vest. Here we see timber and water values 

 expand many times from the point of har- 

 vest, while wildlife and range forage expand 

 at a much lower rate. In other words, a dol- 

 lar's worth of harvested timber or water 

 may contribute more to the national economy 

 than a comparable unit of other resources. 

 We also see the tremendous influence of an 

 important recreation industry; the dollar- 

 generating power of Bryce Canyon indicates 

 the potential of much of the canyon country 

 in southern Utah. Second, it indicates the 

 need for considering where dollar values 

 are generated. The value added to the local 

 economy by some resources may be much 

 greater than that added by others. For ex- 

 ample, in the competitive situation between 

 cattle and deer, so common in this region, 

 it is well to note that even though deerhunt- 

 ing may generate more wealth, it may be of 

 relatively little value to the local community 

 compared to the livestock industry, which 

 has great local significance. 



If we compare the total wealth-generat- 

 ing capacity of water with that of other re- 

 sources, it might seem that any decision be- 

 tween water production and production of 

 range forage or timber, for example, should 

 automatically favor water. However, such a 

 conclusion is not so easily drawn when one 

 considers the social economy of the Paun- 

 saugunt Area, which is heavily dependent on 

 the livestock and timber industries. 



It should be emphasized that these fig- 

 ures do not pose as a final tally on dollar 

 values of resources from the Paunsaugunt 

 Area. They are used merely to indicate the 

 need to evaluate the influence of various re- 

 source uses in a broad spectrum of wealth 

 generation and distribution. 



Trends, potential influences, and demands. — 



To simplify analytical procedures there may 

 be a temptation to pickle time — that is, to 

 ignore the element of change. In a constantly 

 evolving world, resource planners cannot af- 

 ford this luxury. To provide for future needs 

 they must evaluate trends and shifting pat- 

 terns in resource use, and the possible im- 

 pacts on the area of developments that are 

 taking place both inside and outside. Then 



the difficult question of projected demands 

 may be tackled. 



For example, the growing importance of 

 southern Utah to the Southwest and par- 

 ticularly to southern California is a key fac- 

 tor to be considered in the Paunsaugunt 

 Area, not only in connection with the water 

 resources, but in regard to tourism and rec- 

 reation, fishing and hunting, and even tim- 

 ber production. Nonresident deerhunters, 

 mainly from California, have increased five- 

 fold since 1957 and now exert more than half 

 the hunter pressure in this area. Utah now 

 ranks fourth among the 50 States in the 

 number of nonresident hunting licenses sold 

 (1962). 



Several outside developments now under- 

 way will have a tremendous effect on the 

 economic activity of southern Utah in the 

 years ahead. Perhaps the most important of 

 these to the Paunsaugunt Area is Glen Can- 

 yon National Recreation Area encompassing 

 Lake Powell. One of its large recreation sites 

 (Hole-in-the-Rock) will be accessible by pav- 

 ed road only through the Paunsaugunt Area 

 (fig. 4). Construction of a surfaced highway 

 through Cottonwood Wash near the Paria 

 River, linking Page and Panguitch, and cut- 

 ting 40 miles from the distance between Salt 

 Lake City and Page, could have a remark- 

 able effect on the Paunsaugunt. Completion 

 of Interstate 70 across a remote desert in 

 east-central Utah will shorten the distance 

 between Denver and Los Angeles and direct 

 more traffic to the southern end of Utah. 

 These and other projects will increase the 

 flow of new money into the area and create 

 new demands on the land. 



Estimation of future demands for an 

 area is not an easy task. It could be aided, 

 however, for some resource uses if national 

 demands could be suggested and then divided 

 up by regions. The objective for a State, pro- 

 vince, or area could thus be approached with 

 more confidence. 



Institutional structure. — Finally, relative to 

 the fourth group of factors, a realistic man- 

 agement plan must work within the existing 

 institutional framework or seek to modify 



12 



