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Pickett CCC Memorial State Park Business & Management Plan

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Table of Contents Mission Statement………………………………………………………02

Goals, Objectives and Action Plans…………………………………03

Park Overview………..………………………………………………….12

Park & Operations Assessment………………………………………15

Park Inventory and Facility Assessment……………………16

Operational Assessment………………………………………17

Financial Performance Assessment…………………………20

Competitors………………………………………………………23

Customer Service & Satisfaction Plan………………………………24

Financial Pro Forma…………………………………………………….28

Park Map………………………………………………………………….29

Organization Charts…………………………………………………….30

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Mission Statement The mission of Pickett CCC Memorial State Park is to preserve a classic rustic park environment for public use and enjoyment by providing traditional family recreation in a natural park setting and to preserve the park’s Civilian Conservation Corps (CCC) origins and contributions through historic preservation and interpretation.

Source: MDS, December, 2012

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Goals, Objectives and Action Plans Definitions:

COGS – Cost of Goods Sold SEER – Seasonal Energy Efficiency Rating LEAN – Process Improvement Method Goal 1. Cost Management

See Financial Pro forma section for the Parks’ cost objective. This percentage can be reduced by increasing revenues (see Goal 2); by controlling COGS; by controlling Personnel costs and Other expenses.

Action plans - a) What is to be done b) frequency 3) by whom.

Objective 1: Plans for controlling COGS; list $ or % of revenue; unless noted otherwise, all objectives are for completion by end of FY13-14.

a) Continue working with the marketing section to buy gift shop merchandise in bulk at a reduced price, following state purchasing guidelines.

b) Follow guidelines on all purchases c) Park management and staff

Objective 2: Plans for controlling Personnel expenses; list $ or % of revenue; unless noted otherwise, all objectives are for completion by end of FY13-14.

a) Convert full-time (con wkr 1, cust wkr 1) positions into Part-time (job share) positions b) When positions become vacant due to retirement, etc. c) Park management

Objective 3: Plans for controlling Other expenses, These action plans would include preventative maintenance, limited renovations, any savings from LEAN or energy audits; list $ or % of revenue; unless noted otherwise, all objectives are for completion by end of FY13-14.

1)

a) Reduce utility operational costs by using grant funding to purchase and install high efficiency lighting, using Energy Star rated appliances when replacing old refrigerators, ranges and other electrical appliances in the cabins.

b) When items need replacement, or when grant funding becomes available c) Park management, Procurement Clerk

2)

a) Install high efficiency, High SEER rated HVAC units for all buildings especially the Cabin structures.

b) When a HVAC unit fails or needs replacement, or if additional funds become available c) Park management

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3)

a) Perform semi-annually preventive maintenance for HVAC units to insure peak performance and to extend the life span of the units.

b) Filter change two times per year, and technician check one time per year c) Park maintenance, Local HVAC technician

4)

a) Install motion sensor light switches or timers in living room spaces to insure lights will not be left on when people are not in the room thus reducing cost of electricity.

b) When appropriate in public spaces c) Park maintenance

Goal 2: Revenue Growth

See Financial Pro forma Section for revenue objectives. Revenues can improve with increased marketing and planned events (see Goal 3) throughout the year. Top priority is increasing revenue at the cabins by enhancing visitation during weeknights and winter months through marketing, packaging and special events. However, the park offers many different avenues for revenue growth and those should be planned for/implemented as well. Other plans to increase revenues should look at prices, new products, activities and services that can be offered and new customers to call on.

Action plans: a) What is to be done b) frequency c) by whom?

Objective 1: Plans to increase cabin revenue from X% in FY12-13 to X% in FY13-14.

a) Begin renting the Suite cabins year round for increased revenue during the winter months b) Rent as often as possible using the Itinio system c) Park management

Objective 2: Plans to increase group camp revenues:

a) Increase the group camp rate from $200.00 to $300.00 per night with a two night minimum; continue the weekly rentals in June and July. Offer Limited/separate use of the kitchen and dining hall facilities only when available

b) Year round c) Park management and changes in Itinio

Objective 3: Plans to increase camping revenues:

a) Renovate campground to accommodate larger campers, level sites, correct water and electrical issues, install Wi-Fi, etc.

b) When major maintenance/capital funding becomes available c) Facilities Management

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Objective 4: Plans to increase gift shop revenue;

a) Increase sales by adding additional books, music, and videos highlighting the culture of the region. Offer travel packs, ponchos, LED headlamps for overnight guest.

b) Make available ASAP c) Park management and changes in Itinio

Objective 5: Plans to increase boat rental revenue;

a) Offer additional water craft for rent, including: canoes, kayaks, and stand-up paddle boards

b) Seasonal rental through the boat house, Fall and Spring rental through the Visitor Center. c) Park management

Objective 6: Plans to increase new sources of revenue;

a) The selling of firewood to campers and cabin guest (first bundle free to cabin guest). The plan is still being developed to offer bundled firewood (sourced locally, or kiln dried), that will increase revenue and still protect the forest from outside invasive pest.

b) Year-round c) Park management

Goal 3: Expand Special Events

Special events can include revenue generating concerts, golf tournaments, seasonal hikes, and incorporation of holidays and special days of the year to increase overnight occupancy and to show off culinary delights in the restaurant.

A. Prepare a list of current events celebrated by the park

B. Determine if the events can be made larger or involve more people such that meals and overnight stays can be enhanced. List details.

C. Determine if additional events can be added to the list and what logistics/staff are needed for successful events

D. Find/Create Partnerships for these events to reduce the impact/cost of the event for the park, but insure the park receives a portion of the gross proceeds to cost all park costs(utilities, staff, etc.)

E. Consider events linked to the park’s history, ecology, wildlife, and area patrons. List details:

Action plans: a) What is to be done b) frequency c) by whom?

Objective 1: Inventory all Special Events locations currently being held at the Park.

a) First Hike (celebrated New Year’s Eve & New Year’s Day) b) Earth Day c) Natural Areas Week (Ranger led hikes into Pogue Creek Canyon and Colditz Cove SNAs)

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d) Old Timers Day (Labor Day event, 35 annual) e) National Public Lands Day f) Friends of Pickett State Park Hikes (held monthly)

Objective 2: Prepare a list of new events that can be added to the list of current events.

a) Expand on the success of the First Hike event by offering overnight accommodations (group camp), food (breakfast), and additional programs (movie, etc.)

b) Expand on the Ranger led hikes into Pogue Creek Canyon c) Natural Arch Tours d) Storytelling weekend e) Stargazing/Dark Sky programs.

Goal 4: Expand Recreational and Interpretive Programs

While PSP already offers a wide variety of interpretive programs and recreational activities, the park staff should consider broadening the horizons with more group team building opportunities. With this in mind, the inclusion of a canopy tour operation should open up more opportunities to host groups with more and different interpretive programs. This should enhance people to visit the park more frequently and stay longer partaking of park facilities.

Another program should be considered where people can pay to work on park projects in the forest. Many people want to make a difference with nature; to build trails or to assist with ecology minded projects. Example is Volunteer Vacations (building trails) offered by the American Hiking Society.

Action plans: a) What is to be done b) frequency c) by whom?

Objective 1: Evaluate and prepare programs that can be offered to in-house groups.

a) Offer special programs for groups who are working on park projects (Boy Scouts, TN Trails Association, Sierra Club, AmeriCorps, etc.). Programs may include: Rappelling, Caving, Stargazing, etc.

b) As often as possible during the off-season c) Park management

Objective 2: Evaluate and prepare 3-day and 7-day “vacation” packages to offer to paying guests.

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a) Offer an Adventure Weekend Packages with activities such as: Rappelling, Fishing, Caving, Stargazing, and Back-country Camping.

b) Offer the package during the traditional slow cabin rental periods c) Park Management and the Itinio system.

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2.

a) Organize an Adventure Race, work with outdoor equipment companies to help sponsor the race, base it at the park’s group camp.

b) Annual event

c) Park management

Goal 5: Improve the Effectiveness of Marketing and Sales

This goal refers to marketing activities taken by the all Park staff in their local area. These activities will be assisted where possible by the Central Office marketing staff. Activities would include local area sales calls, phone calls to clients, email blasts, Facebook postings, attendance at local civic organizations, networking, Website postings and direct mail. In-house efforts would include lobby posters, in-room collateral, on-table offerings and front-desk signs, camp store signs, elevator signs, and park-wide video announcements.

Action plans: a) What is to be done b) frequency c) by whom?

Objective 1: Assign sales calls goals. Either client visits or phone calls.

a) Compile a list of possible clients, assign staff to place calls, post on Facebook, and use direct mail

b) During times of special offerings, discounts, and special events c) Park staff, TDEC’s web contact, Friends Group

Objective 2: Acquire park-wide video capability.

a) Video various park programs, natural features, wildlife, etc. Post on Facebook (TDEC’s and Friends Group). (Example: how the lake would look if you were in a canoe at Pickett)

b) Seasonal videos c) Park management

Objective 3: Obtain 10,000 Facebook friends. Assign maintenance and updates.

a) Create a Facebook page for the park b) Post and check on a regular basis c) Park management, Friends Group

Objective 4: Plan for four email blasts to local patrons

a) Send email blast to several of our local patrons- include announcements, special events, and demonstrations offered by the park.

b) Prior to any event offered by the park c) Park management, Friends Group

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Objective 5: Assign responsibility to attend local Chamber meetings.

a) Attend local chamber meetings b) Regular basis c) Assigned park staff

Objective 6: Develop campers coupon for local festivals or local restaurants.

a) Pursue working with area restaurants to include coupon and discounts in cabin and campground packages (examples: food, movie tickets, horseback riding)

b) Whenever possible, can be combined with off-season packages c) Park management

Objective 7: Develop or update five packages to include a mixture of cabins and one

park activity or local area activity.

a) 1. Weekend Day Hike/Night Hike with cabin rental 2. Fisherman’s Package with free boat, timed in conjunction with the TWRA fish stockings. 3. Hunter Package, map the best areas for hunting, provide a check-in/weigh-in area, supply ice and storage areas 4. Guided canoe trip – free canoe rental with cabin 5. Wildlife Presentations/Video/Movies for campers

b) Offer the packages during the traditional slow cabin rental periods

c) Park management

Objective 8: Develop passive surveys and intrusive surveys.

Finding out the demographics will help point the marketing effort in the right direction. It will also help in the decision to develop park services and activities.

A. Checking car tags is a passive survey that indicates where your visitors are from. Capture Zip Code information in order to Target Market to those areas. Asking people in the park to fill out a short survey as they check in to capture length of stay, activities they will participate in, activities they want to participate in to capture additional programmatic possibilities.

B. Schedule during target seasons and events C. Park management

Goal 6: Monitor and Manage Customer Service and Satisfaction

Monitoring customer service and satisfaction will entails some means to measure how visitors feel about the Park and how they perceive the services and the conditions of the facilities. Ways to measure customer service are the number of complaint letters, comment cards, ratings on TripAdvisor or other social media platforms. In some cases, the park may have to go out and survey visitors several times a year.

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Managing customer service and satisfaction deals with developing and incentivizing good products and services and getting rid of bad products and services. If you know what the visitor thinks is good, then it makes sense to make the product or service easier to use. Resource allocation would normally promote the good products over the bad or mundane products.

Action plans: a) What is to be done b) frequency c) by whom?

Objective 1: Develop a way to monitor activities and services throughout the park on a regular basis.

a. Check Trip Advisor weekly. Monitor postings and comments on the state park’s Facebook

b. Weekly c. Assigned park staff

Objective 2: Set a numerical goal that all park personnel will strive for by which customer service and activities offered are evaluated as good.

a) Set a goal for all park personnel to strive for good customer services. b) Evaluate activities offered monthly c) Park Staff

Goal 7: Expand Partnership Opportunities

All park locations have multiple types of partnership opportunities. The most obvious is the Friend’s Group who raises money for Park projects and provides personnel to work on Park projects and events. Other types of partnerships include Campground Hosts, golf course volunteers, local companies that provide free services and institutional organizations that lend trustee prisoners for day-use work.

By expanding partnerships, the Park can reduce the costs of materials and supplies and related services needed by the Park, and offset event and program costs.

Action plans: a) What is to be done b) frequency c) by whom?

Objective 1: Find ways to measure the contribution by partnership and report this outcome annually, both in monetary contributions and volunteers hours worked. (Types of Partnerships would be Friends, Park Volunteers, Golf Course Volunteers, Court Mandated Community Service and Campground Hosts and Other)

a) Pickett State Park currently participates in the Friends Group and Campground Host partnerships. Both are very active in the park, and offer invaluable assistance with projects and events. The park also recently sponsored an AmeriCorps NCCC team (summer 2014) to help construct the new trail leading into Pogue Creek Canyon SNA.

b) The Friends Group is active year-round, the Campground Host serve in the Spring, Summer, and Fall. The park will continue to apply for AmeriCorps teams on an as needed basis for large labor intensive projects.

c) Park Management

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Objective 2: Find ways to expand partnerships such as more participation in events, festivals or other park projects; or new types of volunteers or docents.

a) The park is currently making plans to host a group of Amish workers this coming winter (Jan, Feb 2015), the group will consist of approximately twenty-five 18-24 year old men. The park will house the group in the group camp in exchange for free labor to help with large labor intensive projects (trail-building, roofing, historic preservation, etc.).

b) This may become an ongoing yearly project. c) Park Management

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Park Overview

Park Fact Sheet

Park Name Pickett

Region Manager Kim Moore

Park Manager Travis Stover

Park acreage 865

Total Number of Visitors (FY12-13) 271,889

Total Expenses before CO (FY12-13) 1,143,097

Total Revenues (FY 12-13) 243,122

Retail Self-sufficiency %¹ 97%

Park Self-sufficiency % 21%

Avg Expense per Visitor (FY12-13) 4.20

Avg Revenue per Visitor (FY12-13) .89

Gross Profit or Loss (FY12-13) -899,975

Total full-time available positions/filled 15 / 15

Total part-time available positions/filled 2 / 2

Primary feeder markets Visitation mainly comes from 9 surrounding counties.

Primary reasons people come

Scenic views and natural features such as the natural bridges, rockhouses and rock shelters. The park has 54 campsites and 20 cabins. There is a swim beach, a group camp, 2 picnic shelters, and boat rental facilities.

Opportunities for improvement

¹Based on T.C.A. 11-3-305, Self-sufficiency of revenue-generating facilities

Site Summary

PSP is located 50 miles from I-75 in Caryville. The park is located 13 miles north of Jamestown. The park has 865 acres of which 95% is forested, .5% is aquatic and 4.5% is open. PSP is surrounded by Pickett State Forest which is approximately 11,000 acres.

Key Attractions

PSP is known for its natural features ranging from natural bridges, rockhouses and rock shelters. Not in the park but close by are the Twin Arches located in Big South Fork and three (3) overlooks located on Pickett State Forest.

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Financial Targets

The following table details the total operating expenses and earned revenues for Pickett State Park over the last four years (FY 09-13).

Actual FY09-10 FY10-11 FY11-12 FY12-13 Visitors 223,397 155,566 234,494 271889 Total Revenues 223,056 221,803 $238,002 $243,122 Total Expenses 1,136,719 1,079,464 $1,066,140 $1,143,097 Revenue per Visitor $1.00 $1.43 $1.01 0.89 Expense per Visitor $5.09 $6.94 $4.55 4.20 Retail Self-sufficiency % 110% 99% 102% 97% Gross Profit -913,662 -857,661 ($828,138) -899,975 Park Self-sufficiency% 20% 21% 22% 21%

Base Year Year 1 Year 2

FY12-13 %+ FY13-14 %+ FY14-15

Cabins 172,813 5% 181,454 5% 190,526 Camping 19,734 5% 20,721 5% 21,757 Gift Shop 8,646 20% 10,375 10% 11,413 Programs 2% - 4% - Other 41,929 3% 43,187 4% 44,914 Total Revenue 243,122 3.5% 255,736 3.9% 268,610 Total Expense 1,143,097 0% 1,143,097 0% 1,143,097 Gross Profit (899,975) (887,361) (874,487) Park Self-sufficiency 21% 22% 23%

Key Recommendations for use in Action Plans

Short Term Recommendations (Less than 1 year)

• Public Relations with local communities and businesses - The Park will continue to work with local government and the chamber of commerce in Fentress County and start new efforts to reach out and communicate with Pickett County officials. The Friends of Pickett State Park can help considerably by providing an additional link between the park and outside groups and interested parties. The Friends of Pickett State Park was formed in November 2011.

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• Continue to work with the marketing staff to update the website, and explore new ways to promote the park through social media.

Long Term Recommendations

• Trail Maintenance and Construction - Trail maintenance is needed on all of the existing trails within the state park and forest. New trail construction is needed in the newly established Pogue Creek SNA. This could be accomplished by working with volunteers, Friends Group members, and groups such as AmeriCorps. These projects are very labor intensive, requiring little funding that could be covered by the park budget or trail grants. The trail maintenance should be complete before the summer of 2013, with minor maintenance needed thereafter on a yearly basis. The new trail construction may be an ongoing project for some time, depending mainly on the acquisition of new access points within the Pogue Creek SNA. A through trail to the Northern end (Statehouse Ridge) should be completed soon after an access point is acquired on the Southern end near Hwy. 154.

• Historic restoration and preservation of CCC structures - While many restoration projects require a lot of money to be completed, others are very labor intensive requiring little or no funding for materials. Volunteer workers, Friends Group members, and AmeriCorps volunteers could help complete these labor-intensive projects. Target dates can vary considerably depending on the size and skill of the labor source.

• Nature Center - Revamp and update the existing exhibits in the nature center.

• Visitor Center - Construct a new display area to provide information on the park and surrounding areas.

• CCC Museum - Continually research and update the museum artifacts, screen and accept possible donations, purchase items where feasible. Update and add new content into the audiovisual computer system.

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Park and Operations Assessment

This section is an assessment in detail of facilities, operations, and financial forecasts. The findings are not intended to be exhaustive review of all issues but a basic overview of the predominant issues. The assessment includes the following:

• Park Facilities Assessment

• Operational Assessment

• Financial Assessment

Park Facilities Assessment

Facilities and park assets are rated using a nominal scale of excellent, good, fair or poor. Descriptions of those rankings are provided below.

Scale of Conditions Rating General Description Excellent Facilities/amenities are in ‘excellent’ condition when they show little or no maintenance or

repair problems. Facilities do not feature any major design or operational issues or flaws that contribute to diminished use or increased maintenance or upkeep. Facilities are easy to clean and maintain in order to place them back into public use and the users perceive them to be in excellent shape.

Good Facilities/amenities are in ‘good’ condition when they show only minor maintenance or repair problems. Most maintenance issues with these facilities typically appear to be the result of age and/or heavy use. Facilities may only feature minor design or operational issues that contribute to diminished use or increased maintenance or upkeep. Users perceive them to be adequate for their use, but probably not in excellent shape.

Fair Facilities/amenities are in ‘fair’ condition when they show significant maintenance or repair problems. Facilities generally exhibit ongoing maintenance issues that appear to be the result of age, heavy use, or design or operational flaws. Users may perceive them as being less than adequate for their use and in a state of deterioration. The facility or structure may need of major repair or replacement.

Poor Facilities/amenities are in ‘poor’ condition when they show significant, on-going maintenance or repair problems that ultimately may result in suspended use for repair/replacement. Maintenance and repair issues are possibly the result of poor maintenance and clearly the result of age, heavy use, or design or operational flaws. Problems with the facilities are often compounded over time due to consistently-deferred maintenance and repair because of budget and/or resource limitations. Users perceive them as being inadequate for their use and in a state of serious deterioration. The facility or structure may need of major repair or replacement

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Park Inventory & Facility Assessment

PARK: Pickett State Park

PARK ASSET/AMENITY QUANTITY CONDITION Amphitheater 1 Good Bathhouses 3 Good Boat Dock 1 Good Bridge 1 Good Cabins 20 Good Campsites 54 Fair Dam 1 Good Equipment Sheds 1 Fair Group Camp 1 Excellent Maintenance Building 1 Poor to fair Museum 1 Good Nature Center 1 Fair Picnic Shelters 2 Good Playgrounds 1 Fair Rangers Residences 2 Good Recreation Hall 1 Good Restrooms 1 Fair Roads / Paving Good Sewage Treatment Plant 1 Good Staff House 1 Excellent Swimming Area (Lake) 1 Good Tennis Courts 1 Good Trails 58 miles Good Visitor Center / Park Office 1 Good Volleyball Courts 1 Fair

List new assets and amenities that would fall under capital expenditures that are needed to improve customer service and drive revenue.

New Assets & Amenities Description *New Dark Sky Campground Pogue Creek Canyon site

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Prioritized Facility Needs

Based on the inventory and assessment conducted above, these prioritized needs have been identified. Each need has been aligned with a priority category of high, moderate, or low to support future decision making regarding project sequencing, investment of public resources, and meeting community expectations.

Facility Need Priority

Assignment Campground Renovation 1 Rec Lodge Renovation 2 Preservation of Historic Structures 3

*New Dark Sky Campground Pogue Creek Canyon site

Archaeology Museum - Complete

Operational Assessment

The Operational Assessment includes:

1. An inventory and classification of programs and services provided at the park. 2. A review of staffing at the park 3. A review of concessionaires and partners operating at the park 4. Visitation and customer satisfaction

Inventory and Classification of Programs and Services

1) Programs and services are classified as Core or Essential Services 2) Important Services 3) Visitor Supported Services

Programs and services at the park are classified into these categories based in part on the mission and public mandates for both the site and the agency.

Category 1 – Core Services (largely supported by tax funds)

Core programs, services and facilities are those the agency must provide and/or essential in order to capably govern and meet statutory requirements. The failure of the agency to provide Category 1 services at adequate levels could result in significant negative consequences for the public and the resources under protection.

The following programs and services at Pickett State Park have been identified as core services:

• Support the mission of Tennessee State Parks which is “to preserve and protect, in perpetuity, unique examples of natural, cultural, and scenic areas and provide a variety of safe, quality, outdoor experiences through a well-planned and professionally managed system of state parks.

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• Provide for public access to the park, the facilities and the grounds. • Provide for public safety for visitors and protection of natural and cultural resources. • Provide for maintenance of grounds, facilities and infrastructure. • Maintain facilities developed through the LWCF program to required standards. • Provide for basic, non-staff supported day-use activities (such as hiking and picnicking) with trails,

informational signage, picnic tables, trash cans and restroom facilities. • Maintain park drinking water and wastewater programs to state standards.

Category 2 – Important Services (supported by a balance of tax funds and earned revenues)

Important programs, services and facilities are those the agency should provide, and are important to governing and effectively serving residents, businesses, customers and partners. The following programs and services at Pickett State Park have been identified as important services:

• Provide a full range of environmental, cultural and recreational programs. • Offer park-specific information at the Visitor Center and Nature Center. • Provide educational programs for schools and organized groups.

Category 3 – Visitor Supported Services (almost exclusively supported by earned revenue)

Visitor supported programs, services and facilities are those discretionary services that the agency may provide when additional funding or revenue exists to offset the cost of providing those services. The following programs and services at Pickett State Park have been identified as visitor supported services:

• Provide support services for 20 rental cabins and 54 tent/RV campsites. • Provide support services for picnic shelters, group camp and group lodges.

Staffing Assessment

Labor costs represent the largest budgetary expense at the average of ____% of total expenses for the last four complete years.

Full Time available Positions / Filled

15 / 15

Part Time available Positions / Filled (No benefits)

2 / 2

See Org Charts at the end of the business plan.

Labor Support (Non-paid)

Labor Support Annual Hours Friends

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Park Volunteers Golf Course Volunteers

Court Mandated Community Service (probation/prisoner) Campground Host Total

Labor Budget Summary

Based on a 4 year average, total personal expense is 69% of total expense.

Expenditure Description FY09-10 FY10-11 FY11-12 FY12-13

% Change

from 2010

Personnel Services 513,484 487,742 474,949 498,185 -3% Employee Benefits 265,838 248,160 267,468 281,795 6% Total Personnel Expenses 779,322 735,901 742,417 779,980 0%

Visitation and Occupancy

Describe trends over last 3 years. Overall annual visitation to this park has increased from FY09-10 to FY11-12, by 21% or over 48,000 visitors.

Fiscal Year Total Visitation FY09-10 223,397 FY10-11 155,566

FY11-12 234,494 FY12-13 271,889

Occupancy for the overnight accommodations is detailed in the table below.

Fiscal Cabin Campsite Group Camps

Year Occupancy Occupancy Occupancy FY09-10 36% 14% 48% FY10-11 31% 12% 50% FY11-12 39% 11% 52% FY12-13 38% 10% 44%

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Financial Performance Assessment

Operational Expenses

A summary of total operating expenses from FY09-10 through FY12-13 are provided below.

Part 1 – Profit center Self-sufficiency

FY09-10 FY10-11 FY11-12 FY12-13 Profit Center Revenue

Restaurant Inn Cabins 159,941 156,563 167,885 172,813

Golf Marina Gift shop 5,997 5,791 8,085 8,645

Camping 15,265 15,707 13,948 19,734 Sub-total Revenue 181,203 178,060 189,919 201,193

Costs & Expenses COGS 3,522 2,494 3,203 3,758

Personnel 94,871 97,809 99,964 105,255 Total Other Expenses 65,683 79,111 82,852 97,755 Sub-total Cost & Expense 164,077 179,414 186,020 206,768

Retail Self-sufficiency % 110% 99% 102% 97%

Part 2 – Other profit center revenues and expenses

FY09-10 FY10-11 FY11-12 FY12-13 Vending

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Group Lodge/Camp 23,918 24,383 26,269 21,797 Picnic Shelters 2,220 3,139 2,125 1,929 Boat Rental 2,305 3,038 3,266 3,037 Fishing 11

Grocery Store Swimming 45 27

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Gen Rec Other 861 644 1191 621 Leased - Equestrian

Leased - Gift Shop Leased - Other Misc 12,493 12,511 15,231 14,462

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Other Profit Center Revenue 41,854 43,743 48,082 41,929

Cost & Expenses from Other Profit Centers COGS

63 1254 Personnel Expenses 684,451 638,092 642,453 674,724

Total Other Expenses 288,190 261,895 236,412 261,605

Part 3 – All sections combined to yield the Parks gross profit or loss

FY09-10 FY10-11 FY11-12 FY12-13 Total Revenue 223,057 221,803 238,002 243,122 -Total COGS 3,523 2,557 4,457 3,758 -Total Personnel Expense 779,322 735,902 742,417 779,980 -Total Other Expense 353,874 341,005 319,265 359,360 Gross Profit -913,662 -857,661 -828,138 -899,975 Parks Self-sufficiency 20% 21% 22% 21%

Review of Pricing

Cabin and Villa Nightly Lodging Rates

PARK

CLASSIFICATION PRICES

WEEKDAY WEEKEND PEAK

PICKETT

Deluxe 3 BR $ 115 $ 125 $ 130 Standard 3 BR $ 105 $ 115 $ 120 Standard 2 BR $ 85 $ 95 $ 100 Economy Suite $ 60 $ 75 $ 80

Rustic 1 BR $ 70 $ 85 $ 90 Rustic 1 Studio $ 60 $ 75 $ 80

CAMPING

Site Category General Descriptions:

Site designations at each park to be determined by Park Manager & Regional Manager

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Type AAA: Premium sites with water & electric that has features that put them in high demand. Examples of premium features would be individual sewer hook-up, waterfront location, scenic vista location, etc. Type AA: Standard improved sites with water, electric, may have sewer or 50 amp service but do not have the features of a premium site. Type A: Standard improved sites with water and electric and usual campsite amenities. Type B: Improved sites with water & electric that may be in less demand due to location or with older features and limited facilities, or, improved sites without water & electric that may be in high demand due to desirable features and location. Type C: Improved sites without water and electric. This can also be used for unimproved low demand, overflow sites with water & electric. Primitive: Unimproved sites without water & electric to be used by tent campers only. Sites minimally developed, may have table & fire ring but little else. Group camping sites: Those sites designed to accommodate larger groups of campers within a specific single location.

In Season Rates and Discounts Site Category Base

Rate TN Senior Disabled

TN State Employee*

TN Veterans*

Type AAA $25.00 N/A N/A N/A N/A Type AA $25.00 25% 25% 25% N/A Type A $20.00 25% 25% 25% N/A Type B $16.00 25% 25% 25% N/A Type C $11.00 25% 25% 25% N/A Primitive $ 8.00 25% 25% 25% N/A Off Season Rates and Discounts Site Category Base

Rate TN Senior Disabled

TN State Employee*

TN Veterans*

Type AAA $25.00 N/A N/A N/A N/A Type AA $25.00 50% 50% 50% 50% Type A $20.00 50% 50% 50% 50% Type B $16.00 50% 50% 50% 50% Type C $11.00 50% 50% 50% 50% Primitive $ 8.00 50% 50% 50% 50%

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PICNIC SHELTER RESERVATION/RENTALS: Name of Park Shelter(s) Per Day Half-Day Pickett 2@ $20.00 BOAT RENTALS: (All rates include tax)

Canoe per hour $ 7.00 daily $25.00 Row Boat without motors per hour $ 3.00 each additional hour $ 3.00 No deposit required weekly $125.00

No rates listed on Group Lodges

Competitors

List any competitors for the above listed facilities. Include their approximate proximity to the park, any competitive features, their quality level and their prices. List any key accounts they are getting.

-Big South Fork National River and Recreation Area

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Customer Service and Satisfaction

Describe any customer service rankings and/or surveys ranging from comment cards to TripAdvisor, Yelp or any other sources.

Tripadvisor as of 3/21/14

25

26

27

28

Financial Pro Forma

The following five-year pro forma projects the financial outcomes based on the strategies and desired outcomes identified in this business plan.

Base Year Year 1 Year 2

FY12-13 %+ FY13-14 %+ FY14-15

Cabins 172,813 5% 181,454 5% 190,526 Camping 19,734 5% 20,721 5% 21,757 Gift Shop 8,646 20% 10,375 10% 11,413 Programs 2% - 4% - Other 41,929 3% 43,187 4% 44,914 Total Revenue 243,122 3.5% 255,736 3.9% 268,610 Total Expense 1,143,097 0% 1,143,097 0% 1,143,097 Gross Profit (899,975) (887,361) (874,487) Park Self-sufficiency 21% 22% 23%

Year 3 Year 4 Year 5

%+ FY15-16 %+ FY16-17 %+ FY17-18

Cabins 5% 200,053 5% 210,055 5% 220,558 Camping 5% 22,845 5% 23,987 5% 25,186 Gift Shop 10% 12,554 5% 13,182 5% 13,841 Programs 4% - 5% - 5% - Other 4% 46,711 5% 49,046 5% 51,499 Total Revenue 4.5% 282,162 5.0% 296,270 5.0% 311,084 Total Expense 0% 1,143,097 0% 1,143,097 0% 1,143,097 Gross Profit (860,935) (846,827) (832,013) Park Self-sufficiency 25% 26% 27%

29

Park Map

30

Organization charts

Travis Stover Park Manager 2

#00010841 R/F - 12 mo.

Camron Martin Park Ranger 3

#00010844 R/F - 12 mo.

Michael Hodge Park Ranger 2

#00009957 R/F - 12 mo.

Vacant Seasnl In Rc #00069193

S/P - 3.5 mo.

Jonathan Asberry Park Ranger 2

#01003888 R/F - 12 mo.

Angela Draughn Con Wkr 1 #00108245 R/F - 12 mo

Cynthia Cook Cust Wkr 1 #00010853 R/F - 12 mo

Theresa Wheeler Cust Wkr 1 #00010852 R/F - 12 mo.

George Hatton Park Ranger 1

#00125044 R/F - 12 mo

Seth Wiley Facilities Supervisor

#00010859 R/F - 12 mo.

Thomas Stowers Con Wkr 2 #00010862 R/F - 12 mo

John McBride Con Wkr 1 #00010863 R/F - 12 mo.

Kevin Wright Con Wkr 1 #00010864 R/F - 12 mo.

Tyson Fowler Con Wkr 1 #00010861 R/F - 12 mo.

Chris Neal Con 1 Job Share

#00010866

Vacant Laborer

#00069259 S/P - 3.5 mo.

Brenda Crockett Secretary

#00010847 R/F - 12 mo.

Sabrina Woodard #00069260

S/P - 3.5 mo.

Allie Choate Clerk 3

#00010848 R/F - 12 mo.

31

*Updated June 24, 2018; Pages 16, 17; Public Hearing held April 24, 2018 at Pickett CCC Memorial State Park as per Tenn.Code Ann. 11-3-120