Henry Horton State Park Strategic Management Plan

Park Purpose, History and Description

Henry Horton State Park is located in northern Marshall County about 40-miles south of the Tennessee State Capitol. The park was officially established in 1961 and will be forever held by the people of Tennessee to preserve various segments of the Duck River, which is known as the longest river located entirely within the State of Tennessee and one of the most biologically diverse rivers in the world. The area held the first crossing bridge of the Duck River which was constructed on the property in the 1830’s. An area formally known as Fishing Ford was a nineteenth-century crossroads village and the Wilhoite Mill and Dam site, constructed along the Duck River shortly after.

Henry Horton State Park was established on the former estate of the Wilhoite/Horton family. The park’s namesake, Henry Hollis Horton served as Tennessee’s thirty-sixth Governor. The estate was purchased by the state of Tennessee to create a place of enjoyable resort-style recreation for its visitors. In addition to the golf course, state planners provided the park with a wide range of facilities, including a restaurant, an inn, conference rooms, an Olympic-sized swimming pool, a disc-golf course, ball fields, and well-equipped playgrounds. In total the park boundary encompasses 1582-acres of land and 6-miles of river shoreline.

With the integrity of the parks valuable natural resources at the forefront, the park will preserve and protect, in perpetuity, the unique karst topography, native timber forests, and riparian zone in this part of the central basin and interpret the regions rich river culture from prehistoric to historic times while providing appropriate and compatible outdoor recreational opportunities.

It is the mission of Henry Horton State Park to: provide professional, effective management and stewardship of the park and all its resources, present compelling interpretation of the park’s story and resources, provide opportunities for safe enjoyable outdoor and recreational experiences to all park visitors, provide the highest quality hospitability and stay-use services and facilities, provide a safe and inspiring workplace for all park employees and volunteers, manage all park operations to be as efficient and cost effective as possible and to partner with local community leaders to bring a positive economic impact to the area surrounding 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:

• To create valuable and meaningful connections for park visitors, through the implementation of high-quality interpretive programming, youth based educational programming, inclusion, accessibility, and community partnerships.
• Develop and conduct an ongoing series of high quality, park specific programs designed with the overarching goal of promoting TSP’s core values, fostering awareness and appreciation for the park’s unique natural and cultural resources, and educating the public on the responsible and sustainable use of Henry Horton State Park and the Duck River.
• Continue to promote awareness of and appreciation for the park’s natural and cultural resources while conducting off-site school programs, on-site school field trips, and scheduled free programs for the public at the park throughout the year.
• Promote stewardship of the park’s natural and cultural resources during signature hikes and annual volunteer event held at the park each year.
• Promote and fully participate in TSP’s Junior Ranger Program at the park.
• Partner with our non-profit support group, Friends of Henry Horton State Park, who exist to support the park’s mission and vision.
• Partner with local groups that support the Duck River, Conservation, and Recreation.

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

Action Plan:

• Utilize expert consultants to participate in actionable protection of the current resources and future discoveries while prioritizing, habitat, wildlife management, safe experiences.
• Develop and implement a process to better identify, prioritize, conduct and document natural and cultural resource management activities at the park.
• Assure ranger and maintenance staff are engaged in beneficial resource management activities throughout the year by incorporating this requirement in individual performance plans and monitoring progress in monthly activity reports.
• Encourage appropriate staff participation in resource management training such as TSP’s Go Green, Resource Management, and GIS workshops, as well as web-based and off-site training opportunities provided by other resource management agencies and organizations.
• Take immediate, appropriate action when threats to park resources such as vandalism, encroachments, and illegal harvesting, dumping, or camping are encountered.
• Fully enforce park rules related but not limited to firewood, fires, metal detectors, drones, ATV’s, camping, hunting, fishing, and other regulated activities that have the potential for direct, negative impacts on park resources or other guests.
• Perform inspections of the park’s boundary, cultural features and rare, threatened, or unique species to identify, document and address any issues or problems a minimum of once per year.

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

Action Plan:

• With the aid of GIS, survey applications, and the implementation of new technology that give precise GPS locations, capture high-quality images, and allow for comments to increase the likelihood of properly identifying and collecting meaningful information.
• Utilize the collected data to make decisions about protecting park resources. Participate in departmental GIS training events and work with GIS staff to develop a database inventory of the park’s valuable cultural and natural resources
• Identify and utilize mapping and distribution databases of invasive, rare, threatened, and endangered species to inform and guide natural resource management activity at the park.
• Solicit input from other land management agencies, educational institutions and other professionals to help inform and guide potential resource management activity at the park.
• Implement resource management strategies and practices provided by professionals conducting scientific research at the park.
• Explore the use of new tools such as drones to aid in resource management activity.

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:

• While creating, promoting, and providing interpretive programs, Essential Eligibility Criteria will be utilized to support guests make an informed decision based on their personal ability.
• Henry Horton State Park will continue working to incorporate technology that includes augmented and virtual reality access points provides access for the visitor.
• Park interpretive staff shall be required to participate in inclusivity, sensitivity, and interpretive training events such as Telling Full Stories: Understanding Bias, Train the Trainer, Volunteer Coordinator Workshop and Respectful Workplace provided by IEP, DOHR and other organizations.
• Park interpretive staff shall develop, market, and conduct a series of ongoing interpretive programs specifically designed for visitors with physical, intellectual, or developmental disabilities that provide the best possible experience and exposure to park resources utilizing proven and effective forms of interpretation for those target audiences.
• Park interpretive staff will incorporate requests and participate in as many off-site special events as possible to engage a wider audience and encourage participants to visit and take advantage of interpretive opportunities at Henry Horton State Park.
• Partner with our non-profit support group, Friends of Henry Horton State Park, who exist to support the park’s mission and vision.

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

Action Plan:

• Through the planning and delivery of high-quality interpretive programs and recreational opportunities, visitors will be able to safely access the resources of the park, a variety of compelling, unique, and special places that include the enjoyment and education related to the Duck River and the park’s amenities.
• Interpretive staff will research and develop programs that incorporate the elements of effective interpretation and organize program outlines and transcripts in the format established by IPE.
• Partner with our non-profit support group, Friends of Henry Horton State Park, who exist to support the park’s mission and vision while delivering “Duck River Education Day”, a Youth Education series provided by park rangers and external partners.
• Support requests from school groups and maintain a priority of establishing opportunities for reoccurring and first-time audiences.

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

Action Plan:

• Park Interpreters will tell full stories related to the natural history of the park and the Duck River while highlighting the unique biodiversity and rich cultural perspectives
• Expand upon the park’s ability to provide opportunities for recreation and outdoor skills supported by the resource of the park such as hiking trails, kayaking, river sports, trap & skeet, archery, mountain biking, astronomy, campfire cooking, fire building, flora & fauna identification.
• Encourage appropriate use of the park by external groups such as scholastic, athletic, civic and youth organizations and clubs for races, sports events, recreational activities, and camps.

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:

• Utilize deferred maintenance funds and the park modernization efforts, the park will be able to address the exorbitant backlog of facility issues, while meeting the technological advancements of the modern park visitor, exceeding the requirements and basic needs of the visitors.
• Maintenance staff shall use the current appropriate tracking software as a tool to prioritize, schedule, perform and document all relevant preventative and routine work activities at the park, and will continue to load new locations, vehicles, buildings and building equipment into the system as necessary.
• All plans, schematics, blueprints, operational, troubleshooting, repair and safety manuals, warranty, model, replacement part and service provider documents for park vehicles, equipment, buildings, and mechanical, plumbing, and electrical systems will be well-organized and housed in a designated central location for easy access when needed.
• The maintenance supervisor will review all purchase orders for work performed on the park by outside contractors. The maintenance supervisor will inspect the work of those contractors to assure they are adhering to written specifications, using appropriate building materials, and performing work that is safe and meets the standard of quality expected by the state of Tennessee.
• The park manager will hold monthly meetings with the maintenance supervisor to discuss maintenance priorities, concerns, and material and equipment needed.
• The park manager and maintenance supervisor will collaborate to identify priority areas of the park to be mowed and maintained.
• Safety and Security Officer or assigned staff member should conduct inspections of the playground bi-annually and work with maintenance staff to promptly correct any problems discovered.
• Ranger and maintenance staff will continue to collaborate to perform inspections and removal of hazardous trees in accordance with the park’s Hazardous Tree Management Plan.
• The park manager will communicate maintenance issues and/or problems identified by visitors and overnight guests through State Park Guest Surveys directly to staff to facilitate quicker response to problems.
• Require full-time maintenance staff to attend periodic training courses relevant to their scope of work such as basic plumbing, carpentry, electrical repair, chainsaw safety, first aid, HIPPO or mechanics offered through the TDEC, online courses, and other agencies, organizations, and educational institutions. Incorporate this requirement in individual performance plans and monitor progress in monthly activity report.

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

Action Plan:

• Through the Access 2030 initiative, several areas of have been identified to receive upgrades which will address accessibility throughout the park.
• Park upgrades have been identified and designed to better provide access and opportunities for visitors to discover a variety of accessible places on the park.
• Park staff will support STREAM to facilitate the accessibility upgrades as they are identified and implemented throughout the park.
• The Park Manager and Maintenance Facilities Supervisor will continue to work closely with Middle Tennessee Regional Maintenance Office to upgrade park managed facilities, sidewalks, and parking areas that have yet to be upgraded where possible.

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

Action Plan:

• With the addition of a Visitor Center, Park Restaurant, Lodge, and ADA upgrades made to existing facilities, the park is making efforts to build and improve accessibility for everyone.
• Park staff will work closely with the Office of Facilities Management and architects to assure the new accessibility upgrades, new park lodge, and other future facilities conform with TSP’s Design and Landscaping Guidelines.
• Henry Horton State Park will continue to assure basic services such as daily restroom and shelter cleaning, trash removal, and mowing is performed on a continual basis without disruptions.
• Park staff will conduct inspections, review visitor comments, and interact with visitors to obtain timely information on buildings or grounds maintenance problems and work to resolve those issues in priority order.
• Park staff will continue to identify ways to maintain and provide basic amenities that make for a better park experience such as water/refill fountains, changing stations, charging stations, and any other unforeseen upgrades as needed.

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:

• Maintain a safe, fulfilling and inclusive environment for park employees.
• Implore staff to meet federal minimum standards, utilizing the TDOHR Learning Pyramid, participating in internal and external trainings, and following pay for performance program will add educational opportunities and motivate staff members.
• All supervisors responsible for rating subordinates will be fully trained in the performance planning process and will consistently follow all steps in the process including the development of SMART work outcomes and action steps, drafting honest and constructive interim and final review comments and conducting performance review meetings with subordinates.
• Employees struggling with their work responsibilities will be required to complete a Job Performance Improvement Plan and will be provided with ongoing coaching and support.
• All employees will be required to participate in Respectful Workplace and Customer Service training courses yearly by incorporating this requirement in individual performance plans.
• Every effort will be made to accommodate employee requests for training online, within the department or through outside educational institutions, agencies, or organizations.
• The park manager will work with the administrative human resource employee proactively to provide employees with information, access, and resources related to employee benefits, insurance, retirement, Tennessee State Employees Association, raises, bonuses, and new legislation and policies that directly affect staff.
• The park manager will continue to schedule and conduct relevant and meaningful monthly staff meetings (as much as possible) where employees are offered an opportunity to freely discuss work-related issues, concerns, and solutions.
• The park manager will continue to maintain an open-door policy for employees to discuss (discretely if necessary) their needs and concerns.
• Park staff will be made aware of their co-worker’s service anniversaries and birthdays so they may recognize and honor those occasions. Special recognition and/or ceremonies may be held upon any employee’s retirement unless the employee wishes otherwise.

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

Action Step:

• The park will continue to fully participate in the Go Green program and adhere to the program’s guidelines for reducing material waste and conserving energy.
• The park will continue to monitor trends in utility consumption to monitor potential maintenance problems.
• The Facilities Maintenance Supervisor and supporting staff will identify ways for the park’s facilities to become more energy efficient and find ways be more cost effective and create energy savings. This process will be on-going and evolve as energy changes occur.
• Preventative maintenance schedules on park vehicles, equipment, mechanical, electrical, plumbing and HVAC systems will be strictly adhered to and repairs to those systems will be assigned top priority upon discovery.
• The park will perform an annual review of all operations to identify strategies for increasing efficiency and revenue while reducing expenditures and waste.
• The park will fully support the department’s initiative that encourages the use of and builds infrastructure for electric vehicles within the park.
• The park will actively seek volunteer assistance from Tennessee Promise Students, interns, and service organizations to provide labor support for park initiatives and projects.
• The park will seek alternate funding sources for programs and projects through grants, donations, and in-kind contributions.

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.

• Duck River and access points
• Golf Course
• Hospitality Services (Lodge, Cabins, Conference Space, restaurant)
• Day-Use Facilities/Amenities
• Camping
• Day-Use recreational activities (mountain biking, disc golf, trap & skeet range, playgrounds)
• Trails

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 Henry Horton 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 Henry Horton State Park and provides the assessed condition of each as reviewed in September 2026.

Trail Inventory and Assessment

The trails at Henry Horton State Park are heavily used and a popular attraction within the park. Due to the use, there are substantial maintenance needs for them, including but not limited to erosion repair and control, trail re-routes, bridge replacement, and signage replacement.

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 Henry Horton State Park have been identified as core services:

• Support the mission of Tennessee State Parks which is “to preserve, protect, and share Tennessee’s natural and cultural resources while providing safe, quality outdoor experiences.”
• 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.
• Provide for basic, non-staff supported day-use activities, with 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 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 the operating cost and/or are deemed to provide economic, social or environmental outcomes or results.

The following programs and services offered at Henry Horton 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.
• Provide boating and canoe access to the river
• Provide support services for picnic shelters, tennis courts and playgrounds.
• Provide hiking, mountain bike, and day use access.

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 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 Henry Horton State Park have been identified as visitor supported services:

• Operate a 76-room inn and conference center.
• Operate a full-service, year-round restaurant.
• Operate banquet and conference facilities for business meetings, wedding, etc.
• Operate and provide retail support services for the gift shop in the inn.
• Provide support services for 8 rental cabins and 85 tent/RV campsites.
• Provide fee-based interpretive and recreational opportunities focused on the park and river resource and the main park interpretive themes.
• Operate the Trap and Skeet Range.
• Hold special events focused on the main themes of the park.
• Operate 18-hole golf course open to the public.

Personnel / Staffing Review

Personnel and staffing at Henry Horton State Park represent the largest area of budgetary expense at an average of 49.1% of the total operating budget each year for the last three complete years, which is 0.9% less than the target of labor costs not exceeding 50% 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:

• Swiftwater Rescue training for park rangers and supporting staff
• Internal Lifeguard Instructor for swimming pool operation staff
• TDHR pyramid level 1-2 for all full-time staff and level 3 for supervisors
• Required trainings for TN State Employees
• TOSHA/OSHA/Federal minimum compliance trainings
• Chainsaw safety and Operations – all full-time conservation staff and park rangers
• CPR & AED basic for all staff on Park
• Recreational Swimming Pool Management (maintenance staff and manager of operation)
• Ongoing law enforcement training for Park Rangers
• Food Safety training for all servers and managers
• Routine management 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)

1. Site and Facilities

a. Campground front entrance repaved and striped

b. Day use road sealed and striped

c. Shelter parking lots repaved and striped

d. Signage updates – directional, roadway signs, trails, shelters, staff parking, etc.

e. All facilities should have signs telling the name of the building and amenities inside

f. Sewage repair at Camp Store

g. Arrows and striping on campground roads

h. Storage buildings added

i. Add changing stations to all restroom facilities including hospitality operations

j. Develop solution to restaurant hot water heater freezing up during the winter

k. Seal RV Loop Drive and stripe with directional arrows

l. On-going hazardous tree removal in campground

m. Remove dead/dying trees

i. Cabins 6 & 8

ii. Disc Golf (150 removed in 25/26 - 100 more to accomplish)

iii. Day-Use area

iv. Stump removal throughout park

n. Firewood Storage at Camp Store

o. Stage in Campground

p. Cabin siding and window upgrades

q. Complete a Duck River access and interpretation package at Batten Bluff, existing river access points, and Ronnie Bowers Wetland, including kiosks, BluewaysTN information, safety

messaging, biodiversity interpretation, and wayfinding.

r. Work with BluewaysTN to conduct an Access 2030 gap assessment of major visitor-use areas to identify barriers involving parking, routes, restrooms, programs, river access, trails,

and outdoor recreation.

s. Improve the Multi-Sport Area visitor experience, including archery infrastructure, instructional areas, directional signage, shade/seating, and improved first-time user information.

t. Identify opportunities for accessible fishing, river observation, paddling access, and other adaptive recreation along the Duck River corridor.

u. Establish consistent signage connecting the campground, lodge, visitor center, greenway, river, Multi-Sport Area, trails, and other major recreation assets.

2. Operations and Staffing

a. Additional Job Share position for Visitor Center

b. Stabilize new restaurant staffing levels

c. Develop a formal Duck River operations and safety plan covering access points, paddling operations, water conditions, emergency response, visitor messaging, and partner

coordination.

d. Establish a staff training program centered on accessible recreation and inclusive customer service, including use of adaptive equipment.

e. Develop operational procedures for expanding scholastic trap and skeet participation, including school practices, leagues, clinics, and special events.

f. Establish an archery programming plan for beginner instruction, youth programs, leagues, rentals, and special events.

g. Continue cross-training staff so visitors can receive consistent information about recreation and programs throughout the park.

h. Identify staff or team leads responsible for river recreation, accessibility, scholastic shooting sports, archery, and educational partnerships.

3. Customer Service / Visitor Experience

a. Repave campground entrance

b. Facility ADA improvements (Access 2030 project 26/27 - in progress)

c. Shelter numbers added to facilities

d. Signs identifying each building

e. Replace sand in volleyball court

f. Skeet Range Directional Sign on Highway

g. Highway informational signs (amenities listed)

h. Waterwheel interpretive panels

i. Campground Entry Signage and all areas labeled

j. Greenway kiosk, groundbreaking and porous-pave RTP grant completed

k. Mountain bike trail information kiosk

l. Create a more complete “Plan Your Duck River Experience” or “Know Before You Go” system through kiosks, webpages (BluewaysTN), printed materials, QR codes, river maps, safety guidance, and access information.

m. Develop several signature educational programs around:

i. Duck River biodiversity

ii. Wetlands and water quality

iii. River safety and recreation

iv. Conservation and stewardship

v. Outdoor skills

vi. Archery and shooting sports safety

n. Develop intentional opportunities for first-time visitors to experience archery, trap/skeet, paddling, hiking, mountain biking, and other outdoor activities.

o. Create stronger connections between overnight visitors and recreation; for example, providing lodge and campground guests with clear information about programs, trails, river opportunities, and the Multi-Sport Area.

p. Increase programming specifically designed for families, school groups, beginning outdoor recreationists, and visitors with disabilities.

Mid Term Recommendations (2-5 years)

1. Site and Facilities

a. Repave/resurface Main Park Roads and Parking Areas

i. Park Road

ii. Campground Entrance

iii. Gravel Road in Day Use Area

iv. Maintenance Drive

v. Warner Road Residence

vi. Cabin Drive

vii. Office of Emergency Services Road

viii. Shelter Parking Lots

ix. Primitive Campground roads

x. Tent Campground Road

xi. Wetland Parking Lot

xii. Wetland to River Access

xiii. Batten Property Entry & Road

xiv. Skeet Range Drive

xv. Golf Course Parking Lot

xvi. Golf Course Maintenance Road

xvii. Cart Paths

xviii. Wilhoite Mill Parking Lot

xix. Parking Area for emergency

xx. Sealcoat RV loop

b. Resurface Tennis/Basketball Courts

c. Construct and open new Lodge and Conference Center

d. Covered walkway from restaurant to visitor center Camp Store expansion

e. Blue Cross Healthy Place bathroom infrastructure upgrade

f. Campground Expansion (Premium RV sites and Group Camp)

g. Tower Sign at Golf Course

h. Amphitheater for day use area behind park restaurant

i. Convert old park restaurant building into useable space or remove building

j. Accessibility upgrades capital project throughout park

2. Operations and Staffing

a. Increase full time and part time staffing for new Lodge operations

b. Additional Con Worker JS position for trails and grounds keeping

c. Additional Park Ranger position

3. Customer Service / Visitor Experience

a. Add sewer sites (Campground expansion)

b. Pedestrian Bridge Across River from Wilhoite Area to Day-Use

c. Amphitheater in Day-Use behind Park Restaurant

d. Leveling campsites that are natural surface

e. Add an overlook deck to show river from Wilhoite Mill Area

f. Position Henry Horton State Park as a primary gateway to the Duck River Blueway

i. Develop Henry Horton as a recognizable regional destination for Duck River recreation, education, stewardship, and access. This could include improved access points, consistent BluewaysTN branding, accessible river experiences, interpretive infrastructure, river-mile information, trip planning, safety information, and partnerships throughout the watershed.

g. Become a Tennessee State Parks model for accessible outdoor recreation.

i. Move beyond individual ADA projects toward a park-wide accessible recreation strategy connecting:

- Greenway

- River

- Wetlands

- Interpretation

- Fishing

- Archery

- Shooting sports

- Camping

- Special events

- Educational programs

- Adaptive equipment

h. Henry Horton State Park should demonstrate how traditional outdoor recreation can be intentionally adapted for a broader range of users.

i. Establish Henry Horton as a regional center for youth shooting sport opportunities

ii. Over the next 2–5 years: Develop relationships with regional scholastic teams; Host team practices and clinics; Expand spring/fall leagues; Explore regional competitions; Develop beginner youth shooting opportunities; Incorporate conservation, firearm safety, sportsmanship, and mentorship; Improve facilities necessary to support larger events; Develop partnerships with TWRA and other shooting-sports organizations. This could become one of the distinguishing programs of the park.

iii. Develop a complete archery pathway from introduction to longterm participation.

iv. Potential additions could include youth instruction, school programs, adaptive archery, equipment rentals, leagues, tournaments, and eventually an experiential or wooded archery course.

v. Establish Henry Horton as a regional outdoor classroom.

i. Develop formal partnerships with surrounding school systems and create repeatable curriculum-based programs that teachers can easily select. I would aim for four or five flagship educational experiences, such as:

i. Duck River Discovery: biodiversity, aquatic ecology and water quality

ii. Wetland Explorers: habitat, wildlife and conservation

iii. Outdoor Tennessee: recreation, stewardship and public lands

iv. Outdoor Skills Academy: navigation, safety, Leave No Trace and recreation

v. Conservation Careers: park management, wildlife, forestry, interpretation and environmental science

vi. Improve the physical and informational connections among the park's different recreation assets. Henry Horton has an unusual advantage because one park can expose visitors to:

vii. River recreation

- Hiking

- Greenway recreation

- Mountain biking

- Disc golf

- Golf

- Archery

- Trap and skeet

- Wildlife viewing

viii. Camping

- Educational programming

Long Term Recommendations (5+ years)

1. Site and Facilities

a. Repair and extend Concrete Boat Ram

b. Pave “Batten Bluff” (additional Property River Access) roadway

c. Every lightbulb in the park should be LED and/or energy efficient lighting

d. Replace Park pump lift station

2. Operations and Staffing

a. Add additional staff to growing facilities

b. Additional full time and part time positions to support park visitation growth

3. Customer Service / Visitor Experience

a. Additional river access points

b. Additional camping, cabins, and recreational opportunities

c. Places to access Wifi and admire the park through the use of technology like AR & VR

d. Upgrade existing tent and and RV campground

i. Identify new ways to enhance the visitor experience in current times

e. Complete Duck River Recreation & Education Corridor

i. Develop the Henry Horton portion of the Duck River into a fully integrated corridor connecting access, recreation, conservation, interpretation, wetlands, accessible experiences, paddling, fishing, trails and education.

i. The ultimate outcome would be that Henry Horton is recognized not simply as a park beside the Duck River, but as one of the primary places people go to experience and understand the Duck River.

ii. Establish Henry Horton as a regional destination where visitors can learn and participate in multiple outdoor pursuits within one state park.

ii. Establish Henry Horton as a regional destination where visitors can learn and participate in multiple outdoor pursuits within one state park.

iii. That could eventually include expanded:

1. Archery

2. Shooting sports

3. Mountain biking

4. Paddling

5. Fishing

6. Conservation education

7. Outdoor skills

8. Adaptive recreation

iv. The Multi-Sport Area could become a significant component of this concept.

v. Continue toward a long-term goal of linking major visitor destinations through accessible facilities, information and programming.

f. Make the long-term expectation that recreational growth produces measurable conservation benefits.

i. Paddlers become river stewards.

ii. Mountain bikers support trails.

iii. Shooting-sports participants learn wildlife conservation.

iv. Archery participants learn outdoor ethics.

i. Students participate in habitat projects.

ii. Visitors contribute through volunteering and donations.

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.

The main goal of Henry Horton State Park is to provide recreational opportunities for the visiting public while also protecting the natural, cultural, and historical resources of the park and the Duck River. In order to protect the resources that impact the park and the Duck River watershed, emphasis is placed on monitoring the activities of park users and correcting behaviors that are detrimental or destructive to park resources and overall health of the river. Through public education, inclusion, stewardship programs, enforcement of park rules and policies, and applying law enforcement action, when necessary, park rangers will be able to fulfill this goal. While providing outlets for stewardship of the park’s resources through inclusion, outreach and education, interpretation compliance and support for resources protection can be obtained. The park’s overall approach to resource management has many other important elements including administrative oversight, conservation maintenance, resource restoration and egress enhancement, monitoring and public relations, but education and interpretation are vital to this effort.

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

1. Natural Resource Management Strategies

A. Administrative Oversight

i. Report resource management activities and issues to Area 3 Regional Parks Manager each month

ii. Update Resource Management Plan periodically to best serve the park.

iii. Update Interpretive Action Plan annually.

iv. Improve system for identifying, prioritizing, conducting and documenting resource management activities.

v. Assure ranger and maintenance staff engage in ongoing resource management activities by incorporating this requirement in Individual Performance plans.

vi. Participate fully in the department’s Go Green program.

B. Training

i. Rangers shall participate in departmental GIS training events and refreshers as needed throughout the year.

ii. Encourage staff participation in resource management training opportunities provided by the department, other agencies, and organizations.

iii. Ranger staff shall maintain CIG certification.

iv. Rangers will be encouraged to complete the pack test annually.

v. Rangers will be afforded the opportunity to join the Area 3 fire team or to be certified by the National Wildfire Coordinating Group (NWCG).

vi. Rangers and staff will at minimum receive limbing and bucking (internal chainsaw certificate) training in order to carry out basic chainsaw work in the field.

vii. Rangers will have the opportunity to expand on natural resource management training as requested.

viii. Rangers will at minimum understand the park resources

C. Natural Resource Restoration, Maintenance and Enhancement

i. Conduct yearly park boundary inspections to identify and correct problems.

ii. Replace missing park boundary signs.

iii. Fence areas if appropriate to address specific encroachments issues.

iv. Utilize game cameras, increased ranger patrols and other methods for identifying issues as necessary. Continue to compile inventories of plants, animals, and ecological communities to improve management of natural areas and ecological resources.

v. Work with volunteers to update park floral and faunal lists; ie: Bioblitz.

vi. Periodically monitor state listed species.

vii. Enforce Park rules related to firewood, fires, metal detectors, ATV’s, backcountry travel, camping, hunting, fishing, geocaching, and other regulated activities that have potential for direct, negative impacts on park resources.

viii. Take immediate, appropriate action when threats to park resources such as vandalism, encroachments, and illegal harvesting, dumping, or camping are encountered.

ix. Develop and implement management strategies to control or eradicate invasive pest plants.

x. Comply with the guidelines and requirements set forth in the park’s Hazardous Tree Management Plan.

xi. Proactively investigate land acquisition opportunities and proposals from adjoining property owners that might serve to protect or enhance the park’s natural resources. Prioritized by River access; contiguous; resource protection.

D. Duck River and Spring Creek

i. Enforce TCA title 70; fishing & boating regulations.

ii. Address inappropriate activities such as illegal dumping, littering, or over-harvesting aquatic wildlife.

E. Horton State Park Riparian Zone

i. Repair areas of soil compaction, vegetation loss and erosion.

ii. Scratch illegally developed trail and appropriately manage social trails.

iii. Provide ongoing maintenance for designated public creek access points.

iv. Correct inappropriate activities such as littering, damaging, or harvesting vegetation.

F. Hard/softwood Forest:

i. Remove hazardous trees along trails, park boundary, campground and other heavily visited areas.

ii. Collaborate with TN Department of Forestry on tree disease and pest insect studies.

iii. Remove invasive plants and shrubs growing in pockets within and along margins of park forested areas.

iv. Enforce firewood and campfire policies.

v. Address illegal activities such as hunting or harvesting wood or valuable plant species.

G. Native Grass Fields

i. Maintain a burn plan and conduct controlled burns every 2-3 years.

ii. Remove invasive exotic plants.

H. Native Wildflower Fields

i. Monitor for and remove undesirable plant species.

ii. Prepare for future controlled burns.

I. Cedar Glade Restoration

i. Identify and log federal and state listed species within glade sites.

ii. Incorporate restoration techniques to regain control of cedar growth within the glades; by slash and squirt, mastication, and fire.

2. Interpretation and Education

A. Full-time interpretive staff

i. Conduct a minimum of four high-quality interpretive programs each month.

ii. Promote awareness and appreciation for the park’s natural and cultural resources during school programs, fieldtrips, signature hikes and volunteer events.

iii. Participate in local and regional fairs, festivals, and other highly visited special events to promote and encourage responsible use of the park.

iv. Conduct Junior Ranger camp each summer.

v. Promote and participate in regional and statewide conservation events.

vi. Develop and conduct an ongoing series of high, quality, park specific programs designed to promote TSP’s core values, foster awareness and appreciation for the park’s unique natural and cultural resources and educate the public on the responsible and sustainable use of the park.

vii. Promote and fully participate in TSP’s Junior Ranger program.

viii. Develop additional interpretive displays and signage that promotes appreciation for and stewardship of park resources.

ix. Work in conjunction with the Friends of Henry Horton State Park to conduct Duck River Education Day, a youth education program focused on the Duck River and its significance.

B. Cultural Resource Inventory, Research and Monitoring

i. Locate and inventory any unidentified cultural resources on park property.

ii. Review historical maps and documents and conduct interviews with long-time residents to locate and identify cultural resources. Obtain GPS locations for all known cultural

features and enter locations into park GIS database.

iii. Conduct research to collect historical data on cultural resources on park property.

iv. Obtain available data on cultural resources by researching local historical archives, records and conducting interviews with area residents.

v. Compile data collected on park cultural resources into a reference document for use in the development of future interpretive displays and signage.

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

Expanding access and building community through connections to the natural and cultural legacy of The Duck River and the land surrounding it.

Park Secondary Interpretive Themes

S.1. Henry Horton connects the history of the land to the community history of the Wilhoite Family and Governor Henry Horton, recognizing local stories of women, enslaved people, and indigenous groups.

S.2. Henry Horton provides numerous opportunities for outdoor recreation that include hiking trails, paddle sports, tubing, picnicking, swimming, golf, trap and skeet, disc golf, camping, backpacking, recreational sports fields/courts, mountain biking trails, and adventure style recreation.

S.3. Henry Horton is home to a unique landscape with varying topography that creates biodiverse ecosystems home to a rich variety of flora and fauna.

S.4. Henry Horton's land has a foundational history in traditional agricultural and grist mill practices that shape our current landscape.

S.5. Henry Horton is a model for accessibility that encourages all guests, regardless of ability, to utilize park resources through providing accessible features and opportunities.

Existing Audiences

Emerging Audiences

Park Programming Inventory Data

Key Park Natural, Cultural, and Recreational Resources

Key Park Interpretive Infrastructure

1. Visitor’s Center (Duck River room, Duck River exhibit, Water wheel)
2. Camp store and nature adventure area
3. Picnic shelters
4. Lodge conference rooms
5. Conference lodge
6. Restaurant
7. Sporting lodge (multi sport facility)
8. Outdoor classroom/literacy area
9. Outdoor sport fields/courts
10. Stages

Park Personnel Primarily Dedicated to Interpretation

Volunteer Hours and Numbers for Most Recent Fiscal Year

Park Interpretive Goals

Goal 1

Natural Resource Interpretation: Visitors will appreciate the interconnected biodiversity presented by The Duck River and the surrounding landscape

Theme(s) Supported: P, S3

2-Year Objective:

- Our numbers - Understand our current baseline and increase the participation by 5%.

- Increase registration to resource based specific opportunities as well as promote repeat volunteerism.

- Expand on partnerships with groups such as TWRA, TDNA, and

5-Year Objective:

- Ensure that resource management related programs are being highlighted within the park's Strategic Management Plan.

- Fewer hours spent by staff on visitor related cleanup such as emptying trash cans and cleaning up after wildlife.

Resources Assigned to Goal: All uniformed staff and maintenance staff

Strategy for Implementation: Public promotion of Leave No Trace practices.

- Use galaxy digital to promote/understand registration participation, increase repeat volunteers, and increase trained volunteerism.

- Expanding partnerships through engagement at off-site opportunities.

Goal 2

Cultural Resource Goal: Visitors will actively engage with the cultural history and land use over time through appropriate programming and interpretive signage promoting Telling Full Stories.

Theme(s) Supported: P, S4

2-Year Objective:

- Increase in engagement in cultural/historical programming by 5%

5-Year Objective:

- Increase in engagement in cultural/historical programming by 10%

Resources Assigned to Goal:

- Uniformed staff, maintenance staff, and IPE staff

- Archeology department

- Third party consultants, community members

Strategy for Implementation: Use of GIS Tools (One-Smart-Park, story mapping)

- Working with guidance of IPE & TSP design guidelines

- Attending trainings and using resources provided by IPE regarding best practices

- Create digital media and story maps.

- Updates to interpretive and wayside signage in two locations on park to reflect current park story and aspects of telling full stories.

- Start an inventory of historical markers, sites, materials, and existing known information within one-smart-park application.

- Make portions or all (depending on what's determined as appropriate) of inventory findings available to public.

Goal 3

Education Goal: Visitors will have more educational opportunities at Henry Horton State Park

Theme(s) Supported: S5

2-Year Objective:

- Increase number of full time audiences by 10%..

5-Year Objective:

- Expand partnerships with stakeholder groups that serve adult learners or underserved youth.

- Build relationships with school system to encourage better understanding of park offerings.

- Highlight park-wide & hospitality related ADA features throughout promotions related to guest services, facility offerings, and amenities.

Resources Assigned to Goal:

- Uniform & non-uniformed staff, maintenance, hospitality services, Friends of Henry Horton, Accessibility Coordinator, Interdepartmental partners

Strategy for Implementation:

Building relationships with local school boards to ensure they are aware of programming opportunities, adaptive opportunities, and ensure they are properly informed of all programming processes.

- Include accessibility information alongside all programming promotion.

- Website promotion

- Continue to strengthen current stakeholders and build new ones with unknown or future stakeholders.

- Create 2 classroom specific programs for teachers to lead without ranger/staff support.

- Ensure we are meeting and adapting to the requested needs of state supported groups such as the School for the Blind, Department of Aging & Disabilities, and other similar agencies, schools, and groups

Goal 4

Recreation Skill Development Goal: Visitors will recreate safely and confidently at Henry Horton State Park

Theme(s) Supported: S2

2-Year Objective:

- 5% increase in beginner participation in recreational activities

5-Year Objective:

- 10% increase in beginner participation in recreational activities

Resources Assigned to Goal:

- Uniformed staff, non-uniformed staff, hospitality staff, maintenance, external partners, Friends of Henry Horton

Strategy for Implementation:

- Expanding archery field and Multi-Sport Area.

- Promotion of programming on social media, website and external registrations (as needed).

- Build partnerships through participation of off-site events.

- Seek out partnerships through event management and Special Use Permit requests.

- Offer more recreationally based programs and opportunities that better serve the guests of a lodge park, including, but not limited to existing built structures, natural, and resource based recreation such as river sports, trap and skeet, archery, disc golf, traditional golf, and athletic courts.

- Create a public inventory of the recreation based amenities on the park, supporting the creation of a guide for visitors to better understand all of the resource based program opportunities.

- Gather existing physical assets and create an inventory to aid in recreation based programming to better support the need for sourcing new and additional recreational materials such as discs, archery equipment, fishing poles, etc.

- Lead a minimum of 6 high quality river related programs per year, based on safety, skills, and introductory level training.

- Ensure park is offering a variety of high quality recreation based guided river trips with park owned kayak fleet.

- Build relationships with 3 new outdoor recreation groups using the park (archery, running, paddling, etc.)

- Co-host opportunities with existing partners such as NOLS, TWRA, and OREC to ensure the park is offering advanced learning opportunities for visitors looking to expand their abilities in areas related to recreation.

- Expand on scholastic shooting sports and recreation based opportunities for school groups.

- Include use of adaptive equipment for recreational purposes

Goal 5

Volunteer Goal: Skilled volunteers will offset park labor and increase park stewardship

Theme(s) Supported: S2, S3

2-Year Objective:

- Increase number of skilled volunteers at scheduled volunteer events by 3%

5-Year Objective:

- Increase number of skilled volunteers at scheduled volunteer events by 5%

Resources Assigned to Goal:

- Uniformed and non-uniformed staff, hospitality staff, maintenance, universal accessibility coordinators, and IPE.

Strategy for Implementation:

- Create new volunteer opportunities

- Continue outreach to outside organizations, solidify partnerships with volunteer groups

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