Pinson Mounds State Archaeological Park Strategic Management Plan

Park Purpose, History and Description

Pinson Mounds State Archaeological Park (PMSAP) is one of three state archaeological parks in the Tennessee State Parks (TSP) System. Pinson Mounds is designated a State Archaeological Park and is managed in accordance with the rules of the Tennessee Department of Environment and Conservation (Chapter 0400-2-8; appendix I). Pinson Mounds is deemed an area of significant archaeological interest with an archaeological overlay across the park that includes mounds and earthworks from the Middle Woodland Period (Hopewell Peoples). PMSAP is set aside to preserve, protect, and promote the archaeological, cultural, and natural resources within its boundaries. The namesake prehistoric earthworks complex consists of at least 17 earthen mounds that encompass more than 400 acres of the 1,300-acre park. Pinson is the largest Middle Woodland period (200 B.C. to 500 A.D.) mound center of the Southeast. Sauls Mound, at 72 feet, is the second tallest mound in the United States.

The Pinson Mounds complex was first documented in modern history in 1820 by a surveying crew led by surveyor, Joel Pinson, for whom the local community is named. In 1947, the Tennessee Division of Forestry purchased the Western sector of the Pinson Mounds complex. Across the 1950s and 1960s, local interest in the preservation of the mound structures increased, and in 1961, a professional archaeological evaluation was conducted by two professors of the University of Tennessee, Knoxville. The National Park Service funded a more significant extension of this investigation in 1963. In 1964, Pinson Mounds received the designation of National Historic Landmark.

Established in 1966, the State acquired additional acreage to add to this sector to form the Pinson Mounds State Park. In 1972, land purchases were made to expand the park’s boundaries again. A two-year investigation of the site by the Tennessee Division of Archaeological was begun in 1974. A three-year study of the larger earthworks structures was completed across the years of 1981-1984 by this same Division. The Johnston Site satellite with additional prehistoric Indigenous structures was added to the State’s holdings in 2006 and is connected to the Pinson Mounds complex via the Forked Deer River. An independent set of archeologists, initially through the PEARL Field School and in collaboration with the Division of Archeology, has completed research across Pinson Mounds and the Johnston Site from 2013 to the present. As recent as July of 2022, an unimproved parking area, low-profile kiosk, and interpretive sign with corresponding new trail was established to highlight contemporary archaeological discoveries (2019-2022) in the Western sector.

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: PMSAP staff will work with the Friends of Pinson Mounds to increase both organizational membership and active participation in park activities; develop new program offerings to increase the variety of individuals engaged with the park; coordinate with the Division of Archeology to upgrade facilities and develop programs for university archaeological and anthropological research on-site to include the Anderson Collection; and mentor a cadre of potential future park rangers with the development of Initial and Advanced Ranger Camps.

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

Action Plan: PMSAP staff will coordinate with the Division of Archeology, IPE, supportive legislators, and other critical individuals and organizations to complete the application process for UNESCO World Heritage Status; coordinate with TSP Major Maintenance/Capital Projects on park facility, infrastructure, and trail projects such that a deliberate schedule is created for cost-efficient, time-efficient resource management; and enhance present efforts to protect and preserve unique natural, prehistoric, and cultural resources by involving additional support and interest groups. In tandem with TDOA, research the Bray site with an eventual goal of adding this site to the PMSAP set of properties.

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

Action Plan: PMSAP staff will work with both the Division of Archeology and the research team headed through CO State University/Appalachian State University to provide a searchable database of research information. Prepare QR code accessible videos for park guests who are not able to visit specific resource points within the park or for specific events so that they can have a corresponding experience within the park. 

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: PMSAP staff will expand the present set of program offerings to reach new age brackets (e.g., high schoolers), underserved groups (e.g., at-risk youth), and visitor needs (e.g., sensory hike for visually impaired) and promote the use of our all terrain chair

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

Action Plan: PMSAP staff will expand the present set of program offerings to reach new age brackets (e.g., high schoolers), underserved groups (e.g., at-risk youth), and visitor needs (e.g., sensory hike for visually impaired) and promote the use of our all terrain chair

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

Action Plan: PMSAP staff will support continued use of park trail and roadways for both running (e.g., Virtual Honeybee, ultramarathon) and bicycling events (e.g., Kent Jones Century Ride) and will explore additional resource-based outdoor recreational opportunities.

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: PMSAP staff will utilize the newly structured staffing pattern for coordination and completion of maintenance tasks through the Park Ranger 2 maintenance-lead position that will coordinate staff (e.g., seasonal maintenance/job share), contractors, and volunteers.

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

Action Plan: PMSAP staff will maximize promotion and use of the newly upgraded ADA access facilities and resources and add to these to achieve the best access possible in line with TSP’s ACCESS 2030 initiative.

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

Action Plan: PMSAP staff will work with West TN Maintenance to pursue upgrades for technology, plumbing, paving, and entrance signage. Pursue additional grants and volunteer assistance.

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: PMSAP staff will build a team-oriented work atmosphere, promote in-house skill sets, and seek additional training for staff to encourage their professional growth, improve park operations, and enhance the visitor experience.

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

Action Step: PMSAP staff will work to prioritize preventative and timely maintenance, budget effectively, utilize resources wisely, and pursue outside funding and volunteer assistance wherever possible.

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.

• Museum & Visitors’ Center/Gift Shop/Office – The Museum & Visitors’ Center houses’ exhibits on Indigenous culture and artifacts from the Paleo period through historic times. This facility includes a 75-seat auditorium and site-specific interpretive video, a Discovery Room for children’s programs/exploration, a gift shop with an emphasis on both educational materials and Indigenous-made items, and the park office.
• Sauls Mound/Prehistoric Archaeological Resources – Sauls Mound is the second-tallest prehistoric mound in the United States. (For the 1,000 years prior to the development of Monk’s Mound at Cahokia around 1400 BCE, Sauls Mound was the tallest man-made structure in the United States.) Central to the Pinson Mounds complex of prehistoric earthworks, Sauls Mound potentially served as an axis point within the complex to document solar and lunar cycles as well as serve as a gathering point for groups from diverse locations. Additionally, PMSAP features trailways to 9 easily viewed earthworks from the Middle Woodland period.
• Group Camp – The ADA-accessible Group Camp consists of a central lodge and four cabins, all with heat and air conditioning, and is available year-round. The lodge contains a furnished kitchen, shower/restroom facilities, outdoor fire pit, and meeting area. Cabins have four twin bunk beds to house 32 occupants. Guests must bring linens and a deposit is required.
•  Picnic Facilities – PMSAP offers 15 picnic sites, 5 of which are ADA-welcoming. In addition, the park offers two rentable picnic pavilions which include tables, restrooms, grills, and a trash/recycling center.
•  Park Trails – The park’s archaeological features and wildlife can be viewed along six miles of interconnecting trail. The paved trail sections are bicycle and wheelchair accessible. Gravel/forest floor hiking trails, which do not permit bicycles, are of easy to moderate level. Flora and fauna of three intersecting ecosystems, a cypress swamp, mixed beech-oak slopes, and oak-hickory uplands, are viewable along these trails.
• Playground – PMSAP provides a playground area that includes interactive opportunities for preschool to elementary aged children.

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 Pinson Mounds State Archaeological 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 Pinson Mounds State Archaeological Park and provides the assessed condition of each as reviewed in September 2026.

Trail Inventory and Assessment

The PMSAP trail map identifies the variety of trail resources and types of traffic permitted for each. The trail system is designed to encourage visitors to see prehistoric earthworks as well as natural resources.

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 Pinson Mounds State Archaeological Park have been identified as core services:

• Protect, preserve, and promote the archaeological, cultural, and natural resources
•  Educational programming
• Paved/unimproved trail system
• Public restrooms
• Museum/visitors center
•  Law enforcement
• Park roadways
•  Park maintenance

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 Pinson Mounds State Archaeological Park have been identified as important services:

• Picnic facilities, picnic pavilions
• Playground
• Park residences
•  Museum

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 Pinson Mounds State Archaeological Park have been identified as visitor supported services:

• Gift Shop
• Group Camp
• 2 pavilions

Personnel / Staffing Review

Personnel and staffing at Pinson Mounds State Archaeological Park represent the largest area of budgetary expense at an average of 61.4%  of the total operating budget each year for the last three complete years, which is less than one percentage point greater 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. The staffing pattern changed significantly across the FY 2023 to more efficiently and effectively meet visitor and park needs.

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:

• PMSAP consistently supports individual staff professional development through support in attending conference and hosting conferences achieving/retaining certifications, exploring individual interests/skill development, supporting enhanced guest services, meeting TSP and TN standards, and additional trainings as team members identify needs and will continue to support the professional growth of team members. Professional development comprises 10% of each team member’s IPP evaluation each year.
• Routine law enforcement training
• 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)

Site and Facilities

• Replace trail bridges
• Replace security/fire system in tandem with TDOA improvement
• Complete medicine wheel garden

Operations and Staffing

• Effectively utilize the new staffing pattern to meet park and visitor needs.

Customer Service / Visitor Experience

• Complete First Peoples exhibit
• Museum renovation project, including updating museum exhibits with AR/VR portions

Mid Term Recommendations (2-5 years)

Site and Facilities

• Replace/reinforce causeway culverts at Hudson Branch crossings of park roadway
• Repave park roadway and adjacent drives and lots (after water line, T-1 line, and culvert updates)
• Replace/update museum sewer/life system
• Replace water lines

Operations and Staffing

• Add Park Interpretive Ranger position
• Paint maintenance shop bays

Customer Service / Visitor Experience

• Complete UNESCO World Heritage Site application process
• Extend interpretive signage
• Replace outdoor amphitheater seating

Long Term Recommendations (5+ years)

Site and Facilities

• Repave improved trails

Customer Service / Visitor Experience

• Replace 1 water refill station at pavilions
• Install ADA door openers for Group Camp lodge and 1 cabin
• Complete UNESCO World Heritage Site application process

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.

Park Mission: The mission of Pinson Mounds State Archaeological Park is to provide a protective, research-orientated, and educational facility, with a three-part purpose, in descending order of priority as follows:

• To preserve, protect, and promote the archaeological resources of the Pinson Mounds site;
•  To provide interpretive and educational opportunities for learning about the site, Indigenous cultures in general, and archeology; and
•  To provide general recreational opportunities for the public, to the extent that they do not conflict with the responsibilities in 1 and 2.

As a subset of 2, the interpretive/educational goals that are of equal importance are:

• To interpret the Pinson Mounds site,
• To interpret prehistoric, historic, and modern Indigenous cultures,
• To interpret the methods and theories of archaeology.

Park Vision: Pinson Mounds State Archaeological Park will be a premier archaeological site with international visitation as a result of its World Heritage Status and will provide a variety of exceptional programming and recreational opportunities to meet the interests and needs of the varying visitors.

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

• Complete the application process for UNESCO World Heritage Status
• Continue to enhance educational programming and involve additional organizations and resources
• Coordinate with West TN Maintenance and Division of Archeology and Division of Forestry to identify and address all issues and needed upgrades
• Continue to preserve, observe, protect, promote, remediate, document, and research the prehistoric resources in tandem with Division of Archeology, outside researchers, and needed mound care/landscape contracts

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 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

Pinson Mounds is a sacred place where people gather, connect, and create meaning across generations, linking communities today to a story that continues to unfold.

Park Secondary Interpretive Themes

S.1. The woodland period is a significant era for the construction of this site.

S.2. The natural resources of West Tennessee shape the lives of the people who utilize this site.

S.3. The alignment of the structures and earthworks at Pinson Mounds make us ponder our place in the universe.

S.4. The continuing story of Pinson Mounds still teaches us today.

S.5. The mounds persist today through continued stewardship.

Existing Audiences

Emerging Audiences

Park Programming Inventory Data

Key Park Natural, Cultural, and Recreational Resources

Key Park Interpretive Infrastructure

1. Museum
2. Trails - 7 miles
3. Waysides - brass (14) and modern (14)
4. Augmented reality (museum and mounds sites)
5. Boardwalk
6. Playground shelter
7. Saul's Mounds stairs/platform

Park Personnel Primarily Dedicated to Interpretation

Volunteer Hours and Numbers for Most Recent Fiscal Year

Park Interpretive Goals

Goal 1

Cultural Resource Goal: Visitors will understand the deep, complex, and rich past of west Tennessee.

Theme(s) Supported: P, S1, S2, S3, S4

• 2-Year Objective: Program attendance will increase by 5%
• 5-Year Objective: Program attendance will increase by 10%

Resources Assigned to Goal: Ranger staff, SIR, Clerical staff

Strategy for Implementation: Museum renovation with new exhibits that feature context of the resources located on site. Uniformed staff will update existing programs and develop new programs centered around museum upgrades and museum tour. Program increases are documented through PPI.

Goal 2

Natural Resource Development: Visitors will understand and appreciate the diverse ecosystems of Pinson Mounds.

Theme(s) Supported: S2

• 2-Year Objective: Increase program attendance by 5% to natural resource programs.
• 5-Year Objective: Increase program attendance by 10% to natural resource programs.

Resources Assigned to Goal: Ranger staff, clerical staff

Strategy for Implementation: Uniformed staff will continue monitoring and expanding of whorled sunflower plots. Uniformed staff will increase offerings of hikes to the plots, spring native wildflower hikes and other natural resource related programming. Clerical staff will help promote and sign up visitors for these programs. These programs are documented in PPI with topics such as plants, animals, and ecosystems.

Goal 3

Cultural Resource Goal: Visitors will understand that Pinson Mounds continues the tradition of gathering and community.

Theme(s) Supported: P, S4

• 2-Year Objective: Increase attendance by 5% at park signature events 
• 5-Year Objective: Increase attendance by 10% at park signature events

Resources Assigned to Goal: Ranger staff, SIRs, Clerical staff, friends group members, community volunteers, external ranger and SIR staff.

Strategy for Implementation: Uniformed staff and clerical staff will work to promote events more through social media, park website, and local media outlets. Formal invitations will be sent to tribal partners and to local and surrounding county schools. An increased variety of programs, vendors, and other offerings will be provided. This is tracked through PPI by including the event name in the program title.

Goal 4

Educational Goal: Educators will utilize the program request form for scheduling education experiences within the guidelines of the park.

Theme(s) Supported: P, S1, S2, S4, S5

• 2-Year Objective: 50% of educators use the program request form.
• 5-Year Objective: I0% of educators use the program request form.

Resources Assigned to Goal: Park manager, Interpretive lead, and clerical staff

Strategy for Implementation: Staff will direct educators to the appropriate link and require and requests for educational programming to utilize the program request form. This is tracked through Office of Interpretation & Programming (OIP) State Programs Team.

Goal 5

Volunteer Goal: Volunteers will augment staff resources in park maintenance needs.

Theme(s) Supported: P5

• 2-Year Objective: Start a Regular Service Volunteer program
• 5-Year Objective: 25% increase in number of regular service volunteers.

Resources Assigned to Goal: Ranger staff, SIR, Clerical staff

Strategy for Implementation: The park will offer more volunteer opportunities throughout the year. Advertisement for events will be increased through social media, park website, and local media outlets. The park will also partner with the friends group to recruit and advertise opportunities. This is tracked through Galaxy Digital and OIP Statewide Programs Team.

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