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Roan Mountain State Park Business & Management Plan

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Table of Contents Mission Statement……………………………………………….………03

Goals, Objectives and Action Plans……………………………….…04

Park Overview……….......……………………………………….……...15

Park & Operations Assessment………………………………….……19

Park Inventory and Facility Assessment……………….……19

Operational Assessment……………………………….………21

Financial Performance Assessment…………………………24

Review of Pricing………………………………………………..25

Competitors………………………………………………………27

Customer Service & Satisfaction Plan………………………………28

Financial Pro Forma…………………………………………………….32

Park Map…………………………………………………………………..33

Organization Chart………………………………………………………34

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Mission Statement

Roan Mountain State Park must preserve and protect the unique natural resources and the rich cultural heritage of the Southern Appalachian Highlands for this and future generations through careful resource management, while creating possibilities for visitors to connect intellectually and emotionally to those resources by providing well-planned interpretive programs, quality outdoor recreational opportunities, well-maintained facilities, and park safety.

(Source RMSP MDS, April 2013)

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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. Roan Mountain State Park self sufficiency is currently forecasting FY 2013-14 operations at a 45% cost recovery of operational expenses through earned revenues. This percentage can be enhanced by increasing revenues (see Goal 2); by controlling COGS; by controlling Personnel costs and Other expenses.

Objective 1: Plans for controlling COGS; The gift shop will incur some COGS. It might be easier to list this action plan separately as a % of revenue. Unless noted otherwise, all objectives are for completion by end of FY13-14.

- Items at the Gift Shops will be carefully researched and price matched with other vendors to ensure we are getting the best price.

- We will better coordinate with parks marketing before purchases are made to ensure that more product than what is needed is not ordered and to also make sure that marketing is indeed getting the best prices for the products purchased.

- We will track sales of items to avoid purchasing items that do not sell. - We will better track shipping costs and make sure that items are priced considering what

shipping costs are. - We will manage cleaning costs and supplies being sure to research items purchased. - We will look for ways to reduce our linen expenses (possibly return to a linen service)

These practices will be done monthly and anytime ordering is necessary. This work will be completed by Donna McKinney (Gift Shop Clerk) Work will be monitored by park ranger Meg Guy. Supply costs will be the responsibility of the clerk at that operation

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

- We have had to increase overtime in housekeeping this summer and fall to deal with the turnover rate in the cabins. We would consider changing a FTP into a job share in the case of a retirement or termination. The savings would be near $15,000 however in this area seasonal positions tend to be hard fill.

- We will monitor itinio reports to ensure that cabins are not booked in such a way that causes housekeeping overtime. We may have to limit how many cabins can be cleaned in a day by blocking periods off.

- We will better schedule housekeepers to allow for unseen changes in the cabin check-in reports.

- Consider Job Share in maintenance if position becomes vacant.

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- RMSP will need to keep the positions it has to maintain the park at the current standard; a new job share position could eliminate most overtime cost and in the long run save money.

- Personnel Expenses will be monitored by the park manager.

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.

- All new HVAC systems will be replaced with new energy efficient system 15 seer or better. - We will be working to replace existing light bulbs with LED. We have already started this

at the Gift Shop and the ranger’s residence. - The gift shop will receive new track lighting, new HVAC, new lighting for the Grist Mill,

motion sensors for the bathroom, sensors for sinks and toilets, duct work will be evaluated to make sure it is adequate after renovations.

- We will all do a better job of turning off lights and using less water and this point will be discussed at monthly luncheons.

- Vehicle maintenance will be kept current and all vehicles will be checked by park staff weekly

- Trips to town will be limited and consolidated to save gas and to make sure labor hours are better utilized in the park.

- We will develop a system to monitor and store our tools to ensure they are not getting lost and new items that are not needed are not being purchased.

- We will monitor supply purchases to make sure that we do not order more than we need and that waste is kept to a minimum.

- We should consider better lighting in several areas of the park, the worst area being the pool parking lot. We could down size the lighting there for the tennis courts/basketball courts and give the visitors the option to turn them on and off when needed. The bridge light at the Gift Shop will be replaced with 6 to 8 lamp lights using LED bulbs. Other light pole lights throughout the park should be changed to more energy efficient lights.

- We will continue to do a good job price matching before purchases are made. - We will evaluate the Conference Center and try to find ways to cut costs as it has a large

monthly power bill.

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 in 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 such as in camping 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.

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Objective 1: Plans to increase cabin revenues from $389,247.94 in FY13-14 to $408,450 in FY14-15.

- We will continue to look for better ways to advertise our cabins. Reaching out to scout groups, home school groups, businesses, church groups, and more.

- We will contact local ski resorts to make sure that we are on the lodging list for their customers along with our rates; this could really help in the winter. We have to capitalize on the skiing industry (Skiing packages, gear, lessons) With the new lower rates we just have to get the word out.

- We have already adjusted our winter cabin rates, and have already seen an increase in reservations, although it make take a year to see increase in revenue due to the lower rate.

- We will offer a Valentine’s Day Package and have a catered meal at the Conference Center - The state should consider media blasts when cabins are available for the weekend. - We have already started renting cabins 1 or 2 night when available during periods when

we only allowed weekly rentals but this is putting a strain on housekeeping due to turnover.

- We are also looking to offer a couple of new events that should cause increased cabin rentals.

Park Manager

Objective 2: Plans to increase camping revenues:

- From June 1 through the end of August A+ sites should be rented for weekly rentals only, causing less gaps and open sites during the week.

- More events during slower periods will be offered to increase occupancy in the campground (BBQ Cook Off, Corn Hole Tournament)

- Advertise group sites to more than just non-profits. Park Ranger

Objective 3: Plans to increase picnic shelter revenue;

- Shelter prices should be increased by at least $10 per day. - All the shelters should be improved with rock fireplaces/grills/chimney. - A Large shelter should be built in the picnic area to replace the small day use shelter. - Original plan for a bathroom at shelter 2 would increase rental.

Park Manager

Objective 4: Plans to increase swimming revenue;

- Offer hours for Lap Swimmers to use pool - Offer party discounts during regular swim hours - Have a volleyball/basketball day or different times of the day where games are offered. - If we staffed enough lifeguards, we could offer swimming lessons during regular pool

hours.

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- Pool Passes? - More interpretive programs will be offered at the swimming pool.

Park Ranger

Objective 5: Plans to increase new sources of revenue;

- Convert old restaurant and vacant ranger residence into group lodges. - Camp store either in the campground or at the Gift Shop offering items that campers

would need. - Food items will be offered at the Gift Shop. - Build a new shelter in the picnic area - Offer Equestrian trail which would boost cabin and campsite sales.

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.

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

Existing Events First Hike- We have some support but I do not believe that we can make this one much bigger Winter Rally-This one is not an overnight event due to the time of the year, but there is the possibility of extending it to a two day event. Easter Egg Hunt- In partnering with the Dollar General it is successful and about as big as we can handle. Spring Rally- Three day event already and very popular Jr. Trout Tournament- Partnering with the Elks Lodge it is a good event, next year we will be including TWRA and THP so it should be a great event with tons prizes for the kids (This event really helps camping). Diamond Dash Trail Run-Through better advertising we would like to see this event grow Rhododendron Festival- This event already books the cabins and the campground and attracts 20 to 30 thousand visitors. Independence Day Celebration- Due to this being on the holiday it is about as big as it can go without doing the fireworks. Junior Ranger Camp- This can be increased to include one more week or advanced Jr Ranger Weekends. Xtreme Roan Adventures Youth Rally- This event is very successful and could be extended to two days. Fall Rally- Three day event already, not sure it can be expanded. National Public Lands Day- We would love to see it grow but we have trouble getting public support. Chili Cookoff- Participation has been on the increase but not sure we can make it more than a 1 day event Autumn Harvest- If we keep this event at the Miller Farm it can’t grow much more.

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Halloween in the Campground- This event generates thousands to the park each year, filling the campground and cabins at a time when they are usually slow. We had near 4,000 visitors this year. Old Time Yule- Great event to end the year but it can’t be increased due to the size of the facility. Find Sasquatch- Monthly event in the summer. Park Ranger will in charge of events

Objective 2: Prepare a list of new events that can be added to the list of current events. Consider events linked to the park’s history, ecology, wildlife, and area patrons. List details.

- BBQ Cook off- This would be a two day event that would give the cookers 24 hrs to prepare their BBQ, primarily targeting the campers it could also be extended to the Cabin guest. We would plan this event in earl to mid May when the park is not full. This will boost reservations. Josh Howard would organize this event

- Corn Hole Tournament- This would be a one or two day event causing the need for an overnight stay and would take place in the campground. Josh Howard would organize the event.

- Valentines Package- Two or three night stay with catered meal at the Conference Center Park Manager will organize

- Back Packing Package- Two or three day event teaching visitors to backpack with an overnight trip to the mountain. Park Ranger Meg Guy will organize

- We would like to see a Christmas program offered, maybe drive through lights in the campground if we could get enough local businesses to set up a site. The distance from Elizabethton could be an issue

- Advanced Jr. Ranger weekends- Overnight camping program for children who have completed the Jr. Ranger Camp

- Over mountain Man History Festival?

Goal 4: Expand Recreational and Interpretive Programs

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.

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

- We will work to complete the equestrian trail at the Miller Farmstead; this will give riders an opportunity and at the same time boost revenue in the park.

- We will maintain a list of work projects that groups can help with when requested.

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- We already have many programs prepared for guests, most of these are scheduled, but we do offer ranger lead programs to visitors year round as they request.

- We will reach out more businesses like the Johnson City Field Office to schedule volunteer work days in the park, some of these groups may be willing to make a donation

Park Rangers will be responsible for these projects

Programs Already Offered

Black Bear Education

Reptile Program

Bats

Natural History Hikes

Balds Hike

Creek Walks/Stream Ecology

Trout Program/Doe River Angling

Monarchs: Mighty Migrators

Brilliant Butterflies

Watchable Wildlife: Hummingbirds

Our Feathered Friends (Birds)

Tree Identification/Forest Ecology

Non-Native Invasive Species

The Wonder of Wetlands

Owls

What’s Buggin’ You? (Insects and other Arthropods)

Roan Mountain Rhododendron

Flashing Fireflies

Kids’ Nature Scavenger Hunt

Sensory Awareness Night Hike

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Fuzzy Fliers of the Night (Moths)

Salamanders

Edible and Medicinal Plants

Meet the Local Wildlife

Animal Habitats

Star Stories/Solstice/Full Moon/ Astronomy

Wicked Wooly Adelgid

Wildlife Charades

Birds of Prey

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

- Valentine’s Day Package - We will consider price increase for the wedding packages - Backpacking package - Fly-fishing weekends - Cross Country Skiing - Christmas/Thanksgiving packages

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.

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

- We will call local groups (Churches, schools, scouts) to advertise cabins and campsites.

- We will work with local businesses and advertise for them as they do for us.

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- Previous guests recorded in Itinio should receive mailers of promotions.

- We will do a better job contacting businesses to promote the Conference Center and the

Cabins.

Calls will be made by office, giftshop, and Conference Center staff when possible. Mail outs could possibly be done by the department.

Objective 2: Acquire park-wide video capability.

- We would like to have a park video that covers the biology, the history, and the amenities of the park, we would need fund assistance or a partnership with a filming company to pay for video.

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

- We will create a Facebook page, so far we have been sending info to the state park Facebook page.

- Posts will be made daily when possible updating followers of news in the park, programs, Facebook page will be updated by rangers and park manager however JR Tinch will ultimately manage the page.

Objective 4: Plan for four email blasts to local patrons

-Seasonal Rates, also when there is a rate change.

- Programs and Special Events

- Cabin or campsite vacancies prior to the weekend or on Holidays

- Park needs (Trail projects, clean-up, volunteer days)

Email blasts will be done by Park Office staff when needed

Objective 5: Assign responsibility to attend local Chamber meetings.

Chamber meetings will be attended at a minimum quarterly by Park Manager or ranger on duty if Park Manager is unavailable.

Objective 6: Develop campers coupon to drive campers to the restaurant.

Build Restaurant

Objective 7: Develop or update five packages to include a mixture of inn rooms, cabins, meals and one park activity or local area activity.

- Fall and Spring Naturalists Rally Cabins/Programs - Rhododendron Festival Cabins/Event/Programs

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- Halloween in the campground Cabin/ Campsites/Halloween Event - Jr. Trout Tournament Campsite/Cabins/Trout tournament - Group cabin rentals/Conference Center - Wedding Package cabin/Conference Center/Farmstead We should consider a price increase - Valentine’s Day Weekend with catered meal

Packages will be monitored by park manager and park office staff.

Objective 8: Develop passive surveys and intrusive surveys.

- Office staff and Gift Shop staff can log where visitors are from while making reservations. - Place visitor log books at all offices to track where guests are from. - Continue to monitor and act on visitor surveys in the cabins - Make camping surveys easier for guests to find and turn in.

Logs and Surveys will be monitored by the park manager.

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.

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.

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

- Park Manager will continue to monitor surveys that are placed in cabins for visitors before they arrive.

- Issues will be followed up on and improvements will be made when feasible. - Will check trip advisor monthly and work to resolve any negative findings. - Facilities will be checked weekly by manager and the ranger in charge of that operation to

ensure cleanliness - Monthly meeting will be held with staff to review customer comments and to discuss any

issues in the park.

Park Manager will monitor customer surveys and review sites

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

- Park staff will work to maintain a 4.9 or 5 star rating. - We will work to maintain high health score ratings (Many times these are 100). - We will work to ensure customer surveys are all positive and any problems or complaints

are quickly resolved when possible.

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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.

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)

- We will track hours worked and the number of workers present when the inmate crew works in the park. The inmate crew works four days a week for most of the year mowing, litter, and chopping wood for cabins.

- ETSU sends 10 to 15 students every semester to work 30 hours per student. We keep files on every student but we will develop a log to tack the hours worked and what the estimated labor costs would have been.

- Hours and workers will be tracked for volunteer work groups - We have three campground hosts couples that work 7 days on and 7 days off during the

summer and early fall. - We already do a good job tracking community service hours but will begin to track

estimated labor costs. - Roan Mountain Citizens Club and the Roan Mountain Youth Club also help with events. - Elizabethton Elks Lodge.

Inmate labor and costs will be tracked by Tim Johnson, Hosts Josh Howard, community service and service learners Meg Guy, local clubs by the park manager. All hours will be reported to the park manager quarterly.

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.

- Find ways to get locals more involved with volunteer projects and special events - Create a friends group for the park - Have the youth club assist with the Halloween in the Campground - Contact corporations to schedule employee work trips/outings. - Try to form a partnership with local ski resorts and outdoor adventure services. - Work better with the local High School, allow students to complete community service

hours here.

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Park Overview Park Fact Sheet

Park Name Roan Mountain State Park

Region Manager Robin Peeler

Park Manager Meg Guy

Park acreage 2,006

Total Number of Visitors (FY13-14) 775,164

Total Expenses before CO (FY13-14) 1,597,113

Total Revenues (FY 13-14) 756,610

Retail Self-sufficiency %¹

Park Self-sufficiency % 47%

Avg Expense per Visitor (FY13-14) 2.06

Avg Revenue per Visitor (FY13-14) .98

Gross Profit or Loss (840,502)

Total full-time positions / filled 21 / 21

Total part-time positions / filled 8 / 3

Primary feeder markets Knoxville, TN, North Carolina, Virginia, and Kentucky

Primary reasons people come

Organized groups that utilize the park include the Roan Mountain Citizens’ Club, the Friends of Roan Mountain, Carter County Chamber of Commerce, Roan Mountain Youth Club, Cub Scout and Boy Scout troops, the Elks Lodge, Cloudland Community group, and local churches. Recreation users who utilize the park include hikers, cross-country skiers, mountain bikers, and anglers. Local residents utilize the park for picnicking, family reunions and special events, dog-walking, playgrounds, basketball, tennis, and swimming at the pool.

Opportunities for improvement

Complete cabin improvements; improve interpretative programs, improve shelters, add special events, many areas need paving

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

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Site Summary

Roan Mountain State Park is comprised of 2006 acres in the Upper Unaka range of the Southern Appalachian Mountains, in Carter County, upper Northeast Tennessee. The park is located at the base of the 6,285’ Roan Mountain massif, 8 miles north of Carver’s Gap and the Roan Highlands. The park coordinates are: Latitude, 36°10′00.1″N, Longitude, 82°05′55.6″W. The nearest town is Roan Mountain, Tennessee, approximately 2 miles from the northern entrance to the park. The small city of Elizabethton, TN is approximately 20 miles to the north-northwest, while the nearest large city is Johnson City, TN, approximately 30 miles to the northwest.

Key Attractions

Primary recreational opportunities within Roan Mountain State Park include approximately 12 miles of hiking trails and 2 miles of biking trails, with 2 self-guided interpretive nature trails. There are 4 covered Picnic Shelters available for day use and reservation by groups, as well as a large, wooded picnic area and other picnic tables available throughout the park. Fishing is available along the Doe River, which is periodically stocked with Rainbow and Brown trout. The park’s swimming pool is open from Memorial Day through mid-August, and tennis, basketball and volleyball courts are located near the pool and open year-round. The park has 4 playgrounds, located in the campground, swimming pool, and cabin areas. A softball field/backstop is located at the entrance to the cabin area. The park also has a game room equipped with pool tables, ping pong table, and arcade games located adjacent to the Conference Center. An outdoor Park Amphitheater provides a pleasant venue for performances and special events. Other nearby natural and cultural resources include the Appalachian National Scenic Trail, the Roan Mountain Rhododendron Gardens, Hampton Creek Cove State Natural Area, the site of General John Wilder’s former Cloudland Hotel, and the Overmountain Victory Trail at Yellow Mountain Gap.

Financial Targets

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

Factors impacting Financial Targets

• Decrease in campground revenue from October 2013 to March 2014 while the campground upgrades are in progress.

Actual FY09-10 FY10-11 FY11-12 FY12-13 FY 13-14

Visitors 550,144 567,716 762,307 591,460 775,164 Total Revenues 643,204 669,895 665,892 626,224 756,610.55 Total Expenses 1,475,609 1,669,449 1,496,267 1,463,684 1,597,113.40 Revenue per Visitor 1.17 1.18 0.87 1.04 .98 Expense per Visitor 2.68 2.94 1.96 2.47 2.06 Retail Self-sufficiency %

Park Self-sufficiency % 43% 40% 44% 43% 47% Gross Profit (832,405) (999,554) (830,375) (837,460) (840,502.85)

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Base Year Year 1 Year 2

FY13-14 %+ FY13-14 %+ FY14-15

Cabins 389,247 5% 408,709 5% 429,144 Camping 244,228 5% 256,439 5% 187,791 Gift Shop 59,354 20% 71,224 10% 78,347 Programs - 2% - 4% - Other 42,969 3% 44,258 4% 46,028 Total Revenue 756,610.55 3.5% 783,091 3.9% 813,632 Total Expense 1,597,113 0% 1,597,113 0% 1,597,113 Gross Profit (840,502) (814,022) (783,481) Park Self-sufficiency 47% 49% 51%

Years 3, 4 & 5 can be found in the Pro forma Section

Key Recommendations

Short Term Recommendations (Less than 1 year) (For use in action plans)

• Get the Miller Farmstead lifted with foundation improved. - Completed • Finish Equestrian Trail at the Miller Farmstead. • Get phone lines installed in cabins 1-20. • Replace kitchen floors in cabins. • Convert ranger residence/restaurant into group lodge. • Create Valentine’s Day package. • Replace light bulbs at the Gift Shop with LED. • Replace HVAC unit at the Gift Shop. • Install motion sensor lighting, faucets and toilets at the gift shop. • Improve Grist Mill lighting. • Replace bridge lighting with 6 to 8 lamp posts. • Complete bike trail. • Acquire signage for improved peg leg mine trail. • Complete Aviary. • New carts for cabin paths.

Long Term Recommendations

• Replace new furniture, fixtures, and equipment to the cabins. Completed • Improve existing trails and build new trails in a sustainable way, utilizing trail-building crews and

education for park trail maintenance staff. • Paint cabins, Conference Center, and Park Office.

• Acquire additional antiques, replicas, period dress, etc. to better represent the mountaineer

lifestyle.

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• Improve the sustainability and efficiency of campground facilities by implementing such improvements as sensor water faucets, sensor toilet flushes, light sensors, etc.

• Convert Miller Farmstead into year round working farm. • Create interpretive display in grist mill for the Peg Leg Mine. • Improve entrance and road to the Miller Farmstead. Use props (wagons, farm equipment) native

grasses, and wildflowers to set the stage on the way up to the Miller Farm. • Pave Miller Farmstead Road, cabin roads, shelter 1 and 2 parking lots and roads, picnic area,

pool parking lot, park office road, gift shop parking lot. • Repair movable wall in the Conference Center. • Acquire a new job share position to better assist maintenance and housekeeping. • Water Tanks need to be replaced. • Pump for the waterwheel. • The park needs a wood chipper. • Bathroom for Shelter 2. • New tables, chairs, and curtains for the Conference Center. • Upgrade the campground check-in, to include camp store area. • Tennis Courts and Basketball Courts need to be re-surfaced. • We should consider restaurant for the park.

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Park and Operations 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

Park Inventory & Facility Assessment

The table below is an inventory of facilities and amenities. The assessed condition is for the group of assets under that label, i.e., cabins includes the overall condition for 30 cabins.

Needed capital improvements - Assets & Amenities

Amphitheater 1 Good Basketball Courts 1 Fair-Good Bathhouses 5 Cap Project Cabins 30 Good Camper Check-in Stations 1 Fair-Good Campsites 107 Cap Project

completed

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Conference Centers / Rooms 1 Good Equipment Sheds 3 Fair-Good Group Camp 4 Cap Project Maintenance Building 1 Cap Project Museum 1 Fair-Good Park Pool 1 Good Picnic Shelters 3 Fair Playgrounds 3 Fair-Good Rangers Residences 3 1 Fair/ 2 Fair-Good Restrooms 1 Good Roads / Paving 11 Fair Storage Buildings 1 Fair Tennis Courts 3 Fair Trails 11 Good Visitor Center / Park Office 1 Good Volleyball Courts 1 Good Small Foot Bridges 3 Fair-Good Board Walk Over Wet Lands 1 Fair-Good Sewage Treatment Plant 1 Fair-Good Grist Mill 1 Fair-Good Water Tanks 3 Cap Project

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 Water System Improvements Improve water lines throughout the park including tank upgrades. Convert Ranger Residence and Restaurant into group lodges

Group lodge is needed

New shelter and rock fireplaces for the existing Shelters need to be enhanced to boost reservations

Furniture, Fixtures and Equipment Replace furniture, fixtures, and equipment at the park cabins.

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Prioritized Facility Needs

Based on the inventory and assessment conducted above, these prioritized needs have been identified.

Facility Need Priority

Assignment Water System Improvements High Group Lodge Moderate Shelters High Cabin Furniture, Fixtures, and Equipment Moderate

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 Roan Mountain 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.

• 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.

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• 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 Roan Mountain 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 Museum. • 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 Roan Mountain State Park have been identified as visitor supported services:

• Operate and provide retail support services for the gift shop. • Operate meeting rooms with capacity of 120 people. • Provide support services for 30 rental cabins and 107 tent/RV campsites. • Provide support services for picnic shelters and conference room.

Staffing Assessment

Full Time Positions / filled 21 / 21 Part Time Positions (No benefits) / filled 8 / 3

Labor Support (Non-paid)

Labor Support Annual Hours Friends 60 Park Volunteers 1000 Golf Course Volunteers Court Mandated Community Service (probation/prisoner) 200 Campground Host 3,000+ Inmate Labor 8,000+ Total 12,260

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Labor Budget Summary

Based on a 4 year average, total personnel expenses are 52.2% of total expenses.

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

FY13-14 % Change from 2010

Personnel Services 615,484 655,357

Employee Benefits 352,850 379,217 Total Personnel Expenses 973,235 913,901 971,445 968,335

1,034,574 6%

Visitation and Occupancy

Describe trends over last 4 years. Overall annual visitation to this park has increased from FY09-10 to FY14-15, by 29% or over 225,020 visitors.

Fiscal Year

Total Visitation

FY09-10 550,144 FY10-11 567,716 FY11-12 762,307 FY12-13 591,460 FY13-14 775,164

Occupancy for the overnight accommodations for the last four years is detailed in the table below.

Fiscal Cabin Campsite Year Occupancy Occupancy FY09-10 44% 37% FY10-11 36% 41% FY11-12 41% 40% FY12-13 35% 29% FY13-14 35% 26%

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Financial Performance Assessment

Operational Expenses

A summary of total operating expenses from FY09-10 through FY11-12 are provided below. Revenue increases are noticeable in the restaurant, gift shop and camping while activity, as reported above is declining.

Part 1 – Profit center Self-sufficiency

FY09-10 FY10-11 FY11-12 FY12-13 FY13-14 Profit Center Revenue Cabins 362,482 357,714 380,158 367,909 389,247 Gift shop 47,105 46,200 50,161 45,014 59,354 Camping 168,190 170,735 173,560 170,332 244,228 Sub-total Revenue 577,776 574,649 603,879 583,255 Profit Center Costs & Expenses

COGS

Personnel

Other Expenses

Sub-total Cost & Expense

Self-sufficiency %

Part 2 – Other profit center revenues and expenses

FY09-10 FY10-11 FY11-12 FY12-13 FY13-14 Vending 1,531 694 497 456 2,569

Group Lodge/Camp

Picnic Shelters 3,867 4,127 4,174 3,302 4,000

Boat Rental

Fishing

Grocery Store

Swimming 25,922 27,600 23,262 21,493 20,406.25 General Recreation-Other 3,217 5,221 6,074 4,650 3,382

Leased - Equestrian

Leased – Snack Bar 1500 1298 1016 551 677

Leased - Other 364 289 299 494 701 Misc 17,262 56,017 26,691 12,669 12,000

Other Profit Center Revenue 65,428 95,246 62,013 42,969 43,735.25

Cost & Expenses from Other Profit Centers

COGS

Personnel Expenses

Other Expenses

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

FY09-10 FY10-11 FY11-12 FY12-13 FY13-14 Total Revenue 643,204 669,895 665,892 626,224 756,610.55 -Total COGS

-Total Personnel Expense 973,235 913,901 971,445 968,335 1,034,574.42 -Total Other Expense

-Total Expense 1,475,609 1,669,449 1,496,267 1,463,684 1,572,047.57

Gross Profit (832,405) (999,554) (830,375) (837,460) (815,437.02) Park Self-sufficiency 43% 40% 44% 43% 47%

Review of Pricing

Cabin and villa rates are listed in cabin rate schedule below

PARK

CLASSIFICATION PRICES

WEEKDAY WEEKEND PEAK

ROAN MOUNTAIN Deluxe 2 BR $ 125 $ 135 $ 140

CAMPING: Rates Effective January 1, 2013

Site Category General Descriptions:

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

Type A+: 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 A: Standard improved sites with water and electric and usual campsite amenities. Type C: Improved sites without electric. This can also be used for unimproved low demand, overflow sites with water & electric. Group camping sites: Those sites designed to accommodate larger groups of campers within a specific single location.

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In Season Rates and Discounts

Site Category Base Rate

TN Senior Disabled TN State

Employee* TN

Veterans*

Type A+ $27.50 N/A N/A N/A N/A

Type A $22.50 25% 25% 25% N/A

Type C $13.50 25% 25% 25% N/A

Group $ 25.00

Off Season Rates and Discounts

Site Category Base Rate

TN Senior Disabled TN State

Employee* TN

Veterans*

Type A+ $13.50 N/A N/A N/A N/A

Type A

Type C $13.50

Group $ 25.00

RENTAL, CONFERENCE/MEETING ROOMS/REC HALL/REC LODGE/OTHER:

PARK FACILITY Minimum Per Hour Per Day

Roan Mountain Executive Conf. Center

Whole Room Half Room

½ day $125

½ day $75

$200

$100

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PICNIC SHELTER RESERVATION/RENTALS:

Name of Park Shelter(s) Per Day Half-Day

Roan Mountain 1@ $40.00

2@ $35.00

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.

OTHER PLACES TO STAY

Mileage listed is approximate distance from Roan Mountain State Park

• Roan Mountain B&B- 423-772-3207 (4 miles) • Greg McCraken- 423-512-1665 (12 miles) • Mountain Harbor B&B- 423-772-9494 (6 miles) • Faith House (Carolyn)- 423-772-0259 ( 2 miles) • Delaney Crain (1 cabins)- (cell)423-297-0600; (home)423-542-5345 ( 1 mile) • Bee Cliff Cabins- 423-542-6033(16 miles) • Black Bear Resort (8 cabins)

in Hampton- 423-725-5988 (12 miles) • Amanda’s Mountain Home (1 cabin)-423-772-4990 (2 miles) • Roan Mountain Hideaway – 772-3548 (1 miles) • Laurel Creek Lodge- 423-725-5988 (12 miles) • Mountain View Campground 423-772-4211 • (1/2 mile) • Woodsmoke Campground 423-743-2116 (20 miles) • Misty Waters Campground 423-543-1702 (17 miles)

Prices or quality are not known, the individuals that generally go these routes are looking for more privacy or a place to stay if we are full.

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Customer Service and Satisfaction

TripAdvisor Rankings based on 72 reviews

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29

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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 367,909 5% 386,304 5% 405,620 Camping 170,332 5% 178,849 5% 187,791 Gift Shop 45,014 20% 54,017 10% 59,418 Programs - 2% - 4% - Other 42,969 3% 44,258 4% 46,028 Total Revenue 626,224 3.5% 663,428 3.9% 698,858 Total Expense 1,463,684 0% 1,463,684 0% 1,463,684 Gross Profit (837,460) (800,256) (764,826) Park Self-sufficiency 43% 45% 48%

Year 3 Year 4 Year 5

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

Cabins 5% 425,901 5% 447,196 5% 469,555 Camping 5% 197,181 5% 207,040 5% 217,392 Gift Shop 10% 65,360 5% 68,628 5% 72,060 Programs 4% - 5% - 5% - Other 4% 47,870 5% 50,263 5% 52,776 Total Revenue 4.5% 736,311 5.0% 773,127 5.0% 811,783 Total Expense 0% 1,463,684 0% 1,463,684 0% 1,463,684 Gross Profit (727,373) (690,557) (651,901) Park Self-sufficiency 50% 53% 55%

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Park Map

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Organization Chart

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*Updated 01-02-2019; Pages 16, 18; Public Hearing held October 9, 2018 at Roan Mountain State Park as per Tenn.Code Ann. 11-3-120

• CAMPGROUND CAPITAL PROJECT – indicated completion on page 18

• MILLER FARMSTEAD FOUNDATION/BARN STABILIZATION – indicated completion

on page 16

• CABIN FURNITURE – indicated completion on page 16