Cummins Falls State Park Strategic Management Plan

Park Purpose, History and Description

Cummins Falls State Park is a 457-acre state park that contains its namesake. A beautiful waterfall on the Blackburn Fork State Scenic River, that drops 75 feet into a large plunge pool that is considered one of the best natural swimming holes in the country. The Blackburn Fork State Scenic River flows through the park and is part of the Cumberland River watershed, which is one of the most biodiverse freshwater ecosystems in the world. Visitors come from all around the United States to do the relatively short but adventurous hike to the base of the waterfall, for the adventure and experience of viewing the wondrous beauty of the waterfall, with rock ledges and a large plunge pool at the bottom, where they can swim in the waters of the plunge pool and climb the ledges to stand in the waterfall. Many visitors come to fish the river. The clear, cool, healthy stream is rich with aquatic life and a perfect habitat for small mouth bass and other sport fishing species.

Cummins Falls State Park was established May 22, 2012. Prior to that it was owned by the Cummins Family for over 180 years. A 407-acre farm acquired by John Cummins in 1825, which has had some form of agriculture since then. Mr. Cummins built a water driven mill on the Blackburn Fork River less than a half mile upstream of the waterfall. The mill was used to grind grain, card wool and saw timber. The mill washed away in a flood in 1928 and was not rebuilt. There was a store and blacksmithing operation near the mill. The mill, store and blacksmithing operation along with a moonshining operation were on what is now park property. Cummins Falls has always been a destination for outdoor recreation. Locals and students from Tennessee Tech used the place often for outdoor recreation. Prior to the mill being washed away, people would bring the grain and wool to be ground or carded and would make a mini vacation of it. While waiting they would camp, swim, fish and enjoy the waterfall. The Cummins Family allowed all who wished to come and enjoy the river and waterfall.

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:

• Partner with the Tennessee Naturalist Program, establish a Cummins Falls Chapter and host classes at Cummins Falls State Park
• Provide more volunteer opportunities and recognize our volunteers through social media throughout the year and implement an annual Volunteer Appreciation Dinner
• Increase interpretive and educational programming, engaging the county schools we already program to and reaching out to those we have not been programming to, also engaging more home school groups, while increasing our weekly program offerings at the park for the general public, and increasing our engagement of the Mustard Seed Ranch.
• Engage local leaders twice a year through engagement at the park in existing events or a new event.

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

Action Plan:

• Utilize employee job plans to address resource stewardship including education and training about the park’s resources.
• Resource Management Plans that address preservation, active protection, and restoration of degraded habitats or historic structures within Cummins Falls State Park.
• Provide recreational opportunities and educational programs throughout the year that instill a greater appreciation of resource preservation.
• Identify and encourage staff to attend training to grow their knowledge on resource management topics.

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

Action Plan:

• Begin an All-Taxa Biodiversity Inventory utilizing seasonal staff who are qualified in specific areas, as well as Tennessee Tech students and other qualified volunteers.
• Research the best technology to store, manage and use the data collected.
• Create video content for educational programs to put on social media and on a TV at the park for visitors to benefit from.
• Use existing programs and apps such as iNaturalist and PictureThis-Plant Id to obtain species data and to utilize in programming.

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:

• Complete project for construction of an observation deck that overlooks the waterfall with ADA compliant accessibility including a parking area and ADA trail access.
• Acquire one or more modes of transportation designed for use on trails for people with disabilities that are unable to enjoy being out on a trail without the use of a mechanized or motorized mode of transportation.
• Collaborate with Facilities Management to plan and establish a scenic and interpretive trail that is ADA compliant for the enjoyment and enhancement of the quality of life for people with disabilities.
• Engage with facilities and organizations that work with and help people with special needs to get them outside and into the park for park staff led programs and other activities.

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

Action Plan:

• Maintain and grow our Junior Ranger type programs. Continually reviewing them to ensure they are quality programs that contain natural, historical and cultural resource-based material, to help ensure future representation in the preservation and protection of our natural spaces and our environment.
• Maintain and grow our outreach (off-site programs) in schools and other organizations. Continually reviewing them to ensure they are quality programs that are relevant and contain natural, historical and cultural resource-based material, to help ensure future representation in the preservation and protection of our natural spaces and our environment.
• Develop and maintain a portfolio of programs for all age groups that contain natural, historical and cultural resource-based material for our visitors with varying cost to the user from “free to fee”. Evaluating and updating these programs periodically to ensure they are quality, relevant and accurate.
  • Develop self-guided opportunities. Including signage, printed material with checklists and other educational content that can used by all age groups, as well as, youth activity booklets, such as Junior Ranger type guides.
  • Seek partnership opportunities and create volunteer opportunities with our programming efforts.

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

Action Plan:

• Continue to provide and maintain the tremendous outdoor recreational experience of hiking to the base of the waterfall along the banks of the Blackburn Fork State Scenic River and allowing people to get into the water and swim in the plunge pool below Cummins Falls waterfall and to get in the water coming over the waterfall when appropriate.
• Continue to provide and build upon and improve recreational programs that are based on the water resource of the Blackburn Fork State Scenic River, such as fishing and snorkeling.
• Maintain, improve, and grow the system of trails and scenic overlooks at Cummins Falls State Park.
• Maintain, improve, and grow passive recreational opportunities such as overlooks and sit places to view, listen and enjoy the natural surroundings. This includes picnic areas.
• Periodically review and evaluate the recreational programs we offer and the Recreational opportunities available to our visitors to ensure quality experiences and to grow these opportunities where appropriate.

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:

• Work with Facilities Management to identify and complete deferred maintenance projects
• Establish preventative maintenance plans
• Be engaged with development of future projects
• Use maintenance software efficiently
• Add a full time maintenance worker position and at least two additional SIR job-share positions

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

Action Plan:

• Complete observation deck with ADA accessibility project at the main waterfall overlook (RTP grant with Friends Group)
• Add additional ADA parking spaces at lower parking area for access to the observation deck, and improve the road to access the ADA parking at the lower parking area
• Create a small gravel parking area for visitor access on the Ray Hansen tract
• Bell meadow area. Possibly move the gate so that the parking area is outside the gate Create a small gravel parking area by the gate at Blackburn Fork Road to the Delia
• Continually evaluate park for ADA compliance and other accessibility opportunities within Access 2030 initiative
• Annual trail assessments

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

Action Plan:

• Provide organized, effective, and welcoming signage throughout the park. Inventory and evaluate signage annually
• Plan new and evaluate existing displays to engage visitors and enrich their experience
• Maintain clean, aesthetic, and operable facilities, working with the Facilities Management team when appropriate
• Ensure staff are trained in great customer service

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 a safe and welcoming work experience
• Create more diverse workforce
• Provide training and professional development
• Provide opportunities for career pathways for employee
• Develop optimal staffing plans
• Provide opportunities for staff to engage in new ideas, planning and decision making

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

Action Plan:

• Budgetary compliance
• Public support and engagement
• Partnerships
• Improve/address environmental challenges

PARK OVERVIEW

Site Fact Sheet

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

Key Attractions

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

• Blackburn Fork State Scenic River
• Visit to the base of the waterfall
• Swimming /Sunbathing / Wading /Exploring
• Fishing
• Giftshop / Visitor Center
• Hiking Trails
• Overlooks
• Picnic Area

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 Cummins Falls 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 Facilities Assessment

Operational Assessment

Summary of Key Reccomendations

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

Trail Inventory and Assessment

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 Cummins Falls State Park have been identified as core services:

• Safety and Security - Law Enforcement
• Safety and Security - Safety Patrol at Base of Waterfall
• Safety and Security - Monitoring Weather / rainfall Conditions and Water Level Conditions at the Base of the Waterfall and Upstream
• Safety and Security - Educating visitors about inherent risks/natural hazards/flash flooding
• First Aid and Rescue / Evacuation Operations
• Site and Facility Operations
• Trails to access key areas

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 Cummins Falls State Park have been identified as important services:

• Friends Gr
• Partnership with Jackson County Chamber of Commerce
• Cummins Falls Marathon running event
• CEC Consulting to Provide Rainfall Modeling Data for the Blackburn Fork River
• Tennessee Tech support
• Interpretive and Educational Programming

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 Cummins Falls State Park have been identified as visitor supported services:

• Cummins Falls Marathon Running event
• Junior Ranger Day Camps
• Rock Climbing Workshops
• Support and Programs for Mustard Seed Ranch
• Gift Shop
• Programming in Schools
• Food Trucks
• Volunteer programs to instill community ownership

Personnel / Staffing Review

Personnel and staffing at Cummins Falls State Park represent the largest area of budgetary expense at an average of 68.7% 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

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:

• Routine management training
• Rope Rescue Training
• Swiftwater Rescue Training
• Ranger 3 Training
• Birds of Prey Training
• Routine law enforcement training
• Routine law enforcement training
• Chainsaw and equipment training
• CIG, State Parks Leadership school, and other professional development
• First Aid Training - EMR and higher certification - Wilderness First Aid
• Pack Testing to be part of fire-fighting teams

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

• Improve the road to the lower parking area and return loop (This is the access road for hanicap parking at the waterfall overlook)
• Mitigate rainwater drainage issues along the return loop of the road to the waterfall overlook
• Continue to make and install new wooden routed signs throughout the park, including trails
• Address pressing trail issues (safety-related): Erosion issues on the Blackburn Fork Trail Direct – Replace broken fence sections on the Blackburn Fork River Trail
• Complete the 2 Vernal Pool projects
• Complete the Waterfall Video Cam project
• Continue searching for the source of the water leaking out of the pond for fire suppression, and correct the problem

Operations and Staffing

• HIgh angle rescue training
• Water rescue training
• Maintain high attention to safety of staff, especially going down and up steep rock routes to the base of the waterfall and while dealing with rescues and deep-water situations
•  Fiscal responsibility training
• Continue to seek qualified candidates for seasonal LE Ranger positions
• New Conservation Worker 3 position
• Two new seasonal Interpretive Ranger positions
• Seek alternative sources for staff to fill the gap left by the loss of AmeriCorps
• Continue and grow our honey bees. Continue to sell the honey our giftshop. (This supports our efforts to build on the connection between agriculture and commerce, and the historical use of the land surrounding Cummins Falls)

Customer Service / Visitor Experience

• Maintain high attention to the safety of visitors in the gorge
• Maintain in working condition all guages (depth and rain) up-stream of the waterfall
• Ensure all appropriate staff phone numbers are listed to get alert texts from guages
• Maintain the permit system so that the number of people in the gorge and at the base of the waterfall stays within acceptable limits
• Update the safety video that people are required to watch before going into the gorge
• Educate the public about why the permit system is very beneficial and needed
• Explore opportunities and ways to invite and engage populations who don't normally engage with state parks

Mid Term Recommendations (2-5 years)

Site and Facilities

• Build an aviary
• Upgrade the stalls in the barn to be better suited for the horses to be kept in them (more safe and more secure for the horses)
• Add interpretive signage at key locations
• Build at least 2 picnic shelters
• Assess whether a third shelter would be appropriate and used for agricultural purposes, such as a farmers makret
• Begin acquiring new lands from Land Acquisition Plan / Prepare and make presentation to SLAC as properties become available
• Develop plan for new lands - access, parking, trails, primary use
• As new land is acquired, begin implementation of the plan for new lands
• Create a small gravel parking area on the Ray Hansen tract near the old barn
• Create a small gravel parking area by the gate to the Delia Bell meadow area
• Add outdoor shower facility near the vistor cetner, probably by the CXT restrooms

Operations and Staffing

• Continue with high angle and water rescue training, while seeking to maintain up-to-date best practices
• Maintain high attention to the safety of staff, especially going down and up steep rock routes to the base of the waterfall and while dealing with rescues and deep-water situations
• Continue to train staff on best practices for fiscal responsibility
• Seek to get the requirements for Seasonal LE Ranger position to have a bachelor college degree reduced to an associate degree or be a rising junior
• Continue and grow our honeybees. Continue to sell the honey our giftshop (This supports our efforst to build on the connection between agriculture and commerce and the historic use of the land surrounding Cummins Falls)

Customer Service / Visitor Experience

• Maintain hight attention to the safety of visitors in the gorge
• Evalutate new technology that does what our current system guages do, and possibly more, to determine if up-grades or changes should be made, and maintain in working condition all guages (depth and rain) up-stream of the waterfall until any changes or up-grades are possibly implemented
• Evaluate the permit system to determine if changes should be made, and implement changes if determined changes are needed
• Evaluate the safety video to maintain its relevancy and make changes if determined they are needed

Long Term Recommendations (5+ years)

Site and Facilities

• Finish acquiring lands from Land Acquisition Plan
• Add small to medium-size amphitheater for programming and small music events
• Continue implementation of the plan for the new plans - Access, trails, parking, and primary use
• Greenhouse to build upon and support agricultural connection to the historical use of the land at and around Cummins Falls - also use to plant and grow native plants to use to establish throughout Cummins Falls State Park property and for sale to the public
• Establish vineyard and partnership with local winery. This will be a revenue producing venture as well as another agriculture project to build on the history of the site
• Establish additional picnic sites (Also ADA accessible picnic sites)
• Explore possibility of primitive campsites on portions of newly acquired lands

Operations and Staffing

• Continue to evaluate safety and implement strategies as determined appropriate
• Evaluate staffing needs and seek improvements as determined appropriate

Customer Service / Visitor Experience

• Evaluate need and add additional trail mobility vehicles as determined
• With the addition of new property - have more water/river access points
• Imporve the John Cummins Trail so that it is accessible with the all-terrain wheel chair (That will make the overlook and back a loop trail rather than just an out and back on the small trail)
• Create ADA access to the pergola at the Delia Bell Meadow
• ADA picnic sites (at least one, maybe two)
• Create video and audio specific tools for the enjoyment of person who can only experience the park through these avenues
• Create YouTube Channel

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.

Cummins Falls State Park preserves and protects the unique natural, cultural, and historical resources of Cummins Falls State Park for the benefit and enjoyment of this and future generations. This will be accomplished through research-based conservation management practices, law enforcement, community outreach, volunteer programs, external partnerships, and land acquisitions.

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

• Cummins Falls State Park is a recently established state park. When the park was established only a small amount of land was secured. It was not a finished or completed project. Much of the land near the waterfall and along the hike into the base of the waterfall is privately owned land. To protect the viewshed and sense of place that is Cummins Falls, and to protect the integrity and quality of the Blackburn Fork Scenic River within Cummins Falls additional lands need to be purchased.
• In addition to that last strategy. The tremendously growing demand and need for outdoor recreation opportunities was proven by the “out of control” visitation numbers at Cummins Falls State Park to the point of having to reduce visitation through a permit process. Many people are turned away each weekend because of capacity. Additional land with river/water access areas are needed. More areas for fishing, hiking, picnicking, sightseeing, etc. These properties are outlined in the Cummins Falls Land Acquisition Plan. In addition to the public needs, are the issues of protection and preservation of the Viewshed and sense of place and the quality of Cummins Falls that these lands will provide.
• Continued restoration of the Delia Bell Meadow tract. With the planting of more short leaf pine trees. The continued efforts of planting the meadow with native pollinator species of plants
• Propagate appropriate native plants for use in habitat restoration projects, decorative landscaping project, for propagation into the community in the surrounding areas, and for sale to the public
• Continued efforts in maintaining our honeybee colony
• Continued efforts in educating and maintaining native bee colonies
• Continuing efforts of preserving the history and culture of Cummins Falls. Documenting and telling the story of Cummins Falls. Preserving pictures of the past
• Annually inspecting and marking of park boundaries
• Continued exotic invasive plant species removal
• Use GIS as a tool for resource management

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

Through its scenic beauty and historical significance, Cummins Falls State Park provides a unique perspective on the stories of Putnam County.

Park Secondary Interpretive Themes

S.1. Through its scenic beauty and historical significance, Cummins Falls State Park provides a unique perspective on the stories of Putnam County.

S.2. The story of agriculture on the land is a major aspect of the park’s history and formation.

S.3. Cummins Falls is a hotspot for recreation due to the many opportunities available while having the backdrop of an impressive waterfall and plunge pool.

Existing Audiences

Emerging Audiences

Park Programming Inventory Data

Key Park Natural, Cultural, and Recreational Resources

Key Park Interpretive Infrastructure

1. Vistor center / conference room
2.  Trails
3. Overlooks
4. Meadow
5. Apiary
6. Base of waterfall
7. River
8. Tiny house

Park Personnel Primarily Dedicated to Interpretation

Volunteer Hours and Numbers for Most Recent Fiscal Year

Park Interpretive Goals

Goal 1

Natural Resource Goal: Visitors will become stewards of natural resources at Cummins Falls State Park

Theme(s) Supported: S1

• 2-Year Objective: Increase opportunities for engagement with natural resource programs by 5%
• 5-Year Objective: Increase opportunities for engagement with natural resource programs by 10%

Resources Assigned to Goal: Rangers, SIRs, natural resources

Strategy for Implementation: Create new opportunities for the public to engage with natural resources through programming.

• Utlize social media to bring awareness to park conservation issues
• Identify communities where there is a communication gap
• Evaluate safety video for the addition of conservation issues
• Reduce invasive plants by 50%
• Create at least two programs/events about invasive plants vs. native plants

Goal 2

Cultural Resource Goal: Visitors will better understand the history of Cummins Falls State Park and the surrounding communities.

Theme(s) Supported: S2

• 2-Year Objective: 5% increase in engagement with non-personal historic interpretation.
• 5-Year Objective: Increase of attendance to ranger lead historic programming by 5%.

Resources Assigned to Goal: Rangers, SIRs, cultural resources

Strategy for Implementation: Establish historically appropriate agricultural vegtation garden

• Create two cultural program outlines that connect with the park's agricultural past
• Offer at least six programs or volunteer events related to cultural vegtation garden
• Include at least one cultural agricultural program in Jr. Ranger programming

Goal 3

Education Goal: Educators will engage with Cummins Falls State Park's educator resources

Theme(s) Supported: P, S1, S2

• 2-Year Objective: Increase in educator requests by 5%
• 5-Year Objective: Increase in educator requests by 10%

Resources Assigned to Goal: Rangers, SIRs, natural and cultural resources

Strategy for Implementation: Update, finalize, and publish educational offerings page

• Identify engagement strategy for Jackson and Putnam County Schools
• Increase education interactions with area Middle & High Schools by 25%

Goal 4

Volunteer Goal: More volunteers will become repeat volunteers

Theme(s) Supported: P, S2

• 2-Year Objective: Increase in number of volunteers by 5%
• 5-Year Objective: Increase in number of volunteers by 10%

Resources Assigned to Goal: Rangers, SIRs, cultural and natural resources

Strategy for Implementation: Accurately capture 100% of volunteer efforts within Galaxy Digital

• Work with statewide program team to develop volunteer plan
• Identify and expand to host more and better-quality volunteer opportunities.   
• Increase volunteer participants from community for reoccurring events by 25%.     
• Increase number of non-reoccurring volunteer events by 20%.
• Identify 5 regional community groups.
• Form formal relationships with 2 out of the 5 identified regional community groups.

Goal 5

Recreation Skill Development Goal: Visitors will practice safe and minimal impact recreation

Theme(s) Supported: S1, S3

2-Year Objective: Increase in number of volunteers by 5%

5-Year Objective: Increase in number of volunteers by 10%

Resources Assigned to Goal: Rangers, SIRs, and natural resources

Strategy for Implementation: Establish a baseline of recreational programs currently being offered by analyzing PPI data. Ensure all outlines for current and most popular programs are updated and archived. Create new recreational program outlines to upload to park programs library.

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