Mousetail Landing State Park Strategic Management Plan

Park Purpose, History and Description

Purpose: To provide professional, management and stewardship of Mousetail Landing and all its resources, while provide compelling interpretation of the parks stories and resources and preserving the park’s natural and cultural features for future generations.

Description: Mousetail Landing is a 1,932-acre park located along the east shore of the TN river in Perry County. Visitors can enjoy 12 miles of hiking trails, boating, fishing, camping, and many other outdoor recreational activities.

History: Legend has it that in the early 1800’s (approximately 1829) a man name Charles Frederick Gotthart moved into this area. He came from Saxony Germany where he was Master Tanner. He purchased 5,000 acres from a Railroad Tax Auction for $17.61 ½ cents.

Mr. Gotthart started a large tannery on what is now the North end of the park, located along the southern shore of Lick creek. He used tannic acid from oak tree bark to tan hides into leather. During the Civil War era one of Mr. Gotthart’s out buildings that was used to store the uncured hides caught fire. Due to the mass exodus of rats fleeing the fire, the landing was given the moniker of “Rat Tail Landing”.

Three men, named Mr. Conder, Mr. Smith, and Mr. McDonald, moved into the area, and started a smaller tannery, a general store, and a Post Office along the shore of the Tennessee River just South of Mr. Gotthart’s Landing shortly after the fire.

Due to the proximity to Rat Tail Landing and the smaller size of the new landing It was given the name Mousetail Landing. Mousetail Landing became a major shipping point for goods along the Tennessee River and hosted a Post Office, General Store, large warehouse, and several homesteads.

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: Increase the reach of Mousetail Landing State Park to engage more visitors and create more stewards through better understanding and appreciation of the resources.

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

Action Plan: Revitalize and protect the original Mousetail Landing.

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

Action Plan: Utilize software systems such as NexGen and ArcGIS to be more efficient and production with our time.

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: Provide a variety of safe educational and recreational interpretive opportunities. Tell the full story so all audiences feel welcomed at our site.

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

Action Plan: Utilize the original Mousetail Landing Site for paid educational programming opportunities related to life along the TN River pre channelization. Examples include but are not limited to hide tanning, blacksmithing, living history of Maggie Lee Sayre, living history of any of the original settlers, blacksmithing programs, and peanut and logging 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: Further utilize our biggest resource, The Tennessee River, for paid educational and recreational programming opportunities. Examples include but are not limited to Kayak rental operation, guided canoe floats, fishing lessons, and guided pontoon boat tours.

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: Continue to provide a safe, clean, green space for visitors to enjoy the natural world. Further utilize maintenance software to increase the efficiency and effectiveness of routine maintenance for facilities, amenities, and equipment.

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

Action Plan: Maintain areas that are currently ADA compliant and improve areas that are currently ADA friendly.

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

Action Plan: Facilities at Mousetail are in great shape, overall. We need to maintain what we have at the level visitors have come to expect from a TN State Park. One facility left to be remodeled, Add a new visitor center, and one additional Ranger residence. 

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: Provide training opportunities for our employees to grow and learn valuable skills, while providing opportunities for advancement throughout their career. Continue to provide a safe, positive work environment that allows our employees to thrive.

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

Action Step: Provide top quality services to our visitors, while cutting expenses that will not degrade the visitor experience.

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.

• Boat ramp/boating/fishing access
• Campgrounds
• Hiking trails
• Swim beach
• Backcountry Camping/AT prep.
• Pavilion/family reunions

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 Mousetail Landing 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 Mousetail Landing State Park, and provides the assessed condition of each as reviewed in September 2026.

Trail Inventory and Assessment

We have four current hiking trails. We have an 8-mile trail, Eagle Point Loop, that is in overall good condition, it needs a couple small reroutes, remarking and bridge replacement and damaged tree removal. Our 3-mile trail, Scenic Day Use Trail” is in excellent condition, one small reroute needed to cut down slope of trail. Our ½ mile trail in, spring creek, is in good condition. Our Historic Landing Trail is a 1.10-mile trail to access the original Mousetail Landing area.

Water trail mileage varies based on paddle route. Put in and take out points are mostly formal boat ramps and are in good condition.

We would like to add new trails on the new park lands to expand our trail system, add overnighting hiking accommodations and allow limited access to the Cedar Barrens.

New Assets Needed

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

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 Mousetail Landing State Park have been identified as core services:

• Day-use Facilities
• Upkeep of grounds
• Public access

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 Mousetail Landing State Park have been identified as important services:

• Overnight accommodations
• Pavilion rentals
• Hiking trails with closing of overnight shelters

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 Mousetail Landing State Park have been identified as visitor supported services:

• Gift Shop
• Boat ramp access
• Kayak rentals
• Swim beach operation
• Interpretation
• Overnight shelters on hiking trail

Personnel / Staffing Review

Personnel and staffing at Mousetail Landing State Park represent the largest area of budgetary expense at an average of 67.96% of the total operating budget each year for the last three complete years, which is slightly more 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
*Law enforcement compensation confidential by TN law.

Part Time Employees

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:

• Electrical training for maintenance
• HVAC training for maintenance
• Routine management training
• Routine law enforcement training
• Chainsaw and other resource management equipment 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)

Site and Facilities: New bathhouse or remodel/expansion of existing restrooms at Park pavilion. Bath house needed to help us serve our customers better. The pavilion restroom needs a remodel and expansion. To include more toilets, and showers, to better serve over-night guest and an out-door sand rinse system to serve our day use swim beach users.

Operations and Staffing

• Full-Time TSP Maintenance Tech- we currently have a two person staff for Maintenance; they are stretched extremely thin. A new maintenance series position would allow for better upkeep and maintenance of park grounds and facilities without over working our current employees and causing burnout.
•  Ranger 3 – we currently have two Ranger 2 positions. A Ranger 3 would allow better scheduling/park coverage, extra security, training officer for new Rangers which is needed on site due to rate of turn over.

Customer Service / Visitor Experience: With land acquisition successful, it opens the possibility to expand our trail system, established native season grass fields for birding, and possible location for new Campground and additional Ranger residence. New property will also allow guided visits into the unique habitat of cedar barrens.

Mid Term Recommendations (2-5 years)

Site and Facilities

• Additional Ranger Residence
• New Visitor Center: Meets a demand of growing visitation allowing us to better serve our guest. Old visitor center would be turned into park staff office. 

Operations and Staffing

• Full-Time TSP Maintenance Supervisor  - we currently have a two person staff for Maintenance; they are stretched extremely thin. A new maintenance series position would allow for better upkeep and maintenance of park grounds and facilities without over working our current employees and causing burnout.
• Park Interpretive Ranger (non-commissioned) – we currently have two Ranger 2 positions. An Interpretive position would allow us to better serve our guest with year-round interpretation that focuses more on the history and story of Mousetail. Currently it is difficult to focus on that due to Ranger turn over and more generic programming being easier to establish during those times. Living history take a while to establish and sustain while constantly changing the staff members delivering the program.
• Clerk full time – this position would be in junction with the new visitor center and would allow us to keep the office open later hours during the week and open on the weekend throughout the year. We currently operate with a job share allowing us to open on weekends through to busy season.

Customer Service / Visitor Experience

• With land acquisition successful, it opens the possibility to expand our trail system, established native season grass fields for birding, expansion of trails, and possible location for new Campground and additional Ranger residence.
• New property will also allow guided visits into the unique habitat of cedar barrens.
•  Establishment of a new walkthrough 3D archery course – first in TN State Parks, revenue generating operation, new land use for Tennesseans, and new recreational land use.

Long Term Recommendations (5+ years)

Site and Facilities

• Additional or new main campground – currently you must climb a steep hill to access our main campground the goal here is to remove the requirement to pull the steep hill and have a campground that is not susceptible to flooding.
• Cabins – camping type cabins where the visitor supplies linens and little maintenance is required for upkeep and cleaning. These could be located where our current Main campground is, if a new one is established.

Operations and Staffing

• Job Share - to be used fro additional seasonal staffing of maintenance staff and clerical staff

Customer Service / Visitor Experience

• Boat slip/house – used for housing Park-owned pontoon boat that would be used for work on the water, boundary patrol and marking, and guided tours. Could also be used as a rentable facility to local boat owners, and potentially a rental operation for renting park owned Pontoon boats.

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.

To preserve, protect and improve Mousetail Landing’s natural and cultural features for future generations. The original landing can be brought to life through informational kiosk and ghost buildings so the story can be fully told to facilitate stewardship among our visitors. Identify natural and cultural resources not currently being protected.

Over the past three years the park has acquired 685 acres on the northeast park boundary. This property houses two large cedar barrens and 2 smaller ones; our goal is to preserve the barrens as naturally as possible for future generations. This property opens opportunities for future habitat restoration projects. The goal is having all open areas planted in native season grasses to increase use by migratory birds, this also would make Mousetail Landing a birding mecca considering the proximity to the TN river, and national wildlife refuge.

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

• Breathe life into the original Mousetail landing to bring forth full stories of the landing and the people that made it home.
• Plant native flowers to help pollinators
• Habitat restoration to improve opportunities for wildlife and allow safe noninvasive viewing for visitors.
• Identify other natural and cultural resources not actively protected or listed in this plan.

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

Mousetail Landing State Park preserves the vital story of life along the Tennessee River and invites visitors to experience its natural beauty and recreational spirit.

Park Secondary Interpretive Themes

S.1. History of commercial tanning shaped Mousetail Landing.

S.2. Maggie Sayers' story reflects the culture that relied on the Tennessee River.

S.3. Mousetail Landing State Park encourages stewardship of its natural and cultural resources.

S.4. The Tennessee River continues to shape modern outdoor experiences connecting visitors to natural resource-based recreating that reflects both historic and contemporary culture.

Existing Audiences

Emerging Audiences

Park Programming Inventory Data

Key Park Natural, Cultural, and Recreational Resources

Key Park Interpretive Infrastructure

1. Visitor center and associated aviaries
2. Ballfields and associated creek access
3. Archery range and associated creek access
4. Canoe/kayak launch area
5. Campground and associated community fire ring
6. Water trails

Park Personnel Primarily Dedicated to Interpretation

Volunteer Hours and Numbers for Most Recent Fiscal Year

Park Interpretive Goals

Goal 1

Natural Resource Goal: Through proper management, visitors to Mousetail Landing State Park will gain a deeper understanding of the sensitive ecosystem of the Cedar Barrens.

Theme(s) Supported: S3

• 2-Year Objective: Complete a resource inventory of cedar barrens area with internal and external partners.
• 5-Year Objective: Increase program attendance/visitor engagement for the Cedar Barrens area by 5%

Resources Assigned to Goal: Manager, Rangers, budget and trail machine borrowed from sister park, Cedar Barrens

Strategy for Implementation: Establish trail first, then work with external shareholders to establish a list of documented species, then develop 3 programs that highlight the ecosystem and species that thrive here. Review and establish access through a collaborative process with internal and external partners.

Goal 2

Cultural Resource Goal: Visitors will understand the industries prevalent during the operational period of Mousetail Landing.

Theme(s) Supported: S1, S2

• 2-Year Objective: Increase visitor engagement with living history programs by 5%
• 5-Year Objective: Increase offerings of living history programs by 3%

Resources Assigned to Goal: Ranger training in blacksmithing and in the stories of the people historically connected to the site. Historic River Landing, Old Home sites

Strategy for Implementation: Establish best practices with internal and external stakeholders to determine site specific living history programs. Find classes for Rangers to learn above skills, implement living history programs that tell the story of Mousetail Landing. Develop new, regularly occurring living history programs that include outlines, EEC's, and PVA's.

Goal 3

Educational Goal: Establish best practices with internal and external stakeholders to determine site specific living history programs. Find classes for Rangers to learn above skills, implement living history programs that tell the story of Mousetail Landing. Develop new, regularly occurring living history programs that include outlines, EEC's, and PVA's.

Theme(s) Supported: S3, S4

• 2-Year Objective: Update and publish park program menu on-line. Optimize educational programming by capturing and analyzing educational programming data. Capture 100% of educational programming data in PPI. 
• 5-Year Objective: Update and publish park program menu on-line. Optimize educational programming by capturing and analyzing educational programming data. Capture 100% of educational programming data in PPI. 

Resources Assigned to Goal: Rangers, budget, cultural resources, and recreational resources

Strategy for Implementation: Have Rangers prepare educational program offerings to public school systems in Perry and Decatur Counties. Enter all delivered programs into PPI. Reach out to local schools and teachers to establish partnership

Goal 4

Volunteer Goal: Increase volunteer engagement

Theme(s) Supported: P, S4

• 2-Year Objective: Ensure that 100% of volunteer opportunities and volunteer time are promoted and accurately captured in Galaxy Digital.
• 5-Year Objective: Add 5 new recurring volunteer opportunities to Galaxy Digital to encourage repeat volunteerism

Resources Assigned to Goal: Manager and Rangers working with Friends group to better promote volunteer opportunities at Mousetail Landing.

Strategy for Implementation: Using galaxy digital, social media, radio, and newspaper ads get the information out that volunteer opportunities are available at Mousetail Landing. Analyze volunteer data to make informed decisions about volunteer activities, promotion, and recruitment. 

Goal 5

Cultural Resource Goal: Guests will have a better understanding of the unique cultural history that took place at Mousetail Landing.

Theme(s) Supported: P, S1, S2

• 2-Year Objective: 10% of guests will engage with cultural resource programming
• 5-Year Objective: 20% of guests will engage with cultural resource programming

Resources Assigned to Goal: Park staff meeting with Planning and Exhibits team to plan new non-personal interpretation. Maintenance installing and maintaining panels and waysides. Admin/Clerk familiarize themselves with the topics in order to answer basic questions. Cultural interpretation sites

Strategy for Implementation: Set a meeting with Planning and exhibits to revisit previous scoping notes and conceptualize what will be needed in the space for panels and waysides.Installation of the new panels and waysides. Ensuring staff are knowledgeable on the topics to answer guests questions.

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