPS ASSET INVENTORY

The purpose of this document is to respond to the Federal Highway Administration’s

(FHWA) May 19, 2022, request to provide an investment strategy (or as codified in law, the 

National Park Service’s [NPS] application) to support legislative requirements per 

performance management under Title 23 USC 203(b)(2) and planning under 23 USC section 

201(c). The National Park Service is authorized from the Highway Trust Fund through the 

Infrastructure Investment and Jobs Act (IIJA) over $1.7 billion to improve transportation 

under the Federal Lands Transportation Program (FLTP) between 2022 and 2026. 

In response to the Federal Highway Administration’s request, all NPS transportation assets 

open to the public are part of the NPS official facility inventory. As discussed in the NPS 

investment strategy under separate cover, all NPS-managed parks have a high-use 

recreational value and/or are economic generators to the states and communities in which

they reside. The remainder of this document more fully explains the NPS position. 

The National Park Service transportation portfolio has a current replacement value of 

approximately $39.9 billion and is spread across the United States and territories in a variety 

of urban and rural areas as well as extreme climatic zones. The National Park Service

manages 423 individual units covering more than 85 million acres in all 50 states, the District 

of Columbia, and US territories. 

The NPS transportation assets, as presented in the FY 2022 NPS Greenbook Budget, include: 

Paved roads (miles) 5,690 

Paved parking lots 6,100

Unpaved roads (miles) 7,000 

Bridges 1,451 

Tunnels 63

Transit systems (buses, 

ferry, railroads, and 

support assets in 60 parks)

96 

As documented in the NPS National Long Range Transportation Plan, July 2017 (NLRTP), and 

more fully articulated later, the NPS transportation portfolio also includes trails, trail bridges 

and tunnels, waterways, docks, marinas and waterfront assets, and railroad assets. All 

transportation assets are important to the safety, mobility, enjoyment, and education of the 

public, in balance with meeting our mission to protection the resources in each unit as 

codified by Congress. Of the National Park Service’s 297 million visitors in FY 2021, the vast 

majority arrive to and travel through parks on the NPS road system, contributing $20.5 

billion in spending and supporting 323 thousand jobs in 2021 (2021 NPS Visitor Spending 

Effects Report). 
17

Over the past several years, the National Park Service has invested in the top 20 visited parks 

through various funding streams. Federal Lands Transportation Program dollars are critical 

to support the NPS transportation system network. However, funding streams such as Great 

American Outdoor Act, Recreational Fee, and Repair and Rehabilitation have invested over 

$1 billion in projects to support the NPS mission. Although the National Park Service 

understands the importance of meeting the needs of the most-visited parks, all the park units 

across the national park system have mission-critical needs. 

As outlined below, the National Park Service’s transportation network inventory supports 

performance management, aligns resource and asset management and planning goals to meet 

the Federal Highway Administration’s stewardship expectations. Meanwhile, in the FHWA 

review of this submittal, the National Park Service requests ongoing collaborative discussions 

regarding stewardship and oversight expectations associated with Title 23, sections 201 and 

203. 

The following paragraphs provide the National Park Service’s response to individual topics 

identified in the Federal Highway Administration’s letter and attachments, Subject: National 

Federal Lands Transportation Facility Inventory Update, May 19, 2022. 

Item 1: Per FHWA letter, Subject: National Federal Lands Transportation Facility Inventory 

update, dated May 19, 2022, request: “... please provide a brief description of how your agency 

selected assets for his subset along with your submittal. See attachment 1 for examples ... 

applicable to roads.” 

NPS Response: As discussed in the NPS investment strategy (attachment A), all NPSmanaged parks have a high-use recreational value and/or are economic generators to the 

states and communities surrounding parks. High-use federal recreation sites or federal 

economic generators (HUG-EC) vary based on planning and programming priority identified 

in the various funding programs. In addition, HUG-EC is one of many performance factors 

identified in law, with flexibility in the weight given to each factor. As such, NLRTP goals and 

objectives, various funding criteria, asset management targets, asset management

performance, and multiyear programing sets priority. For instance, by using performance

management tools like the pavement management systems, the National Park Service has 

identified a higher-priority subset of its paved road and paved parking network. This paved 

road and paved parking area subnetwork contains all functional class (FC) 1 and FC7 routes, 

as well as a specific assortment of FC2 routes. These routes are prioritized above other paved 

assets. Each park unit with paved assets contains at least one of these higher-priority assets.

Note that all motor vehicle bridges are higher-priority assets, regardless of the functional 

class of the route they carry. The National Park Service is pursuing performance factors, 

including goals and targets for all the transportation assets open to the public. However, a 

comprehensive performance-based program is being stepped over time to meet the most 

urgent assets first to be practical with the available dollars and staffing resources available. 

Regarding the National Highway System, the National Park Service is concerned that neither 

the Federal Highway Administration nor the states ensured appropriate and collaborative 

coordination for designating any and all portions of the National Highway System that are 

owned and operated by the federal land management agencies or specifically, the National 
18

Park Service. Although only a small portion of the national park system is designated a 

portion of the National Highway System, the National Park Service requests that the Federal 

Highway Administration and states to do a better job of coordination and collaboration, as 

required by Title 23, section 134 and 135 (see for example, regulations, 470.109[d]).

The National Park Service is authorized by Congress as a unique authority to meet the NPS 

mission of balancing visitor access and protection of resources, which is very different from 

the US Department of Transportation and the states, and we ask dutifully that our authorities 

and mission be respected. 

As we look forward, the National Park Service is encouraged with the shift in outreach to be 

more inclusive of the federal lands management agencies. In the secretary’s responsibility to 

look out for federal transport needs, the National Park Service suggests exploring designated 

federal lands management agency network of roads and highways using the Interstate 

Highway System as the backbone and connectors focused on access, connectivity, and 

mobility to, from, and around federal units, which are economic engines for local, regional, 

and state communities. This network would support better integration of federal needs with 

the states in such matters as the Federal Lands Access Program and the Bipartisan 

Infrastructure Act new electric vehicles, alternative fuel corridors, and national electric 

vehicle infrastructure initiatives by states and federal agencies. 

Item 2: Per FHWA letter, Subject: National Federal Lands Transportation Facility Inventory 

update, dated May 19, 2022, request: “identify the Federal lands transportation system and 

determine the relative transportation needs among Federal land management agencies”

NPS Response: The National Park Service identifies the systems below in the modal 

categories per the FHWA requested Table 1, FLTFI Dashboard Information, attachment C. 

Paved roads, bridges, and parking lots are inventoried on a routine cycle by the Federal 

Highway Administration, Federal Lands Highway Eastern Division (FLHED), which has

provided the engineering technical expertise and oversight in the collection of these assets. 

The Federal Lands Highway Eastern Division supports the National Park Service in the

collection, analysis, management, and project construction of the NPS transport networks. 

The Federal Lands Highway Eastern Division collects, organizes, and maintains the data and 

has access to the NPS information. Meanwhile, the paved roads, bridges, and parking lots are 

listed below with links. In reply to the second part of the question, the National Park Service

would suggest that our park units across the country continue to have the greatest, or as a 

minimum, equal relative transportation needs among the federal land management agencies 

authorized by Congress to participate in the Federal Lands Transportation Program.

Paved roads: Although available at the Federal Lands Highway Eastern Division, the National 

Park Service can make available upon request. 

Bridges: Although available at the Federal Lands Highway Eastern Division, the National 

Park Service can make available upon request.

Alternative transportation systems: NPS National Transit Inventory

Alternative transportation system relevant assets, including transportation trails: The 

National Park Service can make available upon request.
19

Geographic information systems, transportation network: National Park Service and 

National Highway System Shared Assets

National Transportation System Inventory: The National Park Service can make available 

upon request. 

Item 3: Per FHWA letter, Subject: National Federal Lands Transportation Facility Inventory 

update, dated May 19, 2022, request: performance goals, condition measures, and targets for 

fiscal years 2022–2026, based on authorized amounts in the Infrastructure Investment and Jobs 

Act, will be required, at a minimum, for federal lands transportation facilities accessing HUREG (e.g., paved and unpaved road, bridges, and trails) in the FLMA investment strategy 

document: 

NPS Response: See attachment C. 

Item 4: Per FHWA letter, Subject: National Federal Lands Transportation Facility Inventory 

update, dated May 19, 2022, request: “Please provide your updated FLTFI with the HUR-EG 

identified by September 30, 2022. See attachment 2 for details about the submittal and 

information ...”

NPS Response: See item 2 and 3 above. 
This page intentionally left blank.
20

ATTACHMENT C – NPS INVESTMENT STRATEGY AND NETWORK TABLE 1

National Park Service Table 1

System Inventory

Inventory 

Condition 

Good

Inventory 

Condition 

Fair

Inventory 

Condition 

Poor

Current 

Network 

Condition

2026 

Condition 

Target

% Good

Collection 

Methodology Notes

All 

FLTFI/HUREG 

NBI 1460 # of 

Bridges and 

Tunnels

6,757,355 

Square 

Feet 

(bridge 

deck area)

N/A N/A N/A 93 (BHI) 90 (BHI) Bridge 

Inspection 

Program 

Bridge measures 

performance 

according to a 

National Bridge 

Health Index 

(BHI). 

All 

FLTFI/HUREG 

Paved 5,500 Road 

Centerline 

Miles

5,500 

Lane Miles

N/A N/A N/A 82 

Pavement 

Condition 

Rating

80 PCR Road 

Inspection 

Program 

The National Park 

Service (NPS) 

does not have 

GFP % for paved 

roads. Data is 

from the FY 2021 

NPS 

Accomplishments 

Report and the 

NPS Long Range 

Transportation 

Program. 

All 

FLTFI/HUREG 

Unpaved 7,000 Road 

Centerline 

Miles

7,000 

Lane Miles

N/A N/A N/A No 

NetworkLevel 

Condition 

Data 

No Network 

Condition 

Target 

Facility 

Management 

Software 

System 

The National Park 

Service does not 

have condition 

data for unpaved 

roads. Data is 

from the NPS 

National Long 

Range 

Transportation 

Plan. 

All 

FLTFI/HURPaved 285.03 Trail Centerline 

37% 9% 36% 50% Parametric ~52 paved trail 

miles were not 
21

System Inventory

Inventory 

Condition 

Good

Inventory 

Condition 

Fair

Inventory 

Condition 

Poor

Current 

Network 

Condition

2026 

Condition 

Target

% Good

Collection 

Methodology Notes

EG Miles evaluated and 

included in 

inventory 

condition. 

All 

FLTFI/HUREG 

Unpaved 708.65 Trail 

Centerline 

Miles

42% 13% 38% 50% Parametric ~48.7 unpaved 

trail miles were 

not evaluated 

and included in 

inventory 

condition. 

All 

FLTFI/HUGEG 

Unpaved 35.09 miles 

Transportation 

Trails/Admin 

(Carriage) 

Roads 

44% 56% 50% Parametric Paved 

transportation 

trails considered 

in 1100 more 

than likely share 

the road with 

vehicles. 

All 

FLTFI/HUGEG 

Paved 5,300 # of 

Parking Lots

120 

million 

Square 

Feet 

67 

Pavement 

Condition 

Rating

56 PCR Road 

Inspection 

Program 

The National Park 

Service does not 

have GFP % for 

paved parking 

lots.

All 

FLTFI/HUGEG 

Unpaved Unknown # of 

Parking Lots

Unknown 

Square 

Feet 

No 

NetworkLevel 

Condition 

Data 

No Target 

Established

The National Park 

Service does not 

have inventory or 

condition data for 

unpaved parking 

lots. Paved roads 

and parking lots 

are priority using 

limited financial 

resources and 

staffing. 
Transportation Facility Inventory Notes: 

• All paved road, parking area, bridge, and tunnel inventory and condition data were collected

and analyzed by the Federal Highway Administration and the Eastern Federal Lands Highway

Division.

• Current inventory and condition data for paved road, bridge, and tunnel assets are from the FY

2021 NPS Annual Accomplishments Report.

• Current inventory data for paved parking areas comes from the National Park Service’s Facility

Management Software System, the NPS corporate database. Current condition data for paved

parking areas comes from the FY 2021 NPS Annual Accomplishments Report.

• Paved road, parking area, bridge, and tunnel target conditions are from the NPS National Long

Range Transportation Plan, published in 2017. That document is in revision.

• The National Park Service does not currently calculate Good, Fair, and Poor percentages for

paved or unpaved roads or parking areas. These data are not required in the NPS Annual

Accomplishments Report.

• The National Park Service has not collected condition data for its unpaved roads and parking

areas.

Condition targets are pending the national transportation strategy, due third quarter, 2023. 

Trails Good, Fair and Poor are based on the following: 

Facility Condition Index 

The Facility Condition Index rates the condition of a facility or asset at a particular point in time. It is 

calculated by dividing the projected cost of repairs by the current replacement value of an asset. 

Good: Less than or equal to 0.1 

Fair: 0.101 – 0.15 

Poor: 0.151 – 0.5 

Serious: Greater than 0.5 
December 8, 2021 

Subject: Integrated Transportation Planning 

This memorandum communicates the importance of National Park Service (NPS) regions and parks 

participating in integrated transportation planning. Together, the Federal Highway Administration’s

(FHWA) Office of Federal Lands Highway (FLH) and the NPS are prioritizing multi-agency coordinated 

transportation planning (integrated planning), bringing together State Departments of Transportation 

(DOTs), Metropolitan Planning Organizations (MPOs), and the Federal Land Management Agencies 

(FLMAs) for a comprehensive dialogue on transportation challenges which require coordinated planning. 

To capitalize on the momentum and continued growth of this initiative, we are requesting the NPS and

other FLMA’s actively engage in ongoing and future integrated planning efforts. The objective is to build 

upon the accomplishments of existing coordination efforts and realize additional, holistic benefits from 

sustainable, integrated planning relationships across FLMA’s, State DOTs, MPOs, and FHWA. 

Background 

Integrated planning builds on the transportation planning already being carried out by State DOTs, MPOs, 

and FLMAs to satisfy the transportation planning requirements of Title 23 United States Code (U.S.C.) 

Sections 134, 135, and 201. These statutes establish “continuing, cooperative, and comprehensive” (3-C)

transportation planning and programming processes for State DOTs, MPOs and FLMAs. Integrated 

planning supports the alignment and coordination of these planning processes across agencies. 

Additionally, integrated planning is directly supportive of the National Park Service’s Director’s Order #2

regarding civic engagement and consistency with other Federal, Tribal, State, and local policies, plans, and

programs in Park Planning; and Director’s Order #87D regarding NPS’ participation in all transportation 

planning studies and planning processes with State and local governments, Federal agencies, and regional 

planning bodies and citizen groups. 

Finally, this initiative has also been incorporated into FHWA’s Enterprise Performance Plan; as such, all 

FHWA units, including FLH Divisions, FHWA Federal-aid Division Offices, and others, will be responsible for 

supporting integrated planning throughout their work. 

Initiative Vision and Goals 

The joint vision for integrated planning is: “Open communication and coordination between State 

Departments Transportation (DOTs), Metropolitan Planning Organization (MPOs), local governments, and

FLMAs in support of improving and implementing a Continuing, Cooperative, and Comprehensive (3C) 

transportation planning process.” 
2

The goals of this initiative are:

• Partner Engagement: Support engagement between transportation system owners that is

mutually beneficial and at the appropriate level

• System Preservation: Maintain and manage a transportation program that addresses current and

future needs

• Safety: Provide a safe and reliable transportation system to and within Federal lands.

• Economic Generation: Support transportation networks that contribute to local economies while

preserving the goals and objectives of FLMAs

Integrated planning supports these goals by aligning planning processes, developing shared needs, and

identifying eligible funding opportunities to improve access to Federal lands. The focus is to expand 

capacity in our transportation planning efforts, by improving information and data sharing, enhancing 

economic development, expanding funding opportunities, and leveraging the resources of partners. 

The NPS is updating its Long-Range Transportation Plan and will be refreshing its goals, objectives, and 

strategies to include emerging priorities. Those priorities could include leveraging state and local 

partnerships to improve connections and access to underserved communities; collectively addressing the 

impacts of climate change and improving the resiliency of transportation system infrastructure and 

enhancing visitor experience while protecting resources. Integrated planning assists in coordinating needs 

and resources related to agency priorities. 

Integrated Planning Implementation 

FHWA, in partnership with the NPS and other FLMAs, will continue to support and stand up integrated 

planning efforts at a multitude of levels including statewide, regional/sub regional or at a unit or park. 

Effectively identifying and aligning the joint needs of FLMAs with State DOTs and MPOs through 

stakeholder working groups, feasibility studies, and many other planning activities familiar to the NPS are 

important actions. 

As we continue to implement integrated planning in a flexible manner, we are requesting NPS regions and 

parks to actively engage in coordination opportunities. This may take the form of participation in advisory 

or working group meetings and discussions; providing input into transportation planning processes; 

participating in data-sharing between partners; defining and sharing transportation challenges; and 

identifying innovative solutions that support the needs of NPS and its partners. In each case, integrated 

planning presents an opportunity to leverage resources and funding both inside and outside the NPS’s 

transportation and planning programs. 

Conclusion 

Transportation planning success will look different in each state given the unique challenges, 

requirements, and opportunities in and around a specific NPS unit. Defining success and developing the 

necessary strategies to attain it, hinges on defining a shared need and building relationships between 

external transportation planning partners. 

As stated, we are requesting each region and park to work with the NPS’s Transportation Planning 

Program to strengthen existing partnerships and support FHWA, State DOTs, and MPOs in standing up 

future coordination efforts. 
3

To ensure the transportation priorities and needs of the NPS are being addressed we are requesting each 

NPS region and FLH division develop a short list of locations where integrated planning with the State 

DOT or MPO could be beneficial. Specifically, locations where transportation-related issues extend 

beyond jurisdictional boundaries and where resources and funding may be leveraged to address a shared 

or common need. This information will be used to develop an integrated planning strategy for all FLMAs. 

To support the development of a FLMA integrated planning strategy, the NPS’s Transportation Planning 

Program and FLH Division Planners will conduct the following outreach during the first half of fiscal year 

2022: 

• FLH Planning Divisions will outreach to other FLMAs, FHWA Federal-Aid Division Offices, State

DOTs, and MPOs to understand priority needs and locations

• NPS’s Transportation Planning Program will outreach to each NPS region (Transportation and

Planning programs) to understand priority needs and locations

For further information about Integrated Planning in your NPS region, please contact one of the 

following. 

Joe Regula, Park Planning and Special Studies (PPSS) joe_regula@nps.gov

Erica Cole, Park Facility Management Division (PFMD) erica_cole@nps.gov

For further information about Integrated Planning at FHWA, please contact one of the following. 

Aung Gye (FLH) aung.gye@dot.gov

Theresa Hutchins (HEPP) theresa.hutchins@dot.gov

Mike Caldwell, Acting Associate Director, 

Park Planning, Facilities and Lands 

National Park Service 

Tim Hess, Associate Administrator 

Office of Federal Lands Highway 

Federal Highway Administration 
National Park Service

U.S. Department of the Interior

Park Planning, Facilities and Lands Directorate

Park Facility Management Division 

Washington, D.C.

National Park Service

Current State of Transportation Priorities and Needs

September 2021

Internal Use Only

Figure 1. Clockwise from top left: Indiana Dunes National Park; Foothills Parkway; Zion National Park; Parking lot erosion at Gateway 

National Recreation Area after Hurricane Sandy (Source: NPS)
Internal Use Only September 2021 | ii

... to conserve the scenery and the natural and historic objects 

and the wildlife therein and to provide for the enjoyment of the 

same in such manner and by such means as will leave them 

unimpaired for the enjoyment of future generations.

National Park Service

Organic Act. 54 USC 100101
Internal Use Only September 2021 | iii

TABLE OF CONTENTS 

Acronyms and Abbreviations............................................................................................................................. iv

Executive Summary...........................................................................................................................................2 

1. Introduction..............................................................................................................................................6 

2. NPS Transportation Today...........................................................................................................................9 

3. NPS Transportation Program Accomplishments (2016-2020)..........................................................................13

4. Theme 1: Protect the Climate and Advance Resource Protection ....................................................................19

4.1 Greening the NPS Fleet and Transportation Infrastructure ......................................................................19

4.2 Climate Change Resilience..................................................................................................................22

5. Theme 2: Enhance Visitor Experience and Connect Diverse Communities.........................................................25

5.1 Transit Systems................................................................................................................................. 25

5.2 Active Transportation ........................................................................................................................30

5.3 Emerging Mobility.............................................................................................................................31

6. Theme 3: Reinvest in the System and Make Legacy Investments.....................................................................36

6.1 Roadway Infrastructure......................................................................................................................36

6.2 Safety..............................................................................................................................................38

6.3 Megaprojects...................................................................................................................................40

6.4 Innovative Finance ............................................................................................................................41

Appendix A: Alternative Transportation Operations and Maintenance Costs............................................................43

Appendix B: Innovative Finance and Strategic Infrastructure Partnerships...............................................................45

 

 
Internal Use Only September 2021 | iv

Acronyms and Abbreviations 

BHI Bridge Health Index

CRV Current Replacement Value

DOI Department of the Interior 

DOT Department of Transportation

ERFO Emergency Relief for Federally Owned Roads

EV Electric vehicle

FAST Act Fixing America’s Surface Transportation Act

FCI Facility Condition Index

FHWA Federal HighwayAdministration

FLAP Federal Lands Access Program 

FLMA Federal Land Management Agency

FLTP Federal Lands Transportation Program

GAOA Great American Outdoors Act

INFRA Infrastructure for Rebuilding America

ITS Intelligent Transportation System

NLRTP National Long Range Transportation Plan

NPS National Park Service 

NSFLTP Nationally Significant Federal Lands and Tribal Projects 

O&M Operations & Maintenance

PCR Pavement Condition Rating

RAISE Rebuilding American Infrastructure with Sustainability and Equity

TSP Transportation Safety Program
Internal Use Only September 2021 | 

1

Figure 2. Grand Canyon National Park (Source: NPS)
Internal Use Only September 2021 | 2

EXECUTIVE SUMMARY

The National Park Service (NPS) protects America’s most treasured landscapes 

and historic sites. Over 300 million people visit America’s national parks each 

year, utilizing a federally owned multimodal transportation system. The 

maintenance of these assets—and the preservation of the public’s access to 

our national parks—is a federal responsibility.

The NPS actively invests in preserving and improving its transportation system, 

including the roads, bridges, transit systems, front country trails, and ferries 

that provide critical access to and within parks. The NPS and its U.S. 

Department of Transportation partners maintain this infrastructure using 

transportation industry standards and performance-based, data-driven 

decisions. 

Today, the NPS transportation system faces major challenges, including 

overcrowding in some parks, visitation challenges in others, and disruption 

from the pandemic. The NPS needs to keep pace with rapidly changing 

technologies and maintain aging infrastructure and transit fleets that are 

reaching the end of their service life. The NPS also faces damage from natural 

hazards, climate change and severe weather and needs to make its 

infrastructure more resilient while also reducing carbon emissions and 

encouraging alternative fuels and 

sustainable design solutions. The 

NPS is a great venue to introduce, 

educate, and showcase 

transportation innovation to the 

public. 

 

The National Park Service 

Transportation Mission

To preserve and protect resources, while 

providing safe and enjoyable access to 

and within the national parks, using 

sustainable, appropriate, and integrated 

transportation solutions.

The NPS Transportation System:

100 

Transit systems including 

bus, ferry, and railroads 

(over 40 million 

boardings annually)

5,500 

Miles of paved roads

6,100 

Paved Parking Areas

1,400 

Bridges

60

Tunnels

4,600

Miles of front country 

trails

NPS visitors spent $21 billion in local 

and regional economies in 2019 and 

supported 341,000 jobs nationwide. 

By providing access to visitors, NPS 

transportation systems are integral to 

facilitating this economic activity.

400

Miles of unpaved roads

Figure 3. Cape Cod National Seashore (Source: NPS)
Internal Use Only September 2021 | 3

To address these challenges, the NPS is pursuing three strategic themesto maintain and modernize its transportation 

system:

• Theme 1: Protect the Climate and Advance Resource Protection. The NPS is striving to meet its mission to 

protect and preserve natural and cultural resources by reducing transportation carbon emissions and preparing 

its assets for extreme weather events and climate change impacts. The NPS needs to invest more in low and no 

carbon transportationoptions like transit, electric vehicles, and trails for walking and biking. Strategies like using 

engineering and nature-basedsolutions to protect assets, relocating assets to higher elevation, or redesigning 

access and developing redundant travel routes help to protect natural resources and enhance overall system 

resilience to climate change. It is critical to utilize new approaches, materials, and technologies to ensure that 

the NPS transportation infrastructure is sustainable, nimble, and resilient to man-made and natural disasters.

• Theme 2: Enhance Visitor Experience and Connect Diverse Communities. To improve equitable access for 

visitors and connect parks and communities, the NPS needs to create a 21st century transportation system 

through investments in transit, trails, and technology. The NPS digital footprint needs to increase to 

accommodate online trip planning, improve modal choices and connectivity, and address congestion. 

Multimodal transportation investments will ensure a national park system that is responsive to increased visitor 

demand, enables car-free trips, champions smart and innovative infrastructure solutions, and benefits and 

strengthens partnerships withnearby communities. These investments also advance NPS resource protection 

goals – each year NPS transit systems contribute to eliminating over 480 million passenger vehicle miles from 

the road and reduce CO2 emissions by nearly 180,000metric tons.

• Theme 3: Reinvest in the System and Make Legacy Investments. The NPS needs to make critical investments to 

maintain and improve the condition of roads and parkways, parking areas, transit infrastructure, trails, bridges, 

and tunnels and provide a safe, efficient, and resource sensitive transportation system for visitors. To improve 

safety, roads with a higher number of crashes need to be investigated and solutions defined according to a 4E

framework (education, emergency response, enforcement and engineering). To leverage limited funding, the 

NPS pursues grants and strategic partnerships with state and local governments to fund priority megaprojects 

across the country. 

Multiple funding sources support NPS transportation systems. The Federal Lands Transportation Program (FLTP), 

established in 23 U.S.C. 203, is one of the primary funding sources for NPS transportation infrastructure; from 2016-

2020 the program was funded by the Fixing America’s Surface Transportation (FAST) Act. The NPS authorized and 

appropriated funds, as well as other NPS programs, contribute to transportation infrastructure and maintenance needs. 

Transit systems are supported by business models such as concessionaires and partnerships with local gateway 

communities. In addition, the Great American Outdoors Act(GAOA) provides significant, necessary funding for major 

road and bridge projects. 

However, to maintain a high quality, multimodal transportation system and address key transportation priorities, the 

NPS requires additional funding. Limited funding over many years has stretched resourcestoprovide dependable, safe, 

and modernized transportation and to sustainprotectionof delicate ecosystems and historical sites. Based on condition 

modeling and information collected from NPS regions, theNPS has identified $930 million in annual investment needs. 

This funding will enable the NPS to improve its multimodal transportation assetssystemwide toa state of good 

condition, reduce emissions and adapt infrastructure to climate change, expand equitable access and provide modal 

choice for visitors, and maintain the improvements gained with GAOA funding. 
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NPS Transportation Systems Needs

Theme Category Annual 

Need

5-year 

Need Expected Outcome

1: Protect the Climate 

and Advance Resource 

Protection

Alternative and 

Electric Vehicles 

$26 M $130 M Electrify transit buses and expand the electric vehicle 

charging network

1: Protect the Climate 

and Advance Resource 

Protection

Sustainability 

and Climate

Resilience 

$20 M $100 M Implement projects to reduce vulnerability to climate 

change

2: Enhance Visitor 

Experience and 

Connect Diverse 

Communities

Transit, Ferry, 

and Railroad 

Systems

$160 M $800 M Replace and upgrade transit systems to continue to 

supportover 45 million passenger boardings/year, 

avoiding 16.8 million personal vehicle trips annually

2: Enhance Visitor 

Experience and 

Connect Diverse 

Communities

Existing Front 

Country Trails, 

Improvements, 

and Connections

$104 M $520 M Improve systemwide average to good condition; invest 

in major trail projects and construct links in the trail 

network

2: Enhance Visitor 

Experience and 

Connect Diverse 

Communities

Emerging

Mobility 

Research & 

Implementation 

$20 M $100 M Improve access, manage congestion, and 

communicate to visitors

3: Reinvest in the 

System and Make 

Legacy Investments

Paved Roadways $400 M $2,000 M Improve systemwide average to good condition 

(Pavement Condition Rating of 85)

3: Reinvest in the 

System and Make 

Legacy Investments

Paved Parking 

Areas

$110 M $550 M Improve systemwide average to good condition 

(Pavement Condition Rating of 85)

3: Reinvest in the 

System and Make 

Legacy Investments

Bridges and 

Tunnels 

$90 M $450 M Maintain systemwide average in good condition 

(Bridge Health Index of 93)

Total $930 M $4,650 M

Figure 4. Grand Canyon National Park, South Rim Entrance (Source: NPS)
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Figure 5. Acadia National Park (Source: NPS)
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1. INTRODUCTION 

On an average day, nearly 900,000 people visit America’s national parks. These visitors rely on an extensive, multimodal 

transportation system—roads, bridges, transit systems, front country trails, ferries, and associated technology—to 

access America’s most significant natural and cultural sites. The care of our national parks—and the preservation of the 

public’s access to them—is a federal responsibility. 

Improving and repairing national park infrastructure is not merely an expense, it’s an investment in America. Each dollar 

invested in our parks returns $10 to the U.S. economy through visitor spending. In 2019, 327 million visitors spent an 

estimated $21 billion in local gateway regions while visiting national parks. These expenditures supported a total of 

341,000 jobs and $41.7 billion in economic output in the national economy. 1 

The NPS transportation system faces many challenges, including record-setting visitationin many parks (see Figure 6),

rapidly changing technologies, damage from climate change and severe weather, and antiquated and aging 

infrastructure. Many NPS trails, transit systems, roads, bridges, parking lots, and tunnels are in need of repair, 

rehabilitation, and reinvestment. Moving forward, the NPS must address these challenges while protecting resources 

and enhancing equitable accessfor visitors. 

Figure 6: NPS Recreational Visits, 1990-2019

This document looks at the condition and needs of the NPS transportation system and the accomplishmentsfrom 2016-

2020. It discusses funding strategies that will allow the NPS to achieve performance goals, improve the condition of its 

transportation assets, respond to climate change, and better serve visitors. 

1 2019 National Park Service Visitor Spending Effects Report. https://www.nps.gov/subjects/socialscience/vse.htm
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This Resource Paper includes the following sections:

• NPS Transportation Today 

Describes NPS transportation facilities, uses, characteristics, and economic benefits.

• Transportation Program Accomplishments 

Outlines NPS accomplishments made with funding in concert with transportation priorities.

• Protect the Climate and Advance Resource Protection

Describes how the NPS is striving to “green” its fleet and other transportation infrastructure and making 

strategic investments to address climate change vulnerability.

• Enhance Visitor Experience and Connect Diverse Communities

Describes strategies the NPS is pursuing to enhance multimodal infrastructure systems and incorporate 

emerging mobility to provide equitable access and connect communities.

• Reinvest in the System and Make Legacy Investments

Describes roadway and other infrastructure needs, lifecycle investment strategies, and innovative finance 

mechanisms needed to achieve goals.

Figure 7. Grand Teton National Park (Source: NPS)
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Figure 8. Bryce Canyon National Park (Source: NPS)
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2. NPS TRANSPORTATION TODAY 

The NPS transportation system includes an extensive network of trails, transit systems, roads, bridges, and tunnelsthat 

respond to the access needs of a diverse set of visitors. More than a means of transportation, this system provides the 

basis of the premiere American park experience. Few national park visitors take the time to consider the significance of 

the roads or other means of accessthey use, yet this infrastructure isintegral to the “central challenge of park 

stewardship: balancing preservation and access in America’s most treasured landscapes.”2 

Today, the NPS multimodal transportation system provides visitors with 

options for how to access and travel within parks. Roads and parkways 

connect with buses, ferries, trains, and trails, allowing for multimodal or 

car-free trips. When integrated with local and regional transportation 

networks, the parks’ transportation services provide visitors with seamless 

access, and frequently improve the mobility and quality of life of local 

residents. The NPS is also focused on improving the safety of its 

transportation system. 

The FAST Act authorizes an average of $284 million per fiscal year ($1.4 

billion total) for the NPS portion of the Federal Lands Transportation 

Program (FLTP) between 2016 and 2020 (see Figure 9). 3 Additional NPS 

transportation investments are derived from other sources, including fee 

revenue and NPS appropriations under Title 54 of the U.S. Code. 

The NPS pursues a performance-based planning approach and focuses its 

limited resources on high priority transportation assets. This approach is 

guided by the NPS Transportation Program Investment Strategy and the 

NPS National Long Range Transportation Plan(NLRTP). The Investment 

Strategy (2016) defines the FLTP transportation system, provides baseline data, and aligns decision-making with 

performance goal areas. The NLRTP (2017) establishes a strategic, 20-year framework for transportation investment and 

identifies performance measuresto report on progress. 

2 National Park Roads: A Legacy in the American Landscape by Timothy Davis, Charlottesville: University of Virginia Press, 2016 3 The FAST Act was extended through FY21 at FY20 funding levels.

In 2019, the National Park Service 

recorded 327.5 million recreational

visits, with an average of over 897,000 

visits daily. 

This number of visits is roughly 

equivalent to:

• 18 times the daily attendance of 

Disneyland Park

• 160 percent of the daily 

weekday ridership on 

Washington D.C.’s Metrorail

• 3 times the daily passengers 

through Hartsfield-Jackson 

Atlanta International Airport

The NPS Federal Lands Transportation Program network is composed of approximately:

 

 

5,500 

Miles of 

paved 

roads

100 

Transit systems 

including bus, 

ferry, and 

railroads (over 40 

million boardings 

annually)

6,100 

Paved 

parking 

areas

1,400 

Bridges

60

Tunnels

4,600

Miles of front country 

trails connecting to 

primary park features, 

including 1,000trail 

bridges, and 40 trail 

tunnels

400

Miles of 

unpaved 

roads
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The NPS partners with the U.S. DOT to select projects based on sophisticated data systems and industry best practices: 

• Pavement and bridge management data and modeling: FHWAroutinely collects road and bridge condition 

information on behalf of the NPS. This data is used to identify and prioritize infrastructure projects and 

maintenance activities.

• Asset management and condition information: NPS staff use asset management information to track real 

property and transit fleet maintenance and repair needs.

• Traffic and transit passenger count data: NPS staff collect traffic and transit passenger counts using a variety of 

automated technologies and approaches. This data helps inform project prioritization, including congestion 

management decisions and safety countermeasures.

• Congestion management data and analysis: NPS staff rely on traffic and transit passenger counts, described 

above, and survey data to identify high-use recreation areas and implement appropriate infrastructure and 

management tools.

• Crash data and analysis: NPS staff collect crash data using a department-wide law enforcement records 

management system. NPS and its partners analyze this data, conduct road safety audits, and implement contextsensitive safety countermeasures.

The NPS annual transportation investment needs greatly exceed available funding. As necessary maintenance work is 

delayed, significantly more funding is required to achieve performance goals and make investments that serve current 

visitors and future generations. Available funding has remained relatively flat since 2006 due to escalating construction 

costs, inflation, and administrative adjustments to funding levels (e.g., lop-offs and takedowns)(see Figure 9). 

Figure 9: NPS Federal Lands Transportation Program (FLTP) funding, fiscal years 2006-2020 4

4 Multiplier used to adjust values to real 2020 dollars is generated from the Bureau of Economic Analysis, National Income and Product Accounts, 

Table 1.1.9 "Implicit Price Deflators for Gross Domestic Product (GDP)" (July 2021). The multiplier is calculated for a given year using the percent 

change in GDP from the base year of 2020 plus one. The multiplier for the base year of 2020 is one.
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The Great American Outdoors Act (GAOA) provides significant, necessary funding for major transportation projects. This 

additional funding will allow the NPS to accomplish large, complex projects (e.g., road reconstruction and replacement

of bridges at the end of their service life) not typically viable within FLTP funding levels and lead to a reduction in the 

backlog of needed maintenance and repairs. However, due to the scale of these needs, GAOA will fund a relatively small 

number of transportation assets across the system. In addition, U.S. DOT discretionary grant programs like Nationally

Significant Federal Lands and Tribal Projects (NSFLTP) Program, Rebuilding American Infrastructure with Sustainability 

and Equity (RAISE)5, and Infrastructure for Rebuilding America (INFRA) have provided needed reinvestments in large and 

complex megaprojects acrosstheNPS. These projects would not be possible without these programs.

Figure 10. Foothills Parkway (Source: NPS)

5 Previously known as the Better Utilizing Investments to Leverage Development (BUILD) and Transportation Investment Generating Economic 

Recovery (TIGER) discretionary grant programs.
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Figure 11. Grand Canyon National Park (Source: NPS)
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3. NPS TRANSPORTATION PROGRAM ACCOMPLISHMENTS (2016-2020) 

The NPS and its DOT partners are actively investing this funding 

to preserve and improve the NPS transportation network (see

Figure 12). The NPS is also strengthening its management 

systems, helping the bureau make performance-based, datadriven decisions. 

From 2016-2020 theNPS has: 

• Improved over 2,650 centerline miles of paved road. The NPS met the performance target to protect the 

federal investment from further deterioration across the network. 

• Rehabilitated over 470 bridges, maintaining the servicewide bridge health index at 93 percent. The NPS 

met the performance target to protect the federal investment form further deterioration across the 

network.

• Operated 100 transit systems andaccommodated over 43 million passenger boardings annually; 

operated 81 percent of the systems with private partners and public contractors. 

• Avoided nearly 180,000metric tons of CO2 annually through the use of transit systems. 

• Completed 76 transit improvement projects, including transit fleet, rail, facility, and water infrastructure 

projects. 

• Constructedor improved 40 non-motorized trail and pedestrian bridge projects. 

• Maintained industry standard pavement and bridge inspection programs. 

• Developed a congestion management system and launched a safety management system. 

• Completed its first performance-based, national long-range plan and seven regional plans. 

• Implemented a transit lifecycle management initiative. 

• Secured over $500 million in state/local partner funding and outside grants for transportation projects in 

the last six years. For every $1 of NPS funding invested in partnership projects, the bureau leveraged $4 

in outside public funding sources. 

• Maintaineda funding obligation rate for the FLTP of over 94 percent annually. 

The annual NPS FLTP Accomplishment Reports provide additional details and accomplishments. 

The NPS received an average of $284 million annually through the authorization under the FLTP. The bureau spent its 

allocations efficiently and leveraged a significant amount of partner funding to improve the condition of its 

transportation system and meet other congressional and resource mandates. The table below outlines each need 

category identified in the 2013 Reauthorization Resource Paper, associated funding expended between 2016 and 2020, 

performance goals, and NPS accomplishments. 

The Federal Highway Administration estimates that 

every $1 billion invested in highway construction 

yields approximately 13,000 jobs for on-site 

construction and direct and indirect suppliers.

From 2016-2020. NPS invested$1.4 billion dollars, 

creating over 19,000 construction jobs in 

communities across the country.
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NPS Goals and Accomplishmentsbetween 2016-2020

Category Needs 

Identified 

(2013*) 

Approximate

Expenditures

between

2016-2020

Performance Goal 

Identified (2013*) 

NPS Transportation 

Accomplishments (2016-2020)

Transit

$70 

million/year 

for transit, 

technology, 

and trails 

$15

million/year 

for transit, 

technology, 

and trails 

Address growing 

deficiencies in the transit 

systemincluding the need 

to reduce the number of 

aging and unsafe facilities 

and equipment needs 

beyond industry life---cycle 

replacement guidelines. 

Operated 100 transit systems and 

accommodated over 42 million 

passenger boardings annually 

with private partners and public 

contractors. Completed 76 transit 

improvement projects. 

Technology Same as 

above

Same as 

above

Continue to invest in ITS 

strategies tocost---effectively

help manage visitor demand

on NPS lands such as travel 

and trafficmanagement, 

incident management and 

real---time transit and 

weather condition 

information.

ImplementedITS systems at 

Acadia National Park, Blue Ridge 

Parkway, and Cape Cod National 

Seashore. 

Trails Same as 

above

Same as 

above

Improve trails and establish 

a program to provide a 

steady stream of repair,

rehabilitation and 

reconstruction funding to 

care for front country trails 

throughout the system, to 

provide connectivity 

between modes and to local 

communities.

Constructedor improved 40 nonmotorized trail and pedestrian 

bridge projects. Trail condition 

was expected to degrade slightly 

from 0.10 FCI to 0.127 FCI 

between 2015 and 2020. 

Paved roads 

and paved 

parking areas

$570 

million/year 

$180 

million/year‡ 

Improve Pavement 

Condition Rating to 85 out 

of 100. 

Rehabilitated over 2,650

centerline miles of paved road, 

improving the servicewide 

pavement condition rating from 

81 to 83.

Bridges and 

tunnels 

$120 

million/year 

$97.6

million/year‡ 

Maintain Bridge Health 

Index at 0.92 out of 1.0.

Rehabilitated over 470 bridges, 

improving the servicewide bridge 

health index from 0.92 to 0.93.

Roadway safety N/A N/A Completion of a fully 

functional transportation 

safety management system 

and a comprehensive traffic 

count program.

Launched a transportation safety 

program and implemented a 

traffic count program and 

congestion management program 

using industry best practices and 

available data.
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Category Needs 

Identified 

(2013*) 

Approximate

Expenditures

between

2016-2020

Performance Goal 

Identified (2013*) 

NPS Transportation 

Accomplishments (2016-2020)

Foothills 

Parkway

$10 

million/year 

$0 Spend $60 million over the 

six years ($10 million/year) 

of the reauthorization bill to 

complete the 

congressionally mandated 

Sections E and F of the 

Foothills Parkway.

Completed Section E and F of the 

Foothills Parkway in fall 2018. The 

NPS leveraged a variety of outside 

funding, including discretionary 

and partner funds, to complete 

the project.

Megaprojects $200 

million/year 

$16 million 

per year+

Rehabilitate large and/or 

unique transportation 

assets.

Leveraged partnership funding 

(Virginia and D.C. Highway Trust 

Fund, Nationally Significant 

Freight and HighwayProjects 

grant, andthe NPS Line Item 

Construction Program) to 

complete the reconstruction of 

the Arlington Memorial Bridge in 

Washington, D.C.

Performance 

management

N/A N/A Continue to develop a 

performance-based 

transportation system 

through implementing longrange planning, 

performance management, 

and asset management 

systems.

Completed the first performancebased, national long range plan 

and seven regional plans.

* Information from 2013 Reauthorization Resource Paper

‡ Average annual funding from FY16-FY20 asreported in the annual NPS FLTP Accomplishments Report 

+ The NPS FLTP Expenditures for the Megaprojects category was approximately $16 million per year for the Arlington 

Memorial Bridge reconstruction, which is also counted in the Bridges and Tunnels category
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Figure 12: NPS Funding Needs by State, 2021-2026 (as of 2019)

3.1 EXAMPLES OF FUNDING NEEDS 

Crater Lake National Park, Oregon

The 1.1-mile long Cleetwood trail provides the sole visitor access to Crater Lake, 

serving most of the 60,000 summer visitors. Over 1.1 miles (1.7 km) the trail drops 

700 feet (213 meters) in elevation (the equivalent of 65 flights of stairs) through a 

series of long switchbacks. The trail surface is crushed pumice, which is similar to 

fine sand, and when it is dry, the pumice is loose and slippery under foot. Snow 

melt causes significant erosion and degradation of the trail. An investment of over 

$20 million is needed to address critical safety issues and maintenance needs, 

including mitigating nine unstable slopes, reconstructing the trail retaining walls, 

grades and cross slopes to make the trail level and stable, and rehabilitating the 

failing bulkhead and floating docks at the marina. 

Figure 13. Cleetwood trail leading to 

Crater Lake (Source: NPS)
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Climate Change Assessments in North Cascades, Mount Rainier, and Olympic National Parks, Washington

Climate change presents an array of challenges to transportation 

infrastructure in the Pacific Northwest’s largest National Parks – 

North Cascades, Mount Rainer, and Olympic. These challenges are 

concentrated in the parks’ major river corridors – dynamic channels 

in which glaciers, rivers and sediment flow down from the 

mountains. As precipitation patterns change, glaciers recede and 

rivers aggrade, these processes pose an increased risk to park 

infrastructure.

Many of the parks' critical access routes run parallel to the rivers in 

these hazardous corridors. As a result, park roads in these sensitive 

locations are extremely vulnerable to environmental hazards and 

frequently experience infrastructure failure. These parks are 

working to develop a resiliency plan that will identify the level of 

investment required for cost-effective, long-term transportation 

investments and secure park access for visitors.

Isle Royal National Park, Michigan

Isle Royale National Park owns and operates the passenger and 

freight vessel Ranger III. The ship is the operational lifeline of the 

park. Ranger III transports staff, visitors, baggage, food, fuel, 

small boats, construction materials, trash, and other cargo to and 

from Houghton, MI, and Isle Royale. Ranger III was built in 1958, 

is 63 years old, is reaching the end of its useful life, and needs 

extensive rehabilitation. Replacement costs are estimated to be 

around $40 million for construction of a new vessel.

Clara Barton Parkway, Maryland/Washington, D.C.

From July 2020 to early 2021, the National Park Service repaved 

the entire Clara Barton Parkway, from Chain Bridge in 

Washington, D.C. to Macarthur Boulevard at Carderock, MD. The 

project consisted of repaving more than 8.8 miles of roads and 

ramps, placing more than 36,000 tons of new asphalt, installing 

more than 270 new signs, and re-striping more than 310,000 

linear feet of pavement markings. Additional investment of over 

$50 million is needed to rehabilitate bridges and a cantilevered 

portion of the Parkway. This investment will address significant 

safety issues on one of the most heavily traveled roadways and 

trails in the service, which otherwise is at risk of closure within 

five years, as estimated by FHWA. 

Figure 14. Cascade River Road, August 2013. Heavy rain 

mobilized river debris clogging a culvert. The road washed out, 

stranding 70 visitors and their vehicles for 2 days. 

(Source: NPS)

Figure 15. The Ranger II Ferry serving Isle Royal National Park 

(Source: NPS)

Figure 16. Cantilevered portion of the Clara Barton Parkway 

(Source: NPS)
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Figure 17. Gateway National Recreational Area (Source: NPS)
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4. THEME 1: PROTECT THE CLIMATE AND ADVANCE RESOURCE PROTECTION 

The NPS is striving to meet its mission to protect and preserve natural and cultural resources by reducing transportation 

carbon emissions and to prepare its assets for extreme weather events and climate change. 

To reduce carbon emissions, the NPS needs to invest in low and no carbon and quiet transportation options like transit, 

electric vehicles, and trails for walking and biking. Additionally, the NPS is working to update its fleet with clean energy

transit vehicles as existing vehicles reach the end of their useful life. 

The NPS is working to identify and then implement a range of design, maintenance, and operational strategies to 

increase the resilience of transportation infrastructure investments. Strategies like using engineering and nature-based

solutions to protect assets, relocating assets to higher elevation, or redesigning access and developing redundant travel 

routes help to protect natural resources and enhance overall system resilience. 

4.1 GREENING THE NPS FLEET AND TRANSPORTATION INFRASTRUCTURE 

In 2019, 48 percent of the NPS-owned transit fleet used alternative fuels, including electric, hybrid-electric, propane, 

compressed natural gas (CNG), and biodiesel. Reducing transportation-related carbon emissions and noise impacts by 

investing in electric and alternative fuel vehicles is an NPS priority. This includes using alternative fuels vehicles in transit 

systems and in park staff vehicles, as well as building out an electric vehicle charging network that is supported by 

renewable energy and can be used by visitors. 

4.1.1 Alternative Fuels for Transit Vehicles 

National parks like Acadia and Zion were early proving grounds for alternative fuel technologies in the form of propane 

shuttles that limit the environmental impacts of heavy-duty vehicles and buses operating in extremely sensitive natural 

surroundings. Now that these vehicles have reached the end of their useful life, investing in the latest generation of low 

or no-emission vehicles supports NPS transportation program goals to demonstrate leadership in environmentally 

responsible transportationand provide quality transportation experiencesthat enhance park visits, effectively manage 

increasing vehicle congestion, and provide mobility options. 

Several alternative fuel bus systems have been piloted at 

national parks. Rocky Mountain National Park’s most recent 

service contract called for “greening” the shuttle fleet, so the 

contractorinstalled diesel particulate filters to the existing

diesel buses and added two hybrid electric buses to the fleet

(see Figure 18). Zion National Park had the opportunity to 

demonstrate battery electric busesfor several weeks in 2017. 

Through a partnership agreement, the National Renewable 

Energy Laboratory independently reviewed the operational 

results of the demonstration buses. The preliminary study 

showed that electric buses can result in notable benefits such 

as improved efficiency, reduced emissions, and lower operating 

costs. 6 As battery electric bus technology matures, it is 

6 National Park Service Bus Electrification Study Interim Report. National Renewable Energy Lab. Andrew Kotz, Leslie Eudy, Kay Kelly, and Ken Kelly. 

2018

Figure 18: A hybrid electric bus at Rocky Mountain National Park 

(Source: NPS)
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reasonable to expect improved performance. Studies such as this one will inform NPS fleet replacement decisions in the 

near future.

If the NPS were to replace all traditional-fueled transit vehicles with alternative fuel vehicles (battery electric, hybrid, or 

compressed natural gas vehicles), it would achieve significant operational savings while maximizing the visitor 

experience through reduced environmental impacts on public lands. Based on the results from the study at Zion and 

2016 NPS vehicle mileage information, the NPS could save between $900,000 and $1.4 million per year on fuel costs 

depending on the mix of alternative vehicles deployed. However, a large barrier to implementation is the upfront fleet 

acquisition costs for electric vehicles. Electric transit vehicles for use in theNPS have significantly higher upfront costs 

than conventional-fueled vehicles. The average cost is estimated at $450,000 per electric transit vehicle, although parks 

that require larger vehicles, such as Zion, can expect the cost to be from $1 - $1.5 million per vehicle. 

4.1.2 Electric Vehicles 

At the same time asthe NPS is considering alternative fuel vehicles for its transit systems, electric and alternative fuel 

engines are becoming more common in private passenger cars. It is important for NPS visitors with electric vehicles (EVs) 

to have a place to charge their vehicles at and on the way to their destinations. The NPS aims to ensure its facilities can 

accommodate this shift to EVs and other alternative fuels by providing access to alternative fueling stations. As of 2017, 

there were approximately 50 existing EV charging stations at national parks. Since then, an additional 120 charging 

stations for park visitor use have been donated to the NPS through a public private partnershipand are being installed. 

As the NPS explores opportunities for expanding electric and other alternative fueling infrastructure and support the 

President’s goal of creating a national network of 500,000 chargers, 7 it will continue to pursue creative partnerships with 

private, local, and federal partners. For example, the NPS, in partnership with the U.S. DOT Volpe Center and the 

National Renewable Energy Laboratory, has worked to identify and map existing and proposed EV-accessible routes 

connecting NPS units to key population centers and transportation hubs, and to identify potential gaps in EV charging 

station infrastructure along proposed routes. This analysis could help theNPS determine how to prioritize efforts to 

address the identified gaps in the EV network at a nationwide scale. 

The NPS has identified an annual funding need of $26 million to electrify transit buses and expand the electric vehicle 

charging network. 

7 See White House Fact Sheet Biden Administration Advances Electric Vehicle Charging Infrastructure: 

https://www.whitehouse.gov/briefing-room/statements-releases/2021/04/22/fact-sheet-biden-administration-advances-electricvehicle-charging-infrastructure/ 8 This estimate is distinct from the cost of vehicle/vessel recapitalization and facilities discussed in Section 5.1.

Category Annual Need 5-Year Need Expected Outcome

Alternative and Electric 

Vehicles 8 

$26 M $130 M Electrify transit buses and expand the electric 

vehicle charging network
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TRANSIT ELECTRIFICATION SUCCESS STORY: ZION CANYON SHUTTLE 

The Zion Canyon Shuttle, established in 2000, carries nearly 6.8 million passengers per year and provides seasonal 

service to key park destinations, with connections to lodging and businesses in the town of Springdale, Utah. Zion 

National Park is in the process of replacing its 21-year-old transit fleet with new zero-emission, battery-electric 

transit buses. The new fleet will include 30 battery-electric buses and 31 charging stations to replace the current 

propane-powered transit fleet. Engineering and service connections have been completed for the first phase of 

electric charging station installation in 2021 and delivery of new battery electric buses will occur periodically over the 

next several years. The NPS was awarded $33.4 million in fiscal year 2020NSFLTP funds for this fleet replacement. 

Figure 19: New zero-emission, battery-electric bus ready for delivery to Zion National Park (Source: NPS)

 
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4.2 CLIMATE CHANGE RESILIENCE 

Climate change has increased the frequency of extreme weather events and natural disasters, severely impacting 

transportation systems and facilities on public lands. To understand which assets are vulnerable to extreme weather, 

NPS developed a Coastal Hazards and Sea-Level Rise Asset Vulnerability Assessment Protocol, in partnership with the 

Program for the Study of Developed Shorelines at Western Carolina University, which established a standard 

methodology and set of best practices for conducting vulnerability assessments for coastal facilities. Approximately 20 

coastal NPS units have completed vulnerability assessments, evaluating the vulnerability of structures and 

transportation assets to coastal hazards and sea-level rise. NPS plans to complete approximately 20 additional coastal 

vulnerability assessments in the coming years. These vulnerability assessments will inform investments in roadway 

infrastructure to ensure the longevity of investments(see Section 6.1). 

The vulnerability assessments conducted to date found that access roads and other transportation infrastructure are

highly vulnerable to coastal hazards and sea-level rise, with a current replacement value (CRV) of over $1.7 billion. The 

next step is to conduct rapid resiliency assessments to evaluate options for each transportation infrastructure asset and 

determine how to manage them in a resilient and sustainable manner going forward. Strategies could include using 

engineering and nature-basedsolutions to protect assets (for example, moveable boardwalks, permeable pavement, or 

constructed wetlands), relocating assets to higher elevation, or redesigning access and developing redundant travel 

routes. For example, at the Cape Cod National Seashore, a coastal parking lot for Nauset Light Beach is being lost due to 

accelerated erosion from sea level rise and increased coastal storms. Rather than rebuilding it, the park is assessing the 

feasibility of moving the parking lot inland and providing a tram service for visitors to access the beach. In partnership 

with the state of Florida, NPS is raising the Tamiami Trail (U.S. Highway 41) to restore seasonal water flow to Everglades 

National Park. The project will improve ecological connectivity and replenish aquifers across south Florida, making the 

state’s freshwater supply more resilient to climate change.

Non-coastal parks also face risks from natural hazards and climate change. A similar process will be required to assess 

the vulnerability of NPS transportation infrastructure and assets to other hazards, such as glacier recession, permafrost 

thawmelt, riverine flooding, and wildfires, and to develop and implement resilient strategies for the vulnerable assets. 

Investments are also needed to help parks address infrastructure damage as a result of severe weather. The Emergency 

Relief for Federally Owned Roads (ERFO) Program was established to assist federal agencies with the repair or 

reconstruction of federally owned transportation facilities that have suffered damage from a natural disaster or 

catastrophic failure. The intent of the ERFO program is to pay the unusually heavy expenses for the repair and 

reconstruction of eligible facilities. Given the increased frequency of extreme weather and natural disasters, continued 

and increased investment in this program is critical. 

NPS has identified an annual funding need of $20 million to implement projects that enhance environmental 

sustainability and respond to climate change. This would fund additional vulnerability and rapid resilience assessments, 

allow NPS to incorporate climate adaptation measures into planned/ongoing construction activities, and fund several 

projects that protect natural resources and enhance overall system resilience. 

Category Annual Need 5-Year Need Expected Outcome

Sustainability and 

Resilience to Climate 

Change 

$20 M $100 M Implement projects to reduce vulnerability to 

climate change at highly sensitive areas
Internal Use Only September 2021 | 23

CLIMATE CHANGE VULNERABILITY ASSESSMENT: SITKA NATIONAL HISTORICAL PARK 

Sitka National Historical Park preserves the site of a battle between invading Russian traders and indigenous Tlingit 

Kiks.ádi. The Coastal Hazards and Sea-Level Rise Asset Vulnerability Assessment Protocolfound that over one-quarter 

of assets (28 percent) at Sitka have high vulnerability to erosion, flooding, storm surge, sea-level rise, and historical 

flooding, while only 9 percent have moderate vulnerability to these risks. While the majority of assets at Sitka have 

either low or minimal vulnerability, all four high vulnerability transportation assets at Sitka are trails. One of these 

high vulnerability trails, the Totem Walk, is high priority to the park, as identified in the asset priority index from the 

NPS facilities database, as it provides access to the totem poles that are central to the park mission.

 Figure 20: Gravel trail leading to totem pole 

 (Source: U.S. DOT Volpe Center)

 
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Figure 21. Zion National Park (Source: NPS) 
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5. THEME 2: ENHANCE VISITOR EXPERIENCE AND CONNECT DIVERSE COMMUNITIES 

To improve access for visitors and connect parks and communities, NPS is working to create a 21st century 

transportation system through investments in transit, trails, and technology. These multimodal transportation 

investments will ensure a national park system that is responsive to increased visitor demand and enables car-free trips. 

Multimodal transportationincreases equitable access to parks by providing ways for people without a personal vehicle 

to travel to and around national parks. It also helps to connect parks and gateway communities, while providing both 

quality of life and economic benefits to these communities. Transit and trail investments alsoreduce traffic and other 

negative impacts of congestion in communities near high visitationparks and provide transportation options 

appropriate to the park context. 

Investments in transit and trail infrastructure help NPS meetits climate goals. Each year, NPS transit systems contribute 

to eliminating over 480 million passenger vehicle miles from the road, reducing CO2 emissions by nearly 180,000metric 

tons. Walking and biking facilitates car-free trips and reduces emissions while providing other excellent health benefits. 

NPS serves visitors by researching and piloting the use of new transportation technologies, including automated shuttle 

demonstrations, partnershipsfor ridehailing and bike share, and real-time information on road closures, bus arrivals, 

and congestion. These technology investments provide visitors with more options on how they travel to and around 

parks and help NPS keep up with a rapidly evolving transportation industry. 

5.1 TRANSIT SYSTEMS 

NPS transit systems provide critical access to NPS units or sites that are otherwise inaccessible due to geographic 

constraints (e.g., water bodies and steep topography), resource protection considerations, or heavy congestion. Transit 

helps visitors access and experience parks and major visitor destinations by means other than personal automobile. 

Whether to avoid congestion, reduce travel costs, or get closer to natural, historic, or cultural resources, there are over 

45 million boardings on NPS transit each year. The NPS National Long Range Transportation Plan identifies transit among 

NPS’s highest priority transportation needs and suggests redirecting funding to transit from maintaining lower priority 

roads. 

The NPS transportation system includes approximately 100 surface and water-borne transit systems – ranging from 

small, ranger-guided van tours to large, complex shuttle bus and ferry systems (see Figure 11). In 2019, the net CO2

emissions savingsfrom NPS transit was equivalent to removing 16.8million personal vehicle trips and 483 million 

passenger vehicle miles from the road. Transit systems also provide relief on park roads by carrying more people per 

square foot of road space, reducing associated fuel-inefficient driving behaviors like extended idling and stop-and-go, 

influencing how visitors spend their time in the park, removing long lines of cars from viewsheds, and minimizing

impacts on protected resources.

NPS uses a variety of business models to operate transit services. NPS relies on private sector contractors and public 

sector partners to carry approximately 99 percent of its over 45 million annual transit passenger boardings. These 

entities provide vehicles, hire drivers, and operate and maintain systems through sophisticatedand well-established

contracting mechanisms. While NPS provides standards, administration, and often the vehicles and facilities, operations 

are generally supported by user fees and fares charged to visitors. In 2019, NPS partneredwith nine local transit 

agencies, whichaccounted for 7.9 million passenger boardings in that year.

For many large NPS transit systems, including Zion National Park and Grand Canyon National Park, a contractor operates 

NPS-owned vehicles. Service contracts can be structured to have a great deal of flexibility, including “turn-key 

operation,” where vehicles are owned or leased by the contractor. With some exceptions, it is more cost-effective for
Internal Use Only September 2021 | 26

NPS to own vehicles that are maintained and operated by the private sector than to rely on contractors to provide 

vehicles through turn-key contracts. 

NPS is working to assess the condition and operational performance of its transitsystems tohelp achieve sound asset 

management goals and reduce life-cycle costs. However, many needs remain, and with flat or declining funding, the 

condition will greatly deteriorate. As a number of large transit systems were established approximately20 years ago, the 

vehicles and associated infrastructure (e.g., bus maintenance facilities) in many parks now require replacement or 

upgrading, which provides an opportunity to upgrade systems with alternative fuels(see Section 4.1). Substantial 

funding is needed to replace and upgrade criticaltransitsystems into the future.

Category Annual NPS 

Need

5-Year NPS Need Expected Outcome

Transit, Ferry, and Railroad 

Systems

$160 M $800 M Replace and upgrade transit systems to continue to 

support over 45 million passenger boardings/year, 

avoiding 16.8 million personal vehicle trips 

annually

Vehicle/Vessel 

Recapitalization and 

facilities 9

$60 M $300 M

Operations 10 $100 M $500 M

Figure 22: NPS Transit Systems (Source: NPS National Transit Inventory and Performance Report, 2019)

9 This estimate is distinct from the cost of alternative fuel transit fleet replacement discussed in Section 4.1. 

10 Estimated operating requirement for the 60 NPS transit systems that are not interpretive tours.
Internal Use Only September 2021 | 27

5.1.1 Fleet/Vessel Recapitalization and Facilities Investments 

NPS transit fleets and facilities are aging. Many of the 236 NPS-owned vehicles are either past or quickly approaching 

their expected service life—68 percent are at least 10 years old, putting them in the latter portion of their service lives; 

only 12 percent are less than 5 years old. The NPS also owns transit facilities and waterborne vessels and facilities that 

require maintenance and rehabilitation. In addition to these moving stock and facility needs, the NPS also needs to 

modernize systems to better serve visitors and meet increasing demand. The NPS has identified $60 million in annual 

needs for transit vehicle and vessel recapitalization, new transit vehicle needs, and transit facility needs. Parks with 

estimated transit vehicle replacement costs over $5 million during the next ten years include Acadia National Park, 

Grand Canyon National Park, Isle Royale National Park, and Yosemite National Park.

5.1.2 Operations 

Annual operations costs account for approximately two-thirds of the overall expense of providing transit service to the 

visiting public. 11 The estimated operating requirement for all 60 NPS transit systems that are not interpretive tours 12

totals approximately $100 million annually (Appendix A: Alternative Transportation Operations and Maintenance Costs

provides additional information on transit system operations and maintenance costs). Parks are limited in their ability to 

adjust transportation fee revenues to match rising costs from inflation for key systems. Moreover, fees alone cannot 

sustain the cost of operating a transit system at a reasonable consumer price point. The COVID-19 pandemic also 

reduced transit ridership at many parks, lessening the fee revenues collected. Furthermore, diverting fee revenue to 

transportation diminishes the ability to use recreation fee funds to make other critical park improvements and to lower 

maintenance backlog. 

11 NPS Alternative Transportation Systems Financial Pro Forma Analysis 12 Systems that provide solely interpretive tours are excluded from the analysis because they provide a discretionary recreational service.

33.6

26.9

36.5

42.9 43.6 43.7 42.1

45.9

0

5

10

15

20

25

30

35

40

45

50

2012 2013 2014 2015 2016 2017 2018 2019

Passenger Boardings (millions)

Year

Figure 23: Annual NPS Transit System Passenger Boardings (Source: NPS National Transit Inventory and Performance Report, 2019)
Internal Use Only September 2021 | 28

 

TRANSIT SUCCESS STORY: NATIONAL MALL AND MEMORIAL PARKS 

After years of collaborative planning, National Mall and Memorial Parks reached an agreement in 2015 with 

Washington D.C. Department of Transportation to operate the National Mall Route for the DC Circulator. This 

partnership with a local transit agency provides affordable public transit for visitors and D.C. residents to access the 

monuments and museums on the National Mall. This service is fully integrated into the local and regional transit 

network. With 14 new electric buses added to the DC Circulator fleet in 2018, another benefit includes reduced 

emissions. The Park utilizes parking meter revenue on the National Mall to help cover partnership expenditures.

Multimodal connectivity is provided by buses with bicycle racks. The buses connect the Capital Bikeshare’s 500+ 

stations to the regional system. Nine bikeshare stations are located on the National Mall, and five of the ten most 

popular stations in D.C. are located at NPS sites. Visitors and residents can also connect to shared electric scooters, 

which are available at NPS sites and throughout the D.C. area. Through the DC Circulator partnership, park staff can 

focus on managing the park while ensuring visitors are provided exemplary multimodal transit service. 

Figure 24: In Washington D.C., some revenue from NPS parking meters is shared with the DC Circulator, which provides transit access to the 

National Mall. (Source: DC Circulator)

 
Internal Use Only September 2021 | 29

 

CONGESTION MANAGEMENT 

Congestion issues in national parks are most acute at parking areas, park access roads, and visitor centers, with 

important implications for visitor experience, safety, and park operations. Non-recreation (commuter and 

commercial) traffic is also a major contributor to congestion. 

The NPS Congestion Management Program aims to: 

• Shift congestion investment focus from building/expanding infrastructure to managing operations

• Provide early technical support instead of waiting until congestionis systemic and difficult to manage

• Integrate with NPS visitor use management (social science) framework

Congestion at Cuyahoga Valley National Park, Ohio

Congestionat Cuyahoga Valley National Park, located between Cleveland and Akron, is rising due to shifts in visitor 

activities with modestincreases in overall visitation. Recently, there has been a significant shift toward the use of two 

regional bike trails, greater numbers of riders on the Cuyahoga Valley Scenic Railway (which features a hop-on/hopoff rail service to and from Cleveland), and increased interest in river kayaking. These shifts mean that visitors are 

now largely concentrated toward the park’s central river/trail “spine,” resulting in a substantial increase in parking 

congestion near these facilities. Cars may be parked along roadsides more than half a mile from a popular trailhead, 

while large parking areas previously frequented by families are underused. 

In 2017, staff from Cuyahoga Valley National Park and park partners conducted a congestion assessment. In less than 

90 days, the team developed the assessment with multiple tools for the park to adapt to changing conditions. The 

assessment includeda strong emphasis on operational flexibility to address parking, safety, and visitor information. 

The park is now deploying parking management strategies to manage congestion without expanding infrastruture.

 Figure 25: Cuyahoga Valley Scenic Railway (Source: NPS)
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5.2 ACTIVE TRANSPORTATION 

Each year, millions of visitors walk and bike in and around national parks. Improving pedestrian and bicycling networks 

can help promote car-free trips, improve safety for people walking and biking, and better connect parks and nearby 

communities. Active transportationimprovements can promote local economies in gateway communities by attracting 

visitors and supporting local businesses such as bicycle shops, sports stores, and restaurants.Active transportation 

facilities within and around parks also improve quality of life and attractiveness for residents, who often value places to 

walk and bicycle safely within and near their surrounding communities. 13 

The NPS manages nearly5,000 miles of front country trails, including 

approximately 1,000 trail bridges and 40 trail tunnels. The servicewide 

annual operating and maintenance requirement for front country trails 

is $46.6 million. This includes operations, along with recurring and 

preventive maintenance. Providing active transportation opportunities 

and keeping pedestrians and bicyclists safe are NPS priorities. However, 

despite their importance and high priority, in 2020 there was $238

million needed for servicewide investment in front country trail 

systems. The NPS has only $16.4million in planned capital funding for 

trails in the next five years. 

In 2020, the average Facility Condition Index (FCI) for all non-motorized 

front country trails was 0.127, placing them in the “fair” condition. If 

current levels of spending on trails continue, the trail condition is 

expected to worsen toward poor condition. If non-motorized trails are 

funded at a level of $50 million per year, the condition will improve 

drastically, to an FCI of 0.02 by 2026. 

In addition to improving the condition of its existing trails, the NPS wants to improve its trail system to betterserve 

visitors. A 2018 NPS assessment identified major improvement needs and missing links in its trail system. 14 This includes 

$270 million, or $54 million annually in improvements to existing trails and connections to gateway communities. 

 

The NPS is working across rural, suburban, and urban communities to increase connectivity to local and regional trail 

systems. For example, in the urban Twin Cities region, the Mississippi National River and Recreation Area is working with 

partners to develop a multimodal, alternative transportation system to enable park visitors and area residents to travel 

throughout the park without a car. The system includes over forty Nice Ride Minnesota bike share stations, fifty ADA bus 

13 NPS Active Transportation Guidebook (2018). 

https://www.nps.gov/subjects/transportation/upload/UPDATED_NPS_Guidebook_July2018_Final_UpdateSept2018-High-Res_WEB-2.pdf 14 In 2018 the NPS developed a Category III Servicewide Needs Assessment through an internal process to identify transit, trail/rail, and technology 

needs using existing datasets and a series of meetings with regional staff to serve as a validation process. 15 NPS front country trails as defined in its NLRTP exclude the following: all backcountry trails, horse trails, portage trails, water trails, pack animal 

trails, cross-country trails, and front country class I and II trails that are native or gravel surface. 

Category Annual Need 5-Year Need Expected Outcome

Existing Front Country 

Trails 15

$50 M $250 M Improve systemwide average to good condition 

Trail Improvements and 

Connections

$54 M $270 M Invest in major trail projects and construct links 

in the trail network

Facility Condition Index

The Facility Condition Index (FCI) rates the 

condition of a facility or asset at a 

particular point in time. It is calculated by 

dividing the projected cost of repairs by the 

current replacement value (CRV) of an 

asset. 

• Good: Less than or equal to 0.1

• Fair: 0.101 - 0.15

• Poor: 0.151 - 0.5

• Serious: Greater than 0.5

NPS 2020 Average FCI

• Trails: 0.127
Internal Use Only September 2021 | 31

pads and sidewalk connections, new signage and marketing efforts for the evolving network, and pedestrian 

connections to a 72-mile segment of the Mississippi River Trail, which extends to more suburban and rural communities. 

5.3 EMERGING MOBILITY 

The transportation industry is evolving at a rapid pace, aided by advancements in mobile technology, new shared 

mobility business models, and vehicle automation. These emerging mobility trends present opportunities and challenges 

for the NPS and the resources entrusted to it. The NPS is exploring four key transportation trends that are currently 

impacting or expected to affectthe NPS and visitors: micromobility, ridehailing, traveler information technologies, and 

automated vehicles. With input from staff across the agency and subject matter experts from U.S. DOT, the NPS is 

assessing the resource protection, safety, equity, and visitor experience implications of these technologies and devising 

policy and program solutions. Proactively addressing these issues can help parks around the country support visitors 

while protecting natural and cultural resources, address logistical issues, and develop a more efficient and nimble 

transportation system.

Based on conversations with NPS park and regional staff about emerging mobility and technology needs, the NPS has 

identified $20 million in annual funding needsto communicate to visitors, improve access, and manage congestion. This 

funding would allow theNPS to research and implement transportation technologies and pilots, including automated 

shuttle demonstrations, partnerships around bike sharing and ridehailing, and investments in technologies that provide 

real-time and predictive transportation information to visitors. 

Category Annual Need 5-Year Need Expected Outcome

Emerging Mobility 

Research & 

Implementation 

$20 M $100 M Improve access, manage congestion, and 

communicate to visitors

TRAILS SUCCESS STORY: BRYCE CANYON SHARED USE PATH 

In 2016, a new shared use path opened in Bryce Canyon National Park, Utah. The 5-mile trail is open to bicycles and 

pedestrians and is wheelchair accessible. It traversesfrom Inspiration Point in the park to the shuttle staging area in 

Bryce Canyon City and connects to a paved path in Dixie National Forest that travels 17 miles through Red Canyon. 

Beyond excellent trail access within the park, this regional trail connection provides park visitors with many options 

to connect to other recreation lands in the area.

Figure 26: Shared Use Path in Bryce Canyon National Park 

(Source: U.S. DOT Volpe Center)
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5.3.1 Micromobility 

Micromobility includes shared or private electric scooters, 

bikeshare, or other small, lightweight, wheeled conveyances. This 

rapidly evolving field presents challenges as well as new 

opportunities. For example, Washington D.C.’s Capital Bikeshare 

and Minneapolis’s Nice Ride feature stations within NPS 

boundaries, planned in partnership with theNPS. The National 

Mall is coping with the sudden arrival of new dockless e-scooter 

systems whose users sometimes leave these devices haphazardly 

blocking roads,sidewalks, or scenic views. Based on these 

challenges, and with input from subject matter experts, theNPS is 

currently pursuing pilot projects at appropriate park locations to 

test out requiring visitors to park devices in designated corrals 

using geofencing technology and/or developing designated 

micromobility routes. 

5.3.2 Ridehailing 

In many urban and suburban national parks, some visitors 

already access parks via ridehailing services such as Uber and 

Lyft, providing additional options and enhanced access, 

especially for those without cars. At the same time, rural parks 

are increasingly interested in working with ridehailing 

companies to reduce the need for expensive and environmentally disruptive new parking lots. The NPS is pursuing 

ridehailing pilot projects in parks in order to test operational, infrastructure, and visitor experience impacts of dedicated 

ridehailing pick-up/drop-off areas. These pilots will also involve considering how to handle entrance fees for ridehailing 

versus private vehicles and working with ridehailing companies to provide riders with warnings in apps if a drop-off 

location is at a park without cell reception (meaning they would have difficulty getting a ride back). The NPS also plans to 

gather data on the proportion of visitors arriving by ridehailing versus other means to gain perspective on visitor travel 

patterns and inform park planning and operations.

5.3.3 Traveler Information Technologies 

The NPS is using traveler information technologies as a cost-effective way to reduce congestion and improve the visitor 

experience at parks across the country. These encompass a range of technologies that can provide travelers with 

information about travel conditions, congestion, parking, and trip planning—and help them make more informed travel 

decisions. Part of the NPS strategy includes deploying infrastructure like transit vehicle locator systems, vehicle and 

parking lot counters, automated entrance gates, and variable message signs. The widespread adoption of smartphones 

and mobile technology also provides an opportunity to share real-time information with the traveling public, from bus

locations to parking space availability to road closure information. The NPS is exploring ways to enhance the newly 

released NPS smartphone app in order to integrate and provide visitors with trip planning and other transportationrelated information. 

5.3.4 Automated Vehicles 

Over the past decade, significant advancements have been made in automated vehicle (AV) technologies ranging from 

driver-assistance features to highly automated vehicles capable of driving without human assistance. As these 

technologies continue to advance, they may change how people access and engage with national parks and introduce 

new considerations for the NPS related to the development and maintenance of transportation systems.

Figure 27: Social media post from National Mall and 

Memorial Parks urging safe use of e-scooters in permitted 

areas. (Source: NPS)
Internal Use Only September 2021 | 33

The NPS launched its first-ever automated vehicle shuttle pilots in 2021, one at the nation’s first national park, 

Yellowstone, and the other at the location of the first powered airplane flight, Wright Brothers National Memorial. To 

date, most automated shuttle pilots have occurred in urban areas, and the remote settings at Yellowstone and 

developed area of Kitty Hawk, NC will provide theNPS and industry leaders with an opportunity to assess the suitability 

of these technologies for use in public lands. In addition to assessing opportunities for new mobility and interpretive 

offerings, these pilots will enable the NPS to better understand the infrastructure required for, costs associated with, 

and the benefits of automated shuttle technologies for NPS use cases. These pilots will demonstrate the importance of 

visitor experience, in relation to other transportation factors considered with AV shuttle pilots such as safety, travel 

time, and interactions with other modes and surrounding infrastructure. 

Figure 28: The two automated shuttles being delivered to Yellowstone National Park ahead of the 

spring 2021 demonstration pilot (Source: NPS)
Internal Use Only September 2021 | 34

EMERGING MOBILITY SUCCESS STORY: AUTOMATED SHUTTLE PILOTS 

The NPS is launching automated shuttle pilots at Wright Brothers National Memorial and Yellowstone National Park

in spring 2021. These demonstrations—the first-ever automated shuttle pilots at a recreational public lands site in 

the country—will allow theNPS to test the suitability of emerging automated vehicle technologies in public lands. 

The two parks chosen for these pilots each represent a milestone innovation in American history that these pilots 

build upon. With Wright Brothers National Memorial as the location of the first successful motorized airplane flights, 

and Yellowstone as the world’s first national park, these pilots build upon this historic legacy of innovation and 

advancement, allowing the NPS to test emerging technologies to chart a plan forward in the future of transportation 

to and within public lands destinations. 

The Wright Brothers National Memorial pilot is being conducted and funded through a partnership with the North 

Carolina Department of Transportation. With research funding from U.S. DOT, the NPS selected vendor Beep, Inc. 

through a competitive process to provide automated shuttle service in the Canyon Village area for the Yellowstone 

pilot. Both pilots will use electric vehicles capable of operating at SAE Level 4 automation. A trained safety attendant 

will be on-board at all times to monitor vehicle operations and will be able to take manual control of the vehicle, if 

necessary, for any reason. The shuttle demonstrations will be conducted in compliance with all relevant federal, 

state, and local guidelines concerning health and safety measures related to the COVID-19 public health emergency.

The NPS, in partnership with the U.S. DOT Volpe Center, will evaluate both pilots following their completion to assess 

how the automated technologies performed in park settings and to identify potential future use cases for automated 

shuttles and other technologies across the NPS. 

 Figure 29: The automated shuttle at Wright Brothers National Memorial (Source: North Carolina Department of Transportation)

 
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Figure 30. Arlington Memorial Bridge (Source: NPS)
Internal Use Only September 2021 | 36

6. THEME 3: REINVEST IN THE SYSTEM AND MAKE LEGACY INVESTMENTS 

In addition to focusing on much-needed transit and trail improvements, the NPS needs to make critical investments to 

maintain and improve the condition of roads and parkways, parking areas, bridges, and tunnels. GAOA funding has 

allowed the NPS to invest in large roadway and bridge reconstruction projects. However, the FLTP remains the primary 

source of funding for key access infrastructure across all modes. If funding levels decrease or stay the same, the 

condition of NPS transportation assets willdecline. Additional FLTP funding will enable the NPS to provide a safe and 

efficient transportation system for visitors while preserving access to natural, historical, and cultural resources. 

Addressing safety issues across the transportation system is a focus for the NPS, considering the significant number of 

fatalities and injuries occurring.

To leverage limited funding, the NPS pursues grants and strategic partnerships with state and local governments and

pursues innovative finance strategies. Discretionary programs like NSFLTP are critical to funding priority megaprojects 

across the country.

6.1 ROADWAY INFRASTRUCTURE 

The condition of roads and parkways, parking, bridges, and tunnels impacts the 

ability of the NPS to provide a safe and enjoyable visitor experience and to protect 

the very resources the bureau has been mandated to oversee. The NPS roads and 

bridges are an important part of the multimodal transportation system. Poor road 

infrastructure condition impedes and diminishes visitor access and experience, 

negatively impacts natural and cultural resource conditions, increases the long-term

costs of maintaining paved roads, and contributes to vehicle crashes. Furthermore, 

deteriorating bridges and tunnels threaten the long-term accessibility of key NPS 

destinations.

The NPS partners with FHWA to regularly inspect and proactively maintain this 

infrastructure. Using industry-standard methods, the NPS minimizes total lifecycle 

ownership costs while maximizing visitor experience. With limited funding, the NPS 

faces challenges in maintaining itsroadways in good condition. If funding for 

transportation assets remains flat or declines, the overall condition of the 

transportation system will deteriorate considerably.

6.1.1 Paved Roads 

The NPS transportation systemincludes 5,500 miles of paved roads open to the 

public and approximately 6,100 paved parking areas. In 2020, the average Pavement 

Condition Rating (PCR) for the paved road network was 83 and the average PCR for 

paved parking areas was 68, indicating a network in fair condition. 

GAOA is providing critical funding to repair and rehabilitate the NPS road network. 

However, additional FLTP funding is needed to improve the condition of roads not addressed through GAOA and 

maintain the systemwide gains that GAOA funding will provide. 

For the NPS to follow sound and efficient asset management practices, it needs to improve the public paved road 

network and maintain it at or above a PCR of 85 (the lowest PCR still in good condition at the network level). This 

approach would allow for efficient condition management using less expensive pavement preservation techniques and 

would reduce the frequency of much more costly component renewal and capital investment projects.

Pavement Condition Rating 

The Pavement Condition 

Rating (PCR) is an FHWAdeveloped, industry standard 

metric to describe the 

condition of paved roads. PCR 

values range from 0 to 100 

with higher numbers 

indicating pavement in better 

condition.

• Good: 85-100

• Fair: 61-84

• Poor: Less than 61

NPS 2020 Average PCR 

• Public paved roads: 83

• Public paved parking 

areas: 68
Internal Use Only September 2021 | 37

To address life-cycle maintenance and reinvestment for existing paved roads and paved parking areas, the NPS needs 

$400 million for roads and $110 million for paved parking areas annually. At this funding level, the NPS can address 

road life-cycle maintenance needs and implement more cost-effective preventive maintenance and light rehabilitation 

strategies.

Absent additional funding, the condition of the road network will deteriorate, meeting visitor needs will become more 

challenging, and future efforts to revitalize the road network will become more expensive, undermining sound asset 

management for a federal investment. 

Category Annual Need 5-Year Need Expected Outcome

Paved Roadways $400 M $2,000 M Improve systemwide average to good condition 

(Pavement Condition Rating ≥ 85)

Paved Parking Areas $110 M $550 M Improve systemwide average to good condition 

(Pavement Condition Rating ≥ 85)

PAVEMENTS SUCCESS STORY: DENALI PARK ROAD REPAVING 

 Figure 31: End of the paved section of Denali Park Road (Source: NPS)

The 90-mile singular access road into the heart of 

Denali National Park is paved for the first 15 miles. 

This initial segment was originally paved in 1968, 

and then repaved in 1990. Although the road 

structure held up for over a quarter of a century, 

corrective action was needed to replace surface 

deterioration, eliminate drainage issues, and 

excavate pockets of subsurface failures. This 

roadway project, conducted from 2017-2020, 

successfully improved the visitor experience while 

simultaneously maintaining access for hundreds of 

transit buses per day during the intensely active 

summer season.
Internal Use Only September 2021 | 38

6.1.2 Bridges and Tunnels 

The NPS transportation system includes approximately 1,400 bridges and 60 

tunnels. The bridge inventory overall is in good condition, with a 2020

average Bridge Health Index (BHI) of 93 percent. Maintaining the overall 

bridge inventory in good condition requires continuous investment. 

Although the average condition is good at the portfolio level, there are 42 

structurally deficient bridges (approximately 3 percent of the bridge 

network). Inaddition, the aging bridge inventory includes a large number of 

bridges built in the 1940s, 1950s, and 1960s that are firmly in the second 

half of their expected service lives and do not meet current multimodal 

needs. These bridges require significantfunding to maintain, reconstruct, or 

replace in the coming years. 

GAOA funding is critical for helping the NPS address needs for some of its 

largest and most iconic bridges, large needs remain on other bridges in the 

system. Continued and expanded FLTP funding is needed to maintain the 

gains from GAOA and address deficiencies on other bridges. 

The NPS aims to keep its bridge inventory at an average BHI of 93 percent, 

which is the level expected at the end of 2020. However, due to lifecycle 

maintenance and reinvestment needs, maintaining the system at this 

condition requires significant additional funding. This includes the funding needed for major rehabilitation or 

replacement of bridges that are near or past the end of their service life. To maintain the bridge network at an average 

BHI of 93 percent, annual funding of $90 million is needed. 

6.2 SAFETY 

From 2008 to 2016, motor vehicle crashes were the second leading cause of reported deaths in national parks. 16 There 

are over 50 deaths per year or an average of one person per week who dies from a fatal crash on NPS roads.

Based on crash data collected by NPS law enforcement officers from 1990-2005, an average of 6,900 crashes occurredin 

national parks annually. 17 Approximately 1,400 crashes, or 20 percent of total annual crashes, were severe crashes, 

resulting in fatality or serious injury (see Figure 32). The NPS is committedto enhancing transportation safety to reduce 

crashes, save lives, and protect resources.

In partnership with the U.S. DOT, the NPS hasresearched and evaluated industry best practices to identify programmatic 

gaps that are limiting success in reducing motor vehicle crashes. Current roadway safety efforts across the service (e.g., 

road safety audits) are park or regionally scoped and typically ad-hoc.

16 NPS Public Risk Management Program, NPS Mortality Data Set 17 NPS Servicewide Traffic Analysis and Reporting System, 2006

Category Annual Need 5-Year Need Expected Outcome

Bridges and Tunnels $90 M $450 M Maintain systemwide average in good condition 

(Bridge Health Index of 93)

Bridge Health Index

The Bridge Health Index (BHI) is an 

industry standard metric to describe 

the condition of bridges, and is based 

on models that consider structural 

condition, erosion around bridge piers 

and abutments and rate of 

deterioration. The BHI values range 

between 0 percent and 100 percent, 

with 100 percent indicating perfect 

condition.

• Good: 92-100 percent

• Fair: 80-91 percent

• Poor: Less than 80 percent

NPS 2020 Average BHI: 93 
Internal Use Only September 2021 | 39

Driver error and behavioral factors thatlead to crashes on NPS roadways cannot be completely addressed with only 

engineering mitigations but require a multidisciplinary, multi-faceted approach, including behavioral programs 

(enforcement, education, and emergency response strategies). The NPS does not receive dedicated funding to support 

targeted behavioral programs in parks, nor is it eligible for funding under highway safety programs under 23 U.S.C 402 

or national priority safety programs under 23 U.S.C. 405 that typically support state, county, and city behavioral 

programs.

To address transportation safety holistically, the NPS has launched an initiative to create a robust Transportation Safety 

Program (TSP). The TSP encompasses both engineering and behavioral programsto reduce crashes inparks while 

conserving natural and cultural resources and enhancing visitor mobility, accessibility, and overall experience. The TSP 

will use data-driven, evidence-based engineering and behavioral strategies andfocusfunds on the greatest safety needs. 

Performance measures for the TSP will include the reduction in fatal and injury crashes on NPS roads. 

The TSP has identified the need to incorporate NPS values into transportation safety studies and project development 

and implementation. The interdisciplinary TSP team will include representatives spanning acrosstheNPS, including 

Natural Resources, Cultural Resources, Traffic Program, Risk Management, Law Enforcement, and Region and Park-level 

areas. The TSP’s long-term goals include identifying safety study and project delivery best practices, developing safety 

countermeasure performance measures, deploying pilot studies with park units, and integrating safety into strategic 

planning efforts. 

Figure 32: Type of Collision for Fatality and Serious Injury Crashes on NPS Roadways, 1990-2005
Internal Use Only September 2021 | 40

6.3 MEGAPROJECTS The NPS transportation megaprojects include nationally significant transportation facilities that have become 

functionally obsolete or have exceeded their design life and require large investments to bring them back to good 

condition. These projects include large transit fleet replacements and major bridge and road repairs, which require a 

much larger amount of funding than is available on an annual basis. The NPS megaprojects range from $25 million 

transit fleet replacements to nearly $1 billion to modernize a major park or parkway road system. These projects are 

generational investmentsthat are critical to maintaining public access and protecting natural and cultural resources and

are beyond the capability of the existing core programs.

Megaprojects projects require additional funding and strategic partnerships with state and local governmentsto 

successfully complete. Through discretionary grant programs such as NSFLTP and partnerships with state and local 

jurisdictions, the NPS has been able to leverage its limited funding and address these megaproject needs. For example, 

in recent years the NPS has secured funding for megaprojects at the Tamiami Trail in Everglades National Park, 

Yellowstone National Park, Natchez Trace Parkway, and Arlington Memorial Bridge. Even with significant funding from 

GAOA, there are still major funding needs for megaprojects. 

SAFETY SUCCESS STORY: NATCHEZ TRACE PARKWAY ROAD SAFETY AUDIT 

In 2017, the NPS worked with the Volpe Center to conduct a Road Safety Audit (RSA) along the Natchez Trace Parkway 

in Mississippi. The RSA focused on a 13-mile rural segment of the Parkway near Kosciusko, MS that had a high number 

of fatal crashes. The RSA team proposed safety countermeasures for this and other rural stretches of the parkway 

using the “4Es of Roadway Safety”: engineering, education, enforcement, and emergency response. For example, 

countermeasures proposed related to education included campaigns to address drowsiness, impaired driving, safe 

bicycling, and seatbelt usage. In 2019, the NPS received a $35 million NSFLTP grant to rehabilitate a section of the 

Parkway in Alabama and Mississippi. Drawing onthe recommendations in the RSA, the project will incorporate raised 

pavement markers to improve safety throughout the project area.

 

 

Figure 33: Road Safety Audit team at Natchez Trace Parkway in Mississippi 

(Source: U.S. DOT Volpe Center)
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6.4 INNOVATIVE FINANCE 

The NPS has limited opportunities to use innovative finance approaches. This term generally refers to techniques that 

increase financial leverage, involve the private sector, expand the use of user fees (such as tolls), and/or include new 

approaches to federal-state cost sharing. Some techniques regarded as conventional to state and local government may 

still be innovative in the context of a federal land management agency. For example, in recent years, theNPS had 

considerable success leveraging its limited funding through strategic partnerships to attract partner funding and pursue 

grants. State and local governments regularly fund projects through this approach.

The NPS uses all known innovative finance mechanisms that are legally authorized and relevant to its mission. For 

example, the NPS frequently employs a relatively narrow set of innovative finance strategies,including certain types of 

public private partnerships and partner agreements. These approaches are legally permissible and consistent with NPS 

policy. 

Most innovative finance techniques afforded to state and local governments are not available to federal agencies. The 

NPS cannot implement approaches involving debt instruments or arrangements that require committing future Title 16 

or 54 funding (including fee revenue and appropriated funds). This approach would require specific legislation, 

necessitate new staff capabilities and processes, and may entail additional financial risk to the agency. 

PARTNERSHIPS SUCCESS STORY: FOOTHILLS PARKWAY 

Congress authorized the Foothills Parkway in 1944 as a scenic parkway that would provide panoramic views of Great 

Smoky Mountains NationalPark. Constructed in sections beginning in the 1960s, the Parkway was never completed 

due to funding limitations and engineering challenges. The NPS partnered with the state of Tennessee to complete a 

$36 million funding package for a 16-mile unfinished section of the Foothills Parkway. The full depth reclamation 

paving project connects and opens a continuous 33-mile corridor, greatly enhancing access to the Parkway from 

major gateway communities. The NPS and Tennessee leveraged their funding, including a $15 million contribution 

from the state, tosecure a $10 million U.S. Department of Transportation discretionary grant. The project was 

completed in 2018 and will support a significant amount of tourism and economic development in a rural, 

underserved part of eastern Tennessee.

Figure 34: Foothills Parkway Ribbon Cutting, November 9, 2018 (Source: NPS) 
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Figure 35. Natchez Trace Parkway (Source: NPS)
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APPENDIX A: ALTERNATIVE TRANSPORTATION OPERATIONS AND MAINTENANCE COSTS 

The National Park Service (NPS) defines alternative transportation systems (ATS) as 

a group of real property assets, fleet and vessels that are interrelated through 

business practices, and whose primary function is to provide for the motorized and 

non-motorized conveyance of park visitors to and from or within a park without the 

use of personal transportation vehicles. This definition also includes approximately 

4,600 miles of paved front country trails that provide an alternative to private 

motor vehicle access to many park units. In addition to investments for new or 

improved alternative transportation systems, the cost to operate and maintain 

existing systems must be considered. 

Overall Alternative Transportation Systems Operating & Maintenance Costs: The 

table below shows the estimated annual operating costs for transit and front country trails. 

Annual Operating Costs for Transit Systems:Operations & Maintenance (O&M) costs are represented for 63 NPS transit 

systems. Interpretive tours are excluded because they provide a discretionary recreational service. Costs include staff 

labor, fuel/oil, consumables, vehicle maintenance, operating supplies, insurance, and facilities O&M. Estimated costs are 

based on actual and modeled costs from concessioner Annual Financial Reports and from current ATS pro forma parks. 

Front Country Trails: There are over 2,200 trail segments categorized as front country trails across 225 parks. For these 

trails, O&M requirements were calculated using industry standard models. These models estimate annual requirements 

for trails operations, recurring maintenance, and preventive maintenance.

Transit Operating & Maintenance Costs by Business Model: The table below shows the breakdown of transit O&M 

costs by business model.

Business Model System Count Vehicle Ownership: 

NPS

Vehicle Ownership: 

Non-NPS Total

Concession Contract 27 $5,434,658 $67,998,256 $73,432,914

Service Contract 11 $11,012,525 $4,405,377 $15,417,901

Cooperative 

Agreement 12 $2,058,337 $17,343,172 $19,401,509

NPS Owned and 

Operated 13 $2,237,001 $0 $2,237,001

Total 63 $20,742,522 $89,746,804 $110,489,325

Alternative Transportation 

Category

Estimated

Annual Costs

Transit Systems

Transit O&M $110,489,325

Shuttle Systems $42,065,978

Rail Systems $3,025,500

Ferry Systems $65,315,550

Plane Systems $82,297

Front Country Trails

Trails O&M $46,637,816

Total Annual O&M Costs $154,397,353

Figure 36: Yosemite Shuttle System

(Source: NPS)
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The O&M of NPS alternative transportation systems are funded through various sources. These can include fee revenue, 

NPS programs, Operation of the National Park System (ONPS) funds, donations, or corporate sponsorship. A 2011 study 

of 27 parks collecting transportation fee revenue determined that 72 percent of O&M costs were funded through fee 

collections. Operating costs represented the most significant overall expense to ATSs and account for two-thirds of the 

total cost. 

Transit Systems Spotlight

Each NPS transit system serves one of the following purposes at the park: critical access (30%), mobility to or within park 

(19%), transportation feature (10%), and special need (3%). 18 Interpretive tours, which represent the remainder of park 

systems are excluded (38%). Annual Passenger boardings for all 99 transit systems have increased steadily over the past 

five years, from 33.6M in 2012 to 45.9M in 2019, according to the NPS National Transit Inventory and Performance 

Report, 2019.

Top Ten NPS Systems by Passenger Boardings in 2019 

System Park Vehicle Type Purpose Operating Costs

(2017)

Boardings

Statue Of Liberty Ferries Statue of 

Liberty/Ellis 

Island

Concession 

Contract

Critical Access $22,416,792 10,370,679

South Rim Shuttle 

Service

Grand Canyon Service Contract Mobility to or 

Within Park

$5,916,003 7,644,231

Zion Canyon Shuttle Zion Service Contract Critical Access $4,156,658 6,777,100

DC Circulator National Mall Cooperative 

Agreement

Transportation 

Feature

Not available 5,565,092

Yosemite Valley Shuttle Yosemite Concession 

Contract

Mobility to or 

Within Park

$2,976,055 3,161,758

Alcatraz Cruises Ferry Golden 

Gate/Alcatraz 

Island

Concession 

Contract

Critical Access $19,205,529 1,680,553

USS Arizona Memorial 

Tour

Pearl Harbor Cooperative 

Agreement

Interpretive Tour $4,441,190 1,133,784

Giant Forest Shuttle Sequoia/Kings 

Canyon

Cooperative 

Agreement

Critical Access $1,680,134 940,164

Bryce Canyon Shuttle 

and Rainbow Point 

Shuttle

Bryce Canyon Service Contract Mobility to or 

Within Park

$1,568,110 774,010

Bear Lake & Moraine 

Shuttle, Hiker Shuttle to 

Estes Park

Rocky 

Mountain

Service Contract Critical Access $2,200,847 774,010

18 Critical access: connects visitors to an NPS park or site that is not readily accessible to the public due to geographic constraints, 

park resource management decisions, or parking lot congestion. Mobility to or within park: transit system serves as a supplement to 

private automobile access. Transportation feature: primary attraction of the park. Special needs: designed to meet the accessibility 

needs of visitors with special needs.
Internal Use Only September 2021 | 45

APPENDIX B: INNOVATIVE FINANCE AND STRATEGIC INFRASTRUCTURE PARTNERSHIPS 

The National Park Service faces acute financial challenges in meeting its nationwide transportation needs. These include 

keeping up with road and bridge maintenance needs; modernizing and rebuilding to current standards; completing large 

projects beyond the core capacity of the NPS transportation program (termed ‘megaprojects’); and maintaining, 

operating, and recapitalizing priority transit services. Over the past 15 years, the NPS has become increasingly 

sophisticated in leveraging state, local, and private sector partners to fund, operate, and maintain transportation 

infrastructure and servicesfor the visiting public. This business strategy includes: 

• Pursuing innovative finance techniques where applicable; 

• Forming strategic partnerships with state and local governments for large projects; and 

• Contracting and partnering with the private and public sectors to operate transit services. 

While there is no clear distinction between “innovative” and conventional transportation finance, the term generally 

refers to techniques that increase financial leverage, involve the private sector, expand the use of user fees (such as 

tolls), and/or new approaches to federal-state cost sharing. Innovative finance gives agencies flexibility in pursuing 

projects across extended time periods, funding streams, and project partners. While the terms innovative finance, 

public-private partnership (PPP), and tolling are often used interchangeably, innovative finance does not always entail 

new revenue streams or user fees. Rather, PPPs depend on reliable revenue streams to attract private partners. This 

funding can be appropriated funds, fees, and/or new tolling revenue over an extended time horizon. 

Successful execution of innovative finance approaches enables the NPS to pursue and implement a wider range of 

projects for the visiting public than would be otherwise possible under more traditional, appropriations-based funding 

approaches within a single fiscal year. Some techniques regarded as conventional to the broader transportation industry 

may still be innovative in a National Park Service context. For example, in recent years, the NPS has had considerable 

success leveraging its limited funding to attract partner funding and pursue discretionary federal aid transportation 

programs. State and local governments regularly fund projects through this approach.

This sectionexplores innovative finance approaches and strategic partnership strategies the NPS already employs, 

identifies potential opportunities, and outlines key conclusions and recommendations to further these approaches in the 

NPS context. 

Innovative Finance Strategiesfor NPS Transportation Projects

The NPS has extensively researched innovative transportation finance strategiesand has successfully implemented all 

known innovative finance mechanisms that are legally authorized and relevant to its mission. 19 With few exceptions, 

most innovative finance techniques afforded to state and local governments are not applicable to federal agencies.

These techniques and their applicability within the NPS context are described below:

• Public-private partnerships (PPPs)and partner agreements: PPPs are contractual agreements formed between 

a public agency and one or more private sector entities. The NPS routinely uses contracts and agreementsthat 

are authorized and most relevant to its mission. Most notably, this includes design-build contracts to repair and 

construct federal infrastructure. The NPS also routinely uses concession/service contracts and partnership 

agreements to operate transit service (described below). For service contracts, the NPS typically enters into 10-

year agreements and renews them annually as funding is available from fee revenue collected at park entrance 

gates. Federal statutes and NPS policies place limitations on the types of contracts and partnershipsin which the 

19 https://www.nps.gov/transportation/pdfs/NPS_Innovative_Finance.pdf
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agency can engage. 20 Furthermore, PPPs that involve the lease, sale, or transfer of NPS assets to private entities 

would require changes to park authorizing legislation and NPS policies. Before entering into long term 

agreements of 30 to 50 years which are the best return periods for large infrastructure investments, the NPS 

needs to pilot projects in order to understand the potential successes and pitfalls of long-term agreements. Such 

agreements are difficult to implement, and it will take time to develop stringent performance standards and 

practical penalties for not meeting those standards.

• Tolling / value pricing: Reliable revenue streams through tolling, parking charges, and other user fees can be a 

key factor in enabling innovative finance approachesfor transportation projects, particularly PPPs, and other 

debt instrumentslike bonds. The NPS has limited authority to levy user fees, including transportation and 

recreation fees charged at entrance stations under Title 54. 21 The NPS can also charge parking fees, which are 

known as expanded amenity fees. Tolling and other forms of value pricing that are often mentioned in the 

context of state and local government are not available to the NPS, as the agency has no statutory authority to 

levy tolls. Perhaps more significantly, tolling is only worthwhile for roads with heavy traffic, such as urban 

parkways in the National Capital Region. Even seemingly minor issues with billing errors and enforcement 

problems can generate significant negative press coverage and sway public opinion. Modest tolls can create 

large shifts in traffic volumes from one route to another. Upfront costsfor tolling equipment can vary 

considerably, but recent projects suggest a minimum range of $30-$50 million for tolling infrastructure in a 

single tolling location. As much as 30 percent of gross toll revenue may go to collection costs, even for agencies 

using advanced technologies. Meanwhile, local state roadway service providers around national parks especially 

in the Washington D.C. area are trying to meet the same shortfall of more needs than available dollars by 

employing tolling. This new tolling trend has become slowly more acceptable to users. At no toll cost to the user, 

gateway parkways can quickly become the preferred alternative commuter route. In turn, these parkways would 

become more congested; expedite roadway, bridge and resource deterioration; and continue to compete over 

limited funds for much needed repair and reconstruction. If its legal framework were to change, the NPS would 

need to carefully consider mission/policy, political, cultural resource, and technical implications and constraints 

before proceeding. As a general rule of thumb, the cost, complexity and administrative burden may only be 

worth pursuing to fund projects over $100 million. 

• Infrastructure banks, debt financing,and other credit facilities: Infrastructure banks function as a revolving 

fund from which the public and private sectors can borrow and pay back over time. A national infrastructure 

bank has been the subject of proposed legislation but does not currently exist. As mentioned earlier, the NPS 

does not have the specific statutory authority necessary to issue its own bonds nor the ability to service debt 

over a long-time horizon. Typically, state and local governments use credit facilitieslike the U.S. Department of 

Transportation’s Transportation Infrastructure Finance and Innovation Act (TIFIA) program, private activity 

bonds (PABs), and tax-exempt leasing to lower borrowing costs and leverage private investment. As with tolling 

projects, these approaches are generally only applicable to a select set of large, complex transportation projects 

and could expose the NPS to significant financial risk. 

• Value capture / tax increment financing: Tax increment financing involves levying a tax on specific private 

propertiesto pay for an infrastructure project. The initial project is often debt-financed through public bonds 

with the earmarked tax revenue used to service the debt. The NPS does not have authority to levy property 

20 NPS Director’s Order 21 provides an overview of some key considerations related to donations and partnerships. 

https://www.nps.gov/policy/DOrders/DO_21.htm

21 The Recreation Fee Program is authorized under 16 U.S.C. 98. The Transportation Fee Program is authorized in The National Parks Omnibus 

Management Act of 1998 (P.L. 105-391)
Internal Use Only September 2021 | 47

taxes, and therefore, use of this approach could only take place in conjunction with a state or local partner.

Similarly, Business Improvement Districts (BIDs) could help finance improvement in cooperation with gateway 

communities.

In summary, the NPS frequently employs a relatively narrow set of innovative finance strategies for transportation 

infrastructure projects and services. These strategies primarily include borrow-payback approaches using Title 23 funds, 

design-build contracts, and certain types of PPPs and partner agreements that are legally permissible, paid for using fee 

revenue, and consistent with NPS policy. The NPS cannot implement most innovative financing techniques that are 

available to state and local government, particularly those involving debt instruments or arrangements that require 

committing future Title 54 funding (including fee revenue and appropriated funds). Each approach not already employed 

by the agency would require specific legislation, necessitate new staff capabilities and processes, and entail additional 

financial risk to the agency. 

Strategic Infrastructure Partnerships with State and Local Governments

Over the last six years, the NPS secured over $500 million in state/local partner funding and outside federal aid 

transportation grants. This translates to four dollars from outside public sources for every NPS dollar invested.

Through previous successful efforts, the NPS has shown how proactive servicewide leadership and significant assistance 

from the NPS Washington Support Office can help leverage limited NPS funding through public-to-public partnerships 

(see Table 1). These projects maintain the federal responsibility for NPS assets, while leveraging the shared interests and 

flexibility of partners.

For example, the NPS partnered with the State of Tennessee to complete the funding package for a 16-mile unfinished 

section of the Foothills Parkway adjacent to the Great Smoky Mountains National Park. The state contributed $15 

million to the $36 million project, which will spur tourism and economic development in a rural, eastern Tennessee

when completed in fall 2018. Together, the NPS and Tennessee leveraged their funding to secure a $10 million U.S. 

Department of Transportation discretionary grant.
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Public Funding Sources for Recent NPS Megaprojects(2012-2020) 

Project Location State/Local 

Partner

NPS Other 

Federal 

Funds

Total

Anacostia Riverwalk Washington, D.C. $8.0 M - $17.0 M $25.0 M 

Arlington Memorial Bridge 

(Phase I)

Washington, D.C. - $76.0 M $90.0 M $166.0 M 

CityArchRiver St. Louis, MO $90.0 M - $69.0 M $159.0 M 

Connect Historic Boston Boston, MA $7.5 M - $15.5 M $23.0 M 

Foothills Parkway Eastern Tennessee $15.0 M $6.3 M $14.7 M $36.0 M 

Natchez Trace Parkway Alabama/Mississippi - $3.9 M $35.7 M $39.6 M 

Tamiami Trail Bridging Florida Everglades $56.0 M $21.0 M $20.0 M $97.0 M 

Yellowstone National Park 

Road Reconstruction

Wyoming - $3.1 M $27.8 M $30.9 M 

Zion National Park Fleet 

Replacement

Utah - $3.7 M $33.4 M $37.1 M 

Total: - $176.5 M $114 M $323.1 M $613.6 M 

The NPS has had similar success leveraging partnerships and federal aid transportation funding for projects like the 

Anacostia Riverwalk, the Tamiami Trail bridging project, and the Arlington Memorial Bridge reconstruction. These and 

other successful infrastructure partnership projects point towards the opportunity to leverage additional funding and 

expertise of public sector partners, particularlywhere the NPS mission and partner goals overlap. The NPS has taken a 

proactive, servicewide approach to strategic infrastructure partnerships, leveraging in-house and partner expertise to 

confront some of the agency’s largest challenges. In some cases, the NPS leverages the financial flexibility, program 

eligibility, and tools already available to partners. The NPS could further this work with new legal authorities, particularly 

those that would enable the agency to make financial commitments over multiple years. 

Contracting and Partneringto Operate Transit Services 

The NPS has had considerable success relying on private contractors and public partnersto fund and operate 75 of the 

95 surface and water-borne transit services operating in 60 national parks. 22 Private sector partners are responsible for 

the majority of the over 43 million annual transit boardings experienced across the NPS. These services rely on private 

contractors and public sector partners to provide vehicles, hire drivers, and operate and maintain systems. The NPS staff 

have a detailed procurement and oversight process to ensure these services are financially sustainable. These systems 

tend to be funded by visitor fees rather than the heavy subsidies that characterize most municipal and regional transit 

systems. This includes routine updates to each system’s financial reporting documents to reflect yearly profits and 

losses, ensuring the system is on sound financial footing over multiple years. The examples below provide a high-level 

overview of the types of operational models used to deliver NPS transit servicesto the visiting public:

• Concession Contracts: A majority of the identified NPS transit systems (48) operate through concession 

contracts in which a private concessioner pays the NPS a franchise fee for the right to operate a profitable 

22 https://www.nps.gov/orgs/1548/upload/NPS_Transit_Inventory_2019_Final.pdf
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transportation service inside a unit. For example, Statue of Liberty Ferries collects fees from visitors and logged 

nearly 11 million passenger boardings in 2019 using privately-owned ferries. The NPS oversees the contract and 

provides on-land infrastructure.

• Service Contracts: Transit systems contracted out to private operators are called service contracts. In 2019, 13 

NPS transit systems operated using this business model. For example, the Zion Valley Shuttle had almost 7 

million boardings in 2019 on NPS-owned shuttles operated by a private service provider. The NPS pays for the 

contract using a portion of fees generated at the park entrance and the private operator maintains the vehicles.

• Cooperative Agreement:A local government agency or nonprofit operated 14 of the NPS transit systems under 

a cooperative agreement in 2019. For example, the National Mall and Memorial Parks partnered with the DC 

Circulator (its own unique partnership between the District Department of Transportation, the Washington 

Metropolitan Area Transit Authority, and Business Improvement Districts in Washington, D.C.) to extend transit 

service from Union Station to the Lincoln and Jefferson Memorials. Visitors pay a fare to the local transit agency 

for use of the service. Parking revenue generated from meters along NPS roadways adjacent to the National 

Mall supplement the annual operational costs of the service. The route logged over 5.5 million passenger 

boardings in 2019. 

• NPS Owned and Operated: The NPS owned and operated 20 small transit systems/tours in 2019. These systems 

tend to be small and provide critical access to a park or park site, consist of interpretive tours, provide service 

for special needs visitors, or are a park transportation feature not easily provided by a private operator. For 

example, the Rapidan Camp bus in Shenandoah National Park carried approximately 1,500 park visitors to 

President Hoover’s historic camp using an NPS-owned van. The site is an important cultural resource protected 

by the park but is not accessible by private automobile.

Conclusions and Recommendations

• The agency would need more funding flexibility for Title 54 as well as Title 23 funds to expand its use of 

innovative finance approaches. The NPS has successfully developed strategic partnerships and implemented 

some innovative finance approaches. The NPS routinely uses borrow-payback approaches to fund large 

transportation projects using Title 23 funding. The agency has a proven track record of proactively engaging in 

strategic partnerships with state and local governments to access federal aid funding for major transportation 

projects. Furthermore, the NPS heavily leverages the private sector and public partners to deliver transit services 

to the visiting public. Each of these approaches could be supported and enhanced by ensuring that Title 23 and 

54 funding sources share common flexibilities to make funding commitments over multiple fiscal years. This is 

particularly important given recent Administration proposals for a National Park Restoration Fund funded with 

revenues from energy and mineral development on federal lands and waters. Incremental funding authority at 

the FTA and DOD may be a federal model for making longer term funding commitments with private partners. 

Such authorities would enable the NPS to enter into longer term agreements with private partners to maintain, 

operate, and recapitalize transportation infrastructure and services over a sustained period of time. Given the 

proper authority, these commitments could be tied to appropriated funds, existing NPS fee authorities, and/or 

new tolling revenue.

• PPPs are complex and expensive to implement and monitor, particularly when they rely on variable funding 

streams like tolling revenue. The NPS should proceed cautiously and experiment through pilot projects. Long 

term agreements of 30 to 50 years need to be carefully studied in light of the NPS mission and potential financial 

risk to the agency. The ideal project would need to be over $100 million to justify the effort. For example, staff 

could consider a tolling pilot on a parkway in the National Capital Region but would need to conduct a 

sophisticated financial analysis before entering into an agreement with a private partner. NPS staff could also 

consider entering into a PPP to build a transportation megaproject in a major western park and/or a bundling of 
Internal Use Only September 2021 | 50

specific asset types within a logical geography (e.g., preventative maintenance on bridges and roadways in one 

region). Funding for either arrangement could depend on tolls, fee revenue, and/or incremental funding 

authority with the right authorities. Given the national profile of the NPS, a major PPP involving tolling an NPS 

road or parkway could attract media scrutiny and Congressional attention. If authorized by legislation, NPS 

should proceed cautiously with new types of PPPs. 

• The NPS needs a multi-disciplinary team to plan, implement, and monitor PPPs. This will help the agency 

minimize mission, political, and financial risks associated with these types of partnerships. Innovative finance 

is inherently complex and risky, particularly PPPs and approaches involving debt instruments over long time 

horizons. These projects require proactive planning and substantial time and expertise above and beyond 

conventionally financed projects. There are often financial tradeoffs among different options, and it is not 

uncommon for the projects to experience delays due to litigation, vendor issues, or technical problems. As 

projects become more complex and sophisticated, the NPS will need to stand up a core multi-disciplinary team 

to identify, plan, implement, and monitor projects while minimizing financial risk. Federal staff will need to 

ensure contracts contain performance standards and monitor the private sector partner, imposing practical 

penalties when standards are not met. This federal team should be composed of NPS staff with support from 

experts at partner agencies and third-party private contractors. 

• The NPS needs to engage the administration, Congress and the public to influence the direction the agency

should take in pursuing innovative finance approachesfor the care and stewardship of park infrastructure. In 

order to be ultimately successful, the NPS will need to gain public as well as the Administration and 

Congressional support. 
National Park Service

U.S. Department of the Interior

Park Planning, Facilities and Lands Directorate

Washington, D.C.

National Park Service Bipartisan Infrastructure Law

Transportation Grants Strategic Plan

September 2022

Clockwise from left: An electric bus demonstrated at Zion National Park during project planning; US-41/Tamiami Trail at Everglades 

National Park; Road reconstruction at Yellowstone National Park. All three parks received funding for these projects through the 

Nationally Significant Federal Lands and Tribal Projects Program, one of the transportation grant programs in the Bipartisan 

Infrastructure Law. (Source: NPS)

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September 2022 | 2

Table of Contents

1 Background, Purpose, Goals & Objectives.................................................................................................... 3 

1.1 Background & Purpose.......................................................................................................................... 3 

1.2 Goals & Objectives ................................................................................................................................ 4 

2 Strategy & Target Outcomes......................................................................................................................... 5 

2.1 Strategy Overview ................................................................................................................................. 5 

2.2 Approach for NPS Direct Eligible Programs........................................................................................... 8 

2.3 Approach for Partner Eligible Programs................................................................................................ 8 

2.4 Approach for Partner Formula Programs.............................................................................................. 8 

3 Goal: Proactively Identify and Review Candidate Projects to Build Out a 5-year Flexible Program of 

Candidate Projects for BIL Transportation Grant Programs ................................................................................. 9 

3.1 Objective: Work with Regions and WASO Programs to Identify and Prioritize Candidate Projects that 

are in Alignment with NPS, DOI & DOT Priorities for BIL Transportation Grant Programs............................... 9 

3.2 Objective: Employ Existing NPS Processes to Update the Flexible Program of Candidate Projects for 

BIL Transportation Grant Programs ................................................................................................................10

4 Goal: Strategically Deliver Targeted Support for BIL Transportation Grant Proposal and Application 

Development for Success....................................................................................................................................11

4.1 Objective: Provide Integrated Transportation Planning Support to Develop Needs Before Pursuing 

BIL Transportation Grant Opportunities.........................................................................................................11

4.2 Objective: Coordinate Grant Application Development for Nationally Competitive BIL 

Transportation Grant Programs in Collaboration with Regions and Parks.....................................................11

4.3 Objective: Support Regions and Parks by Developing a Toolbox of Resources..................................12

5 Goal: Develop Communications Tools to Share BIL Transportation Grant Program Information, Lessons 

Learned, and Track Successes.............................................................................................................................13

5.1 Objective: Support NPS Employees by Providing BIL Transportation Grant Program Information and 

Lessons Learned ..............................................................................................................................................13

5.2 Objective: Promote BIL Transportation Grant Opportunities and Successes in Public Forums .........14

5.3 Objective: Demonstrate Need, Track Progress, and Prepare for Reauthorization.............................14

6 Appendix A: BIL Transportation Grants Workgroup ...................................................................................16

7 Appendix B: Priority Program Strategies.....................................................................................................17

7.1 Nationally Significant Federal Lands and Tribal Projects (NSFLTP) .....................................................17

7.2 Bridge Investment Program (BIP)........................................................................................................18

7.3 Promoting Resilient Operations for Transformative, Efficient, and Cost-Saving Transportation 

Program (PROTECT).........................................................................................................................................19

7.4 Wildlife Crossing Pilot Program...........................................................................................................19

7.5 Transportation Alternatives (TA).........................................................................................................20

7.6 Federal Lands Access Program (FLAP)................................................................................................. 20

7.7 Rebuilding American Infrastructure with Sustainability and Equity (RAISE).......................................21

7.8 National Electric Vehicle Infrastructure Formula Program (NEVI)......................................................22

8 Appendix C: Crosswalk of NPS, DOI and DOT Priorities ..............................................................................24

9 Appendix D: BIL Transportation Grants Program of Candidate Projects....................................................25

 
3 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

1 BACKGROUND, PURPOSE, GOALS & OBJECTIVES 

1.1 BACKGROUND & PURPOSE

The “Infrastructure and Investment Jobs Act (IIJA), also referred to as the Bipartisan Infrastructure Law 

(BIL), authorizes $550 billion for surface transportation programs for Fiscal Years 2022 – 2026. BIL

provides comprehensive transportation legislation by building on many of the programs from the 2015 

Fixing America’s Surface Transportation Act, or FAST Act, as well as the Biden Administration’s focus 

areas in climate change/resiliency/resource protection, connecting diverse communities, and 

reinvesting in infrastructure to build back better. These are reflected in the NPS transportation priorities 

noted in the NPS State of Transportation brochure:

• Protect the Climate & Advance Resource Protection 

• Enhance Visitor Experience & Connect Diverse Communities 

• Reinvest in the System & Make Legacy Investments

With funding from BIL, the NPS is working to develop resilient, innovative, and equitable transportation 

systems, while also decreasing transportation emissions related to visitation and operations. The NPS 

will invest these funds to repair and upgrade transportation trails, transit systems, roads, bridges, and 

other critical transportation infrastructure. BIL increases NPS Federal Lands Transportation Program 

(FLTP) funding by over 20 percent to $1.7 billion over five years, to address NPS transportation needs 

across the nation. 

Strong connectivity between parks and surrounding 

communities improves modal choice, visitor enjoyment and 

safety. BIL provides a monumental opportunity to work with 

our community partners to provide equitable, climatefriendly, and high-quality transportation options to visitors. 

BIL creates new discretionary (competitive) grant programs

for which the NPS can directly compete. Additionally, BIL

provides a number of discretionary grant programs and new 

formula programs for which NPS partners are eligible 

applicants, making it imperative for the NPS to develop and 

strengthen partnerships with states and other eligible 

agencies to mutually champion significant projects in and 

around NPS sites which align well with the Administration’s 

focus areas. 

Building upon past successes, and to take advantage of new 

opportunities available in BIL the NPS is directly eligible for, as 

well as those that require a partner to apply, the Park 

Planning Facilities & Lands (PPFL) Directorate provides support, resources, and technical assistance to 

regions and parks. Success will rely on engagement from the planning, partnerships, and transportation 

communities across the NPS, as well as support from leadership at all levels. 

The NPS worked with partners 

to leverage over $400 million 

from similar past discretionary 

programs under the FAST Act.

Past successes include 

completion of the “missing link”

of the Foothills Parkways, 

rehabilitation of the Arlington 

Memorial Bridge, electrification 

of Zion National Park’s transit 

fleet, and construction of bridges 

along the Tamiami Trail (U.S. 41) 

to restore natural water flow to 

the Everglades.
September 2022 | 4

The purpose of this plan is to guide how the NPS approaches grant funding opportunities in BIL over the 

next five years, articulating a strategy for identifying high priority projects for discretionary grant 

programs, working with partners to leverage funding opportunities for NPS transportation priorities, and 

building internal and external capacity to advance the NPS’s transportation goals. It describes how the 

NPS will prioritize the highest-value programs and projects using a proactive, comprehensive strategy.

This strategy will focus on advancing NPS transportation priorities, along with Department of the Interior

(DOI) and Department of Transportation (DOT) goals, as outlined in Appendix C: Crosswalk of NPS, DOI 

and DOT Priorities. 

1.2 GOALS & OBJECTIVES 

Goals and objectives form the organizational backbone of this strategic plan. They were collaboratively 

developed with the BIL Transportation Grants Workgroup (see Appendix A: BIL Transportation Grants 

Workgroup) through a series of meetings and feedback forms. The support and resources outlined in the

goals and objectives will facilitate regions and parks in effectively working with partners to leverage BIL 

funding opportunities for NPS transportation priorities.

1.2.1 Goal: Proactively identify and review projects to build out a 5-year flexible program of candidate 

projects for BIL transportation grant programs 

Objective: Work with regions and Washington Support Office (WASO) programs to identify and 

prioritize candidate projects that are in alignment with NPS, DOI & DOT priorities for BIL

transportation grant programs

Objective: Employ existing NPS processes to update the flexible program of candidate projects

for BIL transportation grant programs

1.2.2 Goal: Strategically deliver targeted support for BIL transportation grant proposal and application 

development for success 

Objective: Provide integrated transportation planning support to develop needs before pursuing

BIL transportation grant opportunities

Objective: Coordinate grant application development for nationally competitive BIL

transportation grant programs in collaboration with regions and parks

Objective: Support regions and parks by developing a toolbox of available resources

1.2.3 Goal: Develop communications tools to share BIL transportation grant program information, 

lessons learned, and track successes 

Objective: Support NPS employees by providing BIL transportation grant program information 

and lessons learned 

Objective: Promote BIL transportation grant opportunities and successes in public forums

Objective: Demonstrate need, track progress, and prepare for reauthorization
5 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

2 STRATEGY & TARGET OUTCOMES 

2.1 STRATEGY OVERVIEW 

The NPS is pursuing an overarching strategy designed to 

maximize benefits to the NPS by deploying and focusing staff 

time, support, and technical assistance on the highest-value, 

prioritized programs and projects. Successful execution of this 

strategy will build internal and external capacity to advance 

the NPS’s transportation priorities and demonstrate success 

to NPS, DOI, Congressional leadership, and stakeholders to 

strengthen the business case for reauthorization and 

continued investment in these transportation programs.

Based on projects submitted from regions (see section 3 for 

details), PPFL, with input from the BIL Transportation Grants 

Workgroup, developed a flexible BIL Transportation Grants 

Program of Candidate Projects (see Appendix D), matching prioritized projects to the grant programs 

using a comprehensive approach based on: 

• NPS transportation priorities (see Appendix C: Crosswalk of NPS, DOI and DOT Priorities) 

• Project competitiveness according to program statutory eligibility and merit criteria 

• Project readiness

• Geographic balance

• Opportunity to defray costs to core programs, including FLTP and others

The program of candidate projects establishes an initial plan for which projects are under consideration 

for submission to grant programs across the five years of BIL. Both the strategy in this document as well 

as the program of candidate projects for BIL transportation grant programs will be revised as the NPS 

learns more about the new grant programs, NPS transportation needs evolve, and the NPS engages with 

partners to identify opportunities for collaboration. 

To guide and encourage success, the NPS developed two targets. First, the NPS aims to submit at least 

30 applications for nationally competitive grant programs, including those for which the NPS is directly 

eligible and those requiring a partner. Second, through these 30 applications, as well as others 

submitted by regions or parks for state-administered programs, the NPS aims to receive at least $500 

million in awarded funds.

2.1.1 NPS Decision Making 

• PPFL: For nationally competitive grant programs for which the NPS is directly eligible (see Table 

1), PPFL will make final determinations as to which projects are submitted but will only put 

forward projects that the applicable region and park support. This is to ensure that only the 

highest priority and most competitive projects are submitted to these highly selective, national 

grant programs, and so that NPS projects do not inadvertently and unnecessarily compete 

against each other. PPFL, regions, and parks will work together to identify the required matching

funds for each application for these PPFL-led programs. PPFL concurrence will be required for 

The strategy in this document, as 

well as the program of candidate 

projects for BIL transportation 

grant programs, will be revised as 

the NPS learns more about the 

new grant programs, NPS 

transportation needs evolve, and 

the NPS engages with partners to 

identify opportunities for 

collaboration
September 2022 | 6

NPS support to partner applications for nationally 

competitive programs that NPS is directly eligible, 

including NPS letters of support, matching funds, and 

technical assistance to develop applications. The key to 

obtaining support is early and consistent communication 

among PPFL, regions, and parks. 

• Regions: NPS regions, in collaboration with parks, will be 

responsible for deciding which projects to submit for 

state-administered programs. Regions will coordinate all programs with “Regions” listed in the 

“NPS Coordination Lead” column in Table 1. Regions will need to communicate to PPFL about 

these projects so the status of each application can be tracked service wide. More information is 

provided on project tracking in section 5.3.2. 

2.1.2 BIL Transportation Grant Opportunities 

Table 1 provides an overview of the BIL transportation grant

programs applicable to the NPS. The NPS will focus primarily on 

those listed as medium or higher under “Chance of Success.” This 

table also indicates which NPS office is responsible for decision

making and providing parks with technical assistance on grant 

application development. For further detail on the technical 

assistance process and responsibilities, see section 4.2.1. 

The NPS will submit at 

least 30 applications over 

the life of BIL for 

nationally competitive 

programs, directly and 

with partners

The NPS aims to receive

at least $500M over the 

life of BIL for successful 

NPS and partnership

grant applications
7 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

Table 1: BIL Transportation Grant Programs Applicable to the NPS

Program 

Types Program

Available 

Annually 

(up to)

Chance 

of 

Success

NPS 

Coord. 

Lead

Target Project Types 

NPS

Direct 

Eligible 

Programs

Nationally Significant 

Federal Lands and Tribal 

Projects (NSFLTP)

$177.5M 

for FLMAs 

(only 

$65M 

FY22)

Very 

High PPFL

One guaranteed project per year in 

park with >3M visitors; projects with 

compliance complete and total cost 

>$12.5M

Bridge Investment 

Program $2.5B Med PPFL

Bridge projects in poor/fair condition 

over $15M on National Bridge 

Inventory; planning, design, 

compliance, or construction costs 

eligible 

Promoting Resilient 

Operations for 

Transformative, Efficient, 

and Cost-Saving 

Transportation Program 

(PROTECT) – joint with 

state 

$280M Med PPFL

Resilience improvements, vulnerability 

assessments, transportation and 

emergency response strategies, 

protection of surface transportation 

assets, includes planning 

Wildlife Crossing Pilot 

Program $70M Med PPFL

Projects that reduce the number of 

wildlife-vehicle collisions and improve 

habitat connectivity 

Pollinator Friendly 

Practices on Roadsides 

and Highway Rights-ofWay Program 

$2M High PPFL

Projects <$150,000 that benefit 

pollinators on roadsides and highway 

rights-of-way 

Infrastructure For 

Rebuilding America 

(INFRA) - joint with state 

$1.6B Low PPFL

National Highway System projects 

>$20M that advance climate change, 

environmental justice, and equity 

Transportation 

Alternatives (TA) $1.44B Med Regions

Small-scale transportation planning, 

design, or construction projects with a 

focus on trails

Partner 

Eligible 

Programs

Federal Lands Access 

Program (FLAP) $300M High Regions Projects >$100,000 that improve access to federal lands

Rebuilding American 

Infrastructure with 

Sustainability and Equity 

(RAISE)

$2.275B Med

Regions 

with 

PPFL

Road, trail, rail, port projects >$1M - 

$25M

Rural Surface 

Transportation Grant 

Program

$400M Low 

Regions 

with 

PPFL

Rural projects <$25M

Discretionary Grant 

Program for Charging and 

Fueling Infrastructure

$500M Low Regions EV charging and alternative fuel 

infrastructure projects <$15M

Safe Streets and Roads 

for All (SS4A) Program $1B Low Regions Initiatives to prevent roadway deaths and serious injuries
September 2022 | 8

Program 

Types Program

Available 

Annually 

(up to)

Chance 

of 

Success

NPS 

Coord. 

Lead

Target Project Types 

Partner 

Formula 

Programs

National Electric Vehicle 

Infrastructure Formula 

Program (NEVI)

$1B Med

Regions

with 

PPFL

Work with states to inform alternative 

fuel corridors and coordinate on 

funding for installation of charging 

stations on federal lands

NPS DirectBenefit 

Formula 

Program

Construction of Ferry 

Boats and Ferry Terminal 

Facilities Formula 

Program (FBP)

$182M High

Regions

/Parks 

with 

PPFL

Construction of ferry boats and ferry 

terminal facilities

2.2 APPROACH FOR NPS DIRECT ELIGIBLE PROGRAMS 

PPFL will lead the coordination and development of applications for the priority programs for which the

NPS is directly eligible to apply. For these nationally competitive grant programs, PPFL will make final 

determinations as to which projects are submitted in each round. This will entail close coordination 

between PPFL, regions, parks, and technical assistance providers. Support from partners is also critical to 

the success of these applications, and the NPS will engage with these partners to gather letters of 

support, and in some cases matching funds. Two programs, PROTECT and INFRA, require that any NPS 

application be jointly submitted with a state, and thus will require extensive coordination with those 

states before and throughout the application development process. 

2.3 APPROACH FOR PARTNER ELIGIBLE PROGRAMS 

The NPS will continue to foster partnerships with state departments of transportation, metropolitan

planning organizations (MPOs), regional planning organizations (RPOs), local communities, and other 

eligible applicants for BIL programs listed under “Partner Eligible Programs” in Table 1. The NPS can

encourage partners to apply for these programs to support mutually beneficial projects. PPFL may 

provide support in the form of integrated transportation planning support and/or technical assistance to 

develop applications, NPS letters of support, and potentially matching funds. 

2.4 APPROACH FOR PARTNER FORMULA PROGRAMS 

NEVI is the partner formula program of greatest interest for the NPS. While formula programs do not 

require applications, the NPS will need to coordinate closely with states at various stages to ensure that 

parks and visitors benefit from this new funding source in BIL. The NPS has developed an initial strategy 

for this engagement, summarized in the National Electric Vehicle Infrastructure Formula Program (NEVI)

section 7.8 in Appendix B: Priority Program Strategies. 
9 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

3 GOAL: PROACTIVELY IDENTIFY AND REVIEW CANDIDATE PROJECTS TO 

BUILD OUT A 5-YEAR FLEXIBLE PROGRAM OF CANDIDATE PROJECTS FOR 

BIL TRANSPORTATION GRANT PROGRAMS 

3.1 OBJECTIVE: WORK WITH REGIONS AND WASO PROGRAMS TO IDENTIFY AND PRIORITIZE 

CANDIDATE PROJECTS THAT ARE IN ALIGNMENT WITH NPS, DOI & DOT PRIORITIES FOR BIL 

TRANSPORTATION GRANT PROGRAMS 

3.1.1 Outreach to Parks and Regions 

On March 15, 2022, the Associate Director of PPFL, and the Associate Director of Partnerships and Civic 

Engagement sent a memo to the Regional Directors, Deputy Regional Directors, and Associate Directors 

to request the identification of projects that could potentially be good candidates for BIL transportation

discretionary grants. 

The types of projects requested in the call included projects that address climate and severe weather 

resiliency, those that connect to underserved gateway communities, transit fleet replacement and 

electric vehicle charging infrastructure, wildlife crossing projects, and traditional NPS bridge and 

roadway projects. 

The NPS regions submitted over 360 projects for consideration.

3.1.2 Project Screening 

The WASO Transportation Branch reviewed the project submissions from the regions and crossedreferenced these with other data points including the FLTP NPS Multiyear Program (FLTP Multiyear), 

threatened and endangered species, transit vehicle recapitalization needs in the National Transit 

Inventory, Road Inventory Program (RIP), Bridge Inspection Program (BIP), National Bridge Inventory, 

National Highway System, and PMIS statements. Review of these project lists and management systems 

provided additional information to refine the flexible program of candidate projects. 

The projects were screened using the following criteria to identify priority projects for consideration:

• Alignment with NPS and DOT priorities (see Appendix C: Crosswalk of NPS, DOI and DOT 

Priorities) 

• Project timing and compliance (if required)

• Budget size is appropriate for grant program

These criteria informed the flexible program of candidate projects along with additional review of 

projects through the lens of DOT priorities such as promoting safe, affordable, accessible, and 

multimodal access while reducing transportation-related disparities and tackling the climate crisis. 
September 2022 | 10

3.2 OBJECTIVE: EMPLOY EXISTING NPS PROCESSES TO UPDATE THE FLEXIBLE PROGRAM OF 

CANDIDATE PROJECTS FOR BIL TRANSPORTATION GRANT PROGRAMS 

The primary vehicle for updating the flexible BIL Transportation Grants Program of Candidate Projects

will be through the existing Service wide Comprehensive Call (SCC) process and documentation in the 

Project Management Information System (PMIS). The SCC guidance, Transportation Grants, will continue 

to be used for BIL transportation grants. It will also be important to evolve the SCC guidance and 

program of candidate projects to reflect lessons learned during each grant round.

In addition to the candidate projects submitted from the regions, the following resources can also be rereviewed for identification of potential projects:

• FLTP Multiyear

• Unfunded transportation projects

• Great American Outdoors Act (GAOA) / Line-item Construction (LIC) funded projects

• Category III unconstrained project list

• FHWA structures (bridge) recommendations

3.2.1 Engagement with Regions and Parks 

Through summer 2022, PPFL engaged further with the regional transportation program coordinators to 

refine the BIL Transportation Grants Program of Candidate Projects. There will be ongoing engagement 

with the regional transportation coordinators on nationally competitive grant applications and 

communication about those managed at the state level. Additionally, regions and parks will have

opportunities to add, update, or remove projects on the program of candidate projects through the 

annual SCC process and on an ad-hoc basis based on project readiness, changes in project schedule, or 

shifting NPS priorities. 

3.2.2 Bureau Investment Review Board 

The BIRB will be informed throughout the life of BIL for relevant approvals, feedback and strategic 

direction. The strategic plan and the preliminary project list were presented to the BIRB in July 2022 as 

the first of a series of regular status updates. Investment concepts for individual capital projects that are 

identified on the BIL Transportation Grants Program of Candidate Projects will require BIRB approval, in 

alignment with BIRB guidance.

3.2.3 Partner Agencies 

Regions and parks will continue to foster relationships with partners at the grassroots level and look for 

opportunities for partner supported and submitted applications, adding them to the program of 

candidate projects as appropriate. Regions and parks are encouraged to participate in integrated 

transportation planning activities with partner agencies—such as the state, MPO, or RPO—to have 

comprehensive dialogue on regional transportation challenges. This multiagency coordination could lead 

to the development of projects to submit to BIL transportation grant programs that could improve 

access to NPS units. 
11 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

4 GOAL: STRATEGICALLY DELIVER TARGETED SUPPORT FOR BIL 

TRANSPORTATION GRANT PROPOSAL AND APPLICATION DEVELOPMENT 

FOR SUCCESS 

PPFL, in partnership with the regions, is evaluating the need for staffing to implement the BIL 

Transportation Grants Strategic Plan. Any additional staffing could utilize hiring flexibilities brought 

about through the legislation as appropriate. Additional staffing capacity would support regions and 

parks in coordinating grant proposals by ensuring projects will meet BIL transportation grant program 

requirements in time for planned application timeframe, compliance, assisting with application 

development, tracking and reporting of progress and success, and integrated transportation planning

that includes developing local partnerships to leverage BIL transportation grant funding opportunities. 

Investment in this internal capacity will have long-term benefit to the NPS and demonstrate to 

Congressional leadership the NPS’s commitment to collaboration with local and state partners. PPFL will 

develop an initial staffing plan by the second quarter of fiscal year 2023. 

4.1 OBJECTIVE: PROVIDE INTEGRATED TRANSPORTATION PLANNING SUPPORT TO DEVELOP NEEDS 

BEFORE PURSUING BIL TRANSPORTATION GRANT OPPORTUNITIES 

There are a number of funding opportunities in BIL that the NPS is not directly eligible for but can 

support partners in developing mutually beneficial projects or projects that advance the NPS mission 

and transportation priorities. To assist regions and parks in working with partners, integrated 

transportation planning support may be needed. In collaboration with PPFL’s Transportation Planning 

Program, projects submitted from regions will be reviewed for alignment with the NPS National 

Transportation Strategy (NTS) goals to develop a list of projects for integrated transportation planning 

support consideration. The Transportation Planning Program has quarterly meetings with the regional 

transportation coordinators and planning portfolio managers to understand transportation planning 

needs and the status of ongoing projects. During the fourth quarter FY22 meeting, the list was reviewed 

with regions to determine if integrated planning support is needed at the unit or regional level through 

the Transportation Planning Program. This support check-in will continue at each quarterly meeting to 

ensure regions and parks have the resources needed to move projects forward so that they can be ready 

for potential grant applications. 

4.2 OBJECTIVE: COORDINATE GRANT APPLICATION DEVELOPMENT FOR NATIONALLY COMPETITIVE 

BIL TRANSPORTATION GRANT PROGRAMS IN COLLABORATION WITH REGIONS AND PARKS 

4.2.1 Grant Application Technical Assistance Process 

Technical assistance is available from PPFL to support developing and assembling grant application

packages ensuring readiness for the priority grant programs. Technical assistance details for grant 

applications are included in Table 2. Priority will be given to projects that have been selected for 

submittal for nationally competitive programs for which the NPS is directly eligible. PPFL, at the 

discretion of the Associate Director, may also provide technical assistance for a limited number of high 

priority applications to state-administered programs such as FLAP or TA. Regions are responsible for 
September 2022 | 12

providing parks with technical assistance for developing grant application packages or the programs 

indicated with “Regions” under the NPS Coordination Lead column in Table 1. 

Table 2: Nationally Competitive Discretionary Grant Application Process & Roles

PPFL Region Park

Technical

Assistance

Provider

Develop application template/outline based on NOFO

Populate template and provide other relevant 

information, including images

Finalize project budget, including match (if required)

Develop Benefit Cost Analysis (BCA)

Develop/refine project location maps

Format and copy-edit narrative

Develop letter of support template 

Outreach to partners to secure letters of support

Package all application materials, including appendices 

and budget forms

Review final application package

Submit application via Grants.gov (for NPS eligible 

programs)

4.2.2 Fund Transfer Support 

After a successful application and funding is awarded, if NPS is the delivery agent, monies are

transferred to the NPS. PPFL will coordinate with WASO Budget and the region to set up PMIS and 

accounts. WASO Budget will issue a Funding Advice when grant funding is available. PMIS statements 

will need to correctly follow the SCC guidance for Transportation Grants, including separate components 

for matching funds, if applicable. 

4.3 OBJECTIVE: SUPPORT REGIONS AND PARKS BY DEVELOPING A TOOLBOX OF RESOURCES 

The BIL Transportation Grants Workgroup will develop a toolbox of available resources to support 

regions and parks in pursuing BIL transportation grant opportunities. This toolbox could include but is 

not limited to:

• Tools to assist parks in identifying potential funding programs, meeting eligibility criteria, 

providing samples of funded applications for different funding programs 

• Contact lists of key partners at state DOTs and MPOs/RPOs

• Templates for applications and letters of support 

• Consistent communication tools

• Planning strategies to understand our partners’ needs and priorities 

• Resources to identify parks that meet key criteria such as:
13 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

o Parks located in Environmental Protection Agency nonattainment/maintenance areas 

that could be eligible for Congestion Mitigation and Air Quality or Congestion Relief 

Program

o Coastal Parks located in States that have been impacted by federally declared disasters 

over the past six years for programs like Coastal Storm Risk Management, Hurricane, 

and Storm Damage Reduction Projects

o Parks located in communities designed Historically Disadvantaged/Significant Poverty – 

important to many of the funding program evaluation criteria

5 GOAL: DEVELOP COMMUNICATIONS TOOLS TO SHARE BIL 

TRANSPORTATION GRANT PROGRAM INFORMATION, LESSONS LEARNED, 

AND TRACK SUCCESSES 

5.1 OBJECTIVE: SUPPORT NPS EMPLOYEES BY PROVIDING BIL TRANSPORTATION GRANT 

PROGRAM INFORMATION AND LESSONS LEARNED 

5.1.1 BIL Transportation HUB SharePoint 

The PPFL BIL Transportation HUB SharePoint site serves as the primary source for information. It 

includes the following resources:

• Most up to date BIL Transportation Grants Strategic Plan

• Most up to date BIL Transportation Grants Program of Candidate Projects

• Current Notices of Funding Opportunity (NOFOs) for grants

• BIL Transportation Program Matrix: PPFL contacts, overview of the various new and existing 

programs available to the NPS. Staff can scan the programs for project eligibility, links to fact 

sheets and NOFOs, and past projects for which the NPS has been successful under these 

programs. 

• BIL Transportation Overview Slides: Provides a deeper dive into the programs and explains the 

differences between authorized, discretionary/competitive, and formula programs.

• Relevant AD Memos 

• Toolbox of BIL Transportation Resources (see section 4.3) 

• Additional helpful tools, webinars, and links

5.1.2 Webinars & Presentations 

PPFL leadership and staff provide presentations and webinars to deliver information on BIL 

transportation grant opportunities. The audience includes but is not limited to regional transportation 

coordinators, regional planning portfolio managers, superintendents, facility managers, park planners, 

and partners. Potential topics for webinars could include:

• Learn about and prepare for upcoming opportunities and access BIL transportation funding 

• Partnerships, integrated planning, and BIL transportation grants that benefit the NPS, but for 

which a partner must apply 
September 2022 | 14

• Specific BIL transportation grant programs

• Peer-to-peer networking and lessons learned

PPFL and Partnerships and Civic Engagement hosted two webinars in April and May 2022 to introduce 

grant programs in the BIL and how integrated planning, collaboration, and partnering is key for success 

when it comes to access to and within national parks. Recordings of both webinars are available on the 

BIL Transportation HUB SharePoint. 

5.2 OBJECTIVE: PROMOTE BIL TRANSPORTATION GRANT OPPORTUNITIES AND SUCCESSES IN 

PUBLIC FORUMS 

5.2.1 NPS External Website 

The external NPS Transportation webpage was updated in June 2022 including a new subpage on the 

Bipartisan Infrastructure Law. This BIL transportation webpage provides a summary of BIL transportation 

opportunities and a location where the NPS can highlight grant successes. As the NPS and partners 

receive grant awards, this page will be updated. Key BIL transportation program and strategy 

information and summary graphics could be considered for display. 

5.2.2 Coordinated Messaging 

WASO Communications maintains a SharePoint site with communications guidance related to BIL. This 

site includes style guidance, talking points, media guidance, and more. For information related to the 

transportation grants aspect of BIL, refer to the BIL Transportation HUB SharePoint. 

As regional and park communications teams prepare press releases to announce successful BIL

transportation grant awards, it will be important to ensure coordinated messaging. These teams can 

refer to the new external Bipartisan Infrastructure Law page on the NPS Transportation website and use

the following “tags” on external BIL transportation announcements: Bipartisan Infrastructure Law, BIL, 

BIL Grant, transportation grant, infrastructure bill, and infrastructure law. The BIL Transportation Grants 

Workgroup includes a communications professional who is working with the PPFL communications team 

to develop a comprehensive BIL transportation grants communications strategy. 

5.3 OBJECTIVE: DEMONSTRATE NEED, TRACK PROGRESS, AND PREPARE FOR REAUTHORIZATION 

5.3.1 Demonstrate Need 

In fall 2022, PPFL will adapt the program of candidate projects for use with NPS and DOI leadership, U.S. 

DOT, and communications through agency and Department channels to demonstrate need. By the end 

of calendar year 2022, PPFL will provide NPS and DOI leadership with a refined high-level overview 

identifying which project applications are planned for submission in the following years of BIL, including 

maps, alignment with administration priorities, and key project profiles. Infographic summaries of the 

number of applications planned for submission, total funding requested, and funding awarded will be 

updated throughout the life of BIL to visualize and communicate success for a leadership audience. 

The materials developed for NPS and DOI leadership will be adapted as a full, unconstrained list of 

potential grant projects. The full list or a summary of potential projects could be shared with Federal 

Highway Administration (FHWA) leadership to demonstrate NPS needs across all programs, and in 
15 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

particular, to build the case for the full annual appropriation from the General Fund for NSFLTP ($300M).

The list of project needs will be adapted into maps indicating project locations by congressional district, 

summaries of total project costs, as well as costs by state, congressional district, and potential BIL 

transportation grant program. 

5.3.2 Track Progress 

PPFL is working to develop a tracking mechanism for the BIL transportation grant applications to capture 

the status of all applications to the various programs. This will enable understanding of which projects 

have applications in development, pending, awarded, funding obligated, and construction completed. 

Project information will be pulled from existing NPS systems of record, such as PMIS, though PMIS is not 

set up to track these types of information related to grant application status. Parks and regions are 

responsible for providing inputs to the BIL tracking mechanism that PPFL develops, particularly for the 

state-administered and partner programs for which coordination will be led by regions. 

Additionally, with this BIL transportation grants tracking system, PPFL will be able to summarize the total 

amount of funding at each of grant stage, the locations of the projects, and create graphics and 

visualizations. This tracking information can then be displayed for NPS staff on the BIL Transportation 

HUB SharePoint and distributed through other communications. The system maintained by PPFL will 

enable efficient responses to requests from NPS and DOI leadership regarding the BIL transportation 

grant applications.

5.3.3 Prepare for Reauthorization 

Towards the end of the five years of BIL, PPFL will summarize BIL transportation grant successes and 

unmet needs in order to develop materials for the NPS to build a case for the next surface 

transportation reauthorization following BIL. Close tracking of which grant applications were successful

and unsuccessful as well as new and evolving transportation needs will assist agency and departmental 

leadership to pursue BIL and GAOA reauthorization simultaneously. 
September 2022 | 16

6 APPENDIX A: BIL TRANSPORTATION GRANTS WORKGROUP 

The BIL Transportation Grants Workgroup provides technical expertise to further develop support and 

communication strategies and oversee identification, prioritization, and utilization of resources for 

technical support for project and grant development. The workgroup lead and members will engage 

with national partners, including DOT, and provide regular updates to the AD, Park Planning, Facilities, 

and Lands (starting with a minimum of bi-weekly), and other leadership and stakeholder groups within 

the NPS. The workgroup will coordinate across WASO programs, as well as regions and parks to provide 

advice and support on BIL transportation grant programs. The workgroup will also track candidate 

projects and grant applications across programs. 

The forming members of the workgroup consists of:

• Erica Cole, Transportation Planner, Park Facility Management Division (PFMD)

Transportation Branch (Lead)

• Wayne Emington, Transportation Safety Program Manager, PFMD Transportation Branch

• Joni Gallegos, Transportation Planner, PFMD Transportation Branch

• Krista Sherwood, National Program Manager, Outdoor Recreation & Hydropower Assistance

• Amanda Jones, Alternative Transportation Manager, Northeast Region

• David Daddio, Transportation Program Manager, National Capital Region

• JoAnn Clark, Transportation Program Manager, Southeast Region 

• Joe Regula, Transportation Planning Program Manager, Park Planning Special Studies

• Chris Close, Branch Manager, Denver Service Center Transportation

• Laurie Domler, Branch Manager, Denver Service Center Planning

• Stephan Nofield, National Program Manager; Rivers, Trails, and Conservation Assistance 

Program

• Darren Brown, Transportation Planner, Golden Gate National Recreation Area

• Chris Briggs, PPFL, Experience Services Program – Program Manager

• John Cochran, Public Affairs Specialist, National Capital Region

• Jason Newman, Superintendent at Fredrick Law Olmsted NHS

• Todd Suess, Chief, Biological Resources Division, Natural Resource Stewardship and Science 

Directorate

The U.S. DOT Volpe Center provides technical support with workgroup coordination and development of 

materials, as needed. 

 
17 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

7 APPENDIX B: PRIORITY PROGRAM STRATEGIES 

7.1 NATIONALLY SIGNIFICANT FEDERAL LANDS AND TRIBAL PROJECTS (NSFLTP) 

The Nationally Significant Federal Lands and Tribal Projects (NSFLTP) Program, provides up to $887.5

million for federal land management agencies (FLMAs) including the NPS over the life of BIL for the 

construction, reconstruction, and rehabilitation of nationally significant projects within, adjacent to, or 

accessing Federal and tribal lands. The NPS is directly eligible for this key program, which provides an 

opportunity to address significant challenges across the nation for transportation facilities that serve 

Federal and tribal lands. The NSFLTP Fact Sheet provides more information on the program. 

As a top-priority discretionary BIL transportation grant funding program, a five-year program of

candidate projects will be developed for NSFLTP that includes one to three project applications per year. 

Annually, the program of candidate projects will be adjusted based on national priority, readiness, and 

annual appropriation of NSFLTP. The following strategies will be considered: 

• The total requested amount of all applications in each round should add up to roughly the 

amount of funding available to FLMAs for that round (e.g., for FY22, $62.6M is available to FLMA 

applicants). 

• Submit a project application from a park with visitation above 3 million per year (guaranteed 

award). Depending on the other NPS transportation priorities for that round, this application 

could request up to 90% of the project budget without breaking it into project components. If 

the NPS decides to submit more than one application for projects at parks with over 3 million 

annual visitors, identify the priority project in the transmittal cover letter and include a match

over the minimum match amount. 

• Submit one or two additional project applications at parks with visitation below 3 million per 

year, as long as they are NPS transportation priorities, and the guaranteed award project does

not the equal the maximum available funding. 

Next Steps: 

• Collect additional project information to revise current preliminary project list to ensure 

projects: 

o Are large and complex and beyond the capacity of FLTP

o Have compliance completed by time of award

o Is a single, continuous transportation project

o Have a plan for the 10% or greater match 

o Coordinate with the FLTP Multiyear 

o Consider for funding in another program

• Meet with regions and parks annually to:

o Discuss application process

o Identify application team and roles and responsibilities

o Set application schedule
September 2022 | 18

7.2 BRIDGE INVESTMENT PROGRAM (BIP) 

The Bridge Investment Program (BIP) provides $12.5 billion in funding over the life of BIL for grants, on a 

competitive basis, to improve bridge condition and the safety, efficiency, and reliability of the 

movement of people and freight over bridges. The NPS is directly eligible for this program and potential 

projects include bride replacement, rehabilitation or preservations along with replacement or 

rehabilitation of culverts to improve flood controls and improve habitat for aquatic species. Eligible 

projects must include a structure on that National Bridge Inventory that is in poor condition or fair 

condition within three years of poor condition. The BIP Fact Sheet provides more information on the 

program.

As a top-priority discretionary BIL transportation grant funding program, the following strategies will be 

considered: 

• Meet with the FHWA point of contact to answer key grant criteria to shape our future submittals

• Set up a BIP advisory team: Don Gutkowski (lead), Mike Gifford (co-lead), FHWA Federal Lands 

Highway (FLH) Bridge representative, Regional Transportation Coordinator, DSC grant writer, 

Volpe grant technical review and support.

a. Review grant objectives, collate questions before and after NOFO guidance

b. Review current bridge inventory that would rank high in grant submittals

c. Identify bundling, geographic diversity opportunities

d. Identify successful grant applications and distribute to regions

e. Manage best practices, performance, strategy adjustments, develop success stories 

report

• Focus FY 23 + submittals on primarily poor NBI structures currently funded or not.

a. Maximize use of current Bridge Inspection Program, FLTP Multiyear, priority of 

improvement POI data and programing strategies which focus on worst first poor 

condition structures and bridge condition A, B, C needing 3R work within the next 3 

years.

b. Have the regions scan all of the poor NBI structures in their area. Have each region 

highlight their top 5 % poor structures (in a FLTP Multiyear or not) for submittal. Focus 

on poor structures in the outer years that could benefit from advancing earlier in a fiscal 

year. 

c. Regions can propose bundling of poor bridges in a park unit for the large category area. 

If awarded a BIP grant for a project on the FLTP Multiyear, matching funds will be 

needed but the remainder of the project budget could be redeployed to fair condition

structures. 

d. Focusing on poor structures in the outer year of our program should give us the 

geographic diversity and congressional variety. Projects are already in a development 

delivery chute so most of the grant submittal info should be available.

 
19 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

7.3 PROMOTING RESILIENT OPERATIONS FOR TRANSFORMATIVE, EFFICIENT, AND COST-SAVING 

TRANSPORTATION PROGRAM (PROTECT) 

PROTECT is a new discretionary grant program, with up to $1.4 billion available over the life of BIL. 

While a NOFO is yet to be released, the NPS will seek to identify projects likely to compete well given the 

language in the BIL. No fact sheet is available for this program as of September 2022. In addition to the 

criteria outlined in legislation, ideal submissions should:

• Prioritize projects that increase the resiliency of transportation infrastructure

• Have park level support 

• Have partner support, specifically state since NPS must apply jointly with state

• Have gateway community/economic generator component

• Be data driven supported by previous studies

To gather more information about potential submissions and support needed, NPS will meet with

regional transportation coordinators and planning portfolio managers during the quarterly meeting the 

Transportation Planning Program facilitates. 

7.4 WILDLIFE CROSSING PILOT PROGRAM 

This is a new discretionary grant program with up to $350 million available over the five years of BIL. The

NPS will seek to identify projects likely to compete well given the language in the BIL, though U.S. DOT 

has yet to release a NOFO with further details. No fact sheet is available for this program as of 

September 2022. In addition to the primary and secondary selection criteria outlined in legislation, ideal 

submissions should:

• prioritize threatened and endangered species identified as park resources

• have realistic delivery timeframes

• have park level support 

• have partner support

• be data driven using habitat maps, species movement patterns, established wildlife corridors, 

T&E species “take” information, carcass data, and crash report data

It is thought that typical overpass and underpass wildlife crossing projects may typically range in cost 

from $2M to $10M. However, there are many lower cost strategies that reduce the number of wildlifevehicle collisions, while improving habitat connectivity for terrestrial and aquatic species as identified in 

the 2008 Wildlife-Vehicle Collision Reduction Study: Report To Congress, and NPS will seek to identify 

both lower and higher cost projects since it is not known which types of applications will be the most

competitive. 

Current Targets: 

• Submit 0-2 (greater than $2M) NPS only applications annually

• Submit 0-2 ($500K-$2M) NPS only applications annually

• Support 1-5 partner submissions annually (as a joint applicant, or w/letter of support)

• $15M total in awarded grants from FY22-26 Wildlife Crossing Pilot Program. 

• $15M total in awarded grants from FY22-26 on projects the NPS has supported.

In most cases, NPS submissions will be located within park boundaries where NPS owns the associated 

road/bridge asset. However, because threatened and endangered species identified as park resources 

sometimes venture outside park boundaries, it may make sense to provide letters of support for partner 
September 2022 | 20

applications, or in some cases, jointly submit an application with a partner. Joint projects applications, 

where NPS does not own the road/bridge asset, and the project location is outside the park boundaries 

(where NPS does not own adjacent land) should be of national significance and high profile. These 

should be very special cases with significant partner support.

To gather more information about potential submissions, NPS has developed a template for collecting 

additional project information for region transportation coordinators to share with park staff. There is 

also a plan to develop a letter of support template for partner submissions, a one-pager on NPS 

approach to the program that can be shared with external partners, and additional content for the BIL 

Transportation HUB website. 

7.5 TRANSPORTATION ALTERNATIVES (TA) 

Transportation Alternatives (TA) is part of the Surface Transportation Block Grant (STBG) with up to $7.2 

billion in funding available over the life of BIL. The program supports planning, design, and construction 

of smaller-scale transportation projects such as pedestrian and bicycle facilities, recreational trails, safe 

routes to school projects, community improvements such as historic preservation and vegetation 

management, and environmental mitigation related to storm water and habitat connectivity. The TA 

Fact Sheet provides more information about the program. 

Each State receives a share of the national total TA funding that they manage through a competitive 

process that the NPS is eligible to apply. Since this program is managed at a state level, the regions will 

coordinate the applications with support from the WASO Alternative Transportation Program, as 

needed. WASO can provide additional support by promoting the program to regions and parks and 

providing resources and tools for application development.

7.6 FEDERAL LANDS ACCESS PROGRAM (FLAP) 

The Federal Lands Access Program (FLAP) provides up to $1.5 billion in funding over the life of BIL for 

projects that provide access to, are adjacent to, or are located within Federal Lands. Priority shall be 

given to projects accessing high-use Federal recreation sites or Federal economic generators, as 

identified by the Secretaries of the appropriate Federal land management agencies. State DOTs, Tribes, 

and/or local governments may apply. Project applications require coordination and approval by the 

Federal or tribal property owner(s). Any Federal property owner who possesses Federal economic 

generators or high use Federal recreation sites accessible by state and/or county public roads are 

encouraged to work with their state and/or local government officials to coordinate the submission of 

applications. The FLAP Fact Sheet provides more information about the program. 

WHO SUBMITS 

APPLICATION? NPS Owned Adjacent Land Non-NPS Owned Adjacent Land

NPS Owned Road / 

Bridge Asset NPS Submission N/A?

Non-NPS Owned 

Road / Bridge Asset Joint Application Partner Submission with NPS 

Letter of Support
21 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

Eighty percent of funds go to the states that contain at least 1.5% of the national total of public lands, 

and the remaining 20% to the other states. Funds are distributed based on the formula percentages 

below following an 80-20 split: 

• 30% based on the State share of total recreational visitation in all States. 

• 5% based on the State share of total Federal land area in all States. 

• 55% based on the State share of total Federal public road miles in all States. 

• 10% based on the State share of total number of Federal public bridges in all States.

The Programming Decision Committee is responsible for the FLAP programming decisions in each state 

and is comprised of representatives from FHWA, the State Department of Transportation, and an 

appropriate political subdivision of the State. Given that this program is managed differently in each 

state, regions will continue to work with parks to coordinate partner applications to this program. PPFL 

could provide support to regions by reviewing the FLTP Multiyear to locate projects that go to the park 

boundary. Then, the region could ask a park if there is a need to improve the road corridor leading to 

the park. If the answer is yes, the park, with assistance from the region, should coordinate with the 

owner of the road corridor outside the park to submit an application, and the project inside the park 

boundary could be used as matching funds for the project outside the boundary. A review of statewide 

transportation improvement plans could also be performed to identify strong FLAP candidate projects.

7.7 REBUILDING AMERICAN INFRASTRUCTURE WITH SUSTAINABILITY AND EQUITY (RAISE) 

The Rebuilding American Infrastructure with Sustainability and Equity, or RAISE Discretionary Grant 

program, may provide up to $2.275 billion per year ($1.5 billion in funding was made available for 2022) 

as outlined in BIL and subject to appropriations. This program provides an opportunity for the NPS to 

work with partners to invest in road, rail, transit and port projects that promise to have a significant 

local or regional impact. The RAISE Program Webpage provides more information. 

This program was previously known as the Better Utilizing Investments to Leverage Development 

(BUILD) and Transportation Investment Generating Economic Recovery (TIGER) Discretionary Grants.

RAISE projects are evaluated on statutory criteria of safety, environmental sustainability, quality of life, 

economic competitiveness and opportunity, state of good repair, partnership, and innovation. Under 

BIL, 2022 RAISE applications will also be evaluated on the criteria of mobility and community 

connectivity. Additionally, the program is focusing on projects located in Areas of Persistent Poverty or 

Historically Disadvantaged Communities. The Department of Transportation has developed a tool that 

will allow applicants to determine if their project location is considered as a Historically Disadvantaged 

Community. The tool is available here. 

To gather more information about potential submissions and support needed, NPS will meet with

regional transportation coordinators and planning portfolio managers during the quarterly meeting the 

Transportation Planning Program facilitates. These conversations will focus on projects that connect 

parks to Areas of Persistent Poverty or Historically Disadvantaged Communities. Further support to 

regions and parks will be provided through integrated transportation planning and the alternative 

transportation program.
September 2022 | 22

7.8 NATIONAL ELECTRIC VEHICLE INFRASTRUCTURE FORMULA PROGRAM (NEVI) 

The National Electric Vehicle Infrastructure Formula Program (“NEVI Formula”) provides $5 billion in

funding over the life of BIL to States to strategically deploy electric vehicle (EV) charging infrastructure 

and to establish an interconnected network to facilitate data collection, access, and reliability. The NEVI 

Fact Sheet and the NEVI Program Guidance provides more information. 

The NPS has adopted a phased approach to engaging with states on the NEVI program, summarized 

below. 

Phase 1: Initial Outreach to State DOTs

Priority states have been identified for outreach, based on a past geospatial EVSE gap analysis as well as 

an ongoing EVSE gap analysis that the NPS is conducting with other Department of Interior agencies, the 

U.S. Forest Service, and the U.S. Army Corps of Engineers. Through this effort, the NPS identified the 

following states for outreach regarding NEVI: Arizona, Colorado, Maine, Montana, Nebraska, New 

Mexico, North Dakota, South Dakota, Tennessee, Wisconsin, and Wyoming. PPFL is coordinating this 

initial outreach with participation from regional office staff. The purpose of this initial outreach to states

is to communicate that the NPS is interested in being a stakeholder in the NEVI process and to 

understand each state’s approach to designating Alternative Fuel Corridors (AFC) corridors and 

developing NEVI EV Infrastructure Deployment Plans.

Phase 2: Targeted Outreach for Priority Parks

In this phase of outreach, a set of parks will be identified for engagement with the NEVI program based 

on the findings of EVSE geospatial gap analyses and the NPS 5-Year EV Work Plan. For these parks, the 

nature of the necessary NEVI outreach will differ based on their proximity to AFCs: 

• Parks adjacent to designated AFCs: These parks are along corridors where states can currently 

use NEVI funds to install EVSE. In these areas, the NPS will work with states to consider whether 

parks or nearby locations are appropriate for inclusion in the state’s Electric Vehicle 

Infrastructure Deployment Plan. The 2022 deadline for states to submit their Electric Vehicle 

Infrastructure Deployment Plans was August 1, 2022. The NEVI program guidance also suggests 

that there will be future rounds of state Electric Vehicle Infrastructure Deployment Plans, 

although it does not identify any specific deadlines. In many cases, installation of EVSE at NPS 

sites may not be necessary along designated corridors if the corridors already have substantial 

EVSE installations that meet visitors’ and travelers’ needs. 

• Parks that are not adjacent to designated AFCs: The NEVI program requires states to fully build 

out EVSE along designated AFCs prior to spending NEVI formula funds elsewhere. States can 

designate additional AFCs on an annual basis. The most recent deadline for 2022 AFC 

nominations was on May 13, 2022. Looking ahead to the next round of AFC nominations in 

2023, the NPS will work with states to consider future AFC designations that could provide 

access to priority parks that are not already adjacent to AFCs. 

• Develop strategy for fulfilling the required 20 percent cost-share match for identified EVSE 

installation locations where NPS has a vested interest (these cost-share funds must be nonfederal).
23 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

With the recently released information about the new AFCs designated in 2022, the NPS will conduct a 

geospatial analysis to identify priority parks based on their proximity to AFCs to inform phase 2 of the

outreach approach described above. 
September 2022 | 24

8 APPENDIX C: CROSSWALK OF NPS, DOI AND DOT PRIORITIES 

Table 3: Crosswalk of NPS, DOI, and DOT Priorities

DOI & DOT Priorities

NPS Transportation Priorities

Protect the Climate and 

Advance Resource 

Protection 

Enhance Visitor 

Experience and Connect 

Diverse Communities

Reinvest in the System 

and Make Legacy 

Investments

DOI

Priorities

Identifying steps to accelerate responsible 

development of renewable energy on public 

lands and waters.



Strengthening the government-to-government 

relationship with sovereign Tribal Nations.

  

Making investments to support the 

Administration’s goal of creating millions of 

family-supporting and union jobs.

 

Working to conserve at least 30% each of our 

lands and waters by the year 2030. 

Centering equity and environmental justice. 

DOT

Strategic 

Goals 2022-

2026

Make our transportation system safer for all 

people. Advance a future without 

transportation-related serious injuries and 

fatalities.

 

Grow an inclusive and sustainable economy. 

Invest in our transportation system to provide 

American workers and businesses reliable and 

efficient access to resources, markets, and goodpaying jobs.



Reduce inequities across our transportation 

systems and the communities they affect. 

Support and engage people and communities to 

promote safe, affordable, accessible, and 

multimodal access to opportunities and services 

while reducing transportation-related disparities, 

adverse community impacts, and health effects.



Tackle the climate crisis by ensuring that 

transportation plays a central role in the 

solution. Substantially reduce greenhouse gas 

emissions and transportation-related pollution 

and build more resilient and 

sustainable transportation systems to benefit 

and protect communities.



Design for the future. Invest in purpose-driven 

research and innovation to meet the challenges 

of the present and modernize a transportation 

system of the future that serves everyone today 

and in the decades to come.

 

Strengthen our world-class organization. 

Advance the Department’s mission by 

establishing policies, processes, and an inclusive 

and innovative culture to effectively serve 

communities and responsibly steward the 

public’s resources.

  
25 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

9 APPENDIX D: BIL TRANSPORTATION GRANTS PROGRAM OF CANDIDATE 

PROJECTS 

The program of candidate projects establishes an initial plan for which projects are under consideration 

for submission to grant programs across the five years of BIL. The tables below reflect projects under 

consideration as of September 2022.

Table 4: Summary of BIL Transportation Grants Program of Candidate Projects by Fiscal Year 

Region Project 

Count

Total Project 

Cost*

FY22 

Projects

FY23/24 

Projects

FY25/26 

Projects

TBD

AKR 12 $267.1M 1 6 3 2

IMR 20 $610.3M 1 7 4 8 

MWR 15 $97.1M 7 2 6

NCR 7 $400.8M 4 3 

NER 12 $266M 1 11

PWR 13 $259.1M 2 11

SER 24 $2.4B 5 10 9

Total 103 $4.3B 3 31 22 47

*Not all projects have cost estimate yet

Table 5: Summary of BIL Transportation Grants Program of Candidate Projects by Priority Area

Region Protect the Climate & 

Advance Resource 

Protection

Enhance Visitor 

Experience & Connect 

Diverse Communities

Reinvest in the System 

and Make Legacy 

Investments

AKR 2 3 7

IMR 10 6 13

MWR 5 10 5

NCR 3 2 2

NER 3 4 6

PWR 7 6 8

SER 7 5 13

Total 37 36 54

Some projects are applicable and counted under multiple priorities.
September 2022 | 26

Table 6: AKR BIL Transportation Grants Program of Candidate Projects

Region Park PMIS

(if available) Project Description Estimated Budget

Compliance 

Status

Target NOFO 

FY

Potential 

Grant Program

AKR DENA 164256 Ghiglione Bridge (ready for CN funds)

Ready now; just needs CN $$s $15,000,000 Complete FY22 BIP

AKR DENA

226900,

217777,

217778,

226898,

217775

Nenana River Trail

(PMIS 226900, 217777, 217778, 226898, 

217775)

$4,000,000 In Progress FY25/26

TA, RAISE or 

INFRA with AK 

DOT

AKR DENA 325170 Repair Denali Park Road Deferred Maintenance -

Mile 43 to 92 $12,800,000 Not Started FY23/24 NSFLTP

AKR DENA 200139 Construct Two Aircraft Hangars at McKinley and

Talkeetna Airstrips $10,500,000 Not Started FY25/26 TBD

AKR DENA 324244 Savage River Pedestrian Bridge / Savage Area 

Improvements / Shuttle Service $385,000 Not Started FY23/24 TBD

AKR WRST McCarthy Road - Crushed culvert/new bridge or 

culvert TBD Not Started FY23/24 TBD

AKR SITK 316914 LRF project - parking lots; accessibility; lighting; 

ped connections $12,300,000 Not Started FY23/24 TBD

AKR YUCH 186703 Coal Creek Road $1,000,000 Not Started FY25/26 TBD

AKR DENA Toklat Bridges & Causeway $65,000,000 Not Started TBD NSFLTP, 

PROTECT, BIP

AKR GLBA Tour Boat Replacement TBD Not Started TBD TBD
27 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

Table 7: IMR BIL Transportation Grants Program of Candidate Projects

Region Park PMIS 

(if available) Project Description Estimated Budget

Compliance 

Status 

Target NOFO 

FY

Potential 

Grant Program

IMR GRCA

237243; 

250440;

257136

GRCA will need to replace 26 of its CNG buses 

starting in 2025. A 2021 fleet analysis illustrated 

that one of the routes could support slowcharge battery electric buses (BEBs), so the park 

could begin transitioning to BEBs in a couple of 

years. However, BEBs are more costly than CNG 

buses, so the park will pursue funds through the 

NSFLTP grant to purchase 10 BEBs and 16 CNG 

buses.

Infrastructure improvements to the park’s 

shuttle bus maintenance facility will be required 

to sustainably support and provide power to the 

10 BEBs.

Infrastructure improvements include upgraded

electric lines and electrical equipment, a steel 

canopy over the shuttle bus parking area with 

1200 solar panels and 10 overhead charging 

stations, 2 additional charging stations, a diesel 

generator for back-up power, and underground 

conduit for charging of any additional future 

BEBs.

$38,900,000 Complete FY22 NSFLTP

IMR BRCA

Install wildlife crossing on main park road to 

reduce take of Utah Prairie Dog, a federal 

threatened species.

Delisting of this species is a high-priority for the 

State of Utah and local counties for rural 

economic reasons. The park provides a 

protected population whose viability over time 

is important in achieving this larger goal.

Animals struck by vehicles and habitat loss are 

issues where the main park road bisects a large 

area of critical habitat just south of the visitor 

center. Project would raise the road bed and 

add suitable culvert undercrossings to keep 

these animals off the road bed while increasing 

their full use of the adjacent meadow area.

$3,000,000 Not Started FY23/24 Wildlife
September 2022 | 28

Region Park PMIS 

(if available) Project Description Estimated Budget

Compliance 

Status 

Target NOFO 

FY

Potential 

Grant Program

IMR GRTE 188280, 

264320 

Overlay and widen 8.1 miles of Gros Ventre 

Road & Reroute 1.8 miles of Gros Ventre Road 

to avoid future washouts (separated pathway to 

Kelly). The purpose of this project is to repair 

and widen approximately 8.1 miles of highway 

to extend the life of the road and to widen the 

shoulder of the road to accommodate bicycle 

traffic and increase the safety for the traveling 

public. This project will provide the necessary 

long term repairs to the Gros Ventre Road and 

establish a safe and sustainable roadway with 

greatly reduced risk of erosion and washout. 

Previous emergency work has provided a two 

lane paved road surface and rip rap to 

temporarily stabilize the river bank slope. This 

project seeks to complete an evaluation and the 

NEPA compliance necessary to evaluate then 

implement a long term solution that moves 1.8 

miles of the Gros Ventre road away from the 

unpredictable and braided Gros Ventre River 

bank.

$22,000,000 In Progress FY25/26 NSFLTP

IMR GRTE

Creating a series of undercrossing, over 

crossings, and changing the fencing on hwy 26 

between milepost 48-73 near Dubois, WY 

outside park boundaries. This would be either a 

letter of support for WYDOT application or an 

NPS only application for $800,000 to only fund 

design, engineering, and compliance. The full 

construction cost is estimated to be $8 million 

https://wgfd.wyo.gov/Regional-Offices/LanderRegion/Lander-Region-News/Roadway-andWildlife-Mitigation-Strategy-complete

$9,000,000 Not Started FY23/24 Wildlife

IMR YELL 317309 

Norris to Golden Gate Phase 3 - $65M net 

before - maybe more around $91M net. 

Reconstruct Norris to Golden Gate Road Phase 3 

road segment including the Norris Geyser Basin 

parking and entry road. Phase 3 of the Norris to 

Golden Gate road will reconstruct 6.4 miles of 

the road sub base, base and asphalt from where 

Phase 2 ended, the Moose Exhibit area north to 

the Golden Gate area. The road will be widened 

to 30 feet wide and will include rehabilitation 

and improvements to pullouts and parking 

areas, culverts, walls, view areas and rock cliffs. 

The Norris Geyser Basin entry road and parking 

area sub base, base, asphalt, curbs and walks 

will be rehabilitated and expanded to meet the 

increasing visitation needs. Vault toilets will be 

replaced and the existing restroom will be 

rehabilitated and expanded to accommodate 

the larger parking area visitation. All 

improvements will meet ABA accessibility

requirements.

$91,000,000 Complete FY23/24 NSFLTP
29 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

Region Park PMIS 

(if available) Project Description Estimated Budget

Compliance 

Status 

Target NOFO 

FY

Potential 

Grant Program

IMR CARE 90817 

Funding is required to construct two bridges to 

permit rerouting of the Fremont River into a 

portion of its original channel. A 1962 rerouting 

of the River through Capitol Reef National Park 

has adversely impacted natural resources, 

eliminated a listed plant species, and created a 

water hazard that has caused over 15 

documented visitor injuries. During construction 

of Utah State Route 24, portions of the Fremont 

River were rerouted near the present eastern 

park boundary, and a cut was excavated to 

divert the river from its natural course. Rather 

than constructing the highway to follow the 

bend of an old riverbed meander, the road was 

routed through an area of sandstone cliff that

was blasted out. Further, instead of building a 

bridge over the river and allowing the flow to 

continue along its natural course, a new channel 

was constructed, cutting off a long (0.90 miles in 

length) incised-meander of the river. Because 

the resultant diversion takes up the elevation 

loss in a shorter distance (approximately 0.16 

miles compared to 0.90 miles prior to diversion), 

an artificial, 20-foot high waterfall has been 

created. At the time of road construction, the 

project area was outside the boundaries of 

Capitol Reef National Monument, but the area 

was later encompassed by the park through a 

1969 expansion.

$30,000,000 In Progress TBD PROTECT

IMR GLAC

Construct a wildlife crossing over US Highway 2 

along the south boundary of Glacier National 

Park, Montana.

$60,000,000 Not Started TBD Wildlife

IMR YELL Wildlife crossing - look at Mammoth to Gardiner Not Started TBD Wildlife

IMR YELL 248693 Old Faithful Access Roads, Phase 1 $81,000,000 Not Started TBD NSFLTP
September 2022 | 30

Region Park PMIS 

(if available) Project Description Estimated Budget

Compliance 

Status 

Target NOFO 

FY

Potential 

Grant Program

IMR ROMO 322246 

The highest paved road in the National Park 

Service has several structural problems. This 

project will rehabilitate a series of failing 

retaining walls at mile 28.75 on Trail Ridge Road 

(TRR). Repairs and replacements of these 

structures will stabilize the road and slope

above.

Near mile 20 of TRR a 1500 foot section of 

roadway has settled warped, and cracked 

repeatedly, despite repaving and subgrade 

reconstruction projects. This project proposes 

the design and construction of a permanent 

structural solution. Nearly 7 miles of asphalt 

curb lines TRR, serving as a roadway edge 

barrier and facilitating drainage. Asphalt curbs 

lack the resilience of concrete and easily break 

apart under the severe alpine conditions and 

snow plowing operations. This project proposes 

that the asphalt curb be replaced with more 

resilient concrete curbs. Additionally, this 

project would install two inductive loop traffic 

counters to better understand and manage the 

visitor use of the TRR corridor.

$34,331,537 Not Started TBD NSFLTP

IMR ZION 240153 Extend Pa'rus Trail to Temple of Sinawava $9,643,767 In Progress TBD TA, NSFLTP

IMR ZION 240182 Realign South Entrance and Visitor Center 

Access Road $7,286,479 In Progress FY23/24 NSFLTP, RAISE

IMR ZION

Repair SR9 from Canyon Junction to East 

Entrance; All roadway, pullouts, and 

interconnected historic support walls and 

features. ZION-0010 

$138,000,000 In Progress TBD NSFLTP

IMR ROMO 322057 

The Chaquita Creek Bridge on Old Fall River 

Road is a wood decked bridge upon stacked 

stone abutments over a small hydraulic opening. 

This project will rehabilitate the Chiquita Bridge 

to meet current hydraulic and structural design 

standards, including concrete abutments, paved 

deck, hydraulic capacity, and scour 

countermeasures. Old Fall River Road climbs 135 

vertical feet between mile post 3.8 and 4.0 

through unstable scree slopes at 10,000 above 

sea-level where the road is supported by 

towering gabion retaining walls. Gaps in this 

retaining wall cause erosion, extreme road 

narrowing, and falling rocks onto the vehicles 

below. This project will stabilize this slope and 

the road by constructing additional retaining 

wall segments to fill these gaps. Additionally, 

this project would install two inductive loop 

traffic counters to better understand and 

manage the visitor use of the Old Fall River Road 

corridor.

$6,142,677 In Progress FY25/26 BIP
31 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

Region Park PMIS 

(if available) Project Description Estimated Budget

Compliance 

Status 

Target NOFO 

FY

Potential 

Grant Program

IMR GRTE

Buffalo Fork Bridge - to incorporate Wildlife 

Crossing (climate change, improve wetlands). 

Replace bridge to accommodate change in river 

flows at the confluence of the Buffalo Fork River 

with the Snake River due to changing river 

patterns and extend the footprint to allow for 

wildlife crossing under the bridge in this wildlife 

rich environment

$25,000,000 Not Started TBD PROTECT,

Wildlife

IMR YELL 305864 

Gardner River High Bridge. Paint all structural 

steel (and containment/enclosure system used 

during removal existing lead based paint) 

Rehabilitation of the concrete deck approach 

spans including replacing approach span 

expansion joints. Repair of miscellaneous 

concrete and steel elements (tower pedestals, 

cracked steel elements, steel bridge rail post 

damage) Add a thin bonded epoxy overlay for 

the truss’s deck (replaced in the 1970’s) to 

ensure long term performance

$26,000,000 Not Started FY23/24 BIP

IMR BRCA 

219707 

(need 

updated/ 

replaced)

Extend existing shared use (bike/ped) path from 

Inspiration to Paria and Bryce Point. This will 

complete bicycle access (and use of electric 

bikes as a realistic alternative to motor vehicles) 

to all major park viewpoints. In the past, park 

failed to fully address design, engineering, and 

compliance aspects of this work and thus never 

finished this last 2.5 miles of the existing 18 mile 

multi-use path which connects the parts to 

gateway communities.

$5,000,000 Complete FY23/24 TA, NSFLTP

IMR GRSA 306582 

This project will enhance visitor recreational 

access and opportunities, improve safety, 

improve natural resource conditions and 

protection, and reduce congestion by increasing 

parking capacity by nearly 200% and 

constructing a new entrance station and rest 

stop with overlook and trails. The existing Dunes 

Parking Lot will be doubled in size, new parking 

nodes developed along the Dunes Access Road, 

and an entirely new day-use area constructed 

north of the existing Dunes parking lot. A multiuse trail will connect the campground to all 

creek access points and parking areas and will 

provide a new, more accessible recreational 

opportunity not currently available in the park. 

The new entrance station will be developed with 

additional booths and lanes to increase capacity 

and reduce wait times. The existing fee booth 

will be retained and used during winter months 

with decreased visitation providing better 

security and safety when there is only one staff 

member on duty. A new rest area and overlook 

with restrooms, information kiosk, and 

interpretive trail will be constructed near the 

park entrance.

$18,274,431 FY25/26 NSFLTP
September 2022 | 32

Region Park PMIS 

(if available) Project Description Estimated Budget

Compliance 

Status 

Target NOFO 

FY

Potential 

Grant Program

IMR SAGU 151698 

Improve Rincon Mountain District Visitor Center 

Parking, Road, and Trail System. This project 

proposes relocation and reconstruction of the 

Park’s fee collection kiosk, the entrance road, 

connecting paths, parking areas, and associated 

utilities (electrical/plumbing) which will improve 

deficiencies primarily related to visitor welfare, 

traffic circulation, and usability. Accomplishing 

these objectives in the proposed design option 

will improve visitor experience in the park. The 

project is located in the Rincon Mountain 

District (RMD), east of Tucson, adjacent to the 

Visitor Center (VC). Annual recreational 

visitation to the park is 820,000 per year (a 

current Visitor Use Study is in progress) and has 

significantly increased from when the VC (1958) 

and VC parking areas (1933/1953) were 

originally constructed. A 2017 Traffic Study and 

a 2017 RMD VC Area Value Analysis (attached) 

recommends parking area expansion requiring 

these associated enhancements.

$5,000,000 FY23/24 NSFLTP

IMR YELL

Multiple Bridge Project - bundled initially for 

GAOA. Structures include rehabilitation and 

some preservation treatments. There were 13 

total structures moving forward from the GAOA 

list, and 11 added with heavy preservation. A 

project of this size is not in the FLTP multiyear, 

but broken up, it is partially included in the 

future/outyear bridge preservation projects, 

starting in 2025 

$19,000,000 FY25/26 BIP
33 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

Table 8: MWR BIL Transportation Grants Program of Candidate Projects

Region Park PMIS

(if available) Project Description Estimated Budget

Compliance 

Status

Target NOFO 

FY

Potential 

Grant Program

MWR ISRO TBD

MWR Priority project - final design and 

construction/fabrication funding for Ranger IV 

park support vessel; for PROTECT or NSF&TP, 

also updates to docks at Windigo, Mott, and 

Raspberry Island for resilient design and to 

accommodate any necessary changes

$50,000,000 FY25/26 NSFLTP

MWR CUVA TBD

MWR Priority project - Feasibility study to 

relocation Fitzwater Rail Maintenance Yard 

along the Cuyahoga Valley Scenic Railroad. This 

historic rail service facility is in a bad spot on 

federal lands, between a river that's eroding up 

and a hill that's sliding down. Moving this facility 

off NPS fee lands would also eliminate liability 

concerns for people working on rail engines and 

such within NPS property. Moving the facility 

supports an alternative transportation potential 

connecting the park to the city of Cleveland by 

rail.

$300,000 Not Started FY23/24 RAISE

MWR CUVA

MWR Priority project - CUVA local road network 

and trail connection enhancements. Most of the 

ways that visitors come into the park are not 

NPS-owned assets. Park partners/local municipal 

entities need support in applying for non-federal 

fund sources and grants to improve and 

maintain area roads and trails. The park 

previously had direct road assistance authority 

which has not been supported by contracting 

office, and previously had annual earmarks to 

support local road support for the many small 

townships along the boundary of the park. 

Historically, FLAP funding for state of Ohio is 

woefully inadequate to make any headway for 

CUVA. Significant increases in FLAP would be 

welcome; RAISE projects would be better fits for

these road project needs.

$300,000 FY23/24 RAISE, FLAP, 

TA

MWR CUVA 246020

replace retaining walls and culverts along CUVA 

scenic railroad line (tentative design FY28, 

opportunity to accelerate and consolidate 

projects)

$700,000 FY25/26

Bridge 

Investment or 

PROTECT

MWR CUVA TBD

Cuyahoga communities consortium of 

landowners and regional transportation agency 

have developed an alternative transportation 

master plan (Community Access Plan / visitor 

use mgmt & access plan) and seek to implement 

multiple elements on federal and other lands.

TBD TBD

RAISE, FLAP, 

TA
September 2022 | 34

Region Park PMIS 

(if available) Project Description Estimated Budget

Compliance 

Status 

Target NOFO 

FY

Potential 

Grant Program

MWR INDU 245381 

Construct New Crescent Dune Trail for Visitor 

Benefit - This project consists of preparing an EA 

to create design parameters and for 

constructing a boardwalk access trail to the 

beach at Crescent Dune, which will offer a route 

to an area of the national park that is 

exceptionally difficult to access due to the 

surrounding industrial development and the 

terrain. Crescent Dune is the most pristine dune 

in the Park and the eastern most property along 

the Lake Michigan shoreline and will be able to 

serve as the Eastern gateway into the Park for 

visitors who arrive in Michigan City, IN by rail. 

This trail will also connect to a regional high 

priority State of Indiana trail. The area is 

bounded by the Northern Indiana Public Service 

Company (NIPSCO) high tension power lines, 

active rail lines and the power generating station 

on the south and east and is adjacent to Mt. 

Baldy on the west. The trail will provide access 

to an area rarely visited because of lack of trails, 

parking and access. The City of Michigan City is 

planning to construct a parking facility on land 

owned by NIPSCO that provides direct access to 

the Crescent Dune area. The route is an 

abandoned rail access point, the only passable 

route through the surrounding dune 

topography.

$1,676,849 FY23/24 RAISE, FLAP, 

TA

MWR PIRO

PIRO trail connections. Local community is 

building out their trail network and paved multiuse trails within the park would allow more user 

types to reach the lakeshore. Preliminary 

planning is complete; final

design and construction remain.

TBD Not Started FY23/24 RAISE, FLAP, 

TA

MWR TAPR

Expand trail network connecting to Strong City, 

KS. The Two-Section Trail is 3 miles long and 

starts near the Bottomland Nature Trail and 

Lantry Trail and ends on the far east side of the 

preserve. Off this trail are three ponds with no 

formal route to them, and the preserve allows 

fishing and hosts occasional park programs for 

fishing here. Improving parking and the 

information provided at the two trailheads 

would allow more visitors to have the 

opportunity to experience the trail.

Additionally, providing an accessible fishing 

experience in the preserve, whether by 

formalizing a route to the ponds or elsewhere, 

would allow more visitors to be a part of the 

preserve’s programs and recreational activities.

TBD TBD RAISE, FLAP, 

TA
35 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

Region Park PMIS 

(if available) Project Description Estimated Budget

Compliance 

Status 

Target NOFO 

FY

Potential 

Grant Program

MWR CUVA 325608 

feasibility study and design, followed by 

construction, for Yellow Creek historic bridge 

and culvert treatment and replacement. This is a 

joint project with the Summit Co. Engineer for 

rehabilitation / replacement of a 100+- year old 

culvert under the railroad, Towpath and 

roadway. Partner seeks to proceed July 1, 2022, 

to begin feasibility study. Draft MOU is available 

for review at park.

$1,200,000 FY23/24 BIP, PROTECT

MWR OZAR

in 

developmen

t 

study/replace low water crossing at Cedar Grove 

for safety/resiliency TBD TBD BIP, PROTECT

MWR AGFO

in 

developmen

t 

study/replace bridge and undersized culverts 

along Niobrara River in AGFO, which is altering 

streambank. Streambank restoration possible, 

removing structures

entirely possible - need planning.

TBD TBD BIP, PROTECT

MWR SACN 312921 

final mile' of Osceola Landing bridge relocation 

project on park lands. A DOT project will 

relocate an existing bridge, and result in the 

need for NPS to create a connection from the 

trail network to our redeveloped landing area. It 

will be required to go near the river, in a new 

location. NPS has anticipated the larger project 

with a redevelopment project which could also 

be picked up under Protect.

$1,000,000 In Progress FY23/24 RAISE, FLAP, 

TA

MWR INDU

county line 12 flyover road-building a bridge 

over the railroad (safety). off park land, city & 

county may be pursuing INFRA or RAISE grant to 

fund $25-$40M project

$40,000,000 FY23/24 RAISE, INFRA

MWR CUVA 313628 repair bridge and trail surface at canal lock 29 

(tentative ReReFY28, could be accelerated) $2,000,000 TBD RAISE, FLAP, 

TA

MWR HOSP

Blacksnake Road is an approximately 2.2-mileslong asphalt concrete pavement road with 

varied width, narrow shoulders. It is an 

undivided road and it is 18 to 36 feet wide with 

numerous switchbacks extending throughout 

Sugarloaf Mountain in Hot Springs National 

Park. The roadway has pavement edge cracks, 

edge drop-off, lack of roadway drainage, lack of 

striping, lack of guardrail, and several 

deteriorated patches. There are very steep 

roadway sections without guardrail.

TBD TBD TBD
September 2022 | 36

Table 9: NCR BIL Transportation Grants Program of Candidate Projects

Region Park 

PMIS 

(if available)

Project Description Estimated 

Budget

Compliance 

Status 

Target 

NOFO FY

Potential 

Grant Program

NCR GWMP GFIP South GWMP (Old Town Alexandria to Mount 

Vernon Estate) and Mount Vernon Trail South $177,000,000 In Progress FY25/26 NSFLTP

NCR CHOH 194101 Capital Crescent Trail Rehabilitation $6,000,000 In Progress FY23/24 TA

NCR GWMP 316962 Mount Vernon Trail South Rehabilitation $28,000,000 In Progress FY25/26 NSFLTP, TA

NCR GWMP GFIP Cantilever Bridge Reconstruction - non NBI $60,000,000 In Progress FY23/24 NSFLTP, BIP

NCR GWMP N/A

Mid-GWMP Rehab (Old Town Alexandria to 

Spout Run) and Boundary Channel Bridge 

Reconstruction

$88,000,000 In Progress FY25/26 INFRA, 

NSFLTP, BIP

NCR NACE

Suitland Trail and ART Arboretum 

Bridge/Kennilworth

Park South

$9,200,000 FY23/24 RAISE

NCR CHOH 324330 Paw Paw Bends Trail Improvements $32,600,000 Complete FY23/24 NSFLTP
37 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

Table 10: NER BIL Transportation Grants Program of Candidate Projects

Region Park 

PMIS

(if available)

Project Description Estimated 

Budget

Compliance 

Status 

Target NOFO 

FY

Potential 

Grant Program

NER COLO 325569 Rehabilitate CSX (C&O) Railroad Bridge over 

Colonial Parkway. (park high priority) $37,000,000 In Progress FY22

BIP

NER SHEN N/A

Enhance Safety at I-64 through a wildlife 

crossing for the Blue Ridge Mountains of SHEN 

and BLRI. Wildlife collision rates are high for this 

highway section bisecting protected areas and 

partners have some concepts developed for a 

crossing.

$11,000,000 Not Started TBD

Wildlife

NER BOST

Boston Harbor Gateway Connector (BHGC) - The 

BHGC is a multi-modal facility serving as a water 

ferry terminal, pedestrian and bikeway trails 

connecting the Freedom Trail and Boston 

Harborwalk, and trolley stop. The BHGC will 

address a multiplicity of goals defined in the 

Charlestown Navy Yard Master Development 

Strategy developed by a partnership among the 

National Park Service, U.S. Navy, USS 

Constitution Museum, and City of Boston. It will 

serve visitors and provide equitable access to

the waterfront and public parklands from 

historically disadvantaged neighborhoods and 

protect historically significant public assets (USS 

Constitution and Charlestown Navy Yard 

National Park Unit) from the impacts of sea level 

rise. The BHGC supports the recommendations 

from the Commonwealth’s Climate Adaption 

Plan and City’s Climate Ready Boston that 

recognize the urgency of addressing sea level 

rise while improving and expanding open space 

and recreation along Boston Harbor. The 

national historic landmark, Charlestown Navy 

Yard, will be universally accessible by land and 

water trails through multi-modal means that 

allow for affordable experiences for all people. 

The BHGC will serve as an orientation hub for 

visitors from around the world coming to Boston 

to explore the Freedom Trail, Bunker Hill, USS 

Constitution, Boston Harbor and the Islands.

$30,000,000 In Progress TBD

RAISE 

PROTECT 

NSFLTP
September 2022 | 38

Region Park 

PMIS 

(if available)

Project Description Estimated 

Budget

Compliance 

Status 

Target NOFO 

FY

Potential 

Grant Program

NER BOST 

BOHA

315734 

Boston Harbor Blue Infrastructure - This project 

will modernize aging infrastructure and improve 

safety and resilience at Boston Harbor Island 

National and State Park and Boston National 

Historical Park sites serving over 4M visitors 

annually. It will address critical deferred 

maintenance repairs to docks and piers at (8) 

harbor islands and (3) Gateway sites along the 

Boston Harbor and will provide expanded 

equitable access, improve operational 

efficiencies, and provide for climate resilience

and long-term sustainability of the park’s 

transportation infrastructure. The project will 

also include the purchase of (2) clean energy 

ferry boats to ensure economically affordable, 

safe, and equitable access to the islands from 

main Gateway sites, enhancing transit 

connections between the islands and National 

Park sites along the Freedom Trail.

$70,400,000 In Progress TBD

Electric or Low 

Emitting Ferry 

Pilot

PROTECT 

NSFLTP

NER APPA 322689 

Rehabilitate Parking to Enhance Visitor Safety & 

Experience at McAfee Knob - rehabilitate the 

McAfee Knob Parking/Trailhead Area to improve 

critical visitor safety and experience.

$2,913,867 Not Started TBD TA

NER CACO 154114 Replace Aging Coast Guard Beach Shuttle Trams 

and Trailers $800,000 Unknown TBD TBD

NER COLO TBD

Rehabilitate Colonial National Historical Parkway 

- This project will fund the remaining Phase 2 

rehabilitation of the Colonial Parkway which 

encompasses the following: recapitalizing aging 

pavement, replacing aging or missing guardrail 

sections, rehabilitating, or upsizing drainage 

structures and addressing scouring issues, and 

stabilizing shoulders to fix rutting issues in 

Parkway segments B, C, H, I, and J; rehabilitating 

three bridges (Mine Depot, North Pier, and 

Powhatan). This project has been refined to 

ensure that the most critical aspects of the 

Phase 2 work are accomplished so that the 

Colonial Parkway remains safe and functional for 

current and future generations—and that FHWA 

deferred maintenance is retired—with the most 

critical work (bridges and poor pavement) 

prioritized first.

Design will incorporate the effects of climate 

change including increased rainfall and storm 

events. This project will provide for a long-term 

investment in the park’s infrastructure, meeting 

the requirements the park facility investment 

strategy (critical infrastructure).

$95,500,000 Unknown TBD RAISE, NSFLTP
39 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

Region Park 

PMIS 

(if available)

Project Description Estimated 

Budget

Compliance 

Status 

Target NOFO 

FY

Potential 

Grant Program

NER NERI

227183 Conduct Critical Repairs and Improvements to 

Rend Trail and Bridges. $12,500,000 Unknown TBD TA

NER APPA

Replace Vehicular Bridge and Relocate 

Appalachian Trail at Henderson Brook (Maine) - 

Eastern Brook Trout Habitat Restoration

$500,000 In Progress TBD TA

NER ASIS 172049 

Replace Sheephead Creek Bridge 11(4) - In a 

2009 bridge inspection of Sheephead Bridge 

identified the concrete slab of the bridge having 

wide spread cracking and delaminating due to 

penetration of road salts and submersion during 

high tide.

$5,000,000 TBD BIP

NER ASIS Rehabilitate Assategue Channel Bridge TBD BIP

NER CACO 314845 

Repair Coast Guard Cranberry Bog Bridge - This 

project funds deferred maintenance repairs to 

the Coast Guard Cranberry Bog Bridge that 

provides access to ocean beach facilities. (2016 

Bridge Inspection Report by FHWA)

$655,000 TBD BIP
September 2022 | 40

Table 11: PWR BIL Transportation Grants Program of Candidate Projects

Region Park PMIS

(if available) Project Description Estimated Budget

Compliance 

Status

Target NOFO 

FY

Potential 

Grant Program

PWR HAVO TBD 

Speed management and wildlife vehicle crash 

countermeasures at hot spot locations on Chain 

of Craters road. This project includes 6 methods 

to prevent and reduce wildlife vehicle collisions 

from the 2008 Wildlife-Vehicle Collision 

Reduction Study: Report to Congress, including 

mitigation methods that seek to influence both 

driver and animal behavior: Intercept Feeding, 

Public Information and Education, Standard 

Wildlife Warning Signs, Large, Non-Standard 

Wildlife Warning Signs, Reduce Vehicle Speed by 

Reducing The Posted Speed Limit, Reduce 

Vehicle Speed by Traffic Calming/Reducing 

Design Speed.

Location: Hot spots on Chain of Craters road 

(from Mauna Ulu to just below Kealakomo, 

approx. 6-7 miles). The primary habitat for the 

nene includes a breeding area on one side of the 

road and foraging is on the other, and the road 

hinders the connectivity between the two. The 

NPS owns the road and adjacent land on both 

sides. 

Focus species: The Nene (Branta sandvicensis) is 

primarily terrestrial, formerly federally listed as 

endangered, and currently federally listed as 

threatened. It is also the State bird of Hawaii. 

There are times of the year during breeding 

season when they are completely flightless 

during molt and with goslings who are flightless 

for several months. Cars are the leading cause of 

adult nēnē deaths at Hawaii Volcanos National

Park. 

$500,000 Not Started FY23/24 Wildlife
41 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

Region Park PMIS 

(if available) Project Description Estimated Budget

Compliance 

Status 

Target NOFO 

FY

Potential 

Grant Program

PWR MOJA TBD

This project changes the primary north south 

travel corridor through MOJA, avoiding critical 

desert tortoise habitat, by returning 

Morningstar Mine Road to a slower speed less 

traveled gravel roadway in conjunction with an 

NPS funded $30M rehabilitation of Cima Rd. The 

project includes three methods to prevent and 

reduce wildlife vehicle collisions from the 2008 

Wildlife-Vehicle Collision Reduction Study: 

Report to Congress. (Avoidance of Key Habitat: 

Alternative Alignment, Reduce Traffic Volume 

On Road Network, Reduce Vehicle Speed By 

Traffic Calming/Reducing Design Speed)

Location: Morningstar Mine Road (Mojave 

National Preserve). The roadway and adjacent 

land are owned by the NPS. Mojave National 

Preserve is located in northeastern San 

Bernardino County, California, and contains 

portions of the Ivanpah and Fenner Desert 

Wildlife Management Areas (DWMA), 

designated as critical habitat for the desert 

tortoise (U.S. Fish and Wildlife Service 2011). 

Approximately 216 km of paved, two-lane roads 

bisect 312,605 ha of critical habitat designated 

for the desert tortoise (Gopherus agassizii) in 

Mojave National Preserve. The Morningstar 

Mine Road project located in creosote bush 

mixed scrub habitat ranging in elevation 

between 950–990m is among the best desert 

tortoise habitat in the preserve.

Focus species: The federally- and California 

state-listed threatened Agassiz’s Desert Tortoise 

(Gopherus agassizii) is native primarily to the 

Mojave Desert, USA. Desert tortoises have large 

home ranges (Harless et al., 2009), can require 

up to 20 years to reach sexual maturity (Mueller 

et al., 1998), and only produce an average of 4.5 

eggs per clutch (Turner et al., 1986). Their slow 

life histories suggest that desert tortoise 

populations should be sensitive to the negative 

impacts of roads, especially increased mortality. 

Studies indicate that tortoises in the Mojave 

Desert are negatively affected by the presence 

of roads and occur at lower densities near 

heavily traveled roads. 

$10,000,000 Not Started FY23/24 Wildlife

PWR GOGA 186589 Construct Multi-use Trail Connection from 

Golden Gate Bridge Vista Point to Fort Baker

$3,000,000 Complete TBD TA

PWR GOGA

186589, 

244444, 

244458, 

312139, 

312140, 

186401, 

306262 

Complete Non-Motorized Connectivity Across 

the Golden Gate $27,000,000 In Progress TBD TA
September 2022 | 42

Region Park PMIS 

(if available) Project Description Estimated Budget

Compliance 

Status 

Target NOFO 

FY

Potential 

Grant Program

PWR NOCA 238005 NOCA Visitor Access Road Improvement Project $42,609,982 Not Started TBD PROTECT 

PWR YOSE TBD

Electrify Valley Shuttle Buses through fleet 

replacement & construction of charging 

infrastructure

$25,000,000 Not Started TBD NSFLTP

PWR JOTR TBD

Enhance Non-Motorized Connectivity Between 

Primary Park Destinations by Constructing 15 

miles of Separated Shared Use Path

$26,000,000 Not Started TBD TA

PWR OLYM 238684 Rehabilitate Route Sol Duc Road $22,000,000 In Progress TBD NSFLTP

PWR OLYM 237709 Restore Visitor Access and Increase Resiliency by 

Realigning 1 mile of Elwha/Olympic Hot Springs 

Road

$13,000,000 In Progress TBD NSFLTP 

PROTECT

PWR SEKI 238684 Rehabilitate 15.29 Miles of Mineral King Road $45,000,000 In Progress TBD NSFLTP

PWR YOSE 316345 Improve (expand?) Existing Multi-use Path 

System in Yosemite Valley Not Started TBD TA

PWR MORA

316010, 

274671, 

239144, 

317151 

Replace five failing bridges to key park 

destinations (Tahoma Cr, Stevens Cr, Backbone 

Ridge Viaduct, Fryingpan Cr, Longmire 

Suspension)

$40,000,000 Not Started TBD

Bridge 

Investment 

and PROTECT 

(for

Tahoma Cr)

PWR CRLA 317105 Replace Wearing Surfaces on Annie and 

Goodbye Creek Bridges

$5,000,000 Not Started TBD Bridge 

Investment
43 | NPS BIL Transportation Grants Strategic Plan NPS INTERNAL

Table 12: SER BIL Transportation Grants Program of Candidate Projects

Region Park PMIS 

(if available) Project Description Estimated Budget

Compliance 

Status 

Target 

NOFO FY

Potential 

Grant 

Program

SER LRI TBD

Conduct Assessment (Phase 1- $400k) and

Replace/Repair (Phase 2- $1 mil) Historic 

culverts used for wildlife crossing

$1,400,000 FY23/24 Wildlife

SER GRSM 306739 Implement Safety Improvements on Gatlinburg 

Spur Road $25,000,000 FY23/24

NSFLTP, 

RAISE,

SS4A

SER NATR TBD

Plan and Install Wildlife Crossing to Reduce 

Mortality to

Amphibians and Reptiles

$500,000 FY23/24 Wildlife

SER NATR 315976 Replace John Coffee Memorial Bridge (TN 

River) $260,000,000 FY25/26 NSFLTP

SER CAHA TBD Build Bridges for ecosystem restoration, SLR 

adaptation, and transportation to CAHA $1,500,000,000 TBD PROTECT

SER GRSM

177115

177118

177123

177124

177119

177121

177122

219423

247019

Construction of 2 Miles of Foothills Parkway8D (only unfinished Federally authorized 

parkway) ($21,574,973) Construct 3 Miles of 

Foothills Parkway-8D only unfinished Federally 

authorized parkway) ($32,362,460) Construct 

4.9 Miles of Foothills Parkway-8B (only 

unfinished Federally authorized parkway) 

($56,433,409) Construct 4.6 Miles of Foothills 

Parkway-8B (only unfinished Federally

authorized parkway) ($56,433,409) 

Construction of 5 Miles of Foothills Parkway8D (only unfinished Federally authorized 

parkway) includes tunnel costs ($153,937,433)

Construct 4.9 Miles of Foothills Parkway-8B 

(only unfinished Federally authorized parkway) 

($53,937,433) Construction of US 441 

Interchange at Foothills Parkway- 8D (only 

unfinished Federally authorized parkway) 

($53,937,433)

Complete EIS for Section 8C of Foothills 

Parkway (only unfinished Federally authorized 

parkway) ($5,000,000) Complete EIS for 

Section 8B of Foothills Parkway (only

unfinished Federally authorized parkway) 

($5,000,000)

$438,616,550 TBD NSFLTP

SER GUIS 322329

Connection of Bicycle and pedestrian multi-use 

lane/trail (Phase 3) to existing park project 

(Phase 1 & 2- bicycle and ped multi-use trail) 

underway to park campground and City of 

Ocean Springs.

$13,000,000 FY25/26 FLAP, TA

SER BLRI TBD Rehabilitate Deficiencies on 33 Bridges along 

the Blue Ridge Parkway $30,000,000 TBD BIP

SER BLRI TBD

Develop Comprehensive Programmatic Design 

and Compliance Standards for Rehabilitation 

and Replacement of Aging Historic Bridges on 

the Blue Ridge Parkway

$500,000 TBD BIP

SER CUGA TBD Replace Little Yellow Creek Culvert #1, 

Structure #5230- 003P with a Buried Bridge $1,000,000 FY25/26 BIP
September 2022 | 44

Region Park PMIS 

(if available) Project Description Estimated Budget

Compliance 

Status 

Target 

NOFO FY

Potential 

Grant 

Program

SER CUGA TBD Replace Little Yellow Creek Bridge #1, 

Structure #5230-002P with a Buried Bridge $1,000,000 FY25/26 BIP

SER FOPU TBD

Provide Connectivity to Rails to Trails/Local 

Trail System with Bridge improvements with 

dedicated bike/pedestrian lanes

TBD TBD FLAP, TA

SER GRSM 257387 Replace Huskey Grove Road Crossover Bridge, 

ND ST 5460-086P $10,000,000 FY25/26 BIP

SER GUIS TBD Convert roadside three parking areas and 

Construct eight dune crossover boardwalks. $3,400,000 FY25/26 RAISE, PROTECT

SER GUIS

309129-

Value 

Analysis and

Feasibility

Enhance resiliency and sustainability of Fort 

Pickens Road TBD TBD PROTECT

SER GUIS

309129-

Value 

Analysis and

Feasibility

Enhance resiliency and sustainability of J. Earle 

Bowden Road TBD TBD PROTECT

SER MACA

TBD

Replace 8 existing propane buses with electric 

busses -purchase 2 additional eclectic busses - 

install EV Charging Station. $6,850,000 FY25/26 TBD

SER NATR

226212, 

226377, 

311955, 

226172, 

226378, 

311956, 

311954, 

226233, 

226235, 

226232, 

311953, 

226234, 

311952, 

211951, 

Reconstruction of Ridgeland Parkway 

Motorroad from MP 86 to 114.6 (Currently 

attempting to program piecemeal in FLTP)

$90,000,000 TBD NSFLTP

SER BLRI TBD Rehabilitate Sections 2U, 2V, 2X, 2Y & 2Z on 

the Blue Ridge Parkway $56,000,000 FY25/26 NSFLTP

SER BLRI TBD Replace Big Pine Creek Bridge #5 and Brush 

Creek Bridge #2 $2,000,000 FY23/24 BIP

SER FOPU TBD

Study/implement wildlife crossing strategies 

across HWY 80 for Diamondback Terrapin in 

Fort Pulaski NM

TBD, more 

information 

needs to be 

acquired 

before a cost 

estimate can

be prepared

FY23/24 Wildlife

SER GRSM TBD

Modify Gatlinburg Trail Corridor Connecting 

Gatlinburg to Headquarters (CAT 3-would take 

entire IR2 budget)

$9,000,000 TBD FLAP, TA

SER GRSM TBD Replace multiple deficient bridges on GRSM in 

NC $4,000,000 FY25/26 BIP

SER GRSM TBD Replace multiple deficient bridges on GRSM in 

TN $3,000,000 FY25/26 BIP

NPS Strategic Investment and Asset Inventory Report FY 2022-2026

National Park Service

U.S. Department of the Interior