Harrison Bay State Park Strategic Management Plan

Park Purpose, History and Description

Harrison Bay State Park is a 1,200-acre park with approximately 40 miles of Chickamauga Lake shoreline and was originally developed as a Tennessee Valley Authority (TVA) recreation area in the 1930s. Its name is derived from a large bay at the main channel of the Tennessee River that covers the old town of Harrison, and the last Cherokee town in the area. The parklands are historically significant because the Cherokee town consisted of three villages which were ruled by one of the last great Cherokee Chieftains. Harrison Bay became the first Tennessee State Park in 1937.

This beautiful, wooded park is a haven for campers, golfers, boaters and fishermen, as well as picnickers and other day-use visitors from Chattanooga and the surrounding tri-state area. It has one of the most complete marina facilities available on any of the TVA lakes and all types of boats and water recreation vehicles are allowed at the park.

Goals, Objectives, and Action Plans

Resources

Visitor

Amenities

Operations

THE RESOURCES: Exemplary Natural and Cultural Stewardship

Goal: Tennessee State Parks will be nationally recognized for exemplary stewardship of natural and cultural resources.

Objective: More and better stewards: Increase internal and external stewards who share Tennessee State Parks core values and can contribute to the State Parks mission to preserve, protect, and share Tennessee’s natural and cultural resources.

Action Plan:

• Harrison Bay State Park will continue to grow and foster its relationships with local volunteers through the Friends of Harrison Bay 501c3 organization and organically with park guests to increase quality and quantity of stewardship. The interpretive staff of the park will also continue to provide quality professional programs that increase stewardship in our park through calls to action provided in the programs.

Objective: Better resource management practices: Identify, manage, and restore unique natural and cultural resources for generations to come.

Action Plan:

• Harrison Bay State Park will continue efforts to identify, manage and restore our resources in the park. We will pursue establishing firm boundaries again so that there are clear designations to what areas in the park need protection, and we will focus on identifying critical resources that are at risk. We will work to preserve resources we know are currently under threat including our historic CCC buildings, archeological sites, the islands and properties that are under our recreational easement from TVA and our properties that have been damaged by encroachment.

Objective: Better data and technology: Leverage data and technology to help inform and guide decisions on natural and cultural resources stewardship.

Action Plan:

• Harrison Bay State Park will utilize modern technological approaches to collect and review data that can guide our stewardship. We will utilize customer surveys, visitation data, and other sources to collect information on demographics. We will also use modern techniques to collect data on natural and cultural resources such as various citizen science powered apps.

THE VISITOR: Welcoming and Inviting to All

Goal: Tennessee State Parks will be the most accessible, welcoming, and inviting system of parks that enriches Tennesseans and visitors through excellent interpretation, education, and resource-based recreation.

Objective: accessible, welcoming, and inviting to all: create quality and varied programs of interpretation, recreation, and outreach so that all audiences feel welcome and invited.

Action Plan:

• Harrison Bay State Park will continue to maintain and expand efforts to reach new communities. We will develop new points of access for recreation opportunities for people with different abilities and we will develop programs specifically targeted to communities that may have had limited options to enjoy the resources of the park in the past.

Objective: high-quality programming: develop and support mission-based and resource-relevant programs to engage visitors, empower staff, and develop community wellbeing.

Action Plan:

• Harrison Bay State Park will continue to provide high quality programing by utilizing park interpretive personnel and park resources to develop and present programs. Harrison Bay State Park Interpretive staff will work to reach new audiences and nurture current relationships to develop a lasting impact on the community that uses the park. Harrison Bay State Park will seek to innovate with new programs and tell stories that may have been overlooked in the past to give interesting and accurate perspectives to park visitors. Our interpretive staff will also work to provide programs that reach new communities so that all our park guests feel welcome to attend and engage in our programs.

Objective: resource-based outdoor recreation: provide resource-based outdoor recreation opportunities that ensure representation of Tennessee’s natural, scenic, and cultural resources.

Action Plan:

• Harrison Bay State Park will seek to develop new resource-based outdoor recreation opportunities that are relevant to the park’s user base and to the park’s interpretive themes. Amenities that can drive resource-based use will be prioritized as new development is considered. The park will consider more resource-driven play structures as playgrounds are replaced due to age. The park will also attempt to expand water-based recreation activities, including seeking to further develop our motorized boat tour programs.

THE AMENITIES: Well-Maintained Facilities and Amenities

Goal: Tennessee State Parks will be well maintained with facilities and amenities that delight visitors and make Tennesseans proud.

Objective: Improve maintenance: Improve overall maintenance and upkeep of all park facilities and amenities that contribute to meaningful visitor experiences.

Action Plan:

• Harrison Bay State Park will work to continue to improve maintenance procedures. The park staff will utilize systems that encourage preventative maintenance and problem-solving to reduce maintenance costs and help keep the park in good working order with less downtime for facilities that would otherwise fall into disrepair from a reactive approach.

Objective: Better park accessibility: ensure all visitors have opportunities for meaningful experiences in every Tennessee State Park.

Action Plan:

• Harrison Bay State Park will seek out new opportunities to provide access to the park’s resources to the most people we can. We will investigate opportunities and partnerships that could help us develop better support for communities who have previously had less access to the park’s resources. Prioritization will be on projects that have smaller barriers to entry but increase accessibility to more people. HBSP will work with the TSP capital project team to ensure the park is a model of accessibility.

Objective: Quality and welcoming facilities and amenities: provide high-quality and well-planned facilities and amenities that enrich the visitor experience.

Action Plan:

• Harrison Bay State Park will work to increase the quality of the visitor’s experience at the park. This plan will include efforts to establish more interpretive signage and wayside panels. Improving kiosks and trail signage. This will also include efforts to increase native plant gardens and enriching experiences for park guests.

THE OPERATIONS: Operational Excellence

Goal: Tennessee State Parks will be a national model for operational excellence in a state park system.

Objective: Support and empower our people: support and empower our workforce by creating a caring environment that encourages professional growth and great customer service.

Action Plan:

• Operationally Harrison Bay State Park will seek to provide professional and friendly service to park visitors. Harrison Bay State Park operational staff will look for new ways to support efforts to raise revenue and cut costs while still providing excellent quality in service and amenities. We will also focus on internal customer support by developing clear management strategies and goals that aid in communication between work groups.

Objective: Efficient and effective operations: provide efficient, effective, and fiscally responsible service to Tennesseans and our visitors.

Action Step:

• Harrison Bay State Park Staff will drive to promote efficiency in all operations. All solutions and suggestions for increasing revenue and cutting expenditure will be investigated as possible. Staff will also work to seek new and more efficient procedures for the management and upkeep of the operational facilities to streamline processes.

Park Overview

Site Fact Sheet

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

Key Attractions

The amenities or features listed below are those that seem to be most popular for visitors.

• Camping
• Boating
• Fishing
• Hiking
• Biking
• Birding
• Educational Programs
• Golf

Site and Operations Assessment

This site and operations assessment is a culmination of analyses and findings from a review of the condition of facilities, infrastructure, and operations at Harrison Bay State Park. The findings and observations are not intended to be an exhaustive review of all issues present but provide a basic understanding of the predominant issues that contribute to the site’s current operating conditions. The assessment includes the following:

Site and Facility Assessment

Operational Assessment

Summary of Key Recommendations

Site and Facility Assessment

Methodology

Facility and asset conditions are rated using a differential scale of excellent, good, fair, or poor. Descriptions of conditions that are attributed to each of these findings are also provided.

Facility Inventory and Assessment

The table below is an inventory of facilities and amenities at Harrison Bay State Park and provides the assessed condition of each as reviewed in August 2026.

Trail Inventory and Assessment

Based on our trail survey and assessment, we do need to continue improvements to most of our trail systems. Bay Point Loop, our largest trail, suffers from a route that is through a low area in the park, because of this it constantly floods and becomes muddy. It needs more boardwalk and turnpike construction. The other trails have erosion issues from following the “fall-line”, and some need trail structures such as small bridges.

New Assets Needed

List new assets and amenities that would fall under capital expenditures that are needed to improve visitor experience and operational efficiency.

Prioritized Facility Needs

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

Operational Assessment

The Operational Assessment includes:

1. An inventory and classification of programs and services being provided at the site,
2. A review of staffing at the site,
3. A review of concessionaires and partners operating at the site,
4. Visitation and customer satisfaction, and
5. Professional development and training.

Inventory and Classification of Programs and Services

Programs and services are classified into one of three major categories:

1. Core or Essential Services;
2. Important Services; and
3. Value added or Visitor Supported Services

Functions of the site are classified into these categories based in part on the mission and public mandates for both the site and the agency. For the programs and services in each of these categories, there are financial performance expectations that will define how services are funded and evaluated.

CATEGORY 1 – CORE SERVICES [Largely supported by public subsidies]

Core programs, services and facilities are those the agency must provide and/or are 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 criteria for programs or services to be classified as core or essential are:

• The services are mandated by the agency’s law or charter or are contractually obligated by agreement to provide the services.
• The services are essential to protecting and supporting the public’s health and safety.
• The services protect and maintain valuable assets and infrastructure.
• The services would generally and reasonably be expected and supported by residents, businesses, customers, and partners.
• The services are those that cannot or should not be provided by the private sector.
• The services provide a sound investment of public funds.

The following programs and services offered at Harrison Bay State Park have been identified as core services:

• Preserve and protect the lands of Harrison Bay State Park
• Provide safe professionally managed operations and programs
• Follow regulatory statutes for safe operations (Hazmat, OSHA/TOSHA, Building Codes)
• Provide safe public lands for public access and recreation

CATEGORY 2 – IMPORTANT SERVICES [Supported by a balance of revenues and public subsidy]

Important programs, services and facilities are those the agency should provide, and are important to governing and effectively serving residents, businesses, customers and partners. Providing Category 2 services expands or enhances the agency’s ability to provide and sustain its core services. The criteria for programs or services to be classified as important are:

• The services expand, enhance or support identified core services.
• The services are broadly supported and utilized by the community, and are considered an appropriate, important, and valuable public good. Public support may be conditional upon the manner by which the services are paid for or funded.
• The services generate income or revenue that offsets some or all of the operating cost and/or are deemed to provide economic, social or environmental outcomes or results.

The following programs and services offered at Harrison Bay State Park have been identified as important services:

• Campground management
• Marina Management
• Golf Course Management
• Shelters and Rec Hall Facility Management
• Group Camp Management
• Retail Sales
• Kayak Rentals

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. Category 3 services provide added value above and beyond what is required or expected. The criteria for programs or services to be classified as visitor supported are:

• The services expand, enhance or support Core Services, Important Services, and the quality of life of the visitors, community, or stakeholders.
• The services are supported, valued, and well utilized and provide an appropriate and valuable public benefit.
• The services generate income or funding from sponsorships, grants, user fees or other sources that offset some or all of their cost and/or provides a meaningful return on investment.
• The Services can possibly be provided through outsourcing or use of concessionaires, providing opportunities for community enterprise or services that may not otherwise be provided by the agency.

The following programs and services offered at Harrison Bay State Park have been identified as visitor supported services:

• Interpretive Programming
• Birds of Prey/Live Animals Programs
• Native Plant Gardens

Personnel / Staffing Review

Personnel and staffing at Harrison Bay State Park represent the largest area of budgetary expense at an average of 55% of the total operating budget each year for the last three complete years, which is less than the target of labor costs not exceeding 65% of total operating expenditures. The tables below and on the following page provide a basic review of the current staffing at the site.

Full-Time Equivalent Employees (Park Operations)
*Law enforcement compensation confidential by TN law.

Part Time Employees (Park Operations)

Full Time Equivalent Employees (Hospitality)

Part Time Employees (Hospitality)

Labor Support

Total Labor Compensation Expense

Additional Future Positions Needed

Financial Performance

Revenue per available unit (Rev Per Unit) for the last four years in park facilities is detailed in the table below.

Current Rev Per Unit

Projected Rev Per Unit - Based on current Rev Per Unit trends at the park and any known developments over the next four years.

Customer Service

Professional Development and Training

The following professional development and training opportunities are being explored and planned for the staff and volunteers at this park:

• Maintenance and Operational Training
• Medical and Law Enforcement Based Training
• Administrative Trainings
• Routine management training
• Routine law enforcement training

Summary of Key Recommendations

Please provide short-term, mid-term, and long-term recommendations for addressing operational issues at the park and improving overall park performance.

Short Term Recommendations (Less than 1 year)

All original short-term recommendations were all accomplished by the update year of 2026.

Mid Term Recommendations (2-5 years)

Site and Facilities

• Construct new park office and visitor center.
• Expand utilization of Marina office after moving to new office.
• Update dated facilities: (Marina, B-Bathhouse, Ranger Houses, Group Camp, Campground D)
• Inventory and evaluate properties under park management.
• Seek the acquisition of new properties for protection, to offset impacts to current development.
• Continue to improve retail facilities and restroom access (such as Kayak Rental location)

Operations and Staffing

• Reclassify positions as needed and seek new positions to meet planned structure
• Utilize current and new staffing structure to expand hours of operations and retail opportunities

Customer Service / Visitor Experience

• Repair, replace or remove all day use recreation equipment (playground, tennis courts, basketball, etc.)
• Replace campground with a nature playscape.
• Complete Shore Stabilization project to protect shorelines.

Long Term Recommendations (5+ years)

Site and Facilities

• Add additional Day Use rental facilities
• Improve and update wayfinding signage and interpretive signage throughout the park.
• Update dated facilities (Marina, B-Bathhouse, Ranger Houses, Group Camp, Campground D)
• Waterfront Cabins

Operations and Staffing

• Obtain planned positions and reclassifications to meet needs of the park
• Pursue good onboarding, training and staff communication to maximize potential of current and prospective staff as anticipated staff changes occur.

Customer Service / Visitor Experience

• Provide new interpretive opportunities and displays in the Visitor Center/Office
• Complete repairs and replacement of day use facilities that show advanced age and need maintenance

Resource Management Plan

A resource management plan is a specific statement of the objectives you have for your land and natural resources, as well as any significant cultural and historic resources stewarded by the state park. This includes a defined series of priorities and activities that will take place in order to meet those objectives. This can include future potential land acquisitions or divestitures that are necessary to meet the park’s resource management goals and objectives.

Harrison Bay State Park has a responsibility to preserve and protect the land and resources within the park. The land that makes up the park represents some of the last undeveloped shoreline in the area and provides critical protection of the Tennessee River’s riparian zones that reduce common types of pollution and provide habitat for many species.

The park also protects the cultural resources of the people who have utilized this area throughout history because of its excellent location and access to the Tennessee river. These historic and cultural resources represent many cultures with significant stories and important artifacts that also require protection.

The contents of this resource management plan are as follows:

Resource Management Objectives

Resource Inventory and Assessment

Management Strategies

Land Management Strategies

Resource Management Objectives

Goal

Tennessee State Parks will be nationally recognized for exemplary stewardship of natural and cultural resources.

Objectives

• More and better stewards: Increase internal and external stewards who share Tennessee State Parks core values and can contribute to the State Parks mission to steward Tennessee’s natural and cultural resources.
• Better resource management practices: Identify, manage, and restore unique natural and cultural resources for generations to come.
• Better data and technology: Leverage data and technology to help inform and guide decisions on natural and cultural resources stewardship.

Aligned with these objectives are specific strategies to achieve the desired outcomes for the natural, cultural, and historic resources of this park.

Strategies

A. Work to develop species inventories (ATBI, Bioblitz, Citizen Science Apps)

B. Work to develop historic/cultural and archaeological site inventories

C. Utilize resource data to make resource management plans

D. Expand efforts for active conservation utilizing volunteers and citizen groups for greater engagement.

E. Promote efforts through interpretive programming.

F. Increase boundary surveying and protection to prevent habitat destruction, encroachment and land loss.

Resource Inventory and Assessment

The significant natural, cultural and historic resources of the park requiring management are detailed below including a condition assessment rating for each. Condition assessments are selected from the following options based on what most describes the current condition of the resource:

1. Excellent – resource is in excellent condition; all potential threats to the integrity of the resource are currently managed and effectively mitigated.
2. Good – resource is generally in good condition and stable; threats to the integrity of the resource require regular management to mitigate.
3. Fair – resource is in stable condition but difficult to mitigate ongoing threats; additional management support is required.
4. Poor – resource is generally in poor condition with management support required to both improve existing conditions and address threats.
5. Critical – resource is highly threatened or deteriorated and requires immediate management prioritization.

Management Strategies

The management strategies outlined below are directly correlated to the resources identified previously in the Resource Inventory and Assessment section immediately above. These are general and overall management recommendations for each resource from which priority actions will be determined. Each resource has both a “Public Use” management strategy (which could include limited or no public access, or managed access with infrastructure and regulation) and a “General Management” strategy.
The priority assignments reflect the highest resource management priorities of the park over the next 1-5 years (High Priority) and 6-10 years (Moderate Priority)

Land Management Strategies

In some cases, strategic land acquisitions or divestitures are necessary to meet the overall resource management goals and objectives of the park. This can include opportunities to address buffers, watersheds, viewsheds, inholdings, and adjacent properties. The table below details general strategies for land management. Timelines refer to Short Term (1-3 years), Mid Term (4-6 years), and Long Term (7-10 years).

Interpretive Programming and Education Five-Year Action Plan

Tennessee State Parks’ Interpretation, Programming, and Education team is helping park staff set and achieve programming goals by developing Interpretive Action Plans. This process begins with conversations with Area Interpretive Rangers that prepare field staff for the Scoping Meeting. This meeting brings park staff and stakeholders together to identify audience(s), themes, resources, and set goals and objectives. This information then turns into the five-year Interpretive Action Plan.

Park Primary Interpretive Theme

Harrison Bay State Park is a memorable place to experience cultural and natural resources along the Tennessee River.

Park Secondary Interpretive Themes

S.1. Through exposure to available park natural resources visitors will come to understand, appreciate, and desire to protect natural and cultural resources and the environment.

S.2. By leveraging internal and external partnerships, Harrison Bay State Park will be able to better protect its cultural resources and share them with others.

S.3. Harrison Bay will continue to be a leader in recreational opportunities, helping its community to access and connect to the resources and the river.

Existing Audiences

Emerging Audiences

Park Programming Inventory Data

Key Park Natural, Cultural, and Recreational Resources

Key Park Interpretive Infrastructure

1. CCC Stone work
2. Interpretive center
3. Woodshop

Park Personnel Primarily Dedicated to Interpretation

Volunteer Hours and Numbers for Most Recent Fiscal Year

Park Interpretive Goals

Goal 1

Natural Resource Goal: increase visitor understanding of natural resources at PCSP.

Theme(s) Supported: S4, S5

• 2-Year Objective: Increase visitor participation in community science programming by 10%
• 5-Year Objective: Increase visitor participation at community science programs by 15%

Resources Assigned to Goal: Rangers staff

Strategy for Implementation:

• Increase community engagement
• Create community science project program outlines
• Offer 1 community science natural resource program every quarter and ensure its data is recorded in PPI.

Goal 2

Cultural Resource Goal: Visitors will have access to better cultural resource information at HBSP Through research and community partnerships Harrison Bay State Park will identify and develop regularly occurring programs based on those key cultural resources.

Theme(s) Supported: S2

• 2-Year Objective: Increase programs with internal or external partner by 50%
• 5-Year Objective: Increase visitor participation in programs with internal or external partners by 15%

Resources Assigned to Goal: Ranger staff

Strategy for Implementation:

• Create 10 written program outlines for relevant cultural resources.
• 5 of the 10 written outlines should involve an internal or external partner.
• Offer 1 cultural resource program per quarter.

Goal 3

Recreation Skill Development Goal: Visitors will be safe and confident recreators

Theme(s) Supported: S3

• 2-Year Objective: Increase first time recreators program participation by 10%
• 5-Year Objective:  Increase in returning recreators to recreation skills development programs by 15%

Resources Assigned to Goal: Rangers staff

Strategy for Implementation:

• Offer high quality skill building programs
• Review existing recreational program offerings
• Evaluate for accessibility
• Work with P&E and other regional parks to establish passive and active interpretation opportunities for recreational skill building

Goal 4

Education Goal: Build and rebuild relationships with local educators to ensure students learn about the unique opportunities and history at Harrison Bay State Park Students will have a better understanding of History at Harrison Bay State Park

Theme(s) Supported: S2

• 2-Year Objective: Increase submission of all education program requests through the designated digital form by 100%
• 5-Year Objective: Increase school outreach by 10%

Resources Assigned to Goal: Rangers staff

Strategy for Implementation:

• Identify 4 new schools in Chattanooga region for new opportunities
• Create formal ongoing partnerships with at least 2 of the 4 identified schools, demonstrated by scheduled reoccurring programs or a documented collaboration plan.
• Facilitate at least 1 meeting with statewide programs team to create and publish educational offerings menu.

Goal 5

Volunteer Goal: Volunteers will offset park operational costs and create community engagement.

Theme(s) Supported: S1, S2

• 2-Year Objective: Report 80% of volunteer efforts in galaxy digital
• 5-Year Objective: Increase volunteer hours by 10%

Resources Assigned to Goal: Rangers staff

Strategy for Implementation: Host 12 scheduled volunteer events annually.

Financial Performance Goals

Financial performance goals are a critical performance management tool of the Tennessee State Park System. While the financial performance of parks are managed more intently at the system level, individual parks are expected to recover a portion of their operating costs through the generation of earned revenues where appropriate and to contribute to the system goals. The majority of earned revenues at state parks are generated through facility usage (campsites, cabins, lodge rooms, rentable pavilions, etc.), the delivery of fee-based programs and services, equipment rental and usage, and retail sales. Other forms of revenue generation come from golf courses and restaurants where those amenities are present. That said, not all parks have the same ability to generate earned revenues because the availability of facilities or programs vary widely from one park to the next. The “recovery” of operational costs by earned revenues is referred to as “cost recovery”. Operating costs beyond those supported by earned revenues represents the extent to which state funding support operations at each park.

The table below represents the overall park cost recovery for this specific park for the most recent fiscal year and forecast estimates for the upcoming five years. These estimates are based on projection estimates for known and foreseeable costs and recovery figures.

Park Overall Cost Recovery Goals